2019 ESG Briefing

P r e s e n t a t i o n & I n v e s t o r D i s c u s s i o n P a c k
2 1 J u n e 2 0 1 9
A U S T R A L I A & N E W Z E A L A N D B A N K I N G G R O U P L I M I T E D
ANZ 2019 ESG Investor briefing
—

ENVIRONMENT, SOCIAL AND GOVERNANCE
OUR APPROACH
AGENDA
2
GOVERNANCE –SHAYNE
•Purpose and priorities
•Structure and responsibilities
•ESG committees
ROYAL COMMISSION: ‘SPIRIT’ AND THE ‘LETTER’ -ALEXIS
•Governance
•First response
•APRA self-assessment
Q&A

BRINGING OUR PURPOSE TO LIFE
3
CHOICES ABOUT WHO WE SERVE
•WHOwe bank
•HOW we bank
•WHATwe care about
CHOICES ABOUT HOW WE OPERATE
•HOWwe organiseourselves
•HOW we behave
•HOWwe measure & communicate our
progress
Housing
Our focus ...Leading to ...
Homes to BuyHome ownership
Homes to RentHousing choice
Access to HousingHousing security
Environmental Sustainability
Our focus ...Leading to ...
EnergyLower carbon
emissions
WaterWater stewardship
WasteWaste minimization
Financial Wellbeing
Our focus ...Leading to ...
FinancialAccessEconomic
participation
Financial FitnessFinancial resilience
WHAT WE CARE ABOUT

FIVE PRIORITIES
4
1.Own up to our failures and fix them
2.Do a few things, and do them well
3.Do more with what we have
4.Get our people ready for a different future
5.Give customers the tools they need to enhance their financial wellbeing

FUNDAMENTAL PRINCIPLES
GUIDING THE WAY WE ARE TRANSFORMING THE BANK AS WELL AS HOW WE DEVELOP OUR PRODUCTS AND SERVICES
5
Spendless
than you earn
Share what
you can
Save regularly
towards your goals
Protect what
you can’t afford
to lose
Buildtowards
your
retirement
Borrow within your
means, allowing
some room to move
Invest in
things that
grow
13579
2
4
68
Pay your most
expensive debt
first
Put money
aside for a
rainy day

SUSTAINABILITY TARGETS
HALF YEAR PROGRESS SNAPSHOT
6
FAIR ANDRESPONSIBLE BANKING
March 2019March 2018
Increased specialist retail remediation team (people)200130
Implement new Dispute Resolution Principlesin Australia
Complete-
Create best experience for our customers
1
4
th
3
rd
ENVIRONMENTALSUSTAINABILITY
Fund andfacilitate at least $15b by 2020 in low carbon sustainable solutions
2
$14.6b$8.36b
Reduce scope 1 & 2 emissions by 24% by 2025 and 35% by 2030
3
-23%-13%
FINANCIALWELLBEING
Help enable social and economic participation of 1 million people by 2020
4
>889k
5
>550k
5
Increasing women in leadership to 33.1% by 2019 (34.1% by 2020) 32.4%31.9%
Recruiting >1,000 people from under-represented groups by 2020608365
HOUSING
Fund and facilitate $1b of investment by 2023 to deliver ~3,200 more affordable, secure and
sustainable homes to buy and rent (Australia)
$315m-
NZD100m of interest free loans to insulate homes for ANZ NZ mortgage holders
# Loans approved (Value)
677 (NZD2.5m)-
Note: This information has not been independently assured. KPMG will provide assurance over ANZ’s full year performance against targets in its annual sustainability reporting to be releasedinNovember 2019.
1. Australia Retail:Roy Morgan Research Single Source, Australian population aged 14+, Main Financial Institution, six month rolling average to March 2019 and 2018. Ranking based on the four major Australian
banks; 2.Including renewable energy generation, green buildings and less emissions intensive manufacturing and transport; 3. Reducing the direct impacts of our business activities on the environment;
4. Through our initiatives to support financial wellbeing including financial inclusion, employment and community programs, and targeted banking products and services for small businesses and retail customers;
5. Measured at 30 September for each respective year –full year results available in November 2019.

WHERE WE ARE FOCUSED
7
•Resolving long standing and / or complex customer issues
•Getting balance right between consequence management and motivating positive behaviours
•Balancing our dual roles of responsible banking and providing economic opportunity

G O V E R N A N C E
ANZ 2019 ESG Investor briefing
—

ESG–GOVERNANCE OVERVIEW
9
Ethics and Responsible
Business Committee
(ERBC)
Chaired by Shayne Elliott, CEO
Customer Fairness Advisor,
Australia
Reports to Shayne Elliott, CEO
Royal Commission & Self-
Assessment Oversight
Group
Chaired by Kevin Corbally, CRO
and Alexis George, DCEO
Customer Advocate,
Australia
Reports to Mark Hand, Group
Executive, Australia Retail and
Commercial Banking
Audit Committee
Chair:
Paula Dwyer
Risk Committee
Chair:
Graeme Liebelt
Ethics, Environment,
Social
and Governance
Committee
Chair:
David Gonski
Digital Business
and Technology
Committee
Chair:
Jane Halton
Human Resources
Committee
Chair:
IlanaAtlas
Nomination and
Board Operations
Committee
Chair:
David Gonski
BOARD OF DIRECTORS
Chaired by David Gonski, Chairman

BOARD AND EXECUTIVE COMMITTEES WORK TOGETHER
10
INDICATIVE RESPONSIBILITIES DEMONSTRATE HOW COMMITTEES MANAGE ESG
Ethics, Environment, Social and Governance
Board committee
Oversight and approval of
ESG reporting and targets
Oversight of measures to
advance Purpose and the
Ethics and Responsible
Business Committee
Code of Conduct review
Ethics and Responsible Business
Management committee
Set Social and
Environmental Risk policy
and monitor
implementation
Examine complaints
themes and potential
systemic issues
Purpose, reputation and
values review
Monitor and determine
sensitive customer
transactions
Consider and decide on
ethical, environmental,
social and governance risks
and opportunities
Review and monitor
ethical, environmental,
social and governance risks
and opportunities
Oversight and approval of
corporate governance
policies, principles,
regulatory and policy
responses
Set ESG targets and
monitor progress
Review of complaints
themes and potential
systemic issues
Purpose: Establish ethical and ESGguidelines and
principles
Purpose: Operationalise Board objectives and
make decisions on issues and policies

BOARD ETHICS, ENVIRONMENT, SOCIAL AND GOVERNANCE COMMITTEE (EESG)
11
14%
38%
14%
11%
23%
How we measure and communicate
•Retail investor reports
•ESG reporting and targets
•ESGexternal assurance
•Taskforce on Climate-related Financial
Disclosures
Our purpose and priorities
•Housing
•Financial wellbeing
•Environmental sustainability
How we bank
•CEO conduct report
•Customer complaints
•Product suitability
•Vulnerable customers
Who we bank
•Emerging social issues eg.animal welfare, data privacy
•Asian developing nation customer onboarding due
diligence
•Institutional customer human rights claims
•Carbon policy
Governance
•Committee remit and forward agenda
•Materiality Review
•Governance and regulatory updates
•Review of Ethics and Responsible Business
Committee minutes
COMMITTEE REMIT EXPANDED 2017, GENERALLY MEETS FOUR TIMES A YEAR
INDICATIVE AGENDA AND TOPICS COVERED
ESG topics discussed by full Board or other Board sub-committees
•Royal Commission –governance overprogram of work
•Customer remediation
•Remuneration policy and practices

ETHICS AND RESPONSIBLE BUSINESS MANAGEMENT COMMITTEE (ERBC)
12
38%
29%
16%
6%
11%
How we measure and communicate
•ESGtargets monitoring
•Taskforce on Climate-related
Financial Disclosures
Our purpose and priorities
•Housing
•Financial wellbeing
•Environmental sustainability
How we bank
•Customer complaints
•Product suitability
•Vulnerable customers
•Data ethics
Who we bank
•Lessons from the Royal Commission
•Emerging social issues eg. animal welfare, data
privacy
•Asian developing nation customer onboarding due
diligence
•External perspectives on evolving community
standards and expectations
•Carbon policy
Governance
•Materiality Review
•Social and Environmental Risk policy
•Committee remit
COMMITTEE ESTABLISHED 2017, GENERALLY MEETS FOUR TIMES A YEAR
INDICATIVE AGENDA AND TOPICS COVERED
Committee membership
Chair: CEO
•Chief Risk Officer
•Group Executive, Talent &
Culture
•Group General Counsel
•Group GM, Corporate Affairs
•GM Credit, Specialised Lending
and Head of Social and
Environmental Risk
•Group GM, Group Strategy
•Deputy Chief Executive Officer
•Group GM Communications &
Public Affairs
•Customer Fairness Advisor
Business representatives,
currently:
•MD, Retail & Business Banking,
New Zealand
•GM, Business Banking,
Australia
•Country Head, Singapore &
Head of SEA, India
and Middle East
3
rd
Party Advisor:
•Simon Longstaff, Executive
Director, Ethics Centre

EESGAND ERBC–INDICATIVE FUTURE FOCUS
13
WHO WE BANKHOW WE BANKOUR PRIORITIES
HOW WE MEASURE AND
COMMUNICATE
GOVERNANCE
•Emerging social issues eg. Data
privacy
•Fairness –serving and competing
for new and existing customers
•Potentially high risk customers –
including Politically Exposed
Parties
•Reputation indicators
•Best practice standards for ESG
board and management
committees
•FY20 ESGtargets
•Stakeholder engagement –how
we engage with and respond to
key stakeholder groups
•Ethical decision making framework
•Banking Code implementation
•Vulnerable customers
•Disaster impacted customers and
regions
•Customer complaint themes and
systemic issues
•Design and Distribution Obligations and
Product Intervention Power
•Credit card use for gambling update
•Conduct –Potential improved metrics
•Product suitability program
•Monitoring of implementation of
new Banking Code of Practice
•Peer assessment: ESGpolicies vs
practices
•Industry associations:
membership and policy positions
•Customer transition plans toward a
low carbon economy
•Housing access and affordability
update
•Evolving standards and
expectations of civil society on ESG
matters
•Financial wellbeing –potential
improved metrics

THE COMMITTEES IN ACTION
14
THE FOLLOWING SLIDES PROVIDE CASE STUDIES TO DEMONSTRATE THE COMMITTEES’ DISCUSSIONS
WHO WE BANKHOW WE BANKOUR PRIORITIES
HOW WE MEASURE AND
COMMUNICATE
GOVERNANCE
•Asian developing nation customer on-
boarding due diligence
•External Report Card –Reputation
Indicators
•Credit card gambling controls
•Materiality review –a focus on fair and
responsible banking
•Purpose and our ethical decision-
making framework
123
45

CASE STUDY –WHO WE BANK
ASIAN DEVELOPING NATION CUSTOMER ON-BOARDING ENHANCED DUE DILIGENCE
15
DUE DILIGENCE CONTROLS FOR NEW CUSTOMER ON-BOARDING
Context:
Demonstration of enhanced due diligence controls for on-boarding. Steps undertaken to on-board a new customer in April 2019
included:
•Standard on-boarding steps such as sanctions screening and KYC;
•Assessment of actual or potential linkages (ownership, supplier, dealer) to Government and Military entities;
•Open source scan to identify any potential adverse reports;
•Detailed, formal ESG commitments from the customer; and
•Escalation and approval from senior stakeholders outside of the country.
Outcome:
As part of enhanced due diligence, a media scan identified NGO allegations of inappropriate work practices. Subsequent research and
customer discussion obtained documentary evidence of the customers’ policies and processes to monitor and manage work practices.
Also, meetings were held with the customer including their local CEO, local Head of Sustainability and Global Head of Group Finance.
It was concluded the customer was compliant with the relevant country’s laws, the media report was inaccurate and the customer has
global and local processes and policies in place to identify and prevent inappropriate work practices. The customer acknowledgedthese
processes and policies, set out in detail in communication with the ANZ country head and affirmed by the customer’s global
headquarters.
Relevant ESG target:
Improving our human rights due diligence processes.
1

CASE STUDY –HOW WE BANK
CREDIT CARD GAMBLING CONTROLS
16
REDUCING HARM TO POTENTIALLY VULNERABLE CUSTOMERS
Context:
In December 2018 we introduced a restriction on the use of credit cards for gambling transactions where the customer’s card has been
utilised beyond 85% of the account credit limit. This change is aimed at reducing harm to potentially vulnerable customers who are
using ANZ credit cards for gambling, while minimising unintended consequences for the general population of card users.
We consulted with industry and community groups before implementing this measure.
A self-exclusion mechanism is also being developed where customers can ‘opt out’ of the ability to gamble on their credit cards by the
end of 2019.
These initiatives operate alongside our responsible lending policies which are aimed at ensuring credit is provided only to those who can
afford it.
In the first three months of this restriction, $17.39M of Real Time Authorisation transactions attempted by customers who had already
used 85% of their account limit were declined.
Outcome:
Increased protections for customers negatively impacted by their use of credit cards for gambling, while minimising unintended
consequences for the general population of card users.
Relevant ESG target:
Make our products fairer and better matched to our customers.
2

CASE STUDY –OUR PURPOSE AND PRIORITIES
PURPOSE AND OUR ETHICAL DECISION-MAKING FRAMEWORK
17
ETHICAL CONSIDERATIONS INFORM HOW WE MAKE DECISIONS
Context:
To support our aim to build a more purpose-driven and ethical bank we have developed a decision-making framework that considers:
•Our purpose: why we exist
•Our principles: what is right
•Our ICARE values: what is good
Other actions to raise ethical considerations include:
•Inviting Dr.Simon Longstaff, Executive Director, The Ethics Centre to join the Ethics and Responsible Business Committee,
effective June 2018
•Introducing Ethi-call for staff -a free ethics counselling helpline providing independent and confidential guidance on personal or
professional ethical issues, run by The Ethics Centre
Outcome
The decision-making framework is actively used by the Ethics and Responsible Business Committee and broader rollout is underway.
Ethi-call is available for use by all ANZ staff with Group Management targeted for awareness.
Relevant ESG target:
Improve senior leaders’ role modelling of ANZ values.
3

Context:
Our reputation indicators identify our key weakness, scrutinised in the Royal Commission, as our failure to always responsibly deliver
products and services, e.g. fees for no service.
Outcome:
Reputation indicators for ANZ and other major banks show long-term, mid-range rank among major corporates, followed by 12 months
of decline throughout the Royal Commission. All indicators are consistent.
Relevant ESG target:
Group scorecard, maintain strong performance on Dow Jones Sustainability Index.
CASE STUDY –HOW WE MEASURE AND COMMUNICATE
EXTERNAL REPORT CARD –REPUTATION INDICATORS
18
TRACKING OF EXTERNAL ESG RATING PERFORMANCE
A
Medium risk, top 19
th
percentile
C
C+, Best banking peer
83
Bank industry median, 43
87, Highest bank
1000
CCCAAA
Severe
Negligible
D-A+
ANZ
1: 2018, Dow Jones Sustainability Index; 2: ESGRating, December 2018, MSCI ESG Research; 3: ESGRisk Rating Report, April 2019;4: Corporate Rating, April 2019, Institutional
Shareholder Services –oekom.
4
DJSI
1
MSCI
2
Sustainalytics
3
ISS-oekom
4

CASE STUDY -GOVERNANCE
Context:
Interviews were held with external stakeholders including institutional investors, retail shareholders, consumer advocates, financial
counsellors and analysts
Findings and challenges
Outcome:
Findings have been presented to Board, the Ethics and Responsible Business Committee and the Royal Commission and APRA Self-
Assessment Oversight Group and will inform our continuing work on improving customer outcomes.
Relevant ESG target:
Group scorecard, rebuild reputation.
1.Long-term performance
•Surprise at the extent of illegal and
unethical behaviour across the
banking sector
•Strong belief amongst interviewees
across all cohorts that unethical (not
just illegal) behaviour will erode
shareholder value
•Expectation that, Boards focus on
long-term value creation not short-
term profit maximisation
2.Current actions are good and necessary
but not sufficient
•Transparent reporting sought on progress
towards the spirit and findings of the
Royal Commission
•Expectation for Board and management
to demonstrate,customer-centric actions
in line with the ‘spirit’ of the Royal
Commission’s findings
3.Broader role for Board in
overseeing conduct and culture
•Appetite for more visible role for
Board in setting and governing
culture and conduct
•Expectation that real and lasting
change happens as a result of the
Royal Commission
19
MATERIALITY REVIEW –A FOCUS ON FAIR AND RESPONSIBLE BANKING
INTERVIEWS WITH EXTERNAL STAKEHOLDERS TO INFORM & HELP GUIDE OUR WORK IN RESPONSE TO THE ROYAL COMMISSION
5

U P D AT E O N A N Z A N D T H E R O YA L C O M M I S S I O N
ANZ 2019 ESG Investor briefing
—

ROYAL COMMISSION
OUR APPROACH, OUR RESPONSE
WE ARE DETERMINED TO RESPOND TO THE ‘SPIRIT AND THE LETTER’ OF THE ROYAL COMMISSION.
1.ANZ continuing operations
Initial response
•Committed to sixteen actions that we can take now
•Reviewed individual cases highlighted at the Commission and take
action where appropriate to resolve the matters
Lessons from our experience
•Eight lessons based on our misconduct and failures to meet
community standards and expectations
•Now we will identify what success measures are needed to
demonstrate we have addressed these lessons
Governance –aligned to the APRA self-assessment
•Our Royal Commission & Self-Assessment Oversight Group is
overseeing our work and reports to the Board
•Co-chaired by Deputy CEO and CRO, involving Group Executive
Australia Retail & Commercial Banking, Group Executive Talent and
Culture, Group General Counsel, GGM Communications and Public
Affairs, GGM Corporate Affairs
Constructive engagement with reform
•We have analysed all 76 recommendations and will engage
constructively with Government as it implements these
Not relevant to ANZ
1
Requires law/rule change
No change recommended
ANZ or industry actions underway
Actioned
Due by end 2019
Due by end FY19
ANZ ACTIONS
ANZ analysis of Royal Commission recommendations
ANZ’s progress on sixteen actions (June 2019)
21
Ongoing
12%
5%
20%
63%
12%
19%
31%
38%

ROYAL COMMISSION
RoyalCommission learnings
1. We had, attimes,poor product governance, including bad product design and misaligned and/or unclear T&Cs
2. The scale and scope of our activities made identifying and fixing failures difficult
3. We did not focus on remuneration’s role in poor conduct
4. There was an absence of a customer mindset, meaning we were, at times, insensitive to customer circumstances
5. There was, at times, a lack of management supervision, clear accountability for tasks and responsibility for failures
6. We did not remediate customers in a competent, timely and/or consistent manner
7. Our operational risk controls did not prevent or identify staff errors, process failures or coding mistakes
8. Certain failures arose from non-compliance with the law or other standard, including as interpreted by ASIC
LEARNINGS FROM ANZ’S SUBMISSIONS
•Specific to the misconduct and failures to meet community standards and expectations (CSEs) that we submitted to the Royal Commission
•Will be mapped against work and assigned success measures to assess when they have been addressed
•Significant alignment with work on APRA self-assessment focus areas (see next page)
22

APRA SELF-ASSESSMENT
RESPONDING TO IDENTIFIED THEMES
Simplification
Culture
Governance and accountability
Remediation
Management of operational risk
Simplification of our business, products and processes
Culture including the way we reward and recognise our people
Governance and accountability including how we are held to account, and how we
manage and execute change
Remediation including expansion of our specialist customer remediation team
Review and improvement of our operational risk framework
FOCUS AREAS
SELF-ASSESSMENT AT APRA’S REQUEST
ANZ submitted its self-assessment report to the Australian Prudential Regulation Authority in November 2018.
The assessment identified a number of themes across the three assessment domains of culture, accountability and governance.
The themes will be addressed through initiatives aligned to five focus areas. Success measures have been defined for each focusarea
that will allow us to assess whether our initiatives are improving what we do and how we do it.
To ensure accountability, executive owners are being allocated to each group of measures. The Board will receive quarterly reports on
progress against each measure. Governance of this work is integrated with our response to the Royal Commission.
23

REPORTING ON EXECUTIVE ACCOUNTABILITY
OUR GOVERNANCE FRAMEWORK AND ITS OUTCOMES
24
•We will explain the governance
framework under which we hold our
senior executives to account
•We also will start reporting on the
outcomes of this governance framework
INDICATIVE EXECUTIVE ACCOUNTABILITY DISCLOSURE MAY INCLUDE
EXECUTIVE ACCOUNTABILITY
Categories of matters
Code of conduct [Number]
Risk and compliance [Number]
Outcome of accountability
Remuneration consequence[Number]
Warning/advice[Number]
No longer employed[Number]
Commentary
[Text]

E S G I N V E S T O R D I S C U S S I O N PA C K
S U S TA I N A B I L I T Y
ANZ 2019 ESG Investor briefing
—

ESG –GOVERNANCE OVERVIEW
26
ETHICS, ENVIRONMENT, SOCIAL AND
GOVERNANCE COMMITTEE (EESG)COMMITTEE
ETHICS AND RESPONSIBLE BUSINESS
MANAGEMENT COMMITTEE (ERBC)
CUSTOMER FAIRNESS ADVISORROYAL COMMISSION AND APRA SELF
ASSESSMENT OVERSIGHT GROUP
CUSTOMER ADVOCATE
•The EESG Committee is one of 6 Board sub-committees (including:
Audit Committee, Risk Committee, Human Resources Committee,
Digital Business and Technology Committee, Nomination and Board
Operations Committee).
•Its purpose is to oversee measures to advance ANZ’s purpose,
focusing on ethical, environmental, social and governance matters.
•The Committee generally meets four times a year.
•It is chaired by David Gonski and its members include Ilana Atlas,
Jane Halton and Sir John Key.
•Co-chaired by Deputy CEO and Chief
Risk Officer.
•Involves Group Executive Australia
Retail and Commercial Banking, Group
Executive Talent and Culture, Group
General Counsel, GGM Communications
and Public Affairs, GGM Corporate
Affairs.
•Reports to the Board.
•The Ethics & Responsible Business Committee is a leadership and
decision making body that exists to advance ANZ’s purpose.
•The Committee generally meets four times a year.
•It is chaired bythe CEO and is comprised of senior executives from
business divisions and Group functions, including Risk,
Communications and Public Affairs and Human Resources.
•Dr Simon Longstaff from The Ethics Centre joined the Committee
in June 2018 as an independent voice, bringing an ethical
perspective to the complex decisions we make every day.
•Works with customers and ANZ to facilitate
fair complaint outcomes and minimise the
likelihood of future problems.
•Voluntary pathway offering customers a
further opportunity to resolve their
complaint with us.
•Operates autonomously of ANZ business
units.
•Reports to the Group Executive, Australia
Retail and Commercial Banking and is bound
by the Customer Advocate’s findings in all
cases.
•Colin Neave (former Commonwealth
Ombudsman) was appointed as our first
Customer Fairness Advisor at the end of
2016 -signalling the start of a number of
changes we knew we needed to make.
•Developed customer remediation
principles and dispute principles.
•Conducted review with an independent
consumer advocate on the Royal
Commission Interim Report case studies.
•Reports directly to the CEO.

PURPOSE
AN INTEGRAL PART OF OUR STRATEGY
27
HELPED GUIDE OUR DECISION TO PROVIDE RELIEF TO FARMERS IMPACTED
BY NATURAL DISASTERS
INFORMED OUR APPROACH TO SUSTAINABLE AND AFFORDABLE HOUSING
REBUILDING TRUST
•Affordable, secure & sustainable homes
•‘Healthy Home’ Loan Package
•Environmentally sustainable solutions
•Currently resolving issues with more than 2.6m customer accounts
1
•$928m in remediation charges taken since 1H17, $698m on Balance Sheet (31 March 2019)
1.Retail and Commercial customer accounts
ANZ is committed to the United Nations’ Sustainable Development Goals (SDGs) and our Sustainability Framework, together with public
targets that we set annually, supports the achievement of the SDGs. Our activities support 10 of the 17 SDGs:
SUSTAINABILITY FRAMEWORK

CREATING VALUE FOR OUR STAKEHOLDERS –31 MARCH 2019
28
CUSTOMERSEMPLOYEES COMMUNITYSHAREHOLDERS
5
8.7m totalretail, commercial
and Institutional customers
~150,000 net new customers
over 12 months to March 2019
$289b in retail & commercial
customer deposits in Australia
and New Zealand
$344b in home lending in
Australia and New Zealand
Full mobile wallet offering,
including Apple Pay
TM
,
GooglePay
TM
, Samsung Pay
TM
,
FitBit Pay
TM
and Garmin Pay
TM
#1 Lead bank for trade
services
1
39,359 people employed
(FTE)
608people recruited from
under-represented groups,
including refugees, people with
disability and Indigenous
Australians since 2016
32.4%of women in leadership,
increasefrom 27.9% in Sep
2014
2
877khours of training
provided in FY18
$137m contributed in
community investment in FY18
3
Disaster relief packages for
Qld floods; Vic and Tas bushfires;
NT cyclones and NSW hailstorms
$1.5m in donations across FY18
and 1H19 for drought and flood
relief
124,113 volunteering hours
completed by employees in FY18
$1.5b in taxes incurred; money
used by governments to provide
public services and amenities
>889k people reached through
target to help enable social and
economic participation in FY18
4
>500,000 Retail & Institutional
shareholders
$3.6b
cash profit reported
124.8 centsearnings per
share
80 cents per share fully
franked dividend announced for
1H19
12.0% return on average
ordinary shareholders equity
All financial metrics are as at 31 March 2019 (P&L growth metrics for the half year ended 31 March 2019) unless otherwise stated.
1. Peter Lee Associates Large Corporate and Institutional Transactional Banking surveys, Australia and New Zealand 2004-2018. 2.Measures representation at the Senior Manager, Executive and
Senior Executive Levels.Includes all employees regardless of leave status but not contractors (which are included in FTE) 3. Figure includes foregone revenue of $107 million. 4. Through our
initiatives to support financial wellbeing including financial inclusion, employment and community programs, and targeted banking products and services for small businesses and retail customers.
5. On a cash profit continuing operations basis.

27.9
29.5
29.9
31.1
32.0
32.4
0
10
20
30
2017201420152016HY19
SUSTAINABILITY PERFORMANCE TRENDS
COMMUNITY INVESTMENT
1
ENVIRONMENTAL FINANCING
$15B TARGET
MONEYMINDED& SAVER PLUS
EMPLOYEE ENGAGEMENT
2
ENVIRONMENTAL FOOTPRINT
TARGET
WOMEN IN LEADERSHIP
3
Total community investment ($m)
Employee engagement score (%)
Funded and facilitated ($b)
Scope 1 & 2 greenhouse gas emissions
(k tonnes CO2-e)
Estimated # of people reached
Representation (%)
29
1. Figure includes forgone revenue (2018 = $107m), being the cost of providing low or fee-free accounts to a range of customers such as government benefit recipients, not-for-profit
organisations and students 2. The 2017 engagement survey was run as a pulse survey sent to 10% of the bank’s employees with a57% response rate. For all other years the employee
engagement survey was sent to all staff 3.Measures representation at the Senior Manager, Executive and Senior Executive Levels.Includes all employees regardless of leave status but not
contractors (which are included in FTE)
76
75
90
131
137
20142017201520162018
212
210
194
181
171
20142015201620172018
2.5
6.9
11.5
14.6
0
5
10
2016
2018
2017
59,461
69,826
65,549
80,074
88,308
20142015201620172018
73
76
74
72
73
20142017201520182016
HY19
2018

EXTERNAL REPORTING
RECOGNITION
FRAMEWORKS
30
We achieved a CDP
climate disclosure score
ofA-in 2018
Member of the
FTSE4Good Index
We have been a signatory to
the United Nations Global
Compact since 2010
As an Equator Principles
Financial Institution signatory
we report on our
implementation of the Principles
in our Sustainability Review
We report in line with using the
recommendations of the
Financial Stability Board’s (FSB)
Task Force on Climate-Related
Disclosures (TCFD)
Highest ranked Australian
bank on the Dow Jones
Sustainability Index, scoring
83/100 in 2018
Our sustainability reporting is
prepared in accordance with the
Global Reporting Initiative
Standards
(Comprehensive level)
2018-19 leader in
workplace gender
equality
Platinum Status LGBTI
Employer of Choice for
longevity in high
performance (2015 to 2019)

E S G I N V E S T O R D I S C U S S I O N PA C K
R E M E D I AT I O N
ANZ 2019 ESG Investor briefing
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CUSTOMER REMEDIATION
32
2H181H19
-352
-100
RevenueExpenses
2H18
-75
1H19
-181
RevenueExpenses
CONTINUING OPERATIONS
($m)
2H181H17
-67
1H192H17
-102
1H18
-51
-533
-175
DISCONTINUED OPERATIONS
1
($m)
Financial impact
•$175m ($123m post tax) charge in 1H19
•$928m ($657m post tax) charges since 1H17
•$698m provisions on balance sheet at 31 March 2019
Progress to date
•Salaried Financial Planner
2
largely addressed in prior
years
•Aligned Dealer Group remediation provided for in 2H18
•Retail Banking product & service review well progressed
TOTAL PRE-TAXIMPACT
$m
1.Primarily compensation for customers receiving inappropriate advice or for services not provided including those relating to ANZ’s former Aligned Dealer Groups (ADGs). ANZ completed
the sale of its ADGsto IOOFon 1 October 2018.
2.Fee for no service

E S G I N V E S T O R D I S C U S S I O N PA C K
R O YA L C O M M I S S I O N
ANZ 2019 ESG Investor briefing
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RESPONDING TO THE ROYAL COMMISSION
‘IDENTIFIED SIXTEEN ACTIONS THAT WE CAN TAKE NOW’
34
COMMITMENT
On 20 February 2019, ANZ announced it would take immediate steps to implement the first phase of its response to the recommendations from the Royal
Commission into Misconduct in theBanking, Superannuation and Financial Services Industry.
ANZ is implementing 16 initiatives to improve the treatment of retail customers, small businesses and farmers in Australia as well as publicly reporting on the
remediation of existing failures, including:
•Providing farmers with early access to farm debt mediation as well as favouring ‘work-outs’ over either enforcement or appointing external managers
•Not charging farmers default interest in areas hit by drought or other natural disasters
•Creating a dedicated phone service and easier account identification options for Indigenous customers
•Proactively contacting customers paying little off persistent credit card debt to encourage them to move to lower cost options
•Removing overdrawn and dishonour fees from our Pensioner Advantage accounts
•Engaging as a ‘model-litigant’ in situations where ANZ is involved in a court process with individual retail or small business customers; and
•Committing to the Australian Financial Complaints Authority’s“look back” under its new limits
Progress against the 16 commitments (within the below categories) is provided in the appendix slides

ROYAL COMMISSION
SIXTEEN ACTIONS –UPDATE ON 20 FEBRUARY COMMITMENTS
35
CommitmentUpdateon 20 February commitments
Retail customers
1. Make our products fairer and better matched to our customers
by:
1.1 Removing overdrawn and dishonour fees on our
Pensioner Advantage account
ANZ has removed the Overdrawn Fee and the Dishonour Fee on our ANZ Pensioner Advantage account.
1.2 Accelerating work on how we design and distribute
products so that customers get products that meet
their needs
Our work continues to look at how we design and sell products and the use and value which customers get from our products.
Most recently, this includes the establishment of an ongoing process to contact credit card customers who are carrying persistent
debt (as per commitment 3.1).
The design and distribution obligations in the Treasury Laws Amendment Bill 2018 have now been passed through Parliament.
An assessment is underway on the design and distribution obligations to help inform our work and commence addressing the
obligations for when they become law.
2.Improve our service to Aboriginal and Torres Strait Islander
(ATSI) customers in remote communities by:
2.1 Setting up a dedicated phone service that will help
ATSI customers manage their banking
ANZ has established a dedicated ATSI telephone service that has been in operation from 1 May 2019.
The telephone service is staffed by 20 Melbourne based bankers trained in indigenous cultural awareness and vulnerable customers
training.
The telephone service initially services existing ANZ customers with service enquiries and new deposit product fulfilment. Future
development of the ATSI telephone service will build on learnings from the initial phase, and the scope will eventually be expanded
to include on-boarding of new ANZ customers and services to inform and educate ATSI customers of value-add services within ANZ.
2.2 Giving ATSI customers easier options to prove their
identity when opening and using a bank account
From 1 May 2019:
ANZ introduced a new Referee Form, which makes it easier for indigenous customers to prove their identity.
The ATSI telephone service uses TextMe SMS message to provide identified ATSI customers with a dedicated telephone number.
Manual Security Questions have been revised to make them more relevant and easily understood by ATSI customers. In formulating
questions, feedback was sought from ANZ’s Indigenous Advisory Group.

ROYAL COMMISSION
SIXTEEN ACTIONS –UPDATE ON 20 FEBRUARY COMMITMENTS
36
CommitmentUpdateon 20 February commitments
Retail customers
3. Helping customers by:
3.1Contacting consumer credit card customers who
are carrying persistent debt and paying little off
to get them on to lower rate cards and assist
them to pay their debt faster
In March 2019 we established an ongoing process to contact credit card customers who are carrying persistent debt. We providethese
customers financial education on how credit cards work and offer assistance plans to help them to pay their debt faster.
Our initial focus is on contacting customers with a low rate credit card product and providing them an option to transfer to an instalment
plan at a reduced rate of 7.0% p.a. We will subsequently contact customers on high rate credit card products and provide themanoption
to transfer to a low rate card or instalment plan.
To date we have attempted to contact 4,481 customers under this initiative, connecting with 1,182. Of the 1,182 customers contacted
253 (21%) accepted an instalment plan and 400 (34%) appreciated the financial education. The remaining 529 (45%) customers chose
to take no action.
3.2Contacting customers in receipt of eligible
Centrelink or Veterans’ Affairs benefits to help
them move to low-cost basic bank accounts
We have established an ongoing process to contact customers in receipt of eligible Centrelink or Veterans’ Affairs benefits to offer them a
move to low-cost basic bank accounts.
From June 2019 we will contact 10,000 customers a week under a staggered approach (total customer contact ~350,000).
Farming customers
4.Publish clear principles on how we help farmers including
through:
Principles outlining our assistance to famers will be published by September 2019.
Key inclusions are outlined below.
4.1Not charging farmers default interest in areas
declared to be affected by drought or other
natural disasters
By September 2019 ANZ will publish principles to make clear our commitment to not charge farmers default interest in areas declared to
be affected by drought or other natural disasters.
4.2Valuing farm land separately from the loan
origination process
From 29 March 2019, ANZ has withdrawn the authority of relationship managers to approve their own internal appraisals of farmland. All
such appraisals are independently approved. This change ensures independence between the valuation process and the loan approval
process.
4.3 Giving farmers early access to farm debt
mediation if they get into difficulties and
supporting a national scheme of farm debt
mediation
ANZ is continuing our work on implementing the commitments that we have publicly made to assist our farming customers experiencing
financial difficulties.
By September 2019 ANZ will publish principles to make clear our commitment to early access to farm debt mediation, with the aim being
to provide farmers with every opportunity to explore all work out options available.
Enforcement action is a measure of last resort only after all other options have been explored.
4.4 Reinforcing our preference for working out
difficulties over enforcing agricultural loans or
appointing an external manager

ROYAL COMMISSION
SIXTEEN ACTIONS –UPDATE ON 20 FEBRUARY COMMITMENTS
37
CommitmentUpdateon 20 February commitments
Remuneration
5. Redesign how we manage and reward our people to
better focus on the interests of our customers, the
long-term health of the bank and team, rather than
individual, outcomes
ANZ is working to launch a new approach to reward, remuneration and performance management. This is scheduled to launch in the last
quarter of 2019.
6. Continue to implement the recommendations of Mr
Stephen Sedgwick, including by responding to any
observations on how we can improve
ANZ’s delivery of Stephen Sedgwick’s Retail Banking Remuneration Review recommendations is 75% complete.
With the exclusion of Broker remuneration which is being managed at the industry level we are on track to deliver all recommendations by
the end of 2019, ahead of October 2020 deadline.
Accountability, culture and governance
7. Strengthen our accountability and consequence
framework so that when things go wrong, we fix them
and consistently hold executives to account
We have strengthened the principles and guidance that underpin our Accountability Framework, including the development of:
Consequence Management Principles that guide a more consistent approach to consequence management across the bank,
including impacts on remuneration.
Accountability Principles that define the various categories of accountability (e.g. direct, indirect, collective).
Accountability Review Guidance to guide staff on when and how to undertake accountability reviews.
We have commenced implementation and remain on track to complete by end of 2019.
8. Supplement existing culture audits and ensure we act
on identified problems
Actions addressing problems identified in the cultural reviews by Internal Audit are formally documented and tracked to completion.
An Enterprise Culture Steering Group has been established, membership including the CEO, GM Talent & Culture and CRO. Meetingtwice
yearly ExComembers are required to present the current cultural strengths and concerns of their business, as well as actions taken and
planned which are aimed at shifting the culture towards ANZ’s desired culture.
A new feedback tool has been launched, aimed at enabling greater self-awareness for leaders. The tool helps track outcomes of
development and also provides an additional voice for our employees that can then be acted upon.
We have recently reviewed our approach to culture measurement and we are now in the process of testing a new framework. The new
approach has been designed to measure progress towards (or away from) our desired culture across our 6 different culture pillars,
utilising a range of indicators some of which are consistent across businesses and others which are locally defined.
9. Allocate specific responsibility to our BEAR
1
executive(s)
for our products and complaints about them
ANZ’s BEAR responsibilities have been documented and assigned to each relevant executive.
APRA is currently finalising its BEAR product rules, expected by the end of 2019 calendar year. These rules will be utilised to finalise ANZ’s
product based BEAR responsibilities.
10. Make our BEAR
1
executives explicitly responsible for
preventing conduct that harms customers
11.Require our BEAR
1
executives to be open, constructive
and cooperative with the Australian Securities and
Investments Commission
1.Banking Executive Accountability Regime

ROYAL COMMISSION
SIXTEEN ACTIONS –UPDATE ON 20 FEBRUARY COMMITMENTS
38
CommitmentUpdateon 20 February commitments
Remediation
12.Publicly report on how we are fixing our significant
failures, including the nature of the issues and our
progress on paying customers back. This will include
the remediations identified at the Royal Commission.
This transparency will add to our commitment to fix
failures fairly and quickly in our Remediation Principles
1
ANZ has reported half year progress against FY19 Fair and Responsible Banking sustainability targets in respect of remediations.
Dispute resolution
13. Commit to public principles on managing complaints and
disputes from retail and small business customers and
acting as a model litigant if we end up in court with
them individually
New Dispute Resolution Principles, incorporating model litigant guidelines, were released publicly on 15 April 2019.
The principles apply to our people and our representatives (e.g. external law firms) when managing individual retail and small business
customer complaints, disputes and litigation in Australia.
14.Commit to the Australian Financial Complaints
Authority’s ‘look back’ under its new limits, appoint our
Customer Advocate to lead this work and fully
cooperate with AFCA as it resolves disputes
ANZ has appointed our Customer Advocate to lead this work and has written to AFCA confirming its consent to consider 'look back'
disputes.
ANZ will continue to fully cooperate with AFCA as it resolves disputes and is currently scoping work and staffing requirements in
preparation to commence resolving these disputes from 1 July 2019.
A team manager has been appointed with case manager recruiting being finalised. Workflow systems have been designed and will shortly
be implemented.
ANZ continues to participate in industry consultation regarding the draft AFCA Rule changes and supplementary Operational Guidelines
that set out how the program will operate.
Financial Advice
15.Focus on how we provide ongoing financial advice to
customers so they always get the service they pay for
and value
ANZ already allows customers to opt in annually to ongoing fee arrangements and is well placed to leverage existing processesand
controls to implement these changes on a compulsory basis.
We are currently focussed on delivering a new model over the next 12 months where advice is delivered to existing customers and then
fees are only charged after the delivery of the advice. In this model there will be no ongoing fee arrangements requiring annualreview.
On 17 May 2019 ANZ has announced it will no longer offer its Prime Access financial advice service to new customers and will phase it out
for current customers over the next 18 months.
16.Tell our customers in writing of areas where our
financial advisors may not be independent, impartial or
unbiased
ANZ will make amendments to our disclosure documents by July 2019.
1.ANZ’s Remediation Principles are set out on page 9 of ANZ’s 2018 Annual Review. The 2018 Annual Review is available at:
https://shareholder.anz.com/sites/default/files/anz_2018_annual_review_final.pdf

E S G I N V E S T O R D I S C U S S I O N PA C K
C A R B O N
ANZ 2019 ESG Investor briefing
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REVIEWING OUR CARBON COMMITMENTS AND DISCLOSURE
40
SUPPORTING OUR CUSTOMERS TO TRANSITION TO A LOW CARBON ECONOMY
The Board EESG Committee was presented with options for how ANZ might best support its customers to transition to a low carbon
economy, in line with goals of the Paris Agreement.
Two principles informed the options presented:
•All sectors of the economy have a role to play in driving the transition.
•The transition should be orderly and ‘just’, giving careful consideration to the impacts on affected workers and communities.
The paper discussed ANZ’s largest sectoral exposures and proposed working with high emitting customers in a range of sectors to
support and encourage their transition efforts.
Social, financial and customer risks and opportunities were outlined for each option to enable informed and balanced decisions.
Outcome:
We announced our revised approach to climate change in December 2018.
This included a public target to encourage and support 100 of our largest emitting customers in the energy, transport, buildingsand
food, beverage and agricultural sectors to establish or strengthen existing low carbon transition plans, by 2021.
Relevant ESG target:
Amended our risk appetite and customer assessment processes to increase emphasis on climate change risks and management.

LOW CARBON & SUSTAINABLE FINANCE IS INCREASING AND OUR
EXPOSURE TO CARBON-INTENSIVE SECTORS IS DECREASING
OUR EXPOSURE TO THE MOST CARBON-INTENSIVE ENERGY
SOURCES ARE DECLINING
•ANZ’s funding and facilitation of renewables and gas-fired power is
increasing relative to coal-fired power.
•Our sustainable financing commitment has reached $14.6bn since
2015.
•Our exposure to thermal coal mining is a small portion of our overall
lending (at 31 March 2019 our exposure was ~$944m, less than 0.1%
of our Group exposure at default).
•We expect our thermal coal exposure to decline over time, as it has
since 2015.
WE ARE WORKING WITH OUR CUSTOMERS TO SUPPORT
THE TRANSITION TO CLEANER ENERGY AND
ENVIRONMENTALLY SUSTAINABLE PRACTICES
•We provide a range of finance and advisory services to the clean
energy sector and other customers supporting their investment to
reduce or eliminate greenhouse gas emissions or minimise waste.
•We play a role linking capital markets with sustainable investment
opportunities, including infrastructure.
76%
13%
10%
Project Finance Power Generation Portfolio
(Sept’ 18)
Renewables
Gas
Coal
Our direct lending to renewable energy has
increased since 2015 to reach $1.076bn in 2018.
41

RESOURCES PORTFOLIO & MANAGEMENT
RESOURCES EXPOSURE AT DEFAULT (EAD) BY SECTOR ($b)
EAD & CREDIT QUALITY (Mar-19)
RESOURCES PORTFOLIO MANAGEMENT
TOTAL EAD (Mar-19): $15.6b (Resources exposures as a % of Group EAD: 1.6%)
42
8.6
4.9
2.3
2.9
1.3
7.2
4.6
1.8
2.4
1.1
7.8
4.0
1.5
1.7
1.1
9.4
3.7
1.41.4
0.9
7.0
3.5
1.1
1.4
1.0
7.6
4.4
1.0
1.2
0.9
7.4
4.4
1.4
1.2
0.9
7.3
4.6
1.5
1.5
0.8
Other MiningServices To MiningOil & Gas ExtractionMetal Ore MiningCoal Mining
$7.3b$0.6b$2.6b$5.1b
AUSNZ
39%
77%
61%
23%
18%
82%
ASIA
12%
88%
EA & Other
Sub-Investment GradeInvestment Grade
•Portfolio is skewed towards well capitalised and lower cost resource producers.
•27% of the book is less than one year duration.
•Investment grade exposures represent 74% of portfolio vs. 67% at Mar 18 and Trade business
unit accounts for 19% of the total Resources EAD.
•Mining services customers are subject to heightened oversight given the cautious outlook for
the services sector.
•Increased coal mining exposure in FY18 / 1H19 primarily reflects mergers and acquisitions
activity related to existing mines, i.e. predominantly metallurgical coal assets sold by
diversified miners to existing customers. Financing is mainly used to support continuing
operations, and not mine expansions.
•Thermal coal exposure is currently $944m. We expect our thermal coal exposure to decline
over time, as it has since 2015, though there was an increase in 1H19 due to one transaction
for an existing customer and a reclassification of one exposure. Our exposures to thermal coal
are primarily concentrated in a small number of Australian-based miners.
Sep-16Sep-15Mar-16Mar-17Sep-17Mar-18Sep-18Mar-19
1.70
1.18
0.81
0.75
0.94
0.5
1.0
1.5
2.0
Sep-18Sep-15Sep-16Sep-17Mar-19
THERMAL COAL EXPOSURE within ‘coal mining’ sector ($b)

Background
•Sydney Airport (SYD) sought to enhance their management of Environmental, Social and Governance (ESG)
risks via a syndicated Sustainability Linked Loan (SLL) facility.
•The SLL establishes a direct link between SYD sustainability performance and cost of capital.
•The issuance of the first syndicated SLL in Australia, ties the airport’s sustainable objectives and outcomes
to its funding program or cost of capital.
•The SLL offers an alternative to the Green Loan / Green Bond “Use of Proceeds” approach allowing borrowers
to leverage their sustainability credentials and ambitions to access finance for general corporate purposes.
First syndicated sustainability linked loan in Australia
•ANZ supported SYD in this first syndicated SLL in Australia and the largest syndicated airport SLL globally.
•The SLL incentivises SYD to improve its sustainability performance against a set of ESG criteria.
•Sustainalyticswill evaluate SYD’sESG performance annually, SYD is rated 15.1 (4
th
of 38 airports).
•The sustainability linked discount rewards SYD for improving sustainability performance.
•SYD demonstrates its commitment to sustainability with a margin premium if sustainability performance
regress to a certain level.
Transaction Summary
ANZ’s value add
•ANZ worked closely with SYD and Sustainalyticsto understand key drivers of the ESG rating and determine
an achievable, but ambitious target rating.
•ANZ worked with SYD and its co-bookrunner to determine the appropriate legal framework.
•The target ESG Risk Rating is deliberately ambitious, ensuring that SYD remains committed and accountable
to improving its sustainability performance throughout the SLL.
TransactionHighlights
Borrower:
Sydney Airport Finance Company Pty Limited
Tenor:
3 / 4 / 5 years
Size:
AUD 1,400,000,000
Loan Type:
Sustainability Linked
Loan Structure:
Linked to sustainability targets
Margin:
ESG Risk Rating Report
provided by Sustainalytics
pre-deal & annually
Third Party
Verification:
Sydney Airport Finance Company Pty Limited
3 / 4 / 5 year
Sustainability Linked Loan
AUD$1,400,000,000
December 2018
Sydney Airport Finance Company Pty Ltd
Joint Sustainability Coordinator and Bookrunner
SUSTAINABLE FINANCE CASE STUDY: SYDNEY AIRPORT
AUD$1.4 BILLION SUSTAINABILITY LINKED LOAN FACILITY
43

IMPLEMENTATION OF CUSTOMER TRANSITION PLAN TARGET
Background
•Our climate change policy, includes a commitment to “encourage and support 100 of our largest emitting customers in the energy,
transport, buildings and food, beverage and agricultural sectors to establish or strengthen their low carbon transition plans, by 2021”.
How will success be measured with this target?
•Customers further reporting on their transition plans by 2021 to provide stakeholders with public, specific and time bound information.
•We are aiming to engage with 50 customers before the end of FY19.
Which customers are in scope?
•The customer selection process is informed by criteria including:
–Direct emissions, ieemissions from company owned or operated assets
–Indirect emissions from their ‘value chains’, ie both upstream and downstream from their operational footprint
–The size and nature of our relationships was also considered to maximise prospects for deeper engagement
Next steps
•ANZ will publicly report progress against the target in our FY reporting. We will also provide six-monthly updates to ERBCand to the
Board EESG Committee.
44

EXAMPLE CUSTOMER DISCLOSURE TOWARDS LOW CARBON FUTURE
DEXUS –BUILDING OWNERSHIP AND MANAGEMENT
45
DEXUS HAS A RANGE OF TARGETS AND INITIATIVES AIMED AT HELPING THEM TRANSITION TO A LOW CARBON FUTURE
1.Tightening their cornerstone carbon intensity reduction target from 75% to 82% by 2050 (compared with 2007 levels). The new emissions intensity
goal for 2050 is 0.15kg CO
2
/kWh.
2.New interim carbon intensity reduction targets of 40% by 2030 and 60% by 2040 (compared with 2007 levels). These new targets were set to
better align with the Paris Agreement decarbonisation trajectory and UN SDGs.
3.New renewable energy capacity target of 30% and non-carbon-emitting target of 40% by 2030.

EXAMPLE CUSTOMER DISCLOSURE TOWARDS LOW CARBON FUTURE
BHP –DIVERSIFIED MINER
46
BHP has an integrated strategy that focuses on: reducing operational GHG emissions; addressing value chain (scope 3) emissions; managing
climate-related risk and opportunity; and working with others to enhance the industry and global response via policy engagement,support
for market mechanisms and disclosure. Commitments and initiatives related to transition planning include:
1.Targets to hold net operational emissions at or below FY2017 levels by FY2022 while continuing to grow their business, and achieve net-
zero operational emissions in the latter half of this century, consistent with the Paris agreement.
2.Investments in emerging and existing technologies that make step-change reductions in GHG emissions, both from their own operations
(including introduction of electric vehicles into mining fleet) and from the downstream processing and use of their products (e.g. CCUS for
steelmaking).
3.Active stewardship role working with customers, suppliers and other value chain participants to influence reductions in scope3 emissions.
4.Increasing integration of climate risk (both threats and opportunities) into strategic planning via scenario analysis and internal carbon
pricing.

47
FURTHER INFORMATION
EquityInvestors
Jill Campbell
GroupGeneral Manager
Investor Relations
+61 3 8654 7749
+61 412 047 448
jill.campbell@anz.com
Cameron Davis
Executive Manager
Investor Relations
+61 3 8654 7716
+61 421613 819
cameron.davis@anz.com
Harsh Vardhan
Manager
Investor Relations
+61 3 8655 0878
+61 466 848 027
harsh.vardhan@anz.com
Retail InvestorsDebt Investors
Michelle Weerakoon
Manager Shareholder
Services & Events
+61 3 8654 7682
+61 411 143 090
michelle.weerakoon@anz.com
Scott Gifford
Head of Debt Investor
Relations
+61 3 8655 5683
+61 434 076 876
scott.gifford@anz.com
Mary Karavias
Associate Director
Debt Investor Relations
+61 3 8655 4318
maria.karavias@anz.com
Our Shareholderinformationshareholder.anz.com
DISCLAIMER & IMPORTANT NOTICE: The material in this presentation is general background information about the Bank’s activities current at the date of the presentation. It is information given in
summary form and does not purport to be complete. It is not intended to be relied upon as advice to investors or potential investors and does not take into account the investment objectives, financial
situation or needs of any particular investor. These should be considered, with or without professional advice when deciding if an investment is appropriate
This presentation may contain forward-looking statements including statements regarding our intent, belief or current expectations with respect to ANZ’s business and operations, market conditions,
results of operations and financial condition, capital adequacy, specific provisions and risk management practices. When usedinthis presentation, the words “estimate”, “project”, “intend”, “anticipate”,
“believe”, “expect”, “should” and similar expressions, as they relate to ANZ and its management, are intended to identify forward-looking statements. Readers are cautioned not to place undue reliance on
these forward-looking statements, which speak only as of the date hereof. Such statements constitute “forward-looking statements” for the purposes of the United States Private Securities Litigation
Reform Act of 1995. ANZ does not undertake any obligation to publicly release the result of any revisions to these forward-looking statements to reflect events or circumstances after the date hereof to
reflect the occurrence of unanticipated events.