2020 ESG Presentation & ESG Reference Pack

ESG PRESENTATION &
ESG REFERENCE PACK
—
2020
7 SEPTEMBER, 2020
Approved for distribution by ANZ’s Continuous Disclosure Committee
Australia and New Zealand Banking Group Limited 9/833 Collins Street Docklands Victoria 3008 Australia
ABN 11 005 357 522

2020 ESG PRESENTATION & ESG REFERENCE PACK
1
ESGPresentations 2
CEO Presentation
2
Group Executive Australia Retail & Commercial Presentation
10
ESG Reference Pack
14
Case studies
16
Governance
23
Sustainability
28
Remediation
33
Royal Commission & APRA Self-assessment
35
Carbon
37
Human Rights & Modern Slavery
46
CONTENTS

ESG PRESENTATION
2020
SHAYNE ELLIOTT
CHIEF EXECUTIVE OFFICER

3
OUR PURPOSE
OUR PRIORITIES
Suitable and affordable housing
Environmental sustainability
Financial wellbeing
1
2
3
Fundamental to our approach is a commitment
to fair and responsible banking

4
1.RepTrak® community sentiment indicator score (ranking)
For full list of definitions and references refer to the ‘Sustainability’ section of the Reference Pack
2.To deliver ~3,200 more affordable, secure and sustainable homes to buy and rent (Australia)
3.# Loans approved (Value) for ANZ NZ mortgage holders
ESG TARGET PERFORMANCE
SCORECARD SNAPSHOT (March 2020)
March 2020Progressvs target
FAIR & RESPONSIBLE BANKING
Improvereputation and community trust
1
1
st
of peersOn track
ENVIRONMENTAL SUSTAINABILITY
Fund and facilitate at least $50b by 2025 in sustainable solutions
Reduce scope 1 & 2 emissions by 24% by 2025 and 35% by 2030
$4.1b
-29%
On track
On track
FINANCIAL WELLBEING
Help enable social & economic participation of 1m people by 2020
Increase women in leadership to 33.1% by 2019 (34.1% by 2020)
Recruit >1,000 people from under-represented groups by 2020
>998k
33.1%
829
On track
Off track
Off track
HOUSING
Fund and facilitate $1b of investment by 2023
2
NZD100m of interest free loans to insulate homes
3
$315m
2,160
(NZD 7.45m)
On track
On track

5
A summary of ANZ’s ‘statement of intent’ isincluded in the ESG Reference Pack
OUR APPROACH
PROTECTADAPTENGAGEPREPARE
... our people,
ourcustomers&
shareholders
... to the
changing
environment
... even more
proactivelywith our
stakeholders
... for the future
Our approach has guided a ‘statement of intent’ reflecting our commitment to supporting our customers

6
1.Credit Risk Weighted Assets
2.July 2020 My voice COVID-19 Pulse survey
PROTECTING OUR CUSTOMERS, OUR PEOPLE, OUR ABILITY TO OPERATE
~200,000
loans provided with COVID-19 relief
measures
~$7b
lending
1
to Institutional customers in
March-20
~90%
of our people working from home
across 32 markets
85%
staff engagement score
2
$44b
increase in customer deposits
(Sep 19 to Jun 20)
$1.3b
increase in CET1 capital
(Sep 19 to Jun 20)
OUR
CUSTOMERS
OUR
PEOPLE
BALANCE
SHEET

Oversees measures to advance ANZ’s purpose,
focusing on EES&G matters
Operationalises objectives and makes decisions on
issues and policies
7
REVIEWING OUR RESPONSE TO THE PANDEMIC THROUGH AN ESG LENS
Ethics, Environment, Social and Governance
Board committee
Ethics and Responsible Business
Management committee
30%
13%
34%
10%
13%
12%
43%
26%
9%
10%
Our purpose & prioritiesHow we bankHow we measure & communicateGovernanceWho we bank
INDICATIVE AGENDA AND TOPICS COVERED
INDICATIVE AGENDA AND TOPICS COVERED
E.G. Who we bank
•Industry sector reviews
•Human rights policy
•Carbon policy
•Sensitive wholesale transactions
•High risk customer management

8
STAKEHOLDER ENGAGEMENT
Customers
Employees
Shareholders
Government & Regulators
Non-Government Organisations (NGOs)
Industry
Associations

Build a diverse and adaptable team who listen and learn
Maintain risk discipline focused on good customer and regulatory
outcomes
9
GROUP OBJECTIVES
Improve the financial wellbeing and experience of our customers
Run core businesses well and deliver sustainable operational
improvements

ESG PRESENTATION
2020
MARK HAND
GROUP EXECUTIVE AUSTRALIA RETAIL & COMMERCIAL

SUPPORTING OUR CUSTOMERS
RETAILCOMMERCIAL
Home loans with deferred repayments
(% of Home loan portfolio, July 2020)
~22,000 business loans with deferred repayments
(Australia, deferrals by industry by % of EAD July 2020)
11
19%
4%
14%
10%
18%
9%
26%
Other Property
& Business Services
Commercial Property
& Construction
Retail Trade
Agriculture,
Forestry
& Fishing
Accom. Cafes
& Restaurants
Health &
Community Services
Other Industries
AustraliaNZ
6%
9%
~84,000
home
loans
~24,000
home
loans

SUPPORTING OUR PEOPLE
12
Staff support to work from home
Culture and employee wellbeing initiatives
•‘HealthyMe’ digital app
•Employee Assistance Program
Transition plans to the ‘future of work’

13
PROTECTING OUR STAKEHOLDERS
www.anz.com.au/security/protect-your-virtual-valuables/

ESG PRESENTATION &
ESG REFERENCE PACK
—
2020
ESG REFERENCE PACK

OUR PURPOSE
15
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 health
WHAT WE CARE ABOUT
ONE OF THE WAYS WE ARE BRINGING OUR PURPOSE TO LIFE IS THROUGH HELPING TO ACT ON COMPLEX ISSUES THAT
MATTER TO SOCIETY AND ARE CORE TO OUR BUSINESS STRATEGY.
A COMMITMENT TO FAIR AND RESPONSIBLE BANKING UNDERPINS OUR APPROACH.

CASE STUDY – FINANCIAL WELLBEING
HELPING OUR CUSTOMERS TO SAVE, THROUGH INSIGHTS, NUDGES AND GOALS
16
SET AND TRACK A SAVINGS GOALS THROUGH THE ANZ APP
•ANZ’s Adult Financial Wellbeing Survey found active saving and not borrowing for
everyday expenses, to be the greatest behavioural drivers of financial wellbeing.
•In Oct 2019 we launched ‘set a savings goal’ feature in the ANZ App to help
customers better manage their money and develop healthy savings habits.
•From July 2020, customers began receiving personalisedin-app notifications,
encouraging them to set a goal, stay on track and celebrate milestones along the way.
How our customers are feeling about the savings goal and notifications feature:
•1 in 10 active app users have set a goal to date.
•Top savings goals are: ‘House’ (24%), ‘Holiday’ (18%), ’Car’ (11%) and ‘Rainy day’
(9%).
•Sent over 2.5m in app notifications. Customers with a ‘home goal’ were the most
engagedwith these notifications.
•Customers with a goal have a savings balance 3x that of a customer without a goal.
•We’ve seen an incremental lift of nearly 7,500 more customers moving from our
transactorto savers segment.
“Seeing the % rise and the photo attached
to the goal helps keep me focused and on
track. I remember what I’m saving for and
it deters me from making any
withdrawals. It’s a great feature that has
definitely helped me.”
1

CASE STUDY – SOCIAL & AFFORDABLE HOUSING: A NEW FIXED INCOME
ASSET CLASS
17
SOCIAL & AFFORDABLE HOUSING
HOUSING NEW ZEALAND, A SUBSIDIARY OF KĀINGA ORA HOMES & COMMUNITIES
•Two transactions in April 2020
–NZD1Billion Dual Tranche Wellbeing Bond (5.1yr/10yr), April 2020
–NZD300m Inflation-Linked Wellbeing Bond (20yr), April 2020
•KāingaOraseeks to become a world-class public housing landlord by partnering with government and the property
and construction sector on urban development projects for communities in need
•Bonds fund new and retrofit social housing projects in accordance with New Zealand Government’s Living Standards
Framework
•4
th
and 5
th
issuances since March 2019, with outstanding Wellbeing Bonds totaling NZ$2.8 billion
•Matthew Needham (Deputy Chief Executive): “This transaction is the next evolution on our wellbeing
bond programme, which we continue to incorporate into our programmes and practices.”
NATIONAL HOUSING FINANCE AND INVESTMENT CORPORATION
•National Housing Finance and Investment Corporation (NHFIC) seeks to improve housing outcomes in Australia and
reduce pressure on housing affordability
•Bond funds 10 Community Housing Providers financing 2,736 properties
•3
rd
issuance in 18 months, with outstanding NHFIC bonds to A$1.192 billion
•More outstanding Social Bonds than any other issuer in the Australian market
•Nathan Dal Bon (CEO): “These funds will be channelled directly to community housing providers to support
Australian’s most in need at such a challenging time.”
2

CASE STUDY – ENVIRONMENTAL SUSTAINABILITY
SUSTAINABLE FINANCE INITIATIVES
Half Year Progress
ANZ’S 2025 $50B SUSTAINABLE FINANCE TARGET
3
•Target to fund and facilitate at least $50 billion by 2025 towards
sustainable solutions for our customers
•Initiatives must improve environmental sustainability, increase access
to affordable housing, or promote financial wellbeing
•Since 1 October 2019, we have funded and facilitated $4.08 billion
in sustainable finance transactionsincluding
–Labelled green, social and sustainability bonds
–Labelled sustainability linked and green loans
–Renewable energy and low emissions transport loans and
bonds
•$2.03 billion of transactions are on-balance sheet, whilst $2.05 billion
have been executed through advisory services or distribution to
investors via bon markets
•Two thirds of Target transactions occurred in Australia, remaining third
across NZ, Asia, USA and Europe
•29 transactions have contributed towards 6 particular
Sustainable Development Goals (SDGs)
6%
46%
5%
21%
6%
16%
$50B TARGET RESULTS - 1H VOLUME
BY SUSTAINABLE DEVELOPMENT GOAL

CASE STUDY – FAIR AND RESPONSIBLE BANKING
HELPING CUSTOMERS TO GET ON TOP OF PERSISTENT CREDIT CARD DEBT
19
CONTACTING 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
ANZ announced sixteen commitments that responded to a number of the Banking Royal Commission’s recommendations and
comments, based on our understanding of what the community expects of us. One of the 16 commitments was helping customers get
on top of persistent credit card debt.
Why we made this commitment? To build on in-train work and to go to the spirit of Royal Commission process and Final Report. We
believe that it is a community standard and expectation that we assist our customers to benefit from our products where we can. We
are conscious that we must also take our customers’ choices into account when we undertake this type of work.
Where we are up to? We have completed this commitment by establishing a process to contact credit card customers who are carrying
persistent debt. We provide these customers financial education on how credit cards work and offer assistance plans to help themto
pay their debt faster.
As at 25 March 2020 we had contacted 18,195 customers, with 4,966 customers responding to our contact. Of those contacted 1,440
customers accepted the offer to transfer to an instalment plan at a reduced interest rate of 7%. A further 1,397 customers appreciated
the financial education provided while the remaining 2,115 customers chose to take no action.
Note: The program was paused in March 2020 to respond to COVID-19 with support for our customers. This includes support for credit
card customers who are worried about managing their credit card debt. Once the situation has settled, the original program will be
reassessed so we can continue to support our customers.
4

CREATING VALUE FOR OUR STAKEHOLDERS – 31 MARCH 2020
20
~8.7m totalretail, commercial
and Institutional customers
$304b 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
~39,000 people employed
(FTE)
829people recruited (HY20) from
under-represented groups,
including refugees, people with
disability and Indigenous
Australians since 2016
33.1%of women in leadership,
(HY20), increasefrom 29.9% FY
2016
2
Almost 1.5mhours of training
provided in FY19
$142m contributed in community
investment in FY19
3
Activated disaster relief packages
in FY 19 for the Australian summer
bushfires and donated AU$1.5
million to bushfire relief efforts
Donated AU$1.5 million and
NZ$2 million to a range of
charities to support vulnerable
people impacted by COVID-19
134,930 volunteering hours
completed by employees in FY19
Almost 1m people reached through
target to help enable social and
economic participation in FY19
4
>500,000 Retail & Institutional
shareholders
$1.4b
1H20 cash profit reported
49.9 cents
earnings per share
25 cents
per share fully franked
dividend announced for 1H120
4.7%
return on average ordinary
shareholders equity
All financial metrics are as at 31 March 2020 (P&L growth metrics for the half year ended 31 March 2020) unless otherwise stated.
1. Peter Lee Associates Large Corporate and Institutional Transactional Banking surveys, Australia and New Zealand 2004-2019. 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 forgone revenue (2019 = $109m), 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. 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 operationsbasis.
CUSTOMERS
EMPLOYEES
COMMUNITY
SHAREHOLDERS
5

“We know there will be difficult
situations where we need to help
customers wind up their
borrowings, including by potentially
selling their assets or bringing their
business to an end. When this
happens, we will be ethical and
sensitive in our actions.”
“Retail and small business
customers that are unlikely to
recover financially in the longer-
term will be given individualised
support by our specialist hardship
team. In making this assessment
we will consider their essential
living costs and any other debts
they have.”
“Where we become aware a
customer is experiencing
vulnerability beyond financial
difficulty, if appropriate, we will
refer them to community support
services, such as an independent
financial counsellor.”
21
NEW COVID-19 CUSTOMER SUPPORT: STATEMENT OF INTENT
We are committed to supporting our customers through the COVID-19 pandemic, and the recovery period that will
follow, in finding a solution that is respectful, fair and appropriate for them. Our approach is guided by four principles,
each with its own underlying commitments.
“We will communicate with all
customers who accept a deferral
at key points during this
repayment deferral period. We
will call all those customers most
severely impacted to discuss
their financial position and
capacity to recommence
repayments. All customers may
request an individual discussion.”
“We will seek to ensure that
customers have reasonable time
to assess their options. We
recognise a customer’s personal
circumstances will shape the
options available.”
“Drawing on the lessons we have
learnt from the Royal
Commission, we will engage
honestly, transparently and
collaboratively with customers,
regulators, governments,
financial counsellors and
consumer advocates about our
approach to the pandemic.”
“We will incorporate customer
feedback into our
communications, helping to make
sure they are clear and easy to
understand.”
“We will continue to use
data and insights to inform
our customer support
measures and will
constantly re-assess the
effectiveness of our
approach. We will also use
our insights to proactively
identify customers who
need assistance and seek
to engage early.”
“We will inform customers
who are dissatisfied with us
that they can make a
complaint to our external
dispute resolution provider,
Australian Financial
Complaints Authority”
Protect our customers
Adapt to the changing
environment
Engage proactively with
our stakeholders
Prepare for the future

COMMUNITY SUPPORT DURING COVID-19
Since March 2020, we have directed around $12 million to our community partners who are assisting those most
disadvantaged in our communities. We are also delivering our financial literacy programs remotely so participants can
continue learning key financial skills.
22
COMMUNITY FUNDING
Funds have been used to support:
•Financial Counselling Australia, enabling specialist financial counselling services available to women who have
experienced or are experiencing domestic and family violence
•The Smith Family helping to build the digital inclusion and financial wellbeing of 56,000 disadvantaged families
•The Brotherhood of St Laurence, to improve employability of disadvantaged Australians, including single parents, refugees and
asylum seekers, and people living with disability.
•Saver Plusis ANZ’s flagship matched savings and financial education program that helps participants develop a savings habit, build
financial resilience and improve financial capabilities.
•In April we implemented a COVID-19 policy to support those participants who no longer had the capacity to saveto
suspend their participation and have early access to their matched savings funds, despite not meeting all requirements. We remain in
close contact with these participants to encourage them to resume participation when circumstances improve.
•We switched to remote delivery across all 60 sites so participants could continue their financial education.
•Remote delivery has reduced access barriersfor some people. For example, single mother of two, Sharon (pseudonym) says being
able to access the program online has enabled her children to sit alongside her and participate in the program.Completing the online
modules with her children propelled her son into thinking about different ways to save money: “Spending leaks were a real focus for
my son. He actually said to me ‘Let’s not buy too much. It’s ok sometimes, but not every time. Then we can save that money’”
Sharon recounts. “He’s been talking about his dream of a two story house for years. Now he sees how we can save for that house.”
•We continue to see significant uptake of the program –there was a 16% increase in program enquiriesin June 2020.
FINANCIAL LITERACY PROGRAMS DURING COVID-19

ESG PRESENTATION &
ESG REFERENCE PACK
—
2020
GOVERNANCE

ESG – GOVERNANCE OVERVIEW
24
Customer Resolution Portfolio
Reports to Group Executive Australia Retail
and Commercial Banking
Brings together our existing complaint
management teams to oversee ANZ’s fair
treatment of customers, including internal
and external dispute resolution, customer
advocacy and customer vulnerability
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
David Gonski, Chairman
Royal Commission & Self-Assessment
Oversight Group
Chaired by CRO and DCEO
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
Ethics and Responsible Business
Committee (ERBC)
Chaired by CEO
It’s a leadership & decision making body
that exists to advance ANZ’s purpose.It
meets ~five times p/y. It is comprised of
senior execs from business divisions &
Group functions

BOARD AND EXECUTIVE COMMITTEES WORK TOGETHER
25
INDICATIVE RESPONSIBILITIES DEMONSTRATE HOW COMMITTEES MANAGE ESG
Ethics, Environment, Social and Governance
Board committee
Oversight and approval of
ESG reporting and targets
Oversight of the Ethics and
Responsible Business
Committee
Code of Conduct review
Ethics and Responsible Business
Management committee
Establish decision-making
principles and guide choices
on industry sectors,
customers and transactions
we bank and how we bank
Review the adequacy,
effectiveness and fairness
of ANZ’s approach to
customers experiencing
vulnerability
Ensure ANZ’s purpose,
brand and values are
aligned with our
community investment,
strategic partnerships and
corporate sponsorships
Review and decide
sensitive wholesale
transactions
Discuss 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 and principles
Define ESG agenda, set
ESG targets and monitor
progress
Review of customer
complaints and other
conduct related matters
Purpose: oversee measures to advance ANZ’s
purpose, focusing on ethical, environmental, social
and governance matters.
Purpose: Operationalise Board objectives and make
decisions on issues and policies

BOARD ETHICS, ENVIRONMENT, SOCIAL AND GOVERNANCE COMMITTEE (EESG)
26
How we measure and communicate
•ESG reporting and targets
•ESG external assurance
•Climate risk analysis
•External assessments / reputational
indicators
Our purpose and priorities
•Housing
•Financial wellbeing
•Environmental sustainability
How we bank
•CEO conduct report
•Vulnerable customers
•Product suitability
•ESG implications of COVID-19
Who we bank
•Emerging social issues e.g.Modern slavery, water
markets
•Carbon policy, transition plans for largest emitting
customers
•Human Rights policy
Governance
•Governance and regulatory updates
•Committee forward agenda
•Review of Ethics and Responsible Business
Committee minutes
•Materiality Assessment
•Leading practices for ESG Board Committees
INDICATIVE AGENDA AND TOPICS COVERED, GENERALLY MEETS FOUR TIMES A YEAR
ESG topics discussed by full Board or other Board sub-committees
•Royal Commission –governance overprogram of work
•Regulator enforcement activity
•Customer remediation
•Remuneration policy and practices
30%
13%
34%
10%
13%

ETHICS AND RESPONSIBLE BUSINESS MANAGEMENT COMMITTEE (ERBC)
27
How we measure and
communicate
•ESG targets –reviewing
and monitoring
•ESG reporting
Our purpose and priorities
•Housing
•Financial wellbeing
•Environmental sustainability
How we bank
•Vulnerable customers
•Product suitability
•Accessibility and diversity
Who we bank
•Industry sector reviews
•Human rights policy
•Carbon policy
•Sensitive wholesale transactions
•High risk customer management
Governance
•Materiality Assessment
•Social and Environmental Risk policy
•Governance framework for external
ESGcommitments
Committee membership
Chair: CEO
•GGM, Corporate Affairs
•GM Credit, Specialised Lending
and Head of Social and
Environmental Risk
•GGM, Group Strategy
•Customer Advocate, Australia
•Group Executive, Institutional
•Portfolio Lead, Home Owners,
Australia
•MD, Commercial Banking,
Australia
•MD, Retail & Business Banking,
New Zealand
•Regional Executive, Pacific
3
rd
Party Advisor:
•Simon Longstaff, Executive
Director, The Ethics Centre
INDICATIVE AGENDA AND TOPICS COVERED, GENERALLY MEETS FIVE TIMES A YEAR
12%
43%
10%
26%
9%

ESG PRESENTATION &
ESG REFERENCE PACK
—
2020
SUSTAINABILITY

ESG TARGET PERFORMANCE
SCORECARD SNAPSHOT
29
FAIR ANDRESPONSIBLE BANKING
March 2020RelevantSDGs
Improvereputation and community trust
RepTrak® community sentiment indicator score (ranking
1
)
58 (1
st
)
ENVIRONMENTALSUSTAINABILITY
Fund andfacilitate at least $50b by 2025 in sustainable solutions
2
$4.08b
Reduce scope 1 & 2 emissions by 24% by 2025 and 35% by 2030
3
-29%
FINANCIALWELLBEING
Help enable social and economic participation of 1 million people by 2020
4
>998k
5
Increasing women in leadership to 33.1% by 2019 (34.1% by 2020) 33.1%
Recruiting >1,000 people from under-represented groups by 2020829
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)
2,160
6
(NZD7.45m)
Note: This information has not been independently assured. KPMG will provide assurance over ANZ’s full year performance against targets in its annual ESG reporting to be released in November 2020.
1. RepTrak® community sentiment indicator ranking based on the four major Australian banks; 2. Performance includes initiatives that help improve environmental sustainability, increase access to affordable
housing and promote financial wellbeing. This target is new in 2020 and replaces the $15bn sustainable solutions target that we exceeded one year ahead of schedule in 2019 ($19.1bn); 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 targetedbanking products
and services for small businesses and retail customers; 5. Measured at 30 September for each respective year – full year results available in November 2020; 6. Results as at31 December 2019.
We are committed to the United Nations Sustainable Development Goals (SDGs). Our ESG targets support 11 of the 17 SDGs.

Context:
Reputation indicators are increasingly being used by investors and analysts to understand our approach to ESG issues and to measure
our ESG performance against our peers. We are rated based on our ESG disclosures, analysis of media coverage and, in the caseof DJSI,
a detailed survey. Indicators are firmly weighted towards governance and how we manage staff and customers.
Outcome:
Reputation indicators for ANZ and other major Australian banks show long-term, mid-range rank among major corporates. Our key
weakness, scrutinised in the Royal Commission as our failure to always responsibly deliver products and services, continues to impact our
performance although to a lesser extent than 12 months ago. All indicators are consistent.
Relevant ESG target:
Group scorecard, maintain strong performance on Dow Jones Sustainability Index.
HOW WE MEASURE AND COMMUNICATE
EXTERNAL REPORT CARD –REPUTATION INDICATORS
30
In June 2020, ANZ received an ESG Risk
Rating of 23.2 (out of 100, lower = better)
and was assessed by Sustainalyticsto be at
medium risk of experiencing material
financial impacts from ESG factors.
In 2020, ANZ received a rating of
A (on a scale of AAA-CCC) in the
MSCI ESG Ratings assessment.
In 2020, ANZ received Prime
status with a rating of C (on a
scale of A+ to D-) in the ISS ESG
Corporate Ratings assessment.
In 2020 received SAM Silver Class
distinction with a score of 82 (out of 100)
in the 2019 Dow Jones Sustainability
Indices Corporate Sustainability
Assessment.
Disclaimer: The use by ANZ of any ESG research data, logos, trademarks, service marks or index names herein, do not constitute asponsorship, endorsement, recommendation or promotion of
ANZ by those companies.

29.5
29.9
31.1
32.0
32.5
2018201520162017
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 (%)
31
1. Figure includes forgone revenue (2019 = $109m), 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)
75
90
131
137
142
20152018201620172019
210
194
181
171
157
20152016201720182019
2.5
6.9
11.5
19.1
201620182017
69,826
65,549
80,074
88,308
90,927
20152016201720182019
76
74
72
73
77
20152018201620192017
2019
2019

EXTERNAL REPORTING
RECOGNITION
32
FRAMEWORKS
We achieved a CDP
climate disclosure score
of A- in 2019
Member of the
FTSE4Good Index
AWEI Platinum Status
LGBTI Employer of
Choice in 2019
Ranked amongst the top
100 companies for
gender equality globally
by Equileapin 2019
Ranked amongst the Top
10 Best Workplaces to
Give Back in Australia by
GoodCompanyin 2019
As an Equator Principles
Financial Institution
signatory we report on our
implementation of the
Principles in our ESG
Supplement
We report in line with using
the recommendations of the
Financial Stability Board’s
(FSB) Task Force on Climate-
Related Disclosures (TCFD)
Our ESG reporting is
prepared in accordance with
the Global Reporting
Initiative Standards
(Comprehensive level)
We measure the value of
our community investment
in accordance with the
London Benchmarking
Group (LBG) methodology
In 2019 we became a
founding signatory to the
UN Principles for
Responsible Banking.

ESG PRESENTATION &
ESG REFERENCE PACK
—
2020
REMEDIATION

CUSTOMER REMEDIATION
CUSTOMER REMEDIATION
CONTINUING OPERATIONS
CUMULATIVE CUSTOMER REMEDIATION
CONTINUING & DISCONTINUED OPERATIONS
PRE TAX $m
PRE TAX $m
POST TAX $m
34
1.Includes provisions for expected refunds to customers, remediation projectcosts and related customer and regulatory claims, penalties and litigation outcomes
35
156
36
337
71
13
110
42
29
36
19
86
22
119
22
1H182H192H181H191H20
67
352
100
485
129
Net interest incomeExpensesOther operating income
51
153
220
572
672
1,157
1,286
256
422
546
753
2H171H191H172H18
1,579
1H18
181
928
2H191H20
1,832
Discontinued (Wealth businesses)Continuing operations
40
112
157
407
477
882
973
334
428
1H191H172H171H182H18
127
180
2H191H20
534
657
1,216
1,401
Balance Sheet
1
$1,094m provisions on Balance Sheet at Mar-20 ($1,139m at Sep-19)

ESG PRESENTATION &
ESG REFERENCE PACK
—
2020
ROYAL COMMISSION & APRA SELF-ASSESSMENT

ROYAL COMMISSION & APRA SELF-ASSESSMENT
OUR APPROACH, OUR RESPONSE
WE ARE TAKING ACTION TO THE ‘SPIRIT AND THE LETTER’ OF THE ROYAL COMMISSION
Governance – aligned response to the Royal Commission and
the APRA Self-Assessment
•Our Royal Commission & APRA Self-Assessment Oversight Group is
overseeing our work and provides quarterly updates 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, Group Executive Institutional (from
February 2020), Group Executive & CEO New Zealand (from August
2020).
•Our Self-Assessment remediation plan (Roadmap) addresses our 5
Focus Areas (Culture; Governance and Accountability; Management
of Operational Risk; Remediation; and Simplification), and our
lessons from the Royal Commission.
Our Royal Commission response
•Made 16 commitments as part of our response to the Royal
Commission, to improve the treatment of retail customers, small
businesses and farmers in Australia.
•Completed 11 commitments to date. Progress includes action on
distressed agricultural loans, remuneration of front line staff, the
Sedgwick Review, culture and governance, and reporting on
remediation of existing failures.
•An update on our progress as at 21 August 2020 can be found at:
https://www.anz.com/shareholder/centre/investor-toolkit/Royal-
Commission
/
Actioned
Pending legislation change
Ongoing
ANZ Actions - Progress on our 16 commitments
36
1
11
4
Constructive engagement with reform
•Engaging constructively with Government, regulators and industry as
they respond to the Royal Commission recommendations.
Our APRA Self Assessment response
•Identified programs of work and success measures that will address
the Focus Areas. These are reviewed and updated ongoing to ensure
they remain relevant.
•Success measures for each focus area will allow us to assess
whether our initiatives are improving what we do and how we do it.
•We have made continued progress in addressing the Focus Areas
since 2018, and remain committed to the Roadmap.

ESG PRESENTATION &
ESG REFERENCE PACK
—
2020
CARBON

Initiatives:
•In 2018 we started engaging with 100 of our largest emitting customers to encourage and support them to establish, or strengthenexisting low carbon
transition plans by 2021, focusing on energy, transport, buildings food, beverage and agriculture. By the end of this year weai m to have engaged all 100.
•We are funding and facilitating up to $50b of investment in environmentally sustainable solutions by 2025 to help our customers lower carbon emissions
through increased energy efficiency, low emissions transport, green buildings, reforestation, renewable energy and battery storage, emerging technologies
and climate change adaptation measures.
•We are managing our exposure to thermal coal (thermal coal mining lending now constitutes less than 0.1% of our balance sheet); helping our utility
customers reduce emissions; we are only lending to new diversified customers; and we no longer finance the construction of conventional coal fired power
plants. We will announce a suite of new and upgraded carbon policy measures and targets at our FY Results in October 2020.
OUR APPROACH TO CLIMATE CHANGE
We support an economy-wide shift : we support and encourage key industries to identify their risks and plan for the
transition, while simultaneously helping industries that are able to create new job opportunities for their workforces
38
HELP
OUR
CUSTOMERS
SUPPORT
EMERGING
INDUSTRIES
REDUCE
OUR OWN
IMPACT
... encouraging them to
identify climate risks &
opportunities, create
transition plans & report
publicly on their
progress
... to help grow the
economy as it
transitions
... by managing and
reducing emissions from
our own operations

ANZ CARBON COMMITMENTS AND DISCLOSURE – FY19/20 HIGHLIGHTS
39
HOW ANZ’S LENDING IS SUPPORTING THE PARIS GOALS
Thermal Coal Mining Exposures:
•Since 2015 (when the Paris Agreement was reached), we
have more than halved our exposures to thermal coal
mining ($1.70bn to ~$600m).
•Several of our diversified mining customers have also acted
to divest their thermal coal interests in recent years, or
signalled their intention not to invest in expansionary
capex.
•Our exposure to thermal coal mining is a small portion of
our overall lending (at 31 March 2020 our exposure was
~$600m, less than 0.1% of our Group exposure at default).
1.International Energy Agency’s 2019 ‘Role of Gas’ report.
Oil & Gas Extraction Exposures:
•Since 2015, our exposures to oil and gas extraction companies
has been relatively stable ($8.6bn to $8.5bn).
•Our support of gas companies in recent years has helped to
reduce or contain emissions in a number of ways:
•Gas has played an important role in firming intermittent
renewable generation, which has facilitated a faster rollout of
these technologies than what otherwise might have occurred
•Australian LNG exports has enabled coal-to-gas switching in
fast-growing Asian countries that has played a key role in
preventing faster growth of global emissions
1
•Several of our customers have set, or are intending to set,
targets to reduce fugitive emissions of methane in upstream
production.
•Our exposure to oil and gas extraction is a small portion of our
overall lending (at 31 March 2020 our exposure was ~$8.5bn, or
~0.8% of our Group exposure at default).

ANZ CARBON COMMITMENTS AND DISCLOSURE – FY19/20 HIGHLIGHTS
40
HOW ANZ’S LENDING IS SUPPORTING THE PARIS GOALS
Renewable Energy Exposures:
•Since 2015, we have significantly expanded our lending support
to the renewable energy sector.
•In our project finance portfolio, lending to renewables projects
has grown by almost 56% to $1.37b (annualised growth of
~12%), with ANZ’s finance in FY19 helping to bring online
488MW of wind and solar capacity; a further 989MW is
scheduled to come online during FY20.
•At the same time, the amount of our project finance portfolio
comprised of coal and gas generation has declined year-on-year
from 40% in FY15 to 17% at the end of FY19.
•We are also increasing support to utilities that have made
commitments to expand renewable energy capacity, and in
certain cases, withdrawing support to utilities that continue to
focus on expanding coal-fired generation capacity.
•We are also a significant lender to Transmission & Distribution
companies whose investments in building a modern energy grid
over the coming years, will play an important role in keeping
the system stable and reliable through the transition.
83%
8%
9%
Project Finance Power Generation Portfolio
(Sept’ 19)
Renewables
Gas
Coal
Our direct lending to renewable energy has
increased since 2015 to reach $1.37bn in FY19.

ANZ CARBON COMMITMENTS AND DISCLOSURE – FY19/20 HIGHLIGHTS
41
FUTURE FOCUS AREAS & ACTIONS AROUND CLIMATE CHANGE
TCFD ThemeFocus Areas 2020/21Beyond 2020 Vision
Governance•Align with regulatory guidance on climate-related risk governance,
including stress testing of selected portfolios
•An enhanced risk management framework that is
responsive to climate, and meets financial regulators’
requirements
Strategy•Consider extending scenario analysis to incorporate bushfire, flood
and other risks relating to retail customers
•Possible extension of emerging environmental and climate-related
risks to other segments of the home loan portfolio
•Include climate risk reference in Agriculture related lending
guidance documents used by our front line bankers
•ANZ business strategy more closely aligned to a
resilient and sustainable economy that supports the
Paris Agreement and Sustainable Development Goals
Risk Management•Encourage customers to develop & disclose their transition plans in
key sectors energy, transport, buildings and food, beverage and
agriculture
•Customer engagement to identify customer or sector-specific
transition or physical risks
•Integrate assessment of climate-related risks into
our Group risk management framework
•Standard discussions with business customers
include climate-related risks and opportunities
•Assessment of customer transition plans part of
standard lending decisions and portfolio analysis
Metrics & Targets•Complete transition plan 2020/21 engagement with high emitting
customers and consider how to integrate into customer assessments
•New 6-year $50 billion target to fund & facilitate sustainable
solutions
•New metrics for measuring impact of our progress on environmental
sustainability
•New target to procure 100% renewable energy for ANZ’s operations
by 2025
•Monitor industry standards for lending aligned with
the Paris Agreement goals
•Reduce ANZ’s operational emissions in line with the
decarbonisation trajectory of the Paris Agreement
goals

RESOURCES PORTFOLIO
RESOURCES EXPOSURE AT DEFAULT (EAD) BY SECTOR
42
THERMAL COAL EXPOSURE (EAD)
$b
8.6
7.8
7.0
7.4
8.2
8.5
4.9
4.0
3.5
4.4
5.2
6.4
2.9
1.7
1.4
1.2
1.5
1.6
1.3
1.1
1.0
0.9
1.0
1.0
0.8
1.7
1.2
0.8
0.7
0.8
0.7
0.6
Sep-17Sep-15Sep-16
0.6
16.1
0.3
0.4
0.7
Sep-18Sep-19Mar-20
20.0
14.0
15.3
17.3
18.9
Oil & Gas ExtractionMetallurgical Coal Mining
Metal Ore Mining
Services to mining
Other MiningThermal Coal Mining
0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
1.8
Sep-15Sep-19Sep-16Sep-18Sep-17Mar-19Mar-20
$b

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.
•To date we have analysed the carbon disclosures of over 90 of our largest emitting customers and engaged with more than 60 of these
to support them to establish, or strengthen, low carbon transition plans.
•We aim to engage with all 100 customers by September 2020. This will help us to establish a ‘baseline’ for how our customers are
responding to climate-risk and inform our ongoing engagement with them.
Which customers are in scope?
•The customer selection process is informed by criteria including:
–Direct emissions, ie emissions 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 full year reporting. We will also provide six-monthly updates to our Ethics and
Responsible Business Committee and to the Board Ethics, Environment, Social and Governance Committee.
43

EXAMPLE CUSTOMER DISCLOSURE TOWARDS LOW CARBON FUTURE
TRANSURBAN – TOLL ROAD OPERATOR
44
Transurban’s Climate Change Framework aims to support its transition to a net-zero emissions future as well as
ensuring the resilience of its infrastructure and operations.
To support its transition to a net-zero emissions future, Transurban has focused on initiatives that help to reduce
emissions across its entire value chain, including:
Own OperationsSuppliersCustomers
Targets
•10 % reduction in energy use over the period
2013-2023
•50% reduction in absolute emissions by 2030
from fuel and electricity use (against FY19
base)
•Targets validated by Science Based Targets
initiative (SBTi)
•22 % intensity reduction for purchased
goods and services by 2030 from a FY19
base (tCO
2
e per VKT)
•55% intensity reduction for capital
projects by 2030 from a FY19 base
(tCO
2
e per $M capex)
•Targets validated by SBTi
•NA
Initiatives to
achieve targets
•Ventilation optimisation
•LED upgrades
•Fuel efficiency programs
•Onsite renewables (235kW of solar PV installed
with more planned)
•Transition towards 100% renewable through
renewable power purchase agreements (PPAs);
80% in QLD & NSW starting in 2021/2022
•Transitioning to low/zero-emission vehicle fleet
•Use of low carbon materials in projects
including concrete, asphalt and steel
•Supplier commitments to renewable
energy purchases; carbon neutrality; and
use of Zero-emission vehicles
•Obtain Infrastructure Sustainability (IS)
ratings for major projects in Australia
•Engage customers on fuel
and emissions reduction
•Support the uptake of zero
emissions vehicles
•Trialling an eco-driving
program for QLD customers
Transurbanhas also committed to integrating climate risk within their relevant processes and systems, developing adaptation plans for its assets and
aligning its reporting with the recommendations of the FSB Taskforce on Climate-related Financial Disclosures.

EXAMPLE CUSTOMER DISCLOSURE TOWARDS LOW CARBON FUTURE
SYNLAIT – MILK NUTRITION COMPANY
45
Synlait’saim is to have a net-positive impact on the planet and re-imagine all aspects of its business for a low emissions
future. To meet this aim, Synlaithas reviewed its environmental footprint and developed Sustainable Innovation Platforms
that inform its actions around environmental stewardship. Below is a summary of the initiatives they are taking to
mitigate carbon emissions across their value chain.
On-farmOff-farm
Company Goal
•Contribute to the Paris Agreement target of staying well below 2°C of warming by 2100, and ideally, 1.5°C
Targets•On-farm climate target: 35% reduction in GHGs per kg
of milk solids by 2028 (against 2017/18 base year)
•Farmer suppliers account for 81% of company GHG
emissions (on-farm emissions).
•Off-farm climate target: 50% reduction in GHGs per kg of
product by 2028 (against 2017/18 base year)
•19% of its emissions are off-farm (manufacturing, supply chain)
Initiatives•Providing farms with access to practical on-farm GHG
mitigation options;
•Providing incentive payments to farmers to implement a
variety of GHG reduction measures;
•Research completed on the sources of nitrous oxide
emissions and the impacts of various mitigation options;
also exploring methane inhibitors
•Providing incentive payments to farms that are palm
kernel expeller (PKE) free
•Conducting research into regenerative farming to
understand how to measure and improve soil health
•Installationof a large-scale electrode boiler at a new fresh milk
plant; successful trialsconducted in FY20 on replacing the use of
coal with wood pellets on a single boiler
•Focus on electrifying its operations wherever it can, including
replacing LPG powered forklifts with electric versions
•Useof life cycle analysis (LCA) to evaluate lower emissions
productpackaging options; and
•Aiming to divert 99% of non-hazardous manufacturing waste
away from landfill by 2028

ESG PRESENTATION &
ESG REFERENCE PACK
—
2020
HUMAN RIGHTS & MODERN SLAVERY

REVIEWING OUR APPROACH TO HUMAN RIGHTS
We are acting on the Australian National Contact Point (ANCP) statement of the parties; And have a program of work
to improve our policy, process and disclosure.
47
•In February 2020 ANZ, Inclusive Development International (IDI) and Equitable Cambodia (EC) reached an agreement on how to assis t
Cambodian communities that were adversely affected by an economic land use concession granted for a sugarcane project.
•We acknowledge the due diligence on the project funded by its loan was inadequate and recognisethe hardships faced by the affected
communities.
•The agreement includes:
•A contribution by ANZ of the gross profit it earned from the loan to help alleviate the hardships faced by the affected communities and
support their efforts toward rehabilitation.
•A commitment by ANZ to review and strengthen its human rights policies, including its customer social and environmental screening
processes, and specific grievance mechanism accessible to affected communities.
•Both these commitments are in progress with external stakeholders.
WE ARE COMMITTED TO THE ANCP AGREEMENT BETWEEN ANZ AND EXTERNAL STAKEHOLDERS
WE ARE REVIEWING OUR APPROACH AND DESIGNING A GRIEVANCE MECHANISM FOR COMMUNITIES
•We are engaged with external stakeholders to align our human rights approach with the OECD Guidelines on Multinational Enterprises
and the UN Guiding Principles on Business and Human Rights.
•We recognisethat individuals and communities can be affected by our business activities, and also those of our business customers.
•We are designing a grievance mechanism so that individuals and communities affected by our business customers can contact us.We
plan to finaliseit in 2021.
•We will also increase our human rights disclosures in 2020.

OUR RESPONSE TO THE AUSTRALIAN MODERN SLAVERY ACT
ANZ will report against the Australian Modern Slavery Act’s mandatory criteria in 2020, describing how we identify and
act on key modern slavery risks in our operations and supply chain.
48
OUR FOCUS IN FY20 IS ON RISK ASSESSMENT, BUILDING AWARENESS, POLICY REVIEWS AND IMPROVING DUE DILIGENCE
•We have reported against the UK Modern Slavery Act for the past four years, which focused on our supply chain and operations.The
Australian Act is broader and extends the work we have been doing in our supply chain to our business operations, including lending to
customers and our investments.
•Assessing the risks of modern slavery across our business is challenging. A cross functional working group helps identify, discuss and
act on potential modern slavery risks across our operations and supply chain.
•We have existing processes in place to help identify where modern slavery risks could be and how we can respond. These include
financial crime transaction monitoring, customer due diligence, and screening of high risk products and services in our supply chain.
•New actions we’ve taken seek to build on this approach. For example all employees are required to complete our Mandatory Financial
Crimes Learning module that covers a modern slavery case study; building awareness of modern slavery through information sessions;
high risk product tracking in our supply chain identifying raw materials included in branded promotional items.
WE PLAN TO IMPROVE OUR APPROACH IN FY21, BY FOCUSING ON:
•Improving our risk assessment process
•Targeted engagement with customers in potential ‘hot spots’ in our Commercial business
•Industry typology/indicators for modern slavery
•Continued supply chain tracking
•Building awareness and training for our staff
•Reviewing the effectiveness of relevant policies and programs in responding to modern slavery.

ADDITIONAL INFORMATION
49
ANZSHAREHOLDER WEBSITE: https://www.anz.com/shareholder/centre/
Royal Commission &
COVID-19 update
Corporate Overview &
Sustainability
AASB9
Update on implementation of
Hayne recommendations and
response to COVID-19 pandemic
Progress against our Environment,
Social & Governance (ESG) targets
AASB9 overview and stages
https://www.anz.com/shareholder/cen
tre/investor-toolkit/
https://www.anz.com/shareholder/cen
tre/reporting/sustainability/
https://www.anz.com/shareholder/cen
tre/investor-toolkit/

50
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
Our Shareholderinformationanz.com/shareholder/centre/
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 provisionsand risk management practices.
When used in this 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.