2021 ESG Investor Briefing

ESG INVESTOR BRIEFING
2021
16 SEPTEMBER 2021
PRESENTATION & REFERENCE PACK
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

CONTENTS
2021 ESG PRESENTATION & ESG REFERENCE PACK
2
ESGPresentations 3
CEO Presentation
3
CRO Presentation
13
ESG Reference Pack
20
Overview
20
ESG Priority Areas
26
Sustainability
33
Carbon & Financing Sustainability
40
Human Rights & Modern Slavery
47

ESG INVESTOR BRIEFING -PRESENTATION
2021
SHAYNE ELLIOTT
CHIEF EXECUTIVE OFFICER

STRATEGY
OUR ESG APPROACH SUPPORTS THE EXECUTION OF OUR STRATEGY
4
Platforms & people
To improve the financial wellbeing & sustainability of customers
By providing relevant, efficient and connected services; tools and insights that engage & retain
customers better and in doing so increase the lifetime value for shareholders
Help people save for,
buy & own a livable house
Help people start or buy and
grow their business & adopt
sustainable business practices
Help companies move goods &
capital around the region & adopt
sustainable business practices
Simpler, more resilient
core business for our
target customers
Range of banking
infrastructure
platforms
Integrated data-
enabled
ecosystems
Purpose-led
empathetic &
adaptable workforce

Alignment of
purpose & ESG,
with strategy
and outcomes
Driving value
through our
people and
culture
Environmental
sustainability,
both as a risk
and opportunity
Continuing to
strengthen our
focus on financial
wellbeing
Our
integrated risk
management
approach
DRIVING VALUE
5

EMBEDDING OUR PURPOSE, ETHICS & VALUES
6
BOARD EESG
1
INDICATIVE AGENDA AND TOPICS COVERED
INDICATIVE AGENDA AND TOPICS COVERED (FY21)
1.Board Ethics, Environment, Social and Governance Committee, generally meets four times a year
33%
29%
24%
6%
8%
How we bank
(Customer fairness, product suitability, vulnerability, conduct, reconciliation)
Governance
(Materiality assessment, reporting, review good ESG Governance & ERBC focus)
Who we bank
(Carbon policy & transition plans, human rights policy, emerging social issues
e.g. modern slavery, animal welfare)
How we measure and communicate
(Annual reporting suite, setting and monitoring ESG targets, external assurance)
Our priority areas
(Housing, Financial wellbeing, Environmental sustainability)

EMBEDDING OUR PURPOSE, ETHICS & VALUES
7
EXECUTIVE ERBC
1
INDICATIVE AGENDA AND TOPICS COVERED
INDICATIVE AGENDA AND TOPICS COVERED (FY21)
1.Ethics and Responsible Business Management Committee, generally meets four times a year
34%
19%
25%
6%
16%
How we bank
(Product suitability, accessibility, diversity, vulnerability)
Governance
(Materiality assessment, Social & Environmental, risk policy, frameworks)
Who we bank
(Industry & country reviews, human rights, modern slavery & carbon policies,
sensitive wholesale transactions)
How we measure and communicate
(ESG targets & reporting, community sentiment ratings)
Our priority areas
(Housing, financial wellbeing, environmental sustainability)

THE BANK WE’RE BUILDING
PURPOSE-LED TRANSFORMATION WILL DRIVE BETTER OUTCOMES FOR ALL STAKEHOLDERS
8
Our customers will have
relatively better financial
wellbeing, more sustainable
practices and generate
higher life-time value for our
shareholders
Better access to capital and
talent, driving greater capacity
to invest well
Better financial outcomes
for shareholders and staff
Better acquisition and retention
rates, and higher share
of target customers
Better data,
insights, risk decisions
and pricing
Better customer propositions
that are ‘purposeful’, engaging,
efficient and ‘safe’
Better financial wellbeing and
sustainability outcomes for
customers and the community
Better reputation amongst
customers and the community, and
more engaged workforce
Better customer engagement,
and greater use of our products
and services

THE BANK WE’RE BUILDING
GIVING CUSTOMERS ACCESS TO...
9
Platforms
More agile and
more resilient banking
infrastructure platforms
provided to ANZ
and third parties
Propositions
Easy to use services
that improve the
financial wellbeing
and sustainability
of customers
Partnerships
Integrated,
data-enabled,
Home Owner and
Business Owner
ecosystems
People
A diverse team, who
listen, learn and adapt to
deliver outcomes that
address financial and
sustainability challenges
...and delivering consistently strong shareholder returns

OUR PEOPLE
10
1.For further detail refer sustainability performancetrends slide in the reference pack
2.As at 31 July, 2021
EMPLOYEE ENGAGEMENT
1
WOMEN IN LEADERSHIP
1
DIVERSITY & INCLUSION (D&I)
Employee engagement score (%)
Representation (%)
74
72
73
77
86
81
201720162018201920202021
29.9
31.1
32.0
32.5
33.4
34.8
201720162018202020192021
2
•Launched a new D&I strategy in 2021
•ANZ’s 2021-2024 Reconciliation Action
Plan soon to launch
•Dedicated D&I Centre of Excellence
•New D&I roles created
•D&I Lead for New Zealand & Pacific
•D&I Recruitment Lead
•Created a new role in New Zealand
TeKaitohuRautakiMāori
(Head of TeAoMāori Strategy)
INITIATIVES

ENVIRONMENTAL SUSTAINABILITY
11
1. SinceOctober 2019 towards target of $50b by 2025
FUNDED & FACILITATED$14B TOWARDS SUSTAINABLE FINANCE
1
55 TRANSACTIONS IN ANZ’S
SUSTAINABLE FINANCE BUSINESS
FUNDED: $8b
FACILITATED: $6b
# OF DEALS IN FY21 YTD (9 MONTHS: 55 DEALS, $91b)
62%
13%
25%
Environmental (Energy, Waste, Transport, Buildings, Water)
Social (Affordable Housing & Sustainable Development)
Sustainability Linked Facilities
74%
8%
18%
ESG-Format Bonds
Green Buildings / Renewables Loan Distribution
Renewables Advisory
36%
22%
22%
13%
7%
Resources, Energy & Infrastructure
Diversified Industries
Financial Institutions
Property & Health
Food, Beverage & Agriculture

FINANCIAL WELLBEING
SAVINGS GOALSMONEYMINDED & SAVER PLUS
#000 SET A SAVINGS GOAL (CUMULATIVE)
1
ESTIMATED NUMBER OF PEOPLE REACHED
12
1.Launched end of October 2019, represents total savings goals set through the ANZ App (Australia)
2.As a % of total savings goals
184
327
429
495
Mar 20Sep 19Sep 20Mar 21Jul 21
0
65,549
80,074
88,308
90,724
61,367
20182016201720192020
Top savings goals
2
House: 23%
Holiday: 14%
Car: 11%

ESG INVESTOR BRIEFING -PRESENTATION
2021
KEVIN CORBALLY
CHIEF RISK OFFICER

APPROACH TO RISK MANAGEMENT
14
Right risk
behaviours
Clear roles &
responsibilities
Right risk policies
& processes
KEY RISKS
RISK CULTURE
ComplianceCredit
Liquidity &
funding
Geopolitical
Cyber
security
Capital
adequacy
OperationalStrategicTechnology
Climate
change
Market
MATERIAL & EVOLVING
Culture &
conduct

RISK INITIATIVES & DEVELOPMENTS
RISK APPETITE STATEMENT (RAS) DEVELOPMENTS
15
RISK APPETITE STATEMENT (RAS)
Conveys:
•The degree of risk that ANZ is prepared to accept
in pursuit of its strategic objectives and plans
•For each key material risk, maximum level of risk
that ANZ is willing to operate within
•Approach for setting risk tolerances
at an appropriate level
•Process for monitoring compliance
and for taking appropriate action if breached
•Timing and process for reviewing
both risk appetite and risk tolerances
•Cascading and application of the Group RAS
to Divisions and Business Units
RISK CULTURE
Internal
Risk Culture
Survey
80%
Positive sentiment for ANZ’s Risk Culture
24k+
Staff surveyed across the bank
RAS review undertaken in 2020/21 with additional
metrics and Key Risk Indicators approved to ensure
Board Risk Committee has appropriate coverage of
its non-financial risk themes
New tool developed that streamlines how we
capture and report against the RAS metrics,
reducing the time it takes from weeks to days

CLIMATE RISK
ENGAGING WITH 100 OF OUR LARGEST EMITTING
BUSINESS CUSTOMERS ON THEIR TRANSITION PLANS
CUSTOMER TRANSITION PLAN STATUS #CUSTOMERS
1
16
1.Based on most recent disclosure in ANZ 2020 Climate-RelatedFinancial Disclosures
Help our customers
by encouraging them to identify climaterisks and
opportunities, create transition plans and report publicly on
their progress
Support transitioning industries
to help grow the economy
Reduce our own impact
by managing and reducing emissions from our own operations
PRIORITY AREAS & HOW WE ARE MAKING CHANGE
0
10
20
30
40
50
60
70
80
90
Disclosures
TCFD-aligned
GovernanceTargets / Long
Term Plans
PlannedYesCustomers Engaged

SUPPORTING OUR PEOPLE
17
‘HealthyMe’
digital app
Employee Assistance Program
(EAP)
‘How We Work’
model
•Digital resources dedicated to personal &
professional wellbeing
•Accessible 24/7via phone, tablet or
computer
•Confidential counselling service
available to all ANZ employees
•Access to the service is free
•Remotefirst
•Workplacefirst
•Blended(home & office)

SECURITY AT ANZ
CYBER SECURITYANTI MONEY LAUNDERING
18
12 million
Malicious emails
blocked per month
24/7 Security
Operations Centre
Combating cyber threats
Financial Crime
Data Hub &
Intelligence
Ecosystem
Network & Link
Analysis capability
Better detect syndicated
crimes
Dynamic Algorithms
Agile monitoring and detection
solutions, to detect customer
behavioursand variations
Four steps to protect your virtual valuables
Pause before sharing
your personal
information
Activate two
layers of
security
Call out
suspicious
messages
Turn on
automatic
software updates

EMERGING RISKS
19
Inthe area of
Environmental Sustainability
In the area of
Financial Wellbeing
In the area of
Housing
BIODIVERSITY
CYBER SCAMMING
ECONOMIC DISPARITY

ESG INVESTOR BRIEFING –REFERENCE PACK
2021
OVERVIEW

PROTECTING OUR CUSTOMERS, OUR PEOPLE, OUR ABILITY TO OPERATE
THROUGH COVID-19
21
1.Credit Risk Weighted Assets
2.August 2021 My Voice survey
>200,000
loans provided with COVID-19 relief
measures since March 2020
~$7b
lending
1
to Institutional customers in the
early stages of COVID-19 (March-20)
~90%
of our people working from home
across 32 markets
81%
staff engagement score
2
$50b
increase in customer deposits
(Sep 19 to Mar 21)
$3.4b
increase in Common Equity Tier 1
(CET1) capital (Sep 19 to Mar 21)
OUR
CUSTOMERS
BALANCE
SHEET
OUR
PEOPLE

ESG –GOVERNANCE OVERVIEW
22
Audit
Committee
Chair:
Paula Dwyer
Risk
Committee
Chair:
Graeme Liebelt
Ethics, Environment,
Social and Governance
(EESG) Committee
Chair:
Paul O’Sullivan
Digital Business
And Technology
Committee
Chair:
Jane Halton
Human
Resources
Committee
Chair:
IlanaAtlas
Nomination and
Board Operations
Committee
Chair:
Paul O’Sullivan
Ethics and Responsible Business
Management Committee (ERBC)
Accountable to the Board EESG Committee.
Chaired by CEO
A leadership & decision making body that
exists to advance ANZ’s purpose.It
generally meets five times per year. It is
comprised of senior execs from business
divisions & Group functions
Customer Resolution
Portfolio
Reports to Group Executive Australia Retail
and Commercial
Brings together our existing complaint
management teams to oversee ANZ’s fair
treatment of customers, including internal
and external dispute resolution, customer
advocacy, customer vulnerability and how
we identify and manage systemic issues
Risk Governance Oversight
Committee
Accountable to the Board
Chaired by CRO
A leadership and decision making body that
exists to oversee ANZ’s response to the
self-assessment of governance, culture and
accountability. It is comprised of Group
Executives from business divisions and
Group functions.
Reports to the Board
BOARD OF DIRECTORS
Paul O'Sullivan, Chairman

BOARD AND EXECUTIVE COMMITTEES WORK TOGETHER
23
INDICATIVE RESPONSIBILITIES DEMONSTRATE HOW COMMITTEES MANAGE ESG
Ethics, Environment, Social and Governance Board
Committee
Purpose: oversee measures to advance ANZ’s purpose, focusing on
ethical, environmental, social and governance matters
Oversight of the Ethics and
Responsible Business Committee
Review and monitor ethical and
ESG risks and opportunities
Oversight and approval of ANZ’s
sustainability objectives
Oversight and approval of corporate
governance policies and principles
Oversight and approval of ESG
reporting
Oversight of elements of
Whistleblowing, including the policy
and the ANZ Code of Conduct and
Ethics
Ethics and Responsible Business Management Committee
Purpose: Operationalise Board objectives and make decisions on
issues and policies
Discuss and decide on ethical and
ESG risks and opportunities
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
Monitor progress against ANZ’s
sustainability priorities including
ESG targets and the ‘What We
Care About Most’ agenda
Brand and values are aligned with
our community investment,
strategic partnerships and
corporate sponsorships
Review and decide sensitive
wholesale transactions

BOARD ETHICS, ENVIRONMENT, SOCIAL AND GOVERNANCE COMMITTEE (EESG)
INDICATIVE AGENDA AND TOPICS COVERED, GENERALLY MEETS FOUR TIMES A YEAR
24
How we measure and communicate
•Annual reporting suite, inc.ESG reporting
•Setting and monitoring ESG targets
•ESG external assurance
•External assessments / reputational indicators
Our priority areas
•Housing
•Financial wellbeing
•Environmental sustainability
How we bank
•Customer vulnerability strategy, including accessibility
•Customer fairness
•Product suitability
•Conduct
•Reconciliation Action Plan
Who we bank
•Carbon policy, transition plans for largest emitting
customers
•Human Rights policy
•Approach to emerging social issues, e.g. modern
slavery, animal welfare
Governance
•Materiality Assessment
•Company Secretary reporting, inc.policy review,
shareholding details, directorships
•Committee forward agenda
•Review of Ethics and Responsible Business Committee
minutes
•Review of good ESG governance practices
ESG topics discussed by full Board or other Board sub-committees
•Employment conditions, inc.remuneration policy and practices
•Customer remediation
•Financial crime, inc.Anti-Money Laundering/Counter-Terrorism
Financing
•Cyber security
•Regulator enforcement activity
•Diversity and inclusion
33%
29%
24%
6%
8%

ETHICS AND RESPONSIBLE BUSINESS MANAGEMENT COMMITTEE (ERBC)
25
How we measure and communicate
•ESG targets –reviewing and monitoring
•ESG reporting
•Community sentiment ratings
How we bank
•Customers experiencing vulnerability
•Product suitability
•Accessibility and diversity
•Changing community standards
•COVID-19 Statement of Intent
Who we bank
•Industry sector & country specific reviews
•Human rights policy and Modern Slavery
•Carbon policy
•Sensitive wholesale transactions
Governance
•Materiality Assessment
•Social and Environmental Risk policy
•Governance framework for external ESG
commitments
•Good practices for ESG Committees
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
Third-party Advisor:
•Simon Longstaff, Executive
Director, The Ethics Centre
INDICATIVE AGENDA AND TOPICS COVERED, GENERALLY MEETS FIVE TIMES A YEAR
34%
19%
25%
6%
16%
Our priority areas
•Housing
•Financial wellbeing
•Environmental sustainability

ESG INVESTOR BRIEFING –REFERENCE PACK
2021
ESG PRIORITY AREAS

CASE STUDY –FINANCIAL WELLBEING
HELPING OUR CUSTOMERS TO SAVE, THROUGH INSIGHTS, NUDGES AND GOALS
27
1.At July 2021
Set and track a savings goal through the ANZ app
•Active saving and not borrowing for everyday expenses –the greatest
behavioral drivers of financial wellbeing (findings from ANZ’s Adult Financial
Wellbeing Survey)
•‘Set a savings goal’ feature in the ANZ App –Launched in Oct-19 to help
customers better manage their money and develop healthy savings habits
•Personalisedin-app notifications-Customers began receiving
notifications from Jul-20 encouraging them to set a goal, stay on track and
celebrate milestones along the way
Savings goal and notifications feature
1
:
•490,000+ goals have been set up by
customers in the ANZ App
•Top goals: ‘House’ (23%), ‘Holiday’
(14%), ’Car’ (11%), ‘Rainy day’ (9%)
•>36 million in app notifications sent to
2.1 million customers
•‘Home goal’ –customers with these
notifications were the most engaged
•Customers with a goal
•have a savings balance 2x that of a
customer without a goal
•save nearly 2x fasterthan they did
before setting a goal
Launching soon: The ‘Your Money Report’
•With a central tenant of helping customers spend less than they earn
–there’s an opportunity to help customers understand their spending &
empowering them with useful ways to see their own data and take action
•Report can be generated in the ANZ App, customer can send a PDF to
their email account or a partner;shows a number of different views –money
in versus money out, categories of expenditure, top merchants
•78% of Home Loan customers more willing to continue banking with
ANZ after receiving this report (based on large scale pilot)

CASE STUDY –FINANCIAL WELLBEING
FINANCIAL EDUCATION PROGRAM HELPING PACIFIC WORKERS
28
The need for agricultural workers (particularly the fresh produce sector)
•Australian agriculture industry relies on seasonal interstate and overseas labour
•COVID-19 has heavily impacted worker availability and operation of backpacker and overseas work programs
•Many Australian farmers have been left with unharvested crops and wasted produce
The solution:
•The Australian Government’s ‘Pacific LabourScheme’ helps fill regional and rural labourshortages, connecting
Australian businesses with workers from nine Pacific Islands and Timor Lesteto help farmers harvest crops.
•Arriving from the Pacific, workers are required to complete 14 days of mandatory quarantine when they arrive in
Australia, before they can start work assisting farmers to harvest crops
ANZ’s role in helping workers:
•ANZ has provided MoneyMindedtraining and resources to Powerpac, an approved provider of the Federal
Government’s Pacific LabourScheme.
•Powerpacis delivering MoneyMindedto arriving workers during their quarantine period
Numbers of workers trained:
•Around 240 people have been through the first delivery of MoneyMinded, with hundreds more expected over the
coming few months
Target:
•One of ANZ’s financial wellbeing targets is to ‘establish seven new partnerships to expand the reach and improve
impact of MoneyMindedfor vulnerable people, by end 2023’
•This initiative is an example of work undertaken to achieve this target
“I really learned a lot from the MoneyMinded
training. Thanks to our trainer, this gives us
ideas on how to prioritisewhat we spend money
on,” said MoneyMindedparticipant Jay.
“For some seasonal workers it’s the first time
they’ve had a bank account so programs like
MoneyMinded-that ensure hard earned money
is efficiently saved and utilised-are really
valuable,” says PowerpacCEO, Kasey Rudd.
ANZ’s MoneyMindedfinancial education program –designed to help participants build budgeting, saving and money skills
–is helping Pacific workers during their mandatory two-week quarantine period in Australia

CASE STUDY –ACCESS TO HOUSING CHOICE
DELIVERING MORE HOUSING OPTIONS FOR AUSTRALIANS
29
1.Serenitashas 18 communities with 2,900 occupied sites and a further 1,700 sites in its pipeline
Specialist Disability Accommodation
It is estimated there is an immediate need for at least 10,000 new SDA
places, to provide suitable alternative accommodation for younger
people in aged care and others with unmet needs
•ANZ is the leading financier to the emerging Specialist Disability
Accommodation (SDA) sector with ~$226m in committed facilities
•Key transactions completed in the last 12 months include:
•AU$100.0M to ‘My SpecialisedAccommodation Solutions’ (5yr), Aug 2021
•AU$62.9M to Sana Living Group’ (5yr), Sep 2020
•ANZ’s existing committed facilities will assist in developing new SDA homes
for an estimated +650 participants across Australia which accounts for
+6.5% of the required SDA places
•To further increase the supply of disability housing, ANZ has brought
together SDA providers and existing property clients to facilitate the inclusion
of SDA in their property developments
•SDA is directly aligned with ANZ’s focus on Housing as a key priority area,
and is part of our $A10 billion 10-year Housing Target allocated to affordable
and sustainable housing
Land Lease Communities
An affordable housing option for the over 50’s market; an alternative to
the traditional retirement village model
•ANZ is the leading financier to the Land Lease Community sector, ~$0.9bn in
committed facilities. Through our clients we maintain banking relationships
with ~16,600 Land Lease homes
•Aligned with ANZ’s sustainable finance targets, by providing affordable
accommodation to seniors that is priced <80% below the local market price
(Land Lease Communities are typically 40-80% of the median house price).
•In August 2021, ANZ participated in the financing of a national Land Lease
Community operator, Serenitas
1
, with a $124.9m five-year transaction.
Financing provided will assist in Serenitas’sexpansion across the eastern
seaboard and will continue to increase the supply of purpose built, affordable
seniors accommodation for the over 50 market

CASE STUDY –ENVIRONMENTAL SUSTAINABILITY
ANZ’S $50 BILLION SUSTAINABLE FINANCE TARGET
30
Helping improve the environmental sustainability of our customers
•Target to fund and facilitate at least $50 billion by 2025 towards sustainable solutions for our customers
•Since October 2019 we have funded & facilitated $13.95 billion towards sustainable finance to help our customers improve environmental sustainability,
increase access to affordable housing and promote financial wellbeing. $7.94 billion of transactions are on balance sheet loans and other credit lines provided to
borrowers by ANZ, whilst $6.01 billion have been facilitated, including through advisory services; ESG-format bonds; and loans initially underwritten by ANZ and
subsequently sold on to other lenders
•51% of Target transactions occurred in Australia, with the remaining 49% across NZ, Asia, USA and Europe
•125 transactions have contributed towards 6 Sustainable Development Goals (SDGs)
FUNDED: $~8bFACILITATED: $~6b

CASE STUDY –ENVIRONMENTAL SUSTAINABILITY
GROWTH IN SUSTAINABLE FINANCE
31
1.Data is unaudited
Spotlight on ANZ’s Sustainable Finance business
1
During the first three quarters of FY21, ANZ’s sustainable finance team
completed 55 deals worth more than $91b
•$75.3b (30 deals) was from International; $12.1b (13 deals) was from
Australia; $4b (12 deals) was from New Zealand
•$35b (20 deals) from Financial Institutions Group; $21.4b (12 deals) from
Diversified Industries; $15b (4 deals) from Food, Beverages and Agriculture;
$11.1b (12 deals) from Resources, Energy and Infrastructure; and $9b (7
deals) from Property and Health
•Q3 alone was a record quarter, with 26 deals totaling $38.6b in participated
deal volume. 11 of the deals were Sustainability Linked Loans
Highlight Deal
Royal Adelaide Hospital $2.2b Sustainability (Green & Social) Loan
The deal
•In July 2021, the Royal Adelaide Hospital PPP Project refinanced its existing
term debt facility with a Sustainability Project Finance Loan
•The financing aligns to the projects social and green credentials, as South
Australia’s largest public hospital and largest accredited teaching hospital,
and its 4 Star Green Star –Healthcare As-Built rating from the Green
Building Council of Australia
ANZ’s role
•ANZ acted as Mandated Lead Arranger, IntercreditorAgent and one of two
Sustainability (Green and Social) Coordinators
•This is the first time ANZ has participated in a Sustainability Loan Facility for
the global healthcare sector
Highlights
•The term facility is believed to be the first Sustainability Loan in Australia
linked to both the Green Loan Principles and the Social Loan Principles
•It’s also the first sustainability loan for the global healthcare sector
55 DEALS IN FY21 YTD (9 MONTHS)
#
36%
22%
22%
13%
7%
Financial Institutions
Food, Beverage & Agriculture
Diversified Industries
Resources, Energy & Infrastructure
Property & Health

CASE STUDY –FAIR AND RESPONSIBLE BANKING
DEVELOPING AND IMPLEMENTING A NEW CUSTOMER VULNERABILITY STRATEGY
32
Identified a more flexible and inclusive
approach was needed to proactively
identify, and appropriately support,
customers experiencing vulnerability
This aligns with enhanced provisions in
the Banking Code of Practice, ASIC’s
focus on protection of customers from
harm, Design and Distribution
Obligations to consider customer
vulnerabilities; insights from the Royal
Commission and evolving community
expectations
Using Data analytics to help prevent harm
In late 2020, ANZ announced a new target to: “Develop and commence implementation of a new Vulnerable Customer Framework to improve the support
we provide to customers experiencing vulnerability, by end 2021.”
Why this
target
was set
New Customer Vulnerability Strategy adopted in Feb-21 for our
Australian Retail and Commercial business, with a focus on:
Strengthening frontline capability
to identify and support customers experiencing vulnerability,
and referral pathways for specialist support and case mgt.
Embedding Inclusive Design principles
in our product lifecycle and channels
Enhancing data analysis
to identify vulnerability and mitigate harm
Engaging strategically with external stakeholders
to inform our approach and future priorities.
Where
it’s up
to
Move to digital banking is accelerating. We are exploring ways
to proactively deploy data analytics to identify and mitigate
harm. For example:
-Identifying potentially unusual or suspicious transactions by
a person holding a Power of Attorney on a customer’s
account where those transactions are unlikely to be in the
customer’s best interests; and
-Identifying potentially abusive conduct using the free text
field in payment descriptions (beyond existing controls
prohibiting the use of profanities). Conduct is particularly
serious in the context of family and domestic violence,
including where abuser attaches abusive messages to a
legitimate funds transfer that the recipient may rely on.
Examples
of this in
action

ESG INVESTOR BRIEFING –REFERENCE PACK
2021
SUSTAINABILITY

OUR ESG TARGETS
SUPPORT 10 OF THE 17 UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS
34
1.Off a FY21 baseline
ESG targetRelevant SDGs
ENVIRONMENTALSUSTAINABILITY
1. Fund and facilitate at least $50 billion by 2025 towards sustainable solutions for our customers
2. Encourage and support 100 of our largest emitting customers to establish, and where appropriate, strengthen existing low carbon
transition plans, by end 2021
FINANCIALWELLBEING
1. Support 250,000 customers to build a savings habit, by end 2021 (Australia/New Zealand)
2. Establish seven new partnerships to expand the reach and improve impact of MoneyMindedfor vulnerable people, by end 2023
HOUSING
1. Fund and facilitate AU$10 billion of investment by 2030 to deliver more affordable, accessible and sustainable homes to buy and rent
(Australia /New Zealand)
2. Support more customers into healthier homes with our Healthy Home Loan Package and Interest-free Insulation Loans –through a
2%* increase of funds under management and a 4%
1
increase in customer numbers by 2025 (New Zealand)
FAIR ANDRESPONSIBLE BANKING
1. Develop and commence implementation of a new Vulnerable Customer Framework to improve the support we provide to customers
experiencing vulnerability, by end 2021 (Australia)
2. Design and commence implementation of a human rights grievance mechanism, using the UN Guiding Principles on Business and
Human Rights, by end 2021

PROGRESS ON OUR ESG TARGETS
SNAPSHOT OF HALF YEAR ESGTARGET PERFORMANCE
35
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 2021. Results as at 31 March 2021
1.Off a FY21 baseline
ESG target (refer prior slide for further detail)ProgressRelevant SDGs
ENVIRONMENTALSUSTAINABILITY
1. Sustainable solutions for our customers ($50 billion by 2025) Funded and facilitated AU$13.95 billion since Oct-19
2. Customer engagement on transition plans (Top 100 by end 2021)Engaged with 98 of our largest emitting business customers
FINANCIALWELLBEING
1. Support customers to build a savings habit (250,000, by end 2021) ~85,000customers since Oct-20
2. 7 new MoneyMindedpartnerships for vulnerable people by end 2023
2 new partnerships
-Fruition Horticulture Bay of Plenty (New Zealand)
-the Reserve Bank of Fiji (via a Memorandum of Understanding)
HOUSING
1. Invest. for affordable, accessible, sustainable homes ($10b by 2030) Funded and facilitated AU$302.6m since Oct-20
2. Healthy Home Loan Package and Interest-free Insulation Loans
(2% increase in FUM & 4%
1
increase in customer by 2025)
Supported463 households into healthier homes since Oct-20
FAIR ANDRESPONSIBLE BANKING
1. New Vulnerable Customer Framework (by end 2021)Commenced implementation of our new Framework
2. Human rights grievance mechanism (by end 2021)
Designed the bank’s first human rights grievance mechanism,
informed by internal and external stakeholders (for user testing)

DIVERSITY AND INCLUSION (D&I) AT ANZ
36
1. Numbers as at 31 July. This data has not been independently assured. KPMG will provide assurance over ANZ’s full-year performance against targets in itsannual ESGreporting to be released in November 2021.
2. KMP refers to Key Management Personnel which is defined as Disclosed Executives as set out in the Remuneration Report contained within the Annual Report.
3. Measures representation at the Senior Manager, Executive and Senior Executive levels. Includes all employees regardless ofleave status but not contractors (who are included in FTE).
4-7. Results are based on the percentage of respondents who voluntarily self-disclosed in the anonymous My Voice Survey 2021 Q3.
Commitments and Achievements:
Top Performer
•2020-21 Australian Network on Disability ‘Access & Inclusion Index’
Founding member
•Australian Human Rights Commission Incl. Ability Employer Network
Signatory to Hesta’s40:40 Vision initiative
•Which seeks to achieve gender balance in ASX200 senior leadership
Signatory to the Diversity Council Australia #IStandForRespectcampaign
•Committing to take steps to address sexual and sex-based harassment and
make the workplace safe for everyone
Signatory to theValuable 500committing
•To ensure that disability inclusion is on our board agenda
Women in Leadership¹
Board: 37.5%
KMP²: 33.3%
Leadership³: 34.8%
People with disability⁴
ANZ Global: 4.3%
ANZ Australia: 4.3%
ANZ New Zealand: 5.9%
LGB+ Sexual orientation⁵
(Asexual, lesbian/gay and
bisexual/pansexual)
ANZ Global: 3.5%
ANZ Australia: 4.1%
ANZ New Zealand: 3.5%
Aboriginal & Torres Strait
Islander people in Australia⁶
ANZ Australia: 1.1%
Māori in New Zealand⁷
ANZ New Zealand: 6.9%
Our vision is for the combined power of our diverse workforce and inclusive culture to improve decision making and drive
innovation, resulting in financial outperformance

HOW WE MEASURE AND COMMUNICATE
EXTERNAL REPORT CARD –REPUTATION INDICATORS
37
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 case of DJSI, adetailed
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.
•All indicators are consistent.
Relevant ESG target:
•Group scorecard, maintain strong performance on Dow Jones Sustainability Index.
In 2021, ANZ received an ESG Risk Rating
of 24.2 (out of 100, lower = better) and
was assessed by Sustainalytics to be at
medium risk of experiencing material
financial impacts from ESG factors
In 2021, ANZ received a rating of
A (on a scale of AAA-CCC) in the
MSCI ESG Ratings assessment.
In 2021, ANZ received Prime status
with a rating of C (on a scale of A+ to
D-) in the ISS ESG Corporate Ratings
assessment
In 2021 received SAM Silver Class
distinction with a score of 85 (out of 100)
in the 2020 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.

29.9
31.1
32.0
32.5
33.4
SUSTAINABILITY PERFORMANCE TRENDS
COMMUNITY INVESTMENT
1
SUSTAINABLE FINANCE $50B TARGET³
MONEYMINDED & SAVER PLUS
EMPLOYEE ENGAGEMENT
2
ENVIRONMENTAL FOOTPRINT TARGETWOMEN IN LEADERSHIP⁴
Total community investment ($m)
Employee engagement score (%)
Funded and facilitated ($b)
Scope 1 & 2 greenhouse gas emissions
(k tonnes CO
2
-e)
Estimated # of people reached
Representation (%)
38
1. Figure includes forgone revenue (2020 = $105m), 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 a 57% response rate. For all other years the employee engagement survey was
sent to all staff 3. 2016 –2019 figures represent annual contributions towards ANZ’s 2020 $15bn sustainable solutions target, which had an environmental focus. In FY20, ANZ set a new 2025 $50bn
target with an expanded focus on environmental sustainability, housing and financial wellbeing. 4. Measures representation atthe Senior Manager, Executive and Senior Executive Levels.Includes all
employees regardless of leave status but not contractors (which are included in FTE) .
90
131
137
142
140
2018201620172019
194
181
171
157
133
2.4
4.5
4.6
7.6
7.57
1.45
2018
2016
2017
65,549
80,074
88,308
90,724
61,367
74
72
73
77
86
2019
2020
20182016201720192020
201820162017
2019
2020
2018
20162017
2019
20202018
2016
20172019
2020
2020
9.08
Housing
Environmental
Other social
FULL YEAR 2020 DISCLOSURE
0.06

EXTERNAL REPORTING
RECOGNITION
39
FRAMEWORKS
We achieved a CDP
climate disclosure score
ofA-in 2020
Member of the
FTSE4Good Index
Recognised as a leading
organisation in the
2020-21 Access and
Inclusion Index
Ranked amongst the Top
10 Best Workplaces to
Give Back in Australia by
GoodCompanyin 2020
Named as the Best Place to
Work in Banking and Financial
Services by the AFR Boss Best
Places to Work List in 2021
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 INVESTOR BRIEFING –REFERENCE PACK
2021
CARBON & FINANCING SUSTAINABILITY

41
OUR APPROACH TO CLIMATE CHANGE
COMMITTED TO PLAYING OUR PART &SUPPORTING OUR CUSTOMERS IN THE TRANSITION TO NET-ZERO EMISSIONS BY 2050
Engage
constructively and
transparently with
stakeholders
•Disclosing how we identify, assess and manage climate-related financial risks and
opportunities using the Financial Stability Board Task Force on Climate-related Financial
Disclosures (TCFD) recommendations
•Disclosing better metrics so the emissions impact of our financing can be tracked annually,
starting with commercial property and power generation
•Engaging with stakeholders on climate change and increasing transparency on our approach
Help our customers
and support
transitioning
industries
•Funding and facilitating at least $50 billion by 2025 to help our customers improve
environmental sustainability, increase access to affordable housing and promote financial
wellbeing
•Working with and supporting our largest emitting customers to build climate change
mitigation and adaptation risk into their strategies
•Identifying opportunities and financing our customers’ transition activities via products
such as ‘Green’ and Sustainability Linked Loans

EXAMPLE CUSTOMER DISCLOSURE TOWARDS LOW CARBON FUTURE
COLES –FOOD, GROCERY AND CONVENIENCE RETAILER
42
Coles’ ambition is to be “Australia’s most sustainable supermarket”
•In March 2021, Coles released its latest Climate Change Position Statement and announced new targets to reduce greenhouse gas emissions:
•to deliver net zero greenhouse gas emissions by 2050;
•for the entire Coles Group to be powered by 100% renewable electricity by the end of FY25; and
•to reduce combined Scope 1 and 2 greenhouse gas emissions by more than 75 per cent by the end of FY30 (from a FY20 baseline)
•Coles acknowledges its responsibility to minimise its environmental footprint, and mitigate the environmental and social impacts of climate change. It will do this by:
•“building the resilience of our business, supply chain and community against climate change related impacts, both physical and transitional (managing climate-
related risks and opportunities)”;
•“building a roadmap aligned with the Paris Agreement and taking action to reduce our climate impacts (decarbonisation)”; and
•“using our position and voice to play a constructive role in influencing others to meet similar goals (influencing climate action)”
•Coles’ $1.3bn sustainability linked loan (SLL)
is the largest retail SLL to date in Australia. In Aug-2021, ANZ worked as
a Joint Sustainability Coordinator on the SLL
•Coles recently launched its Sustainability Strategy
under the focus areas of Together to Zero and Better Together which
sets out how Coles will work with its stakeholders to drive change and
create a more sustainable future for generations of Australians ahead
•ANZ has banked Coles since its demerger from Wesfarmers,
and is actively working with Coles to support it on its transition journey
•“General Corporate Purposes” loan with pricing discount and premium triggers for
achieving/missing agreed Sustainability Performance Targets (SPTs)
•SPTs are aligned with Coles’ corporate sustainability targets and include:
•Emissions: Scope 1 & 2 GHG emissions reduction in line with their corporate
target of reducing emissions by 75% by 2030
•Waste: Increase total waste diversion from landfill in line with their Towards
Zero strategy
•Women in Leadership: Increase % of women in leadership positions in line
with their Better Together strategy

EXAMPLE CUSTOMER DISCLOSURE TOWARDS LOW CARBON FUTURE
COLES –FOOD, GROCERY AND CONVENIENCE RETAILER
43
Coles’ sustainability strategy
Sustainability strategyInitiatives
Together to zero emissions
•Coles, in 2019, was the first major Australian retailer to announce a power purchase agreement for renewable energy
•Since then, they have signed four more renewable electricity agreements meaning they have already committed to
purchasing more than 70% of their renewable electricity target, once these agreements commence
Together to zero waste
•Stopped delivering paper catalogues to customers’ letterboxes
•No longer selling single use plastic tableware products
•No longer giving away plastic collectable toys
Together to zero hunger
•Donated the equivalent of >153 million meals to SecondBitesince 2011
A team that is better together
•Percentage of women in leadership increased to 36.5% in FY21
•Recognised as Gold Employer in 2021 Australian Workplace Equality LGBTQ Inclusion Award
A community that is better together
•Raising $40 million, since 2013, for children’s cancer charity, Redkite
•Reached a new single event record in fundraising of more than $6.7 million for FightMND
Sourcing that is better together
•All Coles Own Brand seafood has been responsibly sourced since 2015. This includes fresh, thawed, frozen and canned
seafood and food products that contain seafood as a primary ingredient
•Coles uses independent and internationally recognised certification and verification programs that support ethical
practices and environmental protection in these supply chains
Farming that is better together
•$50m ‘Coles Nurture Fund’ –aimed at working with suppliers on innovation projects, including building supply chain
resilience through climate adaptation programs to mitigate impact of drought
•Australian-first sourcing policy to provide customers with quality Australian-grown fresh produce as a first priority

Green and Sustainability-Linked Loans
Lending to deploy capital into ‘green’ and
sustainability initiatives, where borrowers
are required to invest in qualifying ‘green’
assets or where loan terms are linked to
improved performance against agreed
sustainability targets
HIGHLIGHT: In December 2020, ANZ arranged
an AU$1,400m syndicated Sustainability-Linked
Loan for Downer Group Finance Pty Limited.
Pricing of the loan is linked to performance
against environmental and social targets
CUSTOMER ENGAGEMENT –FINANCING SUSTAINABILITY
44
1.Data for the 6 months to 31 March 2021 (1H21)
Green and Sustainable Infrastructure
Project Finance
Greenfields project financing
to support the development of
long term sustainable infrastructure,
e.g. renewable energy,
light rail
HIGHLIGHT: In December 2020, ANZ provided
AU$47.6m in financing for Canberra Metro
Finance Pty Ltd’selectrified light rail network
which is fully powered by the ACT’s 100%
renewable energy grid
Green and Sustainability-Linked Bonds
Distribution of capital into ‘green’ and
sustainability initiatives, e.g. ‘green’
buildings, renewable energy or
where bond terms are linked to improved
performance against agreed
sustainability targets
HIGHLIGHT: In February 2021, ANZ jointly
arranged SurbanaJurongPrivate Limited’s
SG$250m ten-year Sustainability-Linked Bond.
ANZ was the Sole Sustainability Coordinator.
The bond is linked to climate targets. Surbana
Jurongwill pay a premium to investors if it does
not meet these targets by 2030
FY21 to date closed 8 Green and
Sustainability-Linked Loans
($28b volume)
1
FY21 to date closed 5 Green and
Sustainable Infrastructure Project
Finance deals ($2.2b volume)
1
FY21 to date closed 12 Green and
Sustainability-Liked Bonds
($6.1b volume)
1

Corporate Finance Advisory Services
for Renewables
Providing advisory services in relation to
the purchase, sale and raising of capital for
renewable energy projects
HIGHLIGHT: In 2020, we completed an equity
and debt raising for the YandinWind Farm, a
214 MW wind farm in mid-west WA
CUSTOMER ENGAGEMENT –FINANCING SUSTAINABILITY
45
ANZ/Clean Energy Finance Corporation
Energy Efficiency Asset Finance
program
Financing that incentivises corporate and
retail customers to invest in energy
efficient and renewable energy
technologies that will help reduce their
energy costs and carbon emissions
This program has helped finance >$205m of
investment in >1374 clean energy technology
deals for our corporate and agribusiness
customers. Energy Efficiency remains the major
asset category, with customers seeing rapid
paybacks associated with upgrades to new and
more efficient plant and machinery

RESOURCES PORTFOLIO
THERMAL COAL EXPOSURE
EXPOSURE AT DEFAULT (EAD) $b
EXPOSURE AT DEFAULT (EAD) $b
46
OUR RESOURCES PORTFOLIO
8.6
7.8
7.0
7.4
8.2
8.2
6.7
4.9
4.0
3.5
4.4
5.2
5.4
4.1
2.9
1.7
1.4
1.2
1.5
1.2
1.1
1.3
1.1
1.0
0.9
1.0
0.9
1.2
0.7
0.7
0.8
0.6
1.7
1.2
0.8
0.7
0.8
Sep-19Sep-15
16.2
0.6
Sep-16
0.4
0.3
Sep-17Sep-18
0.5
Sep-20
0.5
Mar-21
20.0
14.0
15.3
17.3
17.0
14.2
Thermal Coal Mining
Metallurgical Coal Mining
Other MiningMetal Ore Mining
Services to miningOil & Gas Extraction
0.0
0.5
1.0
1.5
2.0
Mar-20Sep-15Sep-19Sep-16Mar-19Sep-17Sep-20Sep-18Mar-21
•Since 2015 our exposure to thermal coal mining has reduced by
~70%
•Several diversified mining customers have divested thermal coal
interests in recent years, or signalled intention not to invest in
expansionary capex
•ANZ’s exposure to thermal coal mining is a small portion of our
overall lending (now comprising <0.05% of our Group exposure
at default)

ESG INVESTOR BRIEFING –REFERENCE PACK
2021
HUMAN RIGHTS & MODERN SLAVERY

48
IMPROVING OUR APPROACH TO HUMAN RIGHTS
ACTING ON THE AUSTRALIAN NATIONAL CONTACT POINT (ANCP) FOLLOW UP STATEMENT, WITH A PROGRAM OF WORK TO
IMPROVE OUR POLICY, PROCESS AND DISCLOSURE
Reviewing our approach
and designing a
Grievance mechanism for
communities
•We have been in dialogue with external stakeholders since mid 2020 to align our human rights approach
with the OECD Guidelines on Multinational Enterprises and the UN Guiding Principles on Business and
Human Rights
•In 2020 we increased our human rights disclosures in end of year reporting and will continue to review if
our level of disclosure is adequate
•We recognise that individuals and communities can be affected by our business activities, and also those
of our business customers
•We have designed a grievance mechanism so that individuals and communities affected by our business
customers can contact us. We plan to make it available to communities this year and continue to
implement it in 2022
Committed to the ANCP
agreement between ANZ
and external stakeholders
•In February 2020, ANZ, Inclusive Development International (IDI) and Equitable Cambodia (EC) reached
an agreement on how to assist Cambodian communities that were adversely affected by an economic
land use concession granted for a sugarcane project
•The agreement includes 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 near completion with the advice of external stakeholders

49
OUR RESPONSE TO THE AUSTRALIAN MODERN SLAVERY ACT
OUR FIRST STATEMENT RESPONDING TO THE AUSTRALIAN MODERN SLAVERY ACT’S MANDATORY CRITERIA, DESCRIBING HOW
WE IDENTIFY AND ACT ON KEY MODERN SLAVERY RISKS IN OUR OPERATIONS AND SUPPLY CHAIN, WAS SUBMITTED IN 2020
We remain focussed on risk assessment, building awareness,
policy review and improving due diligence
•Our 2020 statement outlined how we identify and act on modern slavery risks
•through existing processes such as financial crime transaction monitoring,
customer and supply due diligence; and
•new improvements such as building awareness through ‘leader-led’ sessions and
supply chain tracking for ANZ branded promotional products
•We continue to build on our 2020 approach using a cross-functional working group to
helpidentify, discuss and act on potential modern slavery risks across our operations
and supply chain
•This year we are focussed on
•our use of data to identify and target efforts in ‘higher risk’ areas;
•uplifts in our due diligence and screening processes to help identify modern
slavery risks in our operations and supply chain;
•raising awareness of modern slavery through information sessions;
•supply chain ‘deep dives’ in high risk categories such as cleaning and security
•Engaging with others is important and we are seeking to learn and share good
practice with financial sector peers and other stakeholders including customers,
suppliers, community and investors
Our 2022 approach will continue to build on these
efforts, including through:
•Building and improving data driven risk assessment
•Implementation of dedicated online learning modules about modern
slavery, particularly in higher risk locations
•Continued focus on supply chain tracking and building on lessons learnt
through higher risk category ‘deep dives’
•Improvements to screening and due diligence across customer and
supply chain processes
•Engagement with customers, suppliers and other stakeholders to learn
and share good practice

FURTHER INFORMATION
50
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
Senior 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
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 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.
ANZ Shareholder CentreCorporate Overview & SustainabilityClimate Related Financial disclosuresAnnual Review
https://www.anz.com/shareholder/
centre/
https://www.anz.com/shareholder/centre/repor
ting/sustainability/
https://www.anz.com.au/about-us/esg-
priorities/environmental-
sustainability/climate-change/
https://www.anz.com/shareholder/centre/repor
ting/annual-report-annual-review/
ESG information
and progress
against our ESG
targets
Our
approach
to climate
change
Key sections
from our
2020 Annual
Report
ANZ
shareholder
information