ANZ 2021 ESG Supplement

Australia and New Zealand Banking Group Limited ABN 11 005 357 522
ANZ Centre Melbourne, Level 9A, 833 Collins Street, Docklands VIC 3008

3 November 2021

Market Announcements Office
ASX Limited
Level 4
20 Bridge Street
SYDNEY NSW 2000





ANZ 2021 ESG Supplement

Australia and New Zealand Banking Group Limited (ANZ) today released its 2021 ESG
Supplement.
It has been approved for distribution by ANZ’s Continuous Disclosure Committee.

Yours faithfully




Simon Pordage
Company Secretary
Australia and New Zealand Banking Group Limited

SHAPING A WORLD WHERE PEOPLE
AND COMMUNITIES THRIVE
2021 / ESG SUPPLEMENT
Approved for distribution by A N Z’s Continuous Disclosure Committee, 3 November 2021

2017
Established our Ethics
and Responsible
Business Committee
2018
Implemented our
Ethical Decision
Making Framework
2019
Committed to fund
and facilitate $50
billion by 2025 in
sustainable solutions
for our customers
2020
Committed to fund
and facilitate $10
billion of investment
by 2030 to deliver
more affordable,
accessible and
sustainable homes
1
2021
Reached more
than 67,600 people
through our financial
wellbeing programs,
MoneyMinded and
Saver Plus
2
1. Refers to homes to buy and rent in Australia and New Zealand. 2. Includes individuals who have participated in more than one program (for example, people who have participated in
MoneyMinded as part of Saver Plus are counted twice as they are included in both the MoneyMinded and Saver Plus totals) in the period 1 October 2020 to 30 September 2021.
In 2017 we introduced our purpose ...
Shape a world where people
and communities thrive
Since then we have been integrating purpose and
ESG into our strategy, creating an opportunity for
us to better serve our customers and generate
long-term shareholder value.
CONTENTS
Overview 2
Our 2021 reporting suite 2
2021 ESG performance snapshot 3
About our business 4
ESG governance and risk management 5
What matters most 6
Stakeholder engagement 9
Our ESG targets 11
Financial wellbeing 15
Improving financial wellbeing 15
Community investment 20
Environmental sustainability 24
Our approach to climate change 24
Sustainable finance 26
Reducing our environmental footprint 29
Housing 32
Improving the availability and
affordability of homes 32
Fair and responsible banking 35
Improving conduct and culture 35
Supporting customers
experiencing vulnerability 37
Improving customer experience 40
Cyber security, data protection
and privacy 44
Financial crime 46
Responsible business lending 47
Managing ESG risks in our supply chain 50
Human Rights 53
Our Human Rights standards 53
Employee wellbeing and inclusion 56
Employee engagement, wellbeing
and development 56
Workplace diversity and inclusion 59
Additional information 66
UN Principles for Responsible
Banking self-assessment 66
UN SDG alignment with ESG targets 75
Explanatory notes 80
KPMG Assurance opinion 81
1

You can trace our actions on
human rights throughout this
report using this symbol
Our 2021 reporting suite
2021 Annual Report
anz.com/annualreport
2021 ESG Supplement
anz.com/annualreport
2021 Climate-related Financial Disclosures
anz.com/annualreport
2021 Corporate Governance Statement
anz.com/corporategovernance
1
2
3
4
ABOUT THIS ENVIRONMENT, SOCIAL AND
GOVERNANCE (ESG) SUPPLEMENT
This report provides stakeholders with more detailed
information on the Australia and New Zealand Banking
Group Limited’s
1
ESG performance and challenges.
This report is structured in three sections. The first outlines
our purpose and values; our approach to ESG governance
and risk management; our approach to the identification and
prioritisation of material issues; our stakeholder engagement
and our ESG targets. The second section outlines our
management of materially significant issues aligning with
our focus areas of environmental sustainability, housing,
financial wellbeing and fair and responsible banking.
The third section contains information on human rights,
employee wellbeing and inclusion and our second self-
assessment report against the United Nations Principles
of Responsible Banking.
Comparative performance data, including Equator Principles
data and our United Nations Guiding Principles Reporting
Framework index is contained in our separate 2021 ESG data
pack available at anz.com/annualreport.
This report has been prepared in accordance with the GRI
Standards: Comprehensive option. A complete GRI Index
is available in our 2021 ESG data pack.
KPMG has provided limited assurance in respect of this ESG
Supplement, including considering whether the appropriate
indicators have been reported in accordance with GRI
Sustainability Reporting Standards Comprehensive level of
disclosure. A copy of KPMG’s independent limited assurance
report is on pages 81– 82.
KPMG has also provided limited assurance over ESG content
within our Annual Report and Annual Review.
2
See pages
261–262 in the Annual Report for a copy of KPMG’s opinion.
This report covers all ANZ operations worldwide over which,
unless otherwise stated, we have control for the financial year
commencing on 1 October 2020 and ending 30 September
2021. Monetary amounts in this document are reported in
Australian dollars, unless otherwise stated.
REPORTING SUITE
We produce a suite of reports to meet the needs and
requirements of a wide range of stakeholders, including
shareholders, customers, employees, regulators, non-
government organisations and the community.
This ESG Supplement complements our 2021 Annual Report
available at anz.com/annualreport. In preparing pages 1–72
of the Annual Report we applied aspects of the International
Integrated Reporting Framework to describe how our
business model, strategy, governance and risk management
processes are addressing risks and opportunities in our
operating environment and delivering value for our
shareholders and other stakeholders.
Our 2021 Corporate Governance Statement discloses how we
have complied with the ASX Corporate Governance Council’s
‘Corporate Governance Principles and Recommendations –
4th edition’ and is available at anz.com/corporategovernance.
This year is our first year reporting against the 4th edition.
Our 2021 Climate-related Financial Disclosures report,
assured by KPMG, will be released prior to our Annual General
Meeting and made available at anz.com/annualreport.
We are continually seeking to improve our reporting suite
and welcome feedback on this report. Please address any
questions, comments or suggestions in relation to this
report to corporate.sustainability@anz.com.
1. Australia and New Zealand Banking Group Limited (the Company) and the entities it controlled at the year end and from time to time during the financial year (together, the Group).
2. The 2021 Annual Review comprises pages 1–72, 252–253 and 261–262 of the 2021 Annual Report and a Remuneration Overview.
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
2
ANZ 2021
ESG Supplement

2021 ESG performance snapshot
$139.7M
community investment
1
255
people recruited from
under-represented groups
2
151,600
customers to build a
savings habit since 2020
67, 6 0 0
participants in our financial
education programs
3
47%
reduction in Scope 1 and 2
greenhouse gas emissions
against a 2015 baseline
35.3%
of women in leadership
4

$1.43B
funded and facilitated to deliver
more affordable, accessible and
sustainable homes to buy and
rent since 2020
5
Engaged with 100 of our largest
emitting business customers
on their low carbon
transition plans
1. Figure includes forgone revenue of $106m, the cost of providing low or fee-free accounts to a range of customers such as government benefit recipients, not-for-profit organisations, students and the elderly. International transfer fees were waived for funds sent
from Australia and New Zealand to the Pacific to support communities impacted by COVID-19. 2. Including Aboriginal and Torres Strait Islander peoples, people with disability and refugees. 3. Includes individuals who have participated in more than one program
(for example, people who have participated in MoneyMinded as part of Saver Plus are counted twice as they are included in both the MoneyMinded and Saver Plus totals) in the period 1 October 2020 to 30 September 2021. 4. Measures representation at the Senior
Manager, Executive and Senior Executive levels. Includes all employees regardless of leave status but not contractors (who are included in Full Time Equivalents (FTE)). 5. In Australia and New Zealand.
$21.95B
funded and facilitated in
sustainable solutions since 2019
Supported around More than
of people feel like they
belong at ANZ
84%
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
3
ANZ 2021
ESG Supplement
3

About our business
We provide banking and financial
products and services to around 8.7
million retail and business customers,
and operate across 32 markets.
Our expertise, products and services make
us a bank. Our people, purpose, values and
culture make us ANZ.
OUR DIVISIONS
Australia Retail and Commercial – serves retail
commercial and private banking customers through our
branch network, business centres, ATMs, and digital and
mobile banking applications.
Institutional – serves institutional and business customers
across Australia, New Zealand, Asia, Europe and America
including Papua New Guinea and the Middle East.
New Zealand – serves retail, commercial and private
banking customers in New Zealand and is one of the largest
New Zealand companies based on profit and assets.
Pacific – provides products and services to retail and
commercial customers located in the Pacific Islands, where
our history dates back 138 years.
Technology, Services & Operations and Group Centre
– comprises functions that support our business including
Risk, Finance, Communications and Public Affairs, Internal
Audit and Talent and Culture.
OUR PURPOSE AND VALUES
Our purpose is to shape a world where
people and communities thrive.
Launched five years ago, our purpose explains ‘why’ we
exist, guides the decisions we make each day and drives
everything we do.
Our values are the foundation of ‘how’ we work – living our
values every day enables us to deliver on our strategy and
purpose, strengthen stakeholder relationships and earn the
community’s trust. All employees and contractors must comply
with our Code of Conduct, which sets the expected standards
of professional behaviour and guides us in applying our values.
OUR ENVIRONMENT, SOCIAL AND
GOVERNANCE (ESG) FOCUS AREAS
We are helping to respond to complex societal issues central
to our customers and our business strategy. In particular, we
are focusing our efforts on:
Financial wellbeing – improving the financial wellbeing of
our people, customers and the community by helping them
make the most of their money throughout their lives
Environmental sustainability – supporting household,
business and financial practices that improve environmental
sustainability
Housing – improving the availability of suitable and
affordable housing options for all Australians and
New Zealanders.
Supporting sustainable development
We are committed to the United Nations Sustainable
Development Goals (SDGs) and believe that business
has an important role to play in their achievement.
Our 2022 ESG targets support 12 of the 17 SDGs.
In 2019 we became a founding signatory to the UN
Principles for Responsible Banking. Under the Principles
we are required to set at least two targets that address
our most significant (potential) positive and negative
impacts, aligned with the SDGs and the Paris Climate
Agreement. We have reported our progress towards
implementing the Principles using the Reporting and
Self-assessment Index, available on pages 66–74.
Fundamental to our approach is a commitment to fair and
responsible banking – keeping pace with the expectations
of our customers, employees and the community, behaving
fairly and responsibly and maintaining high standards
of conduct.
Integrating ESG and purpose into our strategy has created
an opportunity for us to better serve our customers and
generate long-term shareholder value.
INTEGRITY
COLLABORATIONACCOUNTABILITYRESPECTEXCELLENCE
OUR VALUES ARE:
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
4
ANZ 2021
ESG Supplement

ESG governance and risk management
Our governance framework provides the structure for effective
and responsible decision-making within the bank.
The Board is responsible for the oversight of the bank and its
sound and prudent management, with specific duties as set
out in its charter available at anz.com/corporategovernance.
There are six principal Board Committees: the Ethics,
Environment, Social and Governance (EESG) Committee; the
Audit Committee; the Risk Committee; the Human Resources
Committee; the Digital Business and Technology Committee;
and the Nomination and Board Operations Committee.
Each Committee has its own charter setting out its roles
and responsibilities.
At management level, the Group Executive Committee
comprises ANZ’s most senior executives. There is a
delegations of authority framework that clearly outlines those
matters delegated to the CEO and other members of senior
management. In addition, there are a number of formally
established management committees that deal with
particular sets of ongoing issues.
Our ESG governance processes are overseen by the Board
and management through our Board EESG Committee and
executive Ethics and Responsible Business Committee (ERBC).
These Committees are also supported by our Risk
Governance Oversight Committee (formerly the Royal
Commission and Self-Assessment Oversight Group).
Refer to page 24 of our Annual Report available at
anz.com/annualreport for further detail.
Our most material ESG issues (refer to pages 6–8) are captured
and managed within the Group’s Key Material Risks. For further
information on risk management refer to pages 51–55 of our
2021 Annual Report available at anz.com/annualreport.
For further detail on our governance framework see our
2021 Corporate Governance Statement available at
anz.com/corporategovernance.
BOARD ETHICS, ENVIRONMENT, SOCIAL AND
GOVERNANCE (EESG) COMMITTEE
The Board EESG Committee, led by ANZ’s Chairman, is
responsible for assisting the Board by overseeing measures to
advance ANZ’s purpose, focusing on ethical and ESG matters.
This includes the oversight, review and/or approval of ESG
reporting and objectives, corporate governance policies and
principles, customer complaints and other conduct-related
matters. The Committee also oversees the ethical and ESG
risks and opportunities relevant to the bank’s ability to
advance our purpose and operate as a fair, responsible
and sustainable business.
The Board EESG Committee meets quarterly, and each
meeting opens with an overview of the ESG operating
environment, covering current and emerging issues, including
regulatory and parliamentary inquiries, community sentiment,
competitor activity, relevant international developments
and our stakeholder engagement activities.
Further information on oversight activities and issues
discussed by the Committee during this year are outlined
in our 2021 Annual Report on pages 44–45 available at
anz.com/annualreport.
ETHICS AND RESPONSIBLE BUSINESS
COMMITTEE (ERBC)
The ERBC, chaired by the CEO, comprises Senior Executives
and members from business divisions and Group functions.
Independent ethics adviser, Dr Simon Longstaff, also
participates as an observer.
The Committee is a leadership and decision-making body
that exists to advance ANZ’s purpose. It seeks to ensure ANZ
operates responsibly and achieves fair, ethical and balanced
stakeholder outcomes.
The Committee considers the social and environmental
impacts of the industries, customers and communities that
ANZ serves. It also considers our products and services and
how they are provided, as well as stakeholder and community
expectations.
The ERBC is accountable to the Board EESG Committee in
the effective discharge of its responsibilities. It operationalises
Board objectives and makes decisions on issues and policies.
It also approves the bank’s ESG targets and monitors
performance against them quarterly.
Issues discussed during 2021 included ‘how we bank’ –
our ESG focus areas, customers experiencing vulnerability,
product suitability, accessibility and diversity and our COVID-19
Statement of Intent. The Committee also considered ‘who we
bank’, through industry sector and country specific reviews,
human rights policy and modern slavery, climate change policy
and sensitive wholesale transactions.
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
5
ANZ 2021
ESG Supplement

What matters most
Through our annual materiality
assessment we engage with internal
and external stakeholders to inform
our identification of ESG risks and
opportunities. We seek to identify
those issues with the most potential
to impact our ability to operate
successfully and create value for our
shareholders and other stakeholders.
Climate change
emerged as the
highest priority issue
We use the results to inform our strategy, public ESG targets
and external reporting.
This year we obtained stakeholder views on a broad range
of ESG issues.
External views were sought from institutional investors,
retail shareholders, consumer advocates, financial
counsellors, customers and analysts. One-on-one interviews
were conducted with the external stakeholders by an
independent consultant.
Overall, climate change emerged as the highest priority issue,
with stakeholders noting both the social and environmental
impacts and the influence the bank can have in terms of
deploying capital to finance the transition to a net zero
carbon economy.
Fairness and ethical conduct continued to be seen as critical
to everything we do and key to our social license to operate.
Financial wellbeing was viewed as ‘core business’ and our
efforts in this area can improve customer experience and
positively impact the broader community. Finally, innovation
and technology were seen as essential to supporting
customer experience in today’s digital world.
External stakeholders also highlighted biodiversity and human
rights as issues of rising significance. Internal stakeholders
highlighted cyber security and data protection and housing.
These insights were presented to our executive Ethics
and Responsible Business Committee and Board Ethics,
Environment, Social and Governance Committee and helped
to inform the development of our public ESG targets.
OUR MATERIAL ISSUES
We considered the following in order to identify any changes
in risks and opportunities that should be reflected in the list of
material issues (as published on pages 7– 8 of our 2020 ESG
Supplement available at anz.com/annualreport):
•our Key Material Risks (refer to pages 54 –55 of our
2021 Annual Report available at anz.com/annualreport)
•our strategy, values and code of conduct (refer to
pages 10 –11 of our 2021 Annual Report available
at anz.com/annualreport)
•media analysis
•recent regulatory developments
•peer review
•industry trends, including the Sustainability
Accounting Standards Board Materiality Map and
the World Economic Forum’s 2021 Global Risks Report
•the United Nations Sustainable Development
Goals (SDGs).
We concluded that ‘biodiversity’ and ‘human rights’ be listed
as stand-alone issues given their increasing importance (we
had previously incorporated these issues within ‘responsible
business lending’). For clarity ‘Digital innovation’ was renamed
‘technology and innovation’. ‘Fraud and data security’ was
renamed ‘Cyber security and data privacy’ to better capture
the increasing challenge of cyber crime experienced during
the pandemic. We also removed ‘financial and economic
performance’ as an ESG issue, as we consider this topic is
sufficiently captured in ANZ’s Key Material Risks.
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
6
ANZ 2021
ESG Supplement

Top 5 material issues,
ranked by stakeholders Description of issue Location of disclosures Relevant UN SDGs
Climate changeManaging the business risks and opportunities associated with
climate change. Includes the role we play in supporting our
customers to transition to a low carbon economy.
2021 Annual Review, pages 19–21 and 38–39
available at anz.com/annualreport
2021 ESG Supplement, pages 24–31
2021 Climate-related Financial Disclosures
available at anz.com/annualreport prior to our
Annual General Meeting
Fairness and
ethical conduct
A strong corporate culture, known for ethics, values, fairness
and transparency. Simple and understandable products and
communications (i.e. product disclosure, including bank fees
and charges) and appropriate hardship/collections policies.
2021 Annual Review,
pages 15, 24–25, 29–30 and 51
available at anz.com/annualreport
2021 ESG Supplement, pages 35–41
Financial wellbeingPromoting and enabling access to safe and affordable products
and services, particularly for lower-income and vulnerable
consumers. Work with cross-sector partners to help customers,
employees and the broader community meet current financial
commitments and needs, and improve their financial resilience.
2021 Annual Review, pages 8 and 34–36
available at anz.com/annualreport
2021 ESG Supplement, pages 15–19 and 37–39
Customer experienceDelivering value and improved customer experience through
appropriate financial products and services for all customers,
small business and personal.
2021 Annual Review, pages 15–25
available at anz.com/annualreport
2021 ESG Supplement, pages 37–43
Innovation
and technology
Keeping pace with digital innovation to ensure we are offering
our customers reliable and convenient products and services
in a rapidly changing market.
2021 Annual Review, pages 16-19
available at anz.com/annualreport
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
7
ANZ 2021
ESG Supplement

Other issues
(not ranked)Description of issue Location of disclosures Relevant UN SDGs
Anti-money laundering
and terrorism financing
Compliance with international sanctions, anti-money
laundering and terrorism financing requirements.
2021 ESG Supplement, page 46
Banking regulationRegulation of the banking sector, including policy and
compliance requirements relating to consumer protection,
risk management and capital adequacy.
2021 Annual Review, pages 4–5, 14, 24–28 and 45
available at anz.com/annualreport
BiodiversityManaging the business risks and opportunities associated with
biodiversity loss, as a result of species extinction and/or reduction.
Includes the role we play in supporting our customers to manage
their biodiversity impacts.
2021 ESG Supplement, page 25
Corporate governanceAppropriate governance frameworks in place (i.e. processes and
policies, including those relating to risk management, executive
remuneration and financial stability) to ensure ANZ is managed
in the long-term interests of stakeholders.
2021 Annual Review, pages 40–50
available at anz.com/annualreport
2021 Corporate Governance Statement
available at anz.com/corporategovernance
2021 ESG Supplement, page 5
Cyber security and
data privacy
Policies and processes in place to protect our systems, data and
customers against cyber attacks. Includes customer access to
personal data.
2021 Annual Review, page 52
available at anz.com/annualreport
2021 ESG Supplement, pages 44–45
Employee capability
and wellbeing
Attracting and retaining a capable and engaged workforce, that is
diverse and inclusive, helping us serve our customers better and
drive strong business performance across the markets in which
we operate. Includes supporting the physical and mental health
and wellbeing of employees.
2021 Annual Review, pages 29–33
available at anz.com/annualreport
2021 ESG Supplement, pages 56–65
HousingAvailability of suitable and affordable housing options for all
Australians and New Zealanders.
2021 Annual Review, pages 22–23
available at anz.com/annualreport
2021 ESG Supplement, pages 32–34
Human rightsSupporting and respecting the human rights of our employees,
customers and communities including through the expectations
we have of our business relationships and supply chain.
2021 Annual Review, page 37
available at anz.com/annualreport
2021 ESG Supplement, pages 50–55
Investing in
the community
Supporting the communities in which we operate through
workplace giving and volunteering; and recovery from
natural disasters.
2021 Annual Review, pages 34–36
available at anz.com/annualreport
2021 ESG Supplement, pages 20–23
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
8
ANZ 2021
ESG Supplement

Stakeholder engagement
One of the ways we create long-term value and deliver on our
business strategy is through a collaborative and proactive approach
to building and maintaining relationships with stakeholders.
2021 has been a challenging year as we continue to navigate through the COVID-19 pandemic. Throughout, we have
sought to be transparent and responsive in our communications and relationships to demonstrate trustworthiness and
to build confidence. Stakeholder engagement is embedded in our policies, processes and operations. Outlined below
are the key issues raised by our stakeholders throughout the year and how we responded.
How we engaged
with them
•Branch staff and
relationship managers (via
calls, emails and letters) for
specific customer support
•ANZ’s online customer
research community
•Online forums, surveys,
focus groups, co-creation
sessions and individual
in-depth interviews
•‘Voice of Customer’
platform capturing
feedback on customers’
experience with ANZ
•Conversations with our
Customer Advocate and
related functions; and
Complaints Resolution
Centre
•Social media
Key issues raised
•COVID-19 deferral support
and government assistance
such as Job Keeper
•Financial assistance
packages
•Conduct and culture
•Products; fees and charges
•Customer service
•Updates to ANZ’s digital
apps and internet banking
platform
•Societal challenges (e.g.
support for refugees and
mental health impacts on
the community sector as
a result of the pandemic)
How we responded
Our response to the issues
raised by customers can be
found on pages 35–45 of
this document and pages
15–25 and 29–30 of the 2021
Annual Report available at
anz.com/annualreport.
How we engaged
with them
•Annual `My Voice' survey
and regular `pulse' surveys
•Interactive webcasts and
teleconferences with CEO
and Executive Committee
•Direct people leader
communication
•Internal communications
channels, including
intranet and Yammer
•Meetings with unions
representing
ANZ employees
Key issues raised
•Support for staff during
COVID-19
•Business strategy and
priorities
•Professional growth and
development, including
‘New Ways of Leading’
•‘Speak up’ culture
•Our purpose and ESG
focus areas
•Diversity and inclusion
•Flexible working
arrangements
•Organisational
restructuring
•Remuneration and reward;
performance management
How we responded
Our response to the issues
raised by employees can be
found on pages 35–36 and
56–65 of this document and
pages 29–33 of the 2021
Annual Report available at
anz.com/annualreport.
CUSTOMERSEMPLOYEES
We seek to listen to and
engage constructively with
government, regulators and
policy makers. In addition to
appearing before the House
of Representatives Standing
Committee on Economics, we
participated in a wide range of
government consultations and
parliamentary inquiries. We
continue to provide data to
Government to help it
understand the impact of
COVID-19 on the economy
and on the financial wellbeing
of Australians. An overview of
the work underway in response
to issues raised is outlined on
pages 15–19, 24–25, 32–46 and
57 of this document and pages
15–39 and 51–52 of the Annual
Report available at
anz.com/annualreport.
How we engaged with them
•Appearances before House
of Representatives Standing
Committee on Economics
and Joint Standing
Committee on Trade and
Investment Growth
•Meetings with political
stakeholders, public officials
and regulators
•Submissions to
Parliamentary committee
inquiries and government
and regulatory consultations
Key issues raised
AUSTRALIA
•Support for employees
and customers in response
to COVID-19
•Implementation of
Royal Commission
recommendations, and
related government and
industry reforms (consumer
protection, cyber security
and consumer data right)
•Prudential regulation
of financing to export
industries
•Public policy development
on issues, research and
programs related to
financial wellbeing and
capability
•Co-investment in
financial capability
program Saver Plus
•Economic analysis and
outlook provided by our
Research team
NEW ZEALAND
•Support for employees
and customers in response
to COVID-19
•Regulatory issues including
responsible consumer
lending, merchant service
fees, conduct of financial
institutions and prudential
supervision
•Economic analysis and
outlook provided by our
Research team
•Public policy development
on issues including
accessibility of banking
services, climate-related
financial disclosures,
retirement savings, housing
and macro-prudential tools,
financial inclusion, digital
identity and the consumer
data right
•Findings from the tri-ennial
financial wellbeing survey
(in New Zealand)
and priority issues for
reporting and follow-up
GOVERNMENT AND REGULATORS
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
9
ANZ 2021
ESG Supplement

We seek to provide
shareholders with quality
information in a timely
manner through our reporting
suite, announcements and
briefings to the market,
shareholder communications
and our dedicated shareholder
site at anz.com/shareholder.
In 2021, in addition to interim
and full-year results briefings,
we held our fourth annual
ESG briefing providing an
update on our approach to
ESG, with a focus on the
current environment,
including social impacts of
COVID-19 and our response.
How we engaged
with them
•Interim and full-year
results briefings, and
quarterly updates
•ESG investor briefing,
strategy and other market
updates
•Annual General Meeting
•Disclosure documents,
including results
announcements, investor
presentations, external
reporting suite and other
ASX lodgements
Key issues raised
•Approach to managing
the bank and supporting
stakeholders during
and post the COVID-19
pandemic
•Opportunities and
challenges associated
with the current operating
environment
•ANZ’s strategic
focus, execution and
business priorities
•Financial performance
•Capital and balance
sheet management,
quality, liquidity and
funding positions
•Balance sheet
quality and liquidity
and funding positions
•Dividends
•ESG approach,
commitments and
progress
SHAREHOLDERS
How we engaged
with them
•Regular program of
CEO and Senior Executive
meetings with civil
society leaders
•Direct engagement with
NGOs and academics
•Regular engagement
with peak bodies for
professional community
services, such as financial
counselling
•Regular meetings with
our community partners
Key issues raised
•Impact of COVID-19
(capacity of community
sector organisations
to continue providing
effective services during
lockdowns, financial
impacts on customers,
economic impacts and
mental health effects)
•Customer and community
support due to bushfires,
drought and other natural
disasters in Australia
•Family violence and
support for customers
and communities,
including financial
wellbeing initiatives for
women and children;
and children's rights
•Responsible gambling
initiatives and policies
•Indigenous social and
economic development
•Unemployment and
social and economic
participation
•Emerging humanitarian
issues for refugees and
support of new arrivals
in Australia
•Financial wellbeing in
the community
•Homelessness in Australia
•Vulnerable customers,
hardship programs and
consumer protection
•Conduct and culture
•Remediation and
compensation schemes
•Regulatory reform
in financial services,
including the impact
of open banking
•Climate change policies,
carbon risk management
and biodiversity
•Human rights grievance
mechanisms
•Animal welfare
principles
How we responded
Our response to the issues
raised by NGOs can be
found on pages 15–65 of
this document and pages 8,
15–25, and 29–39 of the
2021 Annual Report available
at anz.com/annualreport.
Our 2021 Climate-related
Financial Disclosures will
be released prior to our
Annual General Meeting
and made available at
anz.com/annualreport.
How we engaged
with them
ANZ is a member of a
number of industry
associations. Key
memberships include the
Australian Banking
Association (ABA), the
Business Council of Australia,
the New Zealand Bankers’
Association, and Business
New Zealand.
We engaged with key
industry associations,
including the ABA, to respond
to COVID-19 and to develop
strategic responses to
reputational issues.
Through our
memberships we:
•participate in discussions
about industry-wide
issues and strategy;
•provide input to industry
association responses to
parliamentary inquiries and
government consultations;
and
•participate in the ABA
Modern Slavery Working
Group which aims to
develop an industry
position on the practical
response to instances of
Modern Slavery in
member Banks.
Key issues raised
•Implementation of
Royal Commission
recommendations
•Industry initiatives to
support customers,
including in response
to COVID-19
•Open banking and
payments
•Climate change policy
•Modern slavery
We have begun a process
of periodically reviewing
our membership of key
associations and will publicly
disclose outcomes and any
material change to our
position.
NON-GOVERNMENT ORGANISATIONS (NGOS)INDUSTRY ASSOCIATIONS
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
10
ANZ 2021
ESG Supplement

Our ESG targets
Each year we set public targets that reflect our ESG focus areas,
support the delivery of our business strategy and respond
to our most material issues.
Progress against targets is reviewed by the executive
Ethics and Responsible Business Committee quarterly
and twice a year by the Board Ethics, Environment,
Social and Governance Committee.
As a founding signatory to the UN Principles for
Responsible Banking, we have set targets that address
our most significant potential impacts; and are aligned
with the UN SDGs and the Paris Climate Agreement.
2021 ESG TARGETS
PERFORMANCE
1

This year we have achieved,
or made good progress against,
the majority of our targets.
Details of our targets and performance
are set out on the subsequent pages.
25% Achieved
67% Partially achieved or in progress
8% Not achieved
NEW ESG TARGETS FOR 2022
The following targets will be introduced in 2022, to extend work underway in our focus areas and replace the targets that expired in 2021.
FAIR AND RESPONSIBLE BANKING
Targets
Relevant
UN SDGs
Implement ANZ’s new Customer Vulnerability
Framework, including enhanced training of
5,000 employees to build their capabilities
with respect to identifying, supporting and
referring customers who are experiencing
vulnerability, by end 2022. (Australia)
Implement ANZ’s new human rights
grievance mechanism, and publicly report on
complaints received under the mechanism,
by end 2022.
FINANCIAL WELLBEING
Targets
Relevant
UN SDGs
Support 1.3 million customers to save
regularly, by end 2022. (Australia and
New Zealand)
ENVIRONMENTAL SUSTAINABILITY
Targets
Relevant
UN SDGs
Engage with 100 of our largest emitting
business customers to encourage them to,
by end 2024:
•strengthen their low carbon transition
plans so that more customers achieve a
‘well developed’ or ‘advanced’ rating; and
•enhance their efforts to protect
biodiversity.
1. Unless otherwise noted, targets are Group-wide and cover the financial year 1 October–30 September.
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
11
ANZ 2021
ESG Supplement

2021 ESG TARGETS PERFORMANCE SUMMARY
FINANCIAL WELLBEING
Improving the financial wellbeing of our people, customers and communities by helping
them make the most of their money throughout their lives.
TargetsPerformanceStatusRelevant UN SDGs
Support 250,000 customers to build a savings
habit, by end 2021. (Australia/New Zealand)
•Since October 2020 we have supported around 151,600 customers
to build a savings habit. This includes:
–more than 3,000 Saver Plus new participants actively saving using
a Progress Saver account
–148,567 customers who have set savings goals using the ‘set a savings
goal’ feature in the ANZ App
–319,081 customers have set a savings goal since the introduction of
the ‘set a savings goal’ feature in October 2019.
Publish Adult Financial Wellbeing Research to
inform our product design and financial literacy
program delivery, by end 2022.
•Analysis of survey data has been completed, with key insights focused on
improving understanding of socio-economic and behavioural determinants
of financial wellbeing in Australia and New Zealand.
•We are on track to launch the survey report by December 2021.
Establish seven new partnerships to expand the
reach and improve impact of MoneyMinded for
people experiencing vulnerability, by end 2023.
•MoneyMinded has reached an estimated at 64,011 people across Australia,
New Zealand, Asia and the Pacific in 2021 (an increase of around 6,000 from 2020).
•Since October 2020 we have established three new MoneyMinded Partnerships:
–New Zealand – a new partnership with ‘Fruition Horticulture Bay of Plenty’
to deliver MoneyMinded Pacific content to over 1,000 Recognised Seasonal
Employees each year
–Fiji – Memorandum of Understanding with Reserve Bank of Fiji, to help Fijians
better manage their funds
–Australia/Pacific – partnered with Powerpac, an approved provider of the
Federal Government’s Pacific Labor Scheme for Pacific seasonal workers
arriving in Australia.
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
12
ANZ 2021
ESG Supplement

ENVIRONMENTAL SUSTAINABILITY
Supporting household, business and financial practices that improve environmental sustainability.
TargetsPerformanceStatusRelevant UN SDGs
Fund and facilitate at least AU$50 billion by 2025
towards sustainable solutions for our customers,
including initiatives that help improve
environmental sustainability, support disaster
resilience, increase access to affordable housing
and promote financial wellbeing.
•Since October 2019, we have funded and facilitated AU$21.95 billion towards the
target, of which AU$12.18 billion is funded and AU$9.77 billion is facilitated.
•The majority of target transactions provide funding for sustainability-linked lending,
renewable energy, green buildings and affordable housing, and facilitate ESG-format
Bond issuance.
Encourage and support 100 of our largest emitting
business customers to establish, and where
appropriate, strengthen existing low carbon
transition plans, by 2021.
•We have met our target to engage with 100 of our largest emitting business
customers to support them to establish, or strengthen, low carbon transition plans.
•The engagement has provided us with a ‘baseline’ for how our customers are
responding to climate-risk. In February this year we assessed our customers’ plans
and grouped them into categories ranging from ‘advanced’, to ‘no public plans’.
•Since then we have prioritised our engagement with customers in three key
categories, i.e. those with: underdeveloped plans or ‘starting out’; no public plans;
and businesses that operate in sectors where climate risks are emerging faster.
•We will continue our engagement with customers, seeking improvements to their plans
and reviewing their biodiversity commitments, as part of our new 2022 ESG target.
Develop an enhanced climate risk management
framework that strengthens our governance and is
responsive to climate change, by end 2022.
•Risk subject matter experts are working across Divisions to enhance our climate
risk governance and strategy. Their initial focus is to ensure we are compliant with
all current or emerging regulation, by completing a ‘gap’ analysis of all climate
regulation (including data gaps) in the markets where ANZ operates.
•Methodologies have been developed and are being piloted with the Project Finance
portfolio to guide the evaluation of physical and transition risk. These same guiding
principles will inform customer engagement and be used to upskill ANZ staff.
Reduce the direct impact of our business activities
on the environment
2
by:
•reducing Scope 1 and 2 emissions by 24% by 2025
and by 35% by 2030 (against a 2015 baseline)
3
•increasing renewable energy use to 100% by 2025
•reducing potable water consumption by
25% by 2025 (against a 2017 baseline)
•reducing waste to landfill by 30% by 2025
(against a 2017 baseline)
•reducing paper consumption (office and
customer paper use only) by 60% by 2025
(against 2015 baseline).
•Scope 1 and 2 emissions have decreased by 47% since 2015.
•Global renewable electricity usage increased to 36% in 2021.
•Water consumption has decreased by 63% since 2017.
•Waste to landfill has decreased by 65% since 2017.
•Paper consumption has decreased 64% since 2015.
2. Environmental reporting year is 1 July to 30 June, in line with the Australian regulatory reporting year. 3. This target was submitted to the Science Based Targets Initiative (SBTI) for informal review, and SBTI provided written confirmation that it may be
considered and communicated as science-based. We prepared our target using the Science Based Targets Initiative (SBTI) methodology, however this does not include emissions arising from our financing activities (Scope 3).
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
13
ANZ 2021
ESG Supplement

HOUSING
Improving the availability of suitable and affordable housing options for all Australians and New Zealanders.
TargetsPerformanceStatusRelevant UN SDGs
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)
•Since October 2020, we have funded and facilitated AU$1.29 billion and
NZ$150 million of investment to deliver more affordable, accessible
and sustainable homes to buy and rent.
Support more customers into healthier homes
4
with
our Healthy Home Loan Package and Interest-free
Insulation Loans – through a 2%
5
increase of funds
under management and a 4%
6
increase in customer
numbers by 2025. (New Zealand)
•Since October 2020, we have supported 1,065 households into healthier homes
through our Healthy Home Loan Package (36 households) and our Interest-free
Insulation Loans (1,029 households).
4. This target has been expanded to support our Healthy Home Loans Package and Interest-free Loans Initiative, and establish a measureable baseline for this target. 5. Off a FY2021 baseline. 6. Off a FY2021 baseline.
FAIR AND RESPONSIBLE BANKING
Keeping pace with the expectations of our customers, employees and the community,
behaving fairly and responsibly and maintaining high standards of conduct.
TargetsPerformanceStatusRelevant UN SDGs
Develop and commence
implementation of a new
Customer Vulnerability Framework
to improve the support we
provide to customers experiencing
vulnerability, by end 2021.
(Australia)
Implementation of our Customer Vulnerability Framework continues, including:
•implementing inclusive design principles in our product management framework, ensuring
our products are accessible, inclusive and do not cause harm;
•extending the pilot of our independent interpreter service to our Customer Protection team,
improving our ability to assist customers from non-English speaking backgrounds;
•increased proactive engagement with a range of community stakeholders to ensure our
approach is well informed.
Design and commence
implementation of a human rights
grievance mechanism, using the
UN Guiding Principles on Business
and Human Rights, by end 2021.
•Final design framework for the human rights grievance mechanism (GM) has been approved
by ERBC and Board EESG Committee.
•Implementation of the GM has commenced, including governance, embedding into policy
and process, training, disclosures and communications.
•The GM will be made public in Q1 2022 after a final external stakeholder information session.
Public reporting will commence in mid to late 2022.
Achieve the 17 actions in our
Reconciliation Action Plan,
by end 2024.
7
(Australia)
•Our Reconciliation Action Plan (RAP) will receive official endorsement from Reconciliation Australia by
the end of October 2021. This endorsement will not include any changes to the commitments made.
•The RAP will be launched in early 2022
8
.
7. This target was altered reflect the language included in the RAP, following feedback from Reconciliation Australia. 8. Calendar year.
OVERVIEW
Our reporting suite
2021 ESG
performance snapshot
About our business
ESG governance and
risk management
What matters most
Stakeholder
engagement
Our ESG targets
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
14
ANZ 2021
ESG Supplement

Australia
A quarterly snapshot of the personal
financial wellbeing of Australians
The impact of the COVID-19 pandemic on financial wellbeing
has been felt disproportionately in Australia by people with
lower financial wellbeing, with increases in the proportion
of people both ‘Struggling’ and ‘Getting By’, while the
’No Worries’ and ‘Doing OK’ segments shrunk substantially.
All Australian states and territories recorded lower scores
in overall financial wellbeing year-on-year, with the largest
decline in Victoria (down 7.4%) and WA experiencing the
smallest decline in financial wellbeing (down 1.5%).
New Zealand
Checking the pulse of financial wellbeing
for New Zealanders every six months
The New Zealand FWBI recorded an increase in financial
wellbeing in the nine months after the onset of the pandemic,
from 62.4 in March 2020 to 63.4 in December 2020.
While most New Zealanders were ‘Doing OK’ (48.7%) in
December 2020, the overall improvement in financial
wellbeing resulted in a decrease in the proportion of people
either ‘Struggling’ or ‘Getting By’ from 27.7% in March 2020
to 25.8% in December 2020.
EVOLVING THE MODEL OF FINANCIAL
WELLBEING – INTERNATIONAL THOUGHT
LEADERSHIP
While the ANZ Roy Morgan Financial Wellbeing Indicator
enables a rolling snapshot, our more substantial financial
wellbeing research (published triennially) has been
continuing in Australia and New Zealand. In 2021, we have
built on the established Kempson et al conceptual model
of financial wellbeing used in our 2017 survey, with external
input from steering committees in Australia and New Zealand.
Key opinion leaders, academics and consumer advocates
have supported us in interrogating and developing the
model of financial wellbeing to better understand the influence
of factors such as money management behaviour, socio-
economic factors and psychological elements like future focus
and confidence. The new survey results will be launched in
November 2021 and the report made available at anz.com/cs.
ANZ’s commitment to financial wellbeing
is long-standing and spans all areas of
our business – we are striving to support
our customers to make the most of their
money and to improve their financial
wellbeing into the future.
We recognise the importance of financial wellbeing across
the whole population in sustaining a healthy and inclusive
economy. Beyond providing core banking services, we can
play a key role in the community by leading thinking about the
‘drivers’ of financial wellbeing and applying insights from our
research to our financial education programs, Saver Plus and
MoneyMinded. These programs involve close collaboration
with partners from the community and government sectors.
TRACKING FINANCIAL WELLBEING IN OUR
REGION – THE ANZ ROY MORGAN FINANCIAL
WELLBEING INDICATOR
The COVID-19 pandemic has had a significant and widespread
impact on the economy and the wellbeing of individuals.
Our ANZ Roy Morgan Financial Wellbeing Indicator (FWBI) is
applied in both Australia and New Zealand, based on data
gathered through the Roy Morgan Single Source survey.
Improving financial wellbeing
Respondents in Australia and New Zealand are divided
into four segments, described in our 2017 ANZ Financial
Wellbeing Survey:
No worries – Demonstrating financial behaviours (such as
active savings and not borrowing for everyday expenses)
that contribute positively to financial wellbeing. High levels
of confidence in managing money and substantial amounts
in savings, investments and superannuation.
Doing OK – Describing their current financial situation
as ‘fair’ or ‘good’ and are reasonably confident about their
financial situation over the next 12 months.
Getting by – Generally describing their financial situation
as ‘bad’, less confident in their money management skills
and their ability to control their financial future.
Struggling – Often describing their current financial
situation as ‘bad’, having little or no savings and finding
it a constant struggle to meet bills and credit payments.
Very few are confident about their financial situation over
the next 12 months.
In late 2020, our community partner the Brotherhood of St Laurence (BSL) appointed the second ANZ Tony Nicholson
Research Fellow. Dr Emily Porter, a social researcher with a PhD in the effect of recessions on youth employment, has
been working on the Financial Lives in Uncertain Times study, drawing on the Roy Morgan Single Source Survey data
to better understand patterns of financial wellbeing, disadvantage and risk.
“Where people are struggling to make ends meet, it becomes impossible to build savings, leaving people without
a financial buffer for a rainy day or sixth lockdown as we’ve seen occur recently,” said Emily.
“In the longer term, we hope this research will drive systemic change, allowing more Australians to build economic
security and increase their resilience to shocks in an increasingly uncertain world.”
The ANZ Tony Nicholson Fellowship is named after the Brotherhood’s former Executive Director, who led the not-for-
profit for 13 years. We fund the fellowship as part of our partnership with BSL, and in recognition of Mr Nicholson’s
many years of leadership in advocating for disadvantaged people throughout Australia.
HIGHLIGHT
Understanding patterns of financial wellbeing for vulnerable Australians
fiffūffiffāū1
FINANCIAL
WELLBEING
Improving
financial wellbeing
Community
investment
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
15
ANZ 2021
ESG Supplement

CASE STUDY
Kimi’s story
Kimi, the sole guardian of her high school-
aged siblings, joined Saver Plus to learn how
to save so she could purchase a laptop for her
sister to use at school. She created a budget
as part of the program and started putting
aside $25 a fortnight.
“I was really excited as I didn’t even miss the money
and yet I could see the savings account growing.
I never thought I had control to be able to do this
before,” says Kimi. “Growing up, no one in my family
taught me about how to manage money, all I knew
was as soon as you got it, it was spent! Before Saver
Plus I have never used a budget but now I track my
expenses regularly.”
“I learnt so many tools about budgeting effectively
and planning for the future in the MoneyMinded
financial education workshops. I can’t wait to pass
this knowledge onto my siblings. I’m already
supporting my sister with her goal to save for
her first car.”
“I want to save money to have an emergency fund for
myself, so I am never desperate for money and have
a backup plan when I get unexpected expenses. No
one in my family has ever purchased their own home
before, so my long-term goal is to save and eventually
buy my own apartment or house to live in."
“When you set a goal, you can
achieve great things.”
SAVER PLUS
Earlier this year Saver Plus, our matched savings and financial
education program, developed in partnership with BSL,
reached a significant milestone. Since 2003, Saver Plus has
enabled more than 50,000 lower income Australians to save
around $26 million for education costs, with ANZ providing
matching of $21 million.
Saver Plus participants open an ANZ savings account, set
a savings goal and make deposits regularly over 10 months
while also attending MoneyMinded financial education
sessions. Upon reaching their goal, savings are matched by
ANZ dollar for dollar, up to $500, which must be spent on
education. Research has shown that many participants go
on to establish a lasting savings habit that sees them achieve
their financial goals and improve their financial wellbeing.
Our Saver Plus partners are essential to reaching and
supporting individuals and families across Australia. BSL
and ANZ have worked with The Smith Family, Berry Street
and The Benevolent Society to build and improve Saver Plus
over the past 18 years, supported by many other local
community delivery agencies.
In the 6 years to 30 June 2021, Saver Plus has recruited 21,721
participants (an average of 3,620 per year). In recognition of
this ongoing impact, in 2021 the Australian Government
announced a further three years of support for our cross-sector
partnership. Along with ANZ, the Government will provide
BSL and other community organisations with funding to enable
Saver Plus to be delivered to over 16,000 additional Australians
from 2021–2024.
The experience of repeated lockdowns throughout the
COVID-19 pandemic required the Saver Plus partners to
make a rapid shift to accessible, online program elements
for participants who were not able to attend face-to-face
sessions. The success of that shift has led to the permanent
incorporation of virtual participation into an already highly
effective program.
Saver Plus participant, John, from Wollongong, NSW.
A special milestone
of 50,000 savers
OVERVIEW
FINANCIAL
WELLBEING
Improving
financial wellbeing
Community
investment
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
16
ANZ 2021
ESG Supplement

SUPPORTING OUR CUSTOMERS TO BUILD
THEIR FINANCIAL WELLBEING
We continue to help our customers save through the
'set a savings goal' feature in the ANZ App in Australia. In-app
progress displays and notifications help our customers better
manage their money, encouraging them to stay on track and
celebrate milestones along the way.
Since the introduction of the 'set a savings goal' feature
in 2019:
•Over 530,000 goals have been set by over 310,000
customers in the ANZ App (on average customers set
1.27 goals each).
•Over 40 million in-app notifications have been sent to
over 2.1 million customers.
•Customers with a goal have a savings balance two times
that of a customer without a goal and save more than
two times faster than they did before setting a goal.
While we did not meet our target of 250,000 goals set for
the year, a number of initiatives are in train to support more
customers to set and maintain a savings habit. We are:
•developing data models to assist in identifying customers
who are likely to respond positively to contact from ANZ
encouraging them to set a savings goal
•enhancing activity across digital channels and through
direct marketing to assist in maintaining customer
engagement with their savings progress, and better
targeting customers with the potential to save who
are not actively doing so.
Our Financial Wellbeing Program at anz.com/financialwellbeing
continues to help people understand their financial literacy
and transform their attitudes and behaviours towards money.
The program draws on our financial wellbeing research and
long-standing MoneyMinded financial education program and
comprises six self-guided steps towards financial wellbeing.
Since its launch in early 2020, the Financial Wellbeing Program
has helped nearly 1.25 million people in Australia and New
Zealand get on top of their money, including a very popular
article hub which aided in supporting customers through the
difficult COVID-19 environment with topics like ‘Plan, don’t
panic: budgeting in a crisis’ and ‘How to save $10K for a rainy
day’. In this time, over 164,000 people have used the calculator
to get their Financial Wellbeing Score.
Building on the program, in January 2021 we introduced
the ANZ Financial Wellbeing Challenge in Australia. The
free, six week virtual ‘bootcamp’ coaches people to become
more financially fit through practical tips and weekly money
challenges, sent straight to their inbox. Participation in the
Challenge starts with access to the Financial Wellbeing
Calculator, assisting people to better understand their financial
situation (the calculator provides them with a financial
wellbeing score out of 100). Customers can then choose a more
intensive course exploring either saving or investing. Since its
launch, over 21,000 people have signed up to the Challenge.
MONEYMINDED: SUPPORTING FINANCIAL
WELLBEING ACROSS OUR REGION
MoneyMinded is ANZ’s flagship financial education program,
supporting adults with low levels of financial literacy and
those on lower incomes to build their financial skills,
knowledge and confidence. The program is delivered by
community organisations in Australia and New Zealand, and
a mix of community organisations and ANZ employees in
15 markets across Asia and the Pacific region.
An estimated 64,011 people participated in MoneyMinded,
including MoneyBusiness, in 2021.
The flexibility of MoneyMinded enables a large and diverse
network of accredited coaches to use the program to meet
the specific needs of their clients. Over many years, the
program has been successful in supporting people engaged
with family, mental health, youth, migrant, disability, drug and
alcohol and other community services.
With face-to-face learning limited in many communities due
to COVID-19 restrictions, more MoneyMinded coaches are
delivering the program remotely. Lack of access or confidence
to use technology remains a challenge for the continued
rollout of the program.
In early 2021, ANZ launched the updated MoneyMinded
program, enabling more community professionals to become
accredited MoneyMinded coaches, and access program
content and resources online for the first time. MoneyMinded
coaches are now able to create and save their own
customised digital session plans, and access new resources
such as prompt cards, animations and over 200 interactive
handouts which form a part of the new digital toolkit.
The MoneyMinded Coach training is delivered through
ANZ’s MoneyMinded partners in Australia; Berry Street,
BSL and The Smith Family.
CHARACTERISTICS OF AUSTRALIAN MONEYMINDED PARTICIPANTS
CHARACTERISTICS OF NEW ZEALAND AND ASIA PACIFIC REGION MONEYMINDED PARTICIPANTS
68.4%31.6%42.6%48.1%17.2%
are
female
are
male
are
sole parents
are
unemployed
have Aboriginal or
Torres Strait Islander
heritage
45.9%54.1%10.2%50.4%n/a
OVERVIEW
FINANCIAL
WELLBEING
Improving
financial wellbeing
Community
investment
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
17
ANZ 2021
ESG Supplement

CASE STUDY
MONEYBUSINESS – Australia
MoneyBusiness was developed by ANZ in
partnership with the Australian Government
in 2005, following our research which showed
that financial exclusion was a significant
problem for First Nations people, particularly
those living in remote communities.
A comprehensive set of workshop materials was
developed in consultation with local First Nations
communities and community workers, who ensured
the information was culturally appropriate and relevant
to the target audience. Since then, MoneyBusiness has
been delivered extensively throughout Western
Australia, the Northern Territory, South Australia and
other locations through ANZ, its community partners
and the Australian Government. Over 84,660
participants have been reached through the program.
“The majority of our clients have very little
or no education when it comes to their
finances... The (MoneyBusiness) programs are
educating our clients on how to manage their
finances, how to use finances properly and to
be aware of scams and money lenders.”
MoneyBusiness facilitator
We are currently updating the MoneyBusiness program
following consultation with a range of First Nations
stakeholders. Updates include refreshed content and
training, new resources, a new brand identity, and the
digitisation of program content, making the program
easier to access, use and customise to better meet the
needs of participants.
CASE STUDY
Bengaluru
MoneyMinded was delivered in Bengaluru to more than 2,570 people in 2021.
Due to the impact of COVID-19, the MoneyMinded sessions were delivered virtually
to participants. In total, 102 sessions were delivered in five different languages.
“It was very helpful to learn about how
to save money, achieve financial goals,
get success, get motivated, and learn from
others' stories. It was very inspirational...”
MoneyMinded participant
Of the >2,570 people who participated in the virtual
MoneyMinded sessions, 85 participants were from
the transgender community. MoneyMinded has been
integrated into a training program for the transgender
community though ANZ’s partnership with PeriFerry.
PeriFerry is a social enterprise that creates employment
and upskilling opportunities for the transgender
community in India. The ‘hire ready’ program focuses
on building participants’ skills when applying for jobs
and improving their financial wellbeing.
A PARTNERSHIP APPROACH TO
BUILDING FINANCIAL WELLBEING
WITH MONEYMINDED
Since 2002, the success of MoneyMinded has
been largely dependent on our partnerships
with community organisations and individuals
who are equipped to work with us to refine
the program content and delivery model.
In addition to long-standing partnerships in Australia,
New Zealand and across Asia and the Pacific, we have a target
to establish seven new partnerships by the end of 2023 to
expand the reach and improve the impact of MoneyMinded
within vulnerable communities.
Since October 2020, three significant new MoneyMinded
partnerships have commenced across the region:
•in New Zealand, we are working with Fruition Horticulture
Bay of Plenty (FHBoP), a registered education provider
supporting clients in the horticultural industry with
independent advice and services. Subject to COVID-19
border restrictions, together with FHBoP we are aiming to
deliver MoneyMinded to over 1,000 Seasonal Employees
every year
•we have signed a Memorandum of Understanding with
the Reserve Bank of Fiji, to help Fijians better manage
their funds and build their financial wellbeing through
MoneyMinded
•we have partnered with Powerpac, an approved provider
of the Australian Government’s Pacific Labour Scheme to
deliver MoneyMinded to Pacific seasonal workers arriving
in Australia.
OVERVIEW
FINANCIAL
WELLBEING
Improving
financial wellbeing
Community
investment
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
18
ANZ 2021
ESG Supplement

PACIFIC CHAMPIONS
IN FINANCIAL WELLBEING
Every country in our Pacific network has its own unique set
of economic and social challenges. Additionally, the economic
impact of COVID-19 has meant that many people (including
ANZ staff ) have been faced with changes to their household
income, reduction in working hours or loss of employment.
The MoneyMinded program in the Pacific supports people to
refocus and reset their financial goals and identify challenges
they may be facing – including obligations to family and
community that may be based on deep cultural traditions
and are particularly acute during a pandemic.
Central to this support are a number of MoneyMinded
champions – trusted and respected ANZ team members who
run MoneyMinded sessions in the broader community, and
who also encourage their ANZ colleagues to focus on their
own financial wellbeing so they can better meet the needs
of our customers.
MOBILE BANKING IN THE PACIFIC
Last year we undertook a review of the use and performance of our ANZ goMoney App in the Pacific.
The review revealed that the service was no longer viable due to declining use (there were 25,066 customers
using goMoney at end FY20) and a high number of dormant/unclaimed accounts for non-bank customers.
goMoney was therefore decommissioned at the end of November 2020 and our customers in the Pacific
were encouraged to transfer to the new ANZ Pacific App that offers similar features.
Prior to decommissioning, ANZ Solomon Islands were the primary users of goMoney. Since the
decommissioning of goMoney, the number of ANZ Pacific App customers in the Solomon Islands has
grown by 156% and the number of value transactions has tripled.
There are now more than 47,900 active ANZ Pacific App customers across seven countries – Fiji, Samoa,
Vanuatu, Cook Islands, Tonga, Solomon Islands and Kiribati.
“Being a MoneyMinded champion means
I have the privilege and responsibility to
empower my community with MoneyMinded.
I hope they can look back on their financial
achievements and attribute it to what they have
learnt from attending MoneyMinded; that they
are able to take control back and make informed
decisions about what they want to achieve in
their lives through better planning and
management of the resources they have.”
Turoa Vatoko | Vanuatu
OVERVIEW
FINANCIAL
WELLBEING
Improving
financial wellbeing
Community
investment
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
19
ANZ 2021
ESG Supplement

Cash
$26,974,480
CONTRIBUTION BY TYPE
1
Management costs
$4,034,359
Time
$2,564,492
Forgone revenue
$106,040,643
In kind
$41,540
Total
$139,655,514
Since 2005, we have measured the dollar value of our community investment in accordance
with the Business for Societal Impact Framework (formerly known as London Benchmarking
Group), a global standard for measuring and managing social impact.
In 2021, our community investment was $139.7 million. This is largely due to the significant
decrease in volunteering as a result of restrictions on movement and physical distancing
throughout the pandemic. We facilitated more than $17.8 million in donations to community
organisations through our employees, customers, shareholders, other partners and the general
public through our digital giving platform, Shout for Good.
Employees
$1,699,418
Shareholders
(including dividend charity donation
program and forgone dividends)
$288,512
Shout for Good
$8 , 374,751
Customer donations
(including through internet banking)
$947,956
Other partners
$6,489,399
Community investment
We invest significantly in the communities in which we operate and play a role in
supporting their capacity and resilience. Throughout the year we have continued to work
closely with our community partners to ensure we are supporting our customers and
community in a respectful, fair and appropriate way during the COVID-19 pandemic.
1. Cash: gross monetary amount paid in support of a community organisation/project. Time: cost to the company of the paid working hours contributed by employees
to a community organisation or activity. In-kind services: other non-cash resources to community activities (e.g. company products or services or corporate resources).
Management costs: costs incurred in making contributions, such as salaries and overheads. Forgone revenue: the cost of providing low or fee-free accounts to a range of
customers such as government benefit recipients, not-for-profit organisations, students and the elderly. International transfer fees were waived for funds sent from Australia
and New Zealand to the Pacific to support communities impacted by COVID-19.
Approximately $7 million of our
community investment total (around
23% of our cash, time and in-kind
contributions) contributed to programs
and initiatives that support women and
girls. We recognise that women’s social
and economic empowerment is critical
to achieving gender equality.
OVERVIEW
FINANCIAL
WELLBEING
Improving
financial wellbeing
Community
investment
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
20
ANZ 2021
ESG Supplement

GIVING
Our workplace giving program enables employees in
Australia to make contributions to around 30 charity
partners through regular or once-off pre-tax payroll
deductions. Donations are ‘double matched’ – for every
dollar donated by an employee (up to $5,000 per
employee in a tax year), ANZ donates two dollars.
Our employees in New Zealand and Fiji can also donate
through payroll to their respective staff foundations
(charitable trusts that provide small grants) and ANZ
double matches donations.
In 2021, together with our employees, we donated
$3,197,038 to charitable organisations in Australia,
New Zealand and Fiji.
COMMUNITY GRANTS
In 2021, we provided $2 million through
our community grants programs, impacting
approximately 447,457 people and their
communities.
Staff foundations
Our staff foundations in Australia, New Zealand and Fiji are
charitable trusts providing grants to local community
organisations and projects advancing financial wellbeing,
housing and environmental sustainability. The foundations
are jointly funded by workplace giving donations and ANZ
double-matching employee contributions.
The ANZ Community Foundation, which offers grants of
up to $30,000, provided 23 grants to organisations, totalling
more than $417,300.
In New Zealand, the Staff Foundation provides grants of up to
NZ$25,000 to New Zealand charities. This year, the Foundation
distributed 103 grants to organisations, totalling more than
NZ$1.2 million.
The ANZ Fiji Staff Foundation supports local charities working
in remote communities, including those providing funding to
support COVID-19 relief efforts, education and environmental
projects. This year FJ$45,700 was donated to fund nine
different community projects.
ANZ and Sydney Mardi Gras Community Grants
Since 2018, approximately 41 grants have been distributed to
support projects that benefit the LGBTIQ+ community, worth
a total of approximately $288,000.
ANZ Tennis Hot Shot Community Grants
Grants of $10,000 were awarded during the year to 10 tennis
clubs and venues around the country to support court
upgrades, provide shelter, and accessibility improvements.
Since 2018, approximately $700,000 in grants has been made
to 70 tennis clubs and venues.
For more information on all of our Community Grant
programs, please see anz.com.au/about-us/esg/
community/community-grants.
$2M
in community grants provided, impacting
approximately 447,457 people and their communities:
>$417,300
in grants through the
ANZ Community Foundation
FJ$45,700
donated through the
ANZ Fiji Staff Foundation
$88,000
in ANZ and Sydney Mardi
Gras Community Grants
>NZ$1.2M
in grants through the ANZ
New Zealand Staff Foundation
$100,000
in ANZ Tennis Hot Shot
Community Grants
$250,000
in ANZ Seeds of Renewal
community grants
2021 COMMUNITY GRANTS
$
Over 900 grants in Australia valued at
>$6M
(since 1988)
Over 1,300 grants in New Zealand valued at
>NZ$7.5M
(since 2000)
145 grants valued at
>FJ$945,700
(since 2006)
SINCE THEIR ESTABLISHMENT,
OUR STAFF FOUNDATIONS
HAVE PROVIDED
1ABOAUBT
FINANCIAL
WELLBEING
Improving
financial wellbeing
Community
investment
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
21
ANZ 2021
ESG Supplement

VOLUNTEERING
Our Volunteer Leave Policy applies to permanent, regular and
fixed-term employees, and provides at least one day of paid
volunteer leave each year. This year, our people volunteered
54,645 hours to community organisations. This represents
more than 6,830 working days and more than $2.6 million
in value to the community. 15.5% of employees volunteered
this year, compared to 20.5% in 2020.
While COVID-19 continued to restrict in-person
opportunities, our focus on skilled volunteering
in recent years saw 38% of employees offer their
time and expertise in this way compared to
29% in 2020.
SHOUT FOR GOOD
In 2021, ANZ’s digital giving platform which supports charities
in Australia with free and innovative digital fundraising
solutions, facilitated more than $8 million in donations for over
300 charities. Shout supported charities who had to quickly
adapt their usual face-to-face fundraising initiatives due to
COVID-19 restrictions by introducing QR codes in November
2020 to facilitate donations. More than $436,400 was donated
using QR codes from more than 8,300 transactions.
Further information on Shout is available
at shoutforgood.com.
CASE STUDY
CASE STUDYCASE STUDY
ANZ Seeds of Renewal program
ANZ Seeds of Renewal provides grants
of up to $15,000, to help build vibrant and
sustainable communities in regional Australia.
This year, we funded $250,000 in community
grants, shared between 23 projects.
The Karrkad-Kanjdji Trust (the Trust) received a $15,000
grant to help protect local biodiversity by monitoring
vulnerable habitats in Arnhem Land. The project funded
a network of cameras to study the djabbo (northern
quoll) in order to understand the impact of the Trust’s
land management practices and programs on this
priority mammal species.
The project supports the work of 40 Indigenous
rangers, living and working on Country, who are
helping curb the decline in native biodiversity loss and
improve habitat. Rangers in West and Central Arnhem
Land use a blend of Indigenous ecological knowledge
and science to control threats and assist native species
to thrive in their natural environment.
Since 2003, the Seeds of Renewal program has
provided more than $5.3 million to over 880 community
projects across Australia. Further information on the
projects funded is available at frrr.org.au/grants/
anz-seeds-of-renewal.
¢
$
Calling on skilled expertise
During the year our National Customer Care
team shared their customer service skills and
expertise with The Smith Family.
Volunteers were involved in a data sharing project
to call parents and guardians of Learning for Life
scholarship students to obtain their consent for The
Smith Family to access school records directly from
the Department of Education (South Australia). This
would assist research and highlight better ways to
support students with their education.
ANZ volunteers collaborated with The Smith Family
to devise effective calling scripts. Eleven ANZ staff
volunteered the equivalent of 17 days over a number
of weeks – calling around 400 families. These calls led
to 100 families providing consent for data sharing on
behalf of more than 200 students in South Australia.
“ANZ’s support will enable The Smith
Family to offer families more targeted and
timely support, contributing to improved
educational outcomes for a greater number
of children and young people. The impact
of this is long-term and potentially
life-changing.”
Anne Hampshire | The Smith Family
Head of Research and Advocacy
OVERVIEW
FINANCIAL
WELLBEING
Improving
financial wellbeing
Community
investment
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
22
ANZ 2021
ESG Supplement

Supporting the community
through COVID-19
In April 2021, India experienced an unprecedented
health crisis due to the COVID-19 pandemic. ANZ
employees, customers and the community were directly
impacted. We donated $1 million to World Vision Australia’s
India COVID-19 Appeal to provide funding for more beds,
oxygen machines and hospital medical supplies in some
of the worst hit districts.
In addition, we launched an India COVID-19 Appeal
encouraging employees and customers to donate,
with ANZ matching donations dollar-for-dollar over
two months.
The campaign was initially to support World Vision
Australia, however it soon grew, with local fundraising
efforts set-up for employees to donate in-country and
support World Vision’s national offices in New Zealand,
Singapore and Hong Kong. Our people also supported
two local Indian organisations, CBM India Trust and the
Samarthanam Trust for the Disabled.
A total of approximately $1.6 million was raised (including
matched funds) by ANZ and more than 2,000 employees
and customers. The funds have been used to support
global relief efforts and provided approximately 215
hospital beds, 227 oxygen concentrators, 756 personal
protective equipment kits, and provided 3,500 families
with COVID-19 prevention and child protection messages.
Psychosocial support and counselling to people, mostly
children, has also commenced with training of over 1,300
community volunteers. In addition, our support provided
essential ration kits to 1,000 families for three months in
the areas of Karnataka and Assam.
CASE STUDY
As the largest bank in Fiji, we supported
our customers impacted by COVID-19
with hardship options including payment
deferrals, interest only and loan term
extensions. We also played a role in helping
the Fijian Government with its vaccination
program. A further FJ$60,000 was committed to
grassroots organisations across Fiji to support
communities impacted by COVID-19.
NATURAL DISASTER RELIEF AND
BUILDING RESILIENCE
We are supporting our customers and communities to
manage and recover from natural disasters. Our Disaster Relief
and Recovery Policy guides an efficient, coordinated and
proportionate response to disasters. The policy encompasses
a range of measures, including charitable donations, hardship
assistance, financial advice and employee volunteering to
assist with community rebuilding.
As part of our $50 billion sustainable solutions target, we have
committed to fund and facilitate at least $1 billion towards
disaster resilience initiatives by 2025. This includes long-term
recovery, prevention and risk mitigation initiatives.
During 2021 we activated financial relief packages for
customers in Australia affected by bushfires in Perth and
surrounding areas, cyclones Niran and Seroja in Queensland
and Western Australia respectively, and floods in New South
Wales and Victoria. In addition, we made a $50,000 donation
to the Community Rebuilding Trust Initiative, BizRebuild, a
business-led initiative developed by the Business Council of
Australia designed to respond to community needs following
disasters and emergencies.
We donated FJ$30,000 to local Fijian organisations following
the damage from Tropical Cyclone Yasa in December.
In April we donated US$50,000 to the Red Cross to support
Timor-Leste’s recovery from floods that caused severe damage
in Dili and remote towns and villages.
We also implemented our New Zealand customer assistance
package for those affected by floods in Hawke’s Bay in
November and Canterbury in June.
For more information please see
anz.com.au/about-us/esg/community/disaster-relief/.
fiffūffiffāū1
FINANCIAL
WELLBEING
Improving
financial wellbeing
Community
investment
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
23
ANZ 2021
ESG Supplement

Our approach to climate change
We are committed to playing our part in supporting the
transition to net zero emissions by 2050.
The most important role we can play in meeting the Paris
Agreement goals is to help our customers reduce emissions
and enhance their resilience to a changing climate. We
support an orderly transition that recognises and responds
to social impacts. This aligns with our purpose to shape
a world in which people and communities thrive.
Our climate change statement outlines our approach
and commitments in support of a global transition to net
zero. We are reviewing our position. Our updated position
will be released prior to our Annual General Meeting together
with our 2021 Climate-related Financial Disclosures (our fifth
report using the recommendations of the Task Force on
Climate-related Financial Disclosures (TCFD)), available at
anz.com/annualreport.
CLIMATE RISK MANAGEMENT FRAMEWORK
We are developing an enhanced climate risk management
framework that strengthens our governance and is responsive
to climate change.
Our Climate Advisory and Coordination Forum, chaired by
Mark Whelan, Group Executive Institutional, includes our
Chief Risk Officer and other executives. The forum shapes
the future direction of climate policy, disclosures and related
matters across the Group.
Subject matter experts are overseeing the development of
the climate risk management framework, across five working
groups focused on regulatory monitoring, policy governance,
risk appetite, the Australian Prudential Regulatory Authority’s
Climate Vulnerability Assessment and analytics.
Our priority this year has been to ensure we
are compliant with all current or emerging
regulation. We will implement appropriate
processes to assess impacts of new and emerging
regulatory requirements to ensure compliance
with relevant obligations across the jurisdictions
in which we operate.
New technologies and markets required for the transition to
net zero emissions may require a change to risk appetite and
accordingly we are refining our Risk Appetite Statements
across the Group.
We continue to measure the carbon intensity of industry
exposures within our portfolio and are investigating
opportunities to enhance our ESG data and analytical
capabilities. Improved data and insights will allow us to define a
Group-wide strategy that will inform appetite settings, enabling
us to develop scenarios to stress test particular portfolios.
fiffffiflffūffiō
āūĀĀū
ōffiffiūĀ
ENVIRONMENTAL
SUSTAINABILITY
Our approach to
climate change
Sustainable finance
Reducing our
environmental
footprint
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
24
ANZ 2021
ESG Supplement

CUSTOMER ENGAGEMENT
We have engaged with 100 of our largest emitting business
customers, supporting them to establish and, where
appropriate, strengthen existing transition plans.
Customers have valued our engagement on this topic, and our
perspectives. A number of customers outside of the 100 have
sought to engage with us, seeking clarity on our expectations
or requesting suggestions to improve their approach.
While our original target was aimed at supporting customers
(where applicable) to establish their plans, we recognise that
amongst the group of 100 there are now few at that stage
– rather, they are at various stages of implementation even if
they have not disclosed their plans publicly. Our focus now is
on supporting our customers’ efforts to implement or, where
a plan is less developed, strengthen their transition plans.
We consider three key elements constitute a robust low
carbon transition plan:
•governance
•targets/long-term plans; and
•disclosures that are preferably TCFD-aligned.
1
We acknowledge the need to protect and restore ecosystems and mitigate biodiversity loss.
We understand the impacts – positive and negative – that our business customers can have on biodiversity.
In line with our Social and Environmental Risk Policy, we expect our business customers to use internationally accepted
industry practices to manage social, environmental and economic impacts, including potential results on biodiversity.
We are:
•Broadening our engagement with our largest emitting
business customers to include a focus on biodiversity,
encouraging and supporting them to identify and
manage their potential impacts on biodiversity. We
are also encouraging them to establish or strengthen
their approach to biodiversity through effective Board
governance, policies and strategies, and disclosures
using recognised indicators or metrics. We will also
apply what we learn from this engagement to help us
identify and engage with other business customers that
are likely to have significant impacts on biodiversity.
•Collaborating with industry groups and customers to
identify investment opportunities that have improved
biodiversity outcomes and commercial benefit. For
example, increased yields and longer-term productive
outputs, such as soil health and flood-risk mitigation. We
welcome the establishment of the Taskforce on Nature-
related Financial Disclosures (TNFD) and have joined
the TNFD Forum to support their work. We recognise
the TNFD's important role in driving widespread and
improved disclosures of biodiversity impacts.
BIODIVERSITY AND CLIMATE CHANGE
Customers
CUSTOMER TRANSITION PLAN STATUS
88
3
76
1
51
70
80
90
100
GovernanceTargets/long-term
plans
Disclosures
TCFD-aligned
60
50
40
30
20
10
0
PlannedYe sCustomers engaged
1. See https://news.anz.com/posts/2019/may/low-carbon-transition-plans.
Of the 100 customers we have engaged with over the
last three years, the diagram below shows how many we
have assessed as having met each of the three transition
plan elements.
Following our initial engagement, customer transition
plans were grouped into levels of maturity – advanced,
developing/intermediate, underdeveloped/starting out,
and no public plans.
Since this initial assessment, nine customers have sufficiently
improved their governance, strategies and targets or
disclosures, leading to an improved assessment. Many other
customers have also clearly demonstrated improvement since
their initial assessment. We observed a rise in the intention to
develop ‘Paris aligned’ or ‘science-based’ targets or report
under the TCFD framework, and a similar rise in interest in
engaging with ANZ on this topic.
While we consider this to be good progress, we understand
there is still much to be done. That is why we have committed
to continue supporting these larger emitting customers to
implement and, where appropriate, strengthen their low
carbon transition plans and enhance their efforts to protect
biodiversity, by end 2024. As part of this engagement we
expect that more customers will improve their plans to
a developing/intermediate, or advanced stage over the
next three years.
OVERVIEW
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
Our approach to
climate change
Sustainable finance
Reducing our
environmental
footprint
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
25
ANZ 2021
ESG Supplement

PARTNERSHIPS
We have a role to play in sharing insights,
promoting collaboration across the industry
and assisting with the development of
sustainable finance industry standards.
Australian Sustainable Finance Institute
In 2021, we became a founding member of the Australian
Sustainable Finance Institute.
Eighty organisations associated with the financial sector
have, through the Institute and its predecessor organisation,
developed a roadmap to re-align Australia’s financial system
to contribute to the transition to a more resilient and
sustainable economy, consistent with the UN Sustainable
Development Goals and the Paris Climate Agreement. The
roadmap tackles a broad suite of challenges including climate
change, biodiversity loss and economic inequality.
The institute is now focused on developing, in consultation
with its members and a number of government bodies,
a program of work to support the implementation of
the roadmap.
Toitū Tahua Centre for Sustainable Finance
In July 2021, ANZ New Zealand became a founding
member of the Toitū Tahua Centre for Sustainable Finance
(CSF), a charitable trust established under the umbrella of
the Aotearoa Circle. The Aotearoa Circle is a partnership of
public and private sector leaders, committed to the pursuit
of sustainable prosperity and reversing the decline of
New Zealand's natural resources.
The CSF will implement the Aotearoa Circle Roadmap for
Sustainable Finance, which sets out eleven priority areas
for action. The roadmap focuses efforts in three key areas:
changing mindsets, transforming the finance system and
financing the transformation.
New Zealand Sustainable Agriculture
Finance Initiative
ANZ New Zealand was a leading partner in the development
of the Sustainable Agriculture Finance Initiative, a voluntary
framework developed by the New Zealand finance sector
under the umbrella of the Aotearoa Circle, for integrating
sustainability considerations into agriculture finance decisions.
The draft guidance, launched in July 2021, maps international
definitions of sustainable agriculture practices against
domestic environmental standards used by New Zealand
farmers, to support the flow of capital to New Zealand
sustainable agriculture.
We participated in
81
sustainable finance deals with a total deal
size of $119 billion
1
, compared to 39 deals
with a total deal size of $59 billion in 2020
$90B
(46 deals) from
International
$24B
(21 deals) from
Australia
$5B
(14 deals) from
New Zealand
DURING 2021
Sustainable finance
Increasing demand for sustainable finance has seen us develop and expand our products and services
to meet our customers’ needs. This year, in what we believe to be a first by an Australian bank, we
launched a framework to support customers pursuing sustainable supply chain management. The
framework incorporates a sustainability performance-linked pricing mechanism into our supply chain
finance products. We also launched several new products, including sustainability-linked derivatives
such as interest rate swaps and green and sustainability-linked guarantees.


$29 billion
(15 deals) from
Diversied Industries

$17 billion
(7 deals) from Food,
Beverages and Agriculture

$48 billion
(33 deals) from Financial
Institutions Group

$11 billion
(12 deals) from
Property and Health
$14 billion
(14 deals) from Resources,
Energy and Infrastructure
$119B


$29 billion
(15 deals) from
Diversied Industries

$17 billion
(7 deals) from Food,
Beverages and Agriculture

$48 billion
(33 deals) from Financial
Institutions Group

$11 billion
(12 deals) from
Property and Health
$14 billion
(14 deals) from Resources,
Energy and Infrastructure
$119B
1. Of the 81 sustainable finance deals we
participated in, $5.7 billion was attributed
to ANZ via our distribution capability, and
$4.8 billion via our lending capacity.
OVERVIEW
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
Our approach to
climate change
Sustainable finance
Reducing our
environmental
footprint
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
26
ANZ 2021
ESG Supplement

PROGRESS AGAINST OUR
SUSTAINABLE SOLUTIONS TARGET
We have committed to fund and facilitate at
least $50 billion by 2025 towards sustainable
solutions for our customers, including
initiatives that help improve environmental
sustainability, support disaster resilience,
increase access to affordable housing and
promote financial wellbeing.

$1.6 billion
Energy

$2.8 billion
Green Building
$0.1 billion
Waste

$0.2 billion
Water
$0.8 billion
Transport

$4.9 billion
Sustainability-
linked Facilities
$1.3 billion
Aordable Housing
$0.4 billion
Sustainable
Development
$12.2B
FUNDED
Environmental
45%
ENVIRONMENTAL
Social
14%
Sustainability-
linked
41%

SOCIAL
SUSTAINABILITY-
LINKED

$1.1 billion
Green Buildings/
Renewable Loan
Distribution

$0.5 billion
Advisory

$8.2 billion
ESG-format
Bonds
FACILITATED
$9.8B
11%
84%
5%
1. Includes Wind/Solar/Battery/Transmission Infrastructure/Energy Transition.
2. Low carbon transportation projects such as light rail, electric vehicle
manufacturing. 3. Corporate loans to borrowers across multiple industry
sectors where terms are linked to improved performance against agreed
environmental and/or social targets that reflect the borrower’s material
sustainability risks, e.g. emissions reduction; increased renewable energy
consumption; labour-force diversity. 4. Comprises credit lines to global
development banks and agencies providing support to emerging economies.
5. Green, Social, Sustainable, Sustainability-Linked and Transition Bonds and
other ESG-related bonds within the sustainable finance market. 6. Loans
initially underwritten by ANZ and subsequently sold on to other lenders,
e.g. other banks, fund managers and super funds.
FINANCING OUR CUSTOMERS'
SUSTAINABILITY AGENDAS
We are focused on identifying opportunities to
support our customers’ low carbon transition
and sustainable business activities across the
following product areas:
Green, Social, Sustainability and
Sustainability-linked Loans
Lending to deploy capital into green, social and
sustainability initiatives, where borrowers are required
to invest in qualifying green and/or social assets or
where loan terms are linked to improved performance
against agreed sustainability targets.
Highlight
In July 2021, ANZ participated in the AUD $2.2 billion
refinance of the Celsus Royal Adelaide Hospital (RAH) Public
Private Partnership project financing. The first Sustainability
Loan Facility for the global healthcare sector, the financing
aligns to the project’s 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 acted as Mandated Lead Arranger, Intercreditor Agent
and one of two Sustainability (Green and Social) Coordinators.
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 $47.6 million in financing
for Canberra Metro Finance Pty Ltd’s electrified light rail
network in Australia’s first green loan for a public–private
partnership. The Canberra light rail project is fully powered by
the Australian Capital Territory’s (ACT ) 100% renewable energy
grid and is integral to support the ACT’s commitment to
carbon neutrality by 2045. ANZ acted as Mandated Lead
Arranger and Green Loan Coordinator.
Since October 2019 we have funded and facilitated
$21.95 billion across 192 transactions including green,
social, sustainability, sustainability-linked and transition
loans and bonds, renewable energy and affordable housing.
$12.2 billion of transactions are on balance sheet loans and
other credit lines provided to borrowers by ANZ, whilst
$9.8 billion has been facilitated, including through advisory
services; ESG-format bonds; and loans initially underwritten
by ANZ and subsequently sold on to other lenders.
The majority of target transactions provide funding for
sustainability-linked facilities, green buildings, renewable
energy and affordable housing (45%, 23%, 13% and 11%
of funded transactions respectively), and facilitate ESG-
format Bonds issuance (84% of facilitated transactions).
OVERVIEW
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
Our approach to
climate change
Sustainable finance
Reducing our
environmental
footprint
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
27
ANZ 2021
ESG Supplement

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 May 2021, ANZ acted as sole Financial Advisor for J-POWER,
one of Japan’s leading electrical power generation and
transmission companies, providing detailed valuation and
advisory services for the acquisition of a minority stake in GNX.
The acquisition assisted GNX with financing for its $750 million,
250MW Kidston Pumped Storage Hydro Project located in
Queensland. The Project will be one of Australia’s first pumped
hydro energy projects and is expected to create around 500
jobs in North Queensland. The Project can provide eight hours
of energy storage, enough to power 143,000 homes.
ESG-format bonds
Distribution of capital into green, social 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 was the joint bookrunner and sole
sustainability coordinator for Surbana Jurong Private Limited’s
SG$250 million ten-year Sustainability-linked Bond. The bond
ties Surbana Jurong's sustainability targets to its bond
financing terms, whereby the issuer has committed to pay
investors a premium of the redemption amount at maturity
if it does not meet these targets.
Sustainable Supply Chain Finance
Financing that incentivises a company’s supply chain
to improve sustainability performance by offering a
lower cost of capital to suppliers where there are
improvements in their sustainability ratings.
Highlight
In January 2021, we provided US$50m in lending for Nestle’s
Sustainable Supply Chain Finance program. Suppliers for the
Nespresso Coffee line with the Rainforest Alliance Certified
(RAC) rating will receive margin benefit; if the supplier loses
its RAC rating, pricing will increase by the same amount.
ANZ/Clean Energy Finance Corporation (CEFC)
Energy Efficient Asset Finance (EEAF) Program
Financing that incentivises Australian corporate
and retail customers to invest in energy efficient and
renewable energy technologies that will help reduce
their energy costs and carbon emissions.
FY21 closed

152 deals $39.6M volume
Highlight
Since its launch in 2017, this program has helped finance more
than $225 million of investment in over 1,000 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.
ANZ Environment Loan
Financing that incentivises New Zealand farmers to
implement environmental initiatives on their farm.
This includes advisory services to prepare farm
environment plans, water and energy conservation
projects, or the purchase of farm infrastructure to
improve environment management.
Highlight
In 2021, John and Geraldine Taylor, who have farmed sheep
and cattle for 54 years in Wellsford, took out an environment
loan to finish a riparian planting programme in the Hōteo
Catchment. The replanting is part of a long-term goal to
"do our bit to save important snapper breeding grounds
in Kaipara harbour," says John.
More than 14 years ago, the Taylors began fencing off gullies,
waterways and marginal areas to keep stock out of danger
zones. They quickly noticed the environmental benefits of the
replanting, such as reduced soil erosion and nutrient run off
and increased biodiversity in the gullies. “You have to look for
the positives and not the negatives,” says John when he
responds to naysayers.
“Back then I'd climb into a gully to rescue a lamb and ewe,
look up and wonder how I was going to get them back up,”
said John. “Now it's quick for me to whip around and check
the stock and I get to see a bigger range of species growing
in these gullies.”
“NIWA (National Institute of Water and Atmospheric Research)
and DOC (Department of Conservation) have approached us
to come and do some water testing. It will be interesting to
see how our work has improved water quality and stopped
nutrient run off into watercourses.”
Over the years, John has worked with, and gained funding
from, councils, local boards, local business networks, and
crowdfunding to completely fence off and plant marginal land,
making it easier to farm the land and protect the environment.
“ANZ funding gave us certainty. It was easy to
obtain, a low interest rate, and it gave us surety
that we could pay on the day.”
John
fiffūffiffāū1
āā
1ūūā
ENVIRONMENTAL
SUSTAINABILITY
Our approach to
climate change
Sustainable finance
Reducing our
environmental
footprint
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
28
ANZ 2021
ESG Supplement

As a result, we have met the majority
of our 2025 targets ahead of schedule.
Anticipating some level of ‘normalisation’ when our
employees can return to the office, we are undertaking
analysis to understand the potential impacts and how we
might maintain or improve the reductions in water, waste
and office paper. Our aim, post this review, is to set new
targets to commence from 1 July 2022.
We recognise that our people working from home are
creating waste and using electricity, gas and water that would
previously have been consumed in our offices. The impact of
Australian-based staff working from home this year equates to
12,780 tonnes of greenhouse gas emissions, which we offset
as a part of our Climate Active carbon neutral certification.
Our business operations
have been carbon neutral
since 2010.
Reducing our
environmental
footprint
The COVID-19 pandemic saw
approximately 95% of our
non-branch staff working from
home, significantly reducing
resource consumption across
our property portfolio and
consequently reducing our
environmental footprint.
ANZ Retreat 839 Collins Street, Docklands
OVERVIEW
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
Our approach to
climate change
Sustainable finance
Reducing our
environmental
footprint
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
29
ANZ 2021
ESG Supplement

CO
2
Our performance
1. Business travel emissions include emissions arising from air travel, taxi travel and hotel accommodation.
Due to international and
inter-state border restrictions,
business travel-related
emissions have reduced 91%,
avoiding 20,393 tonnes
of greenhouse gas emissions.
1
In Australia, we were
powered by 38,975 MWh
of renewable energy
from the ANZ Murra Warra
Wind Farm turbines and
255 MWh of renewable
energy through on-site solar
arrays at the ANZ Campus in
Docklands, Melbourne and
our Melbourne data centres.
Water saving valves were
installed in all kitchen and
bathroom taps at our
Three Exchange Square
office in Hong Kong.
80 tonnes of waste
was diverted from
landfill during partial
refurbishment of our
head office in Docklands.
Internal risk or legislative
requirements, together
with pre-existing habits
related to printing out
documents, are key reasons
for continued paper use.
Our global property
footprint decreased due to
consolidation, including the
closure of our 111 Parramatta
Road office and relocation of
employees into the more
energy efficient 242 Pitt Street
building in the Sydney CBD.
This move will avoid
750 tonnes of greenhouse
gas emissions annually.
The consumption of this
renewable energy has
avoided approximately
38,400 tonnes of
greenhouse gas emissions.
Traditional steam cleaning
of carpets and furniture
across our portfolio was
replaced with low moisture
cleaning. This will save over
75,000 litres of water per
annum at our head office
in Docklands alone.
New recycling stations at
major Australian offices
enable staff to easily
recycle batteries, mobile
phones, printer cartridges,
clothing and soft plastics
brought in from home.
GHG Emissions Renewable EnergyWaterWastePaper
Scope 1 and 2 emissions
have decreased by
47%
tracking ahead of the
required reduction to meet
our 2025 and 2030 targets.
In 2021, our operations
were powered by
36%
renewable electricity.
Office water consumption
decreased by
63%
since 2017.
Waste to landfill has
decreased by
65%
since 2017.
Paper consumption has
reduced by

64%
since 2015.
fiffūffiffāū1
āā
1ūūā
ENVIRONMENTAL
SUSTAINABILITY
Our approach to
climate change
Sustainable finance
Reducing our
environmental
footprint
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
30
ANZ 2021
ESG Supplement

Sustainable building design
We have developed a new fit-out methodology for
use in the design of branch refurbishments and
relocations, focused on the following three principles:
Modularity – materials and components used can
be re-used or relocated over and over again
Recyclable/compostable – materials and
components used are recyclable or compostable
when they reach the end of their useful lifecycle
Locally sourced – reduces the carbon footprint of the
base materials or components and provides visibility
on the environmental and social (E&S) credentials of
the products we use. Non-local products will only be
used when rigorous assessment against E&S criteria
has been undertaken.
CASE STUDY
Our Green Ambassador Program supports our people to live more sustainably.
This year we held our inaugural Green Ambassador Summit, a virtual event providing a professional learning and
development experience for our Green Ambassador volunteers. Approximately 600 attendees heard from business
and community leaders on the latest sustainability insights.
Some of the initiatives our Green Ambassadors have worked on this year include:
•Virtual paper bag-making sessions, where hundreds of volunteers from our Bengaluru service centres made
approximately 90,000 paper bags using old newspapers. The bags were distributed to local vendors to promote
recycling and reduce their reliance on plastic.
•Promotion of the #EarthHour campaign, where staff switched off lights and electronic appliances for one hour in
support of the environment. In Manila, 247 staff participated at home, and non-essential lights were turned off
in Service Centres, avoiding approximately 100 kWh of energy.
•A move to digital mailboxes, led by teams in Vietnam and Hong Kong, to reduce reliance on paper and minimise
digital waste. Staff in our Hanoi office reduced their paper consumption by 42% in the first month of the campaign.
As a signatory to the Climate Leaders Coalition, we are playing our part to reduce greenhouse
gas emissions in New Zealand. In addition to reducing our own footprint, we are supporting
our people and our suppliers to reduce their emissions too.
For our people, we provide end-of-trip facilities to encourage employees to cycle or walk/run
to work, support flexible working arrangements and hold environmental sustainability information sessions.
In partnership with Sustainable Coastlines, our staff, customers and other businesses volunteer in annual planting
activities throughout New Zealand. The programme includes education and awareness raising of environmental issues
and helps our staff and communities understand the importance of biodiversity. We also engage staff in beach cleaning
activities in summer.
We are committed to working with our suppliers to reduce their emissions. In 2020, we surveyed our top 100 suppliers
by spend in New Zealand to understand what they are already doing and identify potential areas of improvement to
work with them on. For further details on the outcomes of this engagement, refer to page 50.
CLIMATE LEADERS COALITION
GREEN AMBASSADORS
OVERVIEW
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
Our approach to
climate change
Sustainable finance
Reducing our
environmental
footprint
HOUSING
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
31
ANZ 2021
ESG Supplement

Improving the availability
and affordability of homes
We are committed to helping improve the availability of
suitable and affordable housing options for all Australians
and New Zealanders.
Our work supports the delivery of housing across
the continuum including:
› increasing the supply of social and affordable housing
› investing in emerging markets such as build to rent,
specialist disability accommodation and land lease housing
› backing new housing models to scale including
build-to-rent-to-own.
Through our community investment initiatives,
we are also working with our partners to help alleviate
homelessness.
We have a role in helping to improve the availability and
affordability of housing, including support for innovative
housing delivery models across the private, public and
not-for-profit sectors, through research and market expertise,
and through our partnerships with community organisations.
HOUSING INSIGHTS
During the year we engaged with industry stakeholders
to ensure we remain directly linked to the housing policy
agenda, offering both public policy and market expertise to
support government, customers and the community with
relevant insights to inform their decision-making.
In particular, our ongoing work with CoreLogic (a provider
of property data and analytics) delivers housing affordability
research and in-depth market analysis for the Australian and
New Zealand housing market. Our research on the continued
impact of COVID-19 on the housing market has shown that
affordability has worsened across all States and Territories this
year, as house prices and rents rise faster than incomes.
Housing affordability deteriorated against all measures in
2021 – value to income, serviceability, years to save a deposit
and rental affordability. In addition, average loan sizes have
increased. Average first home buyer loans reached a record
high of $456,000 in June, with no signs of average loan size
easing. New ‘upgrader’ loans are also far higher this year, at
an average of $671,000 in June.
fiffffiflffūffiō
āūĀĀū
ōffiffiūĀ
ffiĀffūflfiĀffiĀ
ūĀūū
HOUSING
Improving the
availability and
affordability
of homes
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
32
ANZ 2021
ESG Supplement

Land Lease Communities – helping more
people into affordable housing
Land Lease Communities (“LLC”) are an emerging
growth market in retirement living, offering an
affordable housing option for the over 55’s market.
LLC’s vary from traditional seniors’ living accommodation
in that residents purchase the home and lease the land.
This reduces the upfront capital required to purchase the
home and instead allows residents to make a rental
payment to the LLC operator. These payments are typically
underpinned by government entitlements, including the
pension and Commonwealth rental assistance.
The demand for LLC is increasing, driven by Australia’s
ageing population and housing affordability issues.
Demographers predict that Australia’s population of over
50's will double by 2050, with around half of retirees
expected to receive a government pension on retirement.
Entering a LLC is an affordable retirement option, with
homes typically priced at between 40 to 80% of the median
house price. LLCs also allow for an equity release from the
sale of a family home – as residents do not acquire land,
no stamp duty is payable.
LLCs have the further benefit of offering low maintenance
homes, with community facilities such as swimming pools
and bowling greens that allow for engagement with
other residents.
ANZ is the leading financier to the LLC sector in Australia,
with approximately $1.0 billion in committed facilities.
Through our clients we maintain banking relationships
with approximately 20,000 Land Lease homes, making
up approximately 40% of the LLC sector in Australia.
CASE STUDY
In August 2021, we participated in the financing of
a national LLC operator, Serenitas, with a $125 million
five-year transaction. This financing will assist in Serenitas’s
LLC expansion across the eastern seaboard – it currently
has 18 communities with 2,900 occupied sites and a
further 1,700 sites in its pipeline.
Investment in this sector aligns with our sustainable
solutions and housing targets, by providing affordable
housing to seniors. Our work with LLCs will continue to
increase the supply of purpose built, affordable housing
for the over 55’s market.
BRINGING MORE HOMES TO MARKET
We have a target to fund and facilitate
$10 billion of investment by 2030 to deliver
more affordable, accessible and sustainable
homes to buy and rent. (Australia/
New Zealand)
•Since 2018 we have funded and facilitated
approximately $3.87 billion towards the $10 billion target,
with $1.43 billion of investment in the past 12 months.
•Key initiatives delivered in 2021 include:
–joint arranger of all five bond issuances for the
Commonwealth’s National Housing Finance and
Investment Corporation (NHFIC) over the last three years
totaling approximately $2 billion. The capital raised allows
NHFIC to provide low cost, long-term loans to registered
community housing providers to support the provision
of more social and affordable housing
–lead financier to the Land Lease Community sector,
designed to deliver affordable seniors housing
–lead commercial financier of $226 million in committed
facilities in the Specialist Disability Accommodation sector
–advocating for institutional investment in long-term rental
housing through the backing of a range of ‘build-to-hold’
and ‘build-to-rent’ projects.
OVERVIEW
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
Improving the
availability and
affordability
of homes
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
33
ANZ 2021
ESG Supplement

COMMITTED TO AFFORDABLE AND
SUSTAINABLE HOUSING IN NEW ZEALAND
This year we committed to support Community Finance,
a platform that brings together investors with New Zealand
based Community Housing Providers to build affordable
homes. As part of this support, we were the first major bank
in New Zealand to commit to The Aotearoa Pledge to raise
NZ$100 million for the construction of new affordable
housing in 2021, via the issue of community finance bonds.
We continued to support Kāinga Ora (Homes and
Communities) as the joint lending manager on an additional
bond issuance, which contributed NZ$600 million to be used
to help fund government investment in new and upgraded
social housing.
We continue to support minimum housing standards in
New Zealand through our Healthy Homes products:
•The ANZ Healthy Home Loan package, offering discounts
on home loan interest rates and other benefits for energy
efficient homes. Customers can apply for the package if
they are buying, building, renovating, or already own a
home with a 6 Homestar rating or higher.
•Interest-free home loan top ups are available for the
installation of insulation and were expanded to include
heat pumps this year.
•Since October 2020, we have supported 1,065 households
into healthier homes through our Healthy Home Loan
Package (36 households) and our interest-free Insulation
Loans (1,029 households).
We have also maintained our partnership with the
New Zealand Green Building Council to support our Healthy
Home products. This includes support for HomeFit which
is a free online tool to check the health, comfort, energy
efficiency and safety of New Zealand homes. It can be used
by New Zealanders to check how healthy a prospective home
is, or advise on how they can improve the health of their
current home.
PARTNERING WITH THE
HOMELESSNESS SECTOR
We continue to build on our community partnerships to
support organisations working in the homelessness sector
to deliver housing and support those most in need. This
year, around 16% of the total funds distributed by our
workplace giving program, and the ANZ Community
Foundation and Seeds of Renewal grants programs, went
towards projects seeking to alleviate homelessness and
provide housing supports.
ANZ COMMUNITY FOUNDATION
HOUSING GRANTS
This year, the ANZ Community Foundation provided a number
of grants to not-for-profit organisations to support programs
providing appropriate housing for Australians experiencing
vulnerability and at risk of homelessness, including:
•A project run by National Homeless Collective Limited in
Melbourne, to provide support and financial assistance to
women and children fleeing domestic violence. The grant
has been used to implement a two-week rent in advance
scheme to provide essential financial assistance for access
to private market housing.
•The “Same Landlord Different Tenant” initiative run by the
St John’s Crisis Centre to improve access to safe housing
for individuals and families fleeing domestic violence in
the greater Gold Coast community. The grant allows for St
Johns to rent out an apartment on behalf of an individual
or family in need of housing. Once the tenant is financially
back on their feet and can maintain the property, the lease
is transferred into their name.
•The KARI After Care Program, an initiative by the KARI
Foundation in Sydney, to provide support and increase
opportunities and skills amongst young Indigenous
Australians living in Out-of-Home Care. The program allows
young people aged 17 to 25 years to enter into shared
accommodation with a private bedroom equipped with
furniture and all the other home essentials needed to live
independently. While staying in the program, they will be
supported by an After Care worker. Supports include help
with life skills such as cooking, budgeting and cleaning,
and assistance to find opportunities for further education
and employment.
Helping break the cycle
of homelessness
In June, 20 ANZ staff joined other leaders from
business, community and government in the annual
Vinnies CEO Sleepout. Our staff raised $71,400 for
the St Vincent de Paul Society during the campaign,
sleeping rough for a night to raise funds for those
in need and raising awareness of the growing
homelessness crisis.
The sleepout was a virtual event again this year in
Victoria, due to COVID-19 restrictions. Rather than
sleeping out together in the city, participants were in
cars, backyards and other places – more accurately
mirroring the homelessness situation in Australia.
Gerard Florian, Group Executive Technology at ANZ,
participated for the second time. “I learnt a lot about
this crisis in my first sleep out,” he says. “I met a mother
who found herself without suitable shelter for herself
and her young family. I heard stories from men and
women – some with young kids, others grandparents
– all of whom faced the real prospect of being ‘under
the stars’ – but not by choice.”
Also among the participants was ANZ District Manager
Claude Piscioneri, who completed his tenth sleepout
this year for Vinnies and ANZ. This is the 16th
consecutive year ANZ has supported the sleepout.
CASE STUDY
•A project run by Society Melbourne, an organisation
dedicated to tackling youth homelessness in Melbourne.
The project seeks to improve the financial literacy skills of
young people experiencing homelessness. In partnership
with ANZ and the Brotherhood of St Laurence, the six-
month project introduced a financial literacy module to
Society Melbourne's home.plate program. Home.plate
provides paid hospitality training to young people who
are at risk of, or who have experienced, homelessness.
OVERVIEW
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
Improving the
availability and
affordability
of homes
FAIR AND
RESPONSIBLE
BANKING
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
34
ANZ 2021
ESG Supplement

a focus on frequent, meaningful and consistent
contact with our people to keep information flowing
freely, increasing senior leader presence in Group-wide
calls, town halls, and Yammer (our social network).
Our Internal Audit group has continued to conduct culture
reviews throughout the year, supporting teams to understand
their own culture and their impact on ANZ’s aspirational and
risk culture. The results of these reviews, 19 in 2021, are used to
develop action plans to help tackle identified challenges and
drive a positive shift towards our desired culture. Further detail
is provided on page 29 of the Annual Report, available
at anz.com/annualreport.
We have continued to strengthen and embed the
Accountability and Consequence Framework. Further
detail is provided on page 30 of the Annual Report.
CODE OF CONDUCT
Our Code describes how we work at ANZ. It sets expected
standards of behaviour and guides us in applying our values.
Our Code explicitly requires all employees and contractors
to be ethical and professional, act with integrity, protect
competition and the competitive process, treat everyone
with dignity and respect, manage conflicts of interest, protect
privacy and confidentiality, and also call out unacceptable
behaviour and stand up for what is right. Our Code requires
all employees and contractors to comply with the law as well
as all of our policies and procedures.
Our desired culture is underpinned by our purpose, values
and Code of Conduct (Code), and is focused on delivering
great customer outcomes, making things simpler and
always learning.
We have seen an improvement in our ‘speak up’ culture over
the last few years as a result of targeted and sustained efforts.
We know this is fundamental to our risk culture and for us to
be an innovative and inclusive organisation. We must bring
the right people together, and listen to and challenge each
other constructively, if we want to deliver on our strategy.
81%
80%
of people feel that when they
speak up their ideas, opinions
and concerns are heard
78% in April 2021 | 79% in April 2020
of people feel they can raise issues
and concerns in ANZ without fear of
reprisal or negative consequences
73% in April 2021 | 74% April 2020
Speak up ‘champions’ throughout the bank provide an avenue
for employees to raise concerns. This can range from a quick
chat before using one of the other speak up channels, such
as our whistleblower program, through to end-to-end
confidential support and guidance. We have also maintained
1. A copy of our Code of Conduct and the full list of policies is available at anz.com/corporategovernance.
Improving conduct and culture
We are creating an environment where employees are motivated
and empowered to do the right thing and challenge constructively
when they see something wrong.
The Code is supported by a suite of policies that are reviewed
regularly to ensure they reflect any legislative changes and
remain fit for purpose.
1
We expect our banking partners
(such as suppliers, service providers and other relevant third
parties) to adopt and maintain conduct and ethics principles
similar to those outlined in the Code and supporting policies.
All employees and contractors are required to complete
training courses within two months of commencing with
ANZ and then on an annual basis. The courses include training
on ‘Living the Code’, ‘Equal Opportunity Essentials’ (includes
anti-discrimination and sexual harassment), ‘Compliance
Essentials’ (includes Anti-Money Laundering and Operational
Risk Essentials), ‘Security Essentials’ (includes information and
cyber security) and Privacy, Competition Law and Consumer
Protection. The Living the Code course reinforces the
importance of our values, and seeks a declaration of compliance
with the Code. By completing the course, participants are
confirming they understand the Code’s principles and have
complied with them over the last 12 months.
fiffffiflffūffiō
āūĀĀū
ōffiffiūĀ
ffiĀffūflfiĀffiĀ
ūĀūū
fiūĀ
FAIR AND
RESPONSIBLE
BANKING
Improving conduct
and culture
Supporting our
customers
Improving customer
experience
Cyber security
Financial crime
Responsible
business lending
Supply chain
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
35
ANZ 2021
ESG Supplement

In 2021, 99.97% of our employees and contractors completed
the training. Individuals who fail to complete this training or
other mandatory learning requirements within 30 days of
the due date are (in the absence of genuinely exceptional
circumstances) ineligible for any salary increase or incentive
as part of our annual remuneration review.
Our performance management framework includes an
annual assessment against two distinct components: ‘How’
employees have demonstrated our desired behaviours as
well as ‘What’ outcomes they have achieved. Performance
management guides and other materials are updated
regularly and made available to all employees on our intranet.
This guidance includes clearly articulated impacts to
performance and remuneration outcomes in our annual
performance and remuneration review for employees who do
not meet expected standards of performance or behaviour.
In 2021, there were 1,435 employee relations cases involving
alleged breaches of our Code, with 573 resulting in a formal
consequence or the employee leaving ANZ, up from 569 in
2020. Breaches ranged from compliance/procedural breaches
(44%) through to general unacceptable behaviour (31%),
email/systems misuse (11%), attendance issues (5%), fraud/
theft (4%), conflict of interest (3%), and breaches of our Equal
Opportunity, Bullying and Harassment Policy (2%).

Outcomes
following investigations of breaches this year included 114
terminations, 381 warnings and 78 employees otherwise
leaving ANZ.
2
WHISTLEBLOWER POLICY
The Whistleblower Policy and Program is a core component
of ANZ’s strong and effective risk management and corporate
governance framework. We apply Australian whistleblower
regulations across our operations. Additional country-specific
regulations imposing higher or contrary regulatory/legal
obligations are captured in Country Schedules to the Policy.
The Whistleblower Program is one of many channels
encouraging and empowering our people to speak up and
raise misconduct concerns, freely and without fear of reprisal.
The Policy and Program provide strong protections for
individuals who disclose wrongdoing and play a pivotal role
in maintaining the integrity of the bank. The information
received through the Whistleblower channel helps us
uncover misconduct that may not otherwise be detected
and to act on issues which do not support our ethical
organisational culture.
157 new Whistleblower
reports were made in 2021
While new report volumes varied by month across
the year, year-on-year new report volumes are static
(157 reports in 2020), demonstrating a continued
willingness of individuals to raise concerns.
Throughout the year, various initiatives designed to enhance
the effectiveness of the program have been undertaken.
These include improving Whistleblower case management
processes via the establishment of a Whistleblower case
review panel, and continuing work to build an internal
Whistleblower community of key stakeholders who share
learnings and further develop subject matter expertise.
In 2021 the Whistleblower Program focused on:
•raising employee awareness about how they can raise
misconduct concerns
•building trust in the Whistleblower channel.
Communication initiatives designed to inspire action and
encourage new behaviours were rolled out. These included
communications from senior leaders to help frame key
messages, drive organisational support and build employees’
confidence to call out misconduct. In addition, our Group
Integrity team delivered 116 awareness sessions to various
business units. An employee survey to test awareness of,
and confidence in, the Whistleblower Program is planned
for the end of the year.
All employees and contingent workers are required to
undertake annual mandatory training on their obligations
and responsibilities under the Whistleblower Policy.
Employees who have a designated role as a Whistleblower
Investigator (over 50 employees across the organisation)
received role specific virtual face-to-face training. The training
reinforces obligations under applicable Whistleblower laws
and guides investigators on how to appropriately handle and
investigate reports. Role specific training for eligible recipients
of Whistleblower reports (including Board and Executive
Committee members) was delivered to ensure all eligible
recipients understand obligations under applicable laws
and how to appropriately handle reports.
WHISTLEBLOWER INVESTIGATION OUTCOMES
In 2021, the Whistleblower Program received reports covering
a broad range of allegations including: financial crime (money
laundering and bribery and corruption); modern slavery; fraud
(internal and external); conflicts of interest; unsafe work
practices; sexual harassment; improper business practices
impacting customers; and bullying.
77% of investigated reports led to recommended actions
(up 11% from 2020), including formal warnings and
termination of employment. This is a strong indication the
Whistleblower Program is operating as an effective channel
to raise misconduct concerns and drive action in response
to staff ‘speaking up’.
In addition to staff disciplinary actions, substantiated and
unsubstantiated matters resulted in recommendations for
other management action including: policy and other
documentary review; coaching and informal counselling;
training; procedural remediation recommendations; and
recommendations to issue communications reinforcing
expected standards of behaviour.
2. Employees are listed in all categories which are relevant, meaning one employee may be listed in multiple categories.
fiffffiflffūffiō
āūĀĀū
ōffiffiūĀ
ffiĀffūflfiĀffiĀ
ūĀūū
fiūĀ
FAIR AND
RESPONSIBLE
BANKING
Improving conduct
and culture
Supporting our
customers
Improving customer
experience
Cyber security
Financial crime
Responsible
business lending
Supply chain
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
36
ANZ 2021
ESG Supplement

Supporting customers experiencing vulnerability
ANZ is committed to supporting customers experiencing vulnerability and ensuring our
products and services are accessible and inclusive to all people. Our commitment aligns to
our strategic focus on improving financial wellbeing and the expectations of our regulators,
customers and the community.
CUSTOMER VULNERABILITY STRATEGY
This year we appointed a Customer Vulnerability Lead in
Australia to develop and oversee initiatives supporting our
customer vulnerability strategy.
The strategy focuses on:
•strengthening frontline capability to identify and
respond to customer vulnerability, including clear referral
pathways for specialist advice and case management
•embedding accessibility and vulnerability into our
product lifecycle and channels
•enhancing the use of our data to identify potential
vulnerability and limit harm (for example, power of
attorney abuse)
•identifying opportunities to engage, and partner with,
community sector organisations to better understand
and respond to issues affecting customers experiencing
vulnerability.
Our strategy will assist us to make decisions about where
we will focus our effort and resources to maximise impact.
See page 14 for an update on progress against our
target of commencing implementation of a new
Customer Vulnerability Framework to underpin
delivery of our strategy, by the end 2021.
REFERRAL PROGRAMS
Customers may be experiencing multiple vulnerabilities – for
example, a customer may be experiencing financial hardship
as a result of financial abuse, unemployment or reduced
income. Accessing support in the form of financial counselling
for a person experiencing vulnerability can be a key step
towards improving financial wellbeing and economic stability.
Economic dependency can also keep a person locked
into, or cause them to return to, an abusive relationship. In
circumstances where a relationship has ended, a person may
be left with debt or may experience ongoing economic abuse.
Independent financial counselling and specialist support can
help a person on the path towards economic independence.
We have processes in place to refer customers experiencing
vulnerability to a number of partners to receive appropriate
assistance including:
CareRing – run by Uniting, this program provides
a centralised, single point of contact connecting customers
to a coordinated range of support services, including housing
support, social workers, drug and alcohol services, home
energy assessments and employment services. We have
referred 420 customers to CareRing this year. Clients of the
CareRing program can also be referred to our MoneyMinded
program to develop their basic budgeting skills.
Through the CareRing service ANZ continues to provide a
specific program for those in need of immediate financial
assistance to escape domestic violence. Since the program
commenced, we have assisted 39 customers to access this
support, providing a combined total of almost $51,000 to
assist them on their journey to recovery.
In 2021 we referred 420 customers
to the CareRing program.
Way Forward Debt Solutions – funded initially by donations
from Australia’s four major banks, Way Forward is a registered
charity providing free debt management services to assist
people in financial difficulty to return to financial stability.
Debt solutions are provided through two key services:
•advocating on the client’s behalf to establish affordable
arrangements with their creditors
•management of debt repayments via one regular payment
by the client to Way Forward, which is subsequently
distributed to creditors.
This year, we referred 60 customer accounts with current
funds under management of over $3.8 million. We support
Way Forward as an alternative to fee-for-service debt
management firms.
Fitted for Work – this year we commenced a pilot to refer
customers to Fitted for Work (FFW ), an independent Australian
based not-for-profit organisation which supports unemployed
female customers to improve their employment prospects.
FFW is focused on providing the practical skills, knowledge and
confidence to become job ready – this could include help with
developing a resume, writing a cover letter and the provision of
appropriate work clothes. Employees within our hardship team
are trained to identify unemployment triggers and refer
customers to FFW. The pilot commenced in the last quarter
of this year with 99 women referred to FFW.
fiffffiflffūffiō
āūĀĀū
ōffiffiūĀ
ffiĀffūflfiĀffiĀ
ūĀūū
fiūĀ
FAIR AND
RESPONSIBLE
BANKING
Improving conduct
and culture
Supporting our
customers
Improving customer
experience
Cyber security
Financial crime
Responsible
business lending
Supply chain
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
37
ANZ 2021
ESG Supplement

ABUSE THROUGH PAYMENT DESCRIPTIONS
We recognise that ‘technology facilitated abuse’ is a growing
problem, particularly in the context of family and domestic
violence, and is an issue of industry and public concern.
This is where digital payment channels are used as alternate
messaging services to send abuse and threats via the
description and reference fields in payment transactions.
We do not tolerate the use of our platforms for perpetrating
abuse and use automated controls to restrict customers
from using specific profanities for outbound transactions.
This year we commenced work on establishing capability to
detect abusive inbound and outbound payment messages
via data analytics.
CASE STUDY
Supporting customers with limited English
In the past we have used multilingual staff to
interpret conversations with customers who have
limited English. However, this approach
sometimes resulted in delays due to the time
taken to identify appropriately skilled staff.
In October 2020 we commenced a pilot in our Australian
Contact Centre with an independent interpreter service.
It resulted in significantly improved customer response
times and access to a broader range of languages via
qualified interpreters.
The pilot was extended to ANZ’s Customer
Protection team in August 2021 in response to feedback
from representatives of victims of scams in a community
with limited English. Our interpreter service has helped to
overcome language barriers our customers were facing
when engaging with ANZ. Work is underway to deploy
the interpreter service more broadly in 2022.
We also offer written formats in languages other than
English, for example:
•our ATMs offer multilingual options, covering eight
languages (Hindi, Arabic, Traditional Chinese, Simplified
Chinese, Korean, Greek, Vietnamese and Italian)
•our new Customer Complaints Guide is available
at anz.com in a range of languages.
We provide customers with a range of
options to help address their circumstances
Access to redraw
and/or offset
Reducing payments
to minimum amount
Change to an interest
only period
Refinancing/consolidating debt
Temporarily reducing or
pausing repayments
Provide information in relation
to budgeting and access to our
financial literacy programs
2
1
3
4
5
6
We listen to customers to understand their situation
and can refer them to external support
National debt helpline
Independent free financial counselling.
CareRing program
Support in tackling issues facing a household,
including family and domestic violence.
Fitted for work
A program providing women with
the skill to become job ready.
Way forward debt solutions
Independent free debt advice and
help working with creditors.
¢
Since the start of the
pandemic, we have
significantly increased
investment in our
hardship capabilities.
OVERVIEW
FINANCIAL
WELLBEING
ENVIRONMENTAL
SUSTAINABILITY
HOUSING
FAIR AND
RESPONSIBLE
BANKING
Improving conduct
and culture
Supporting our
customers
Improving customer
experience
Cyber security
Financial crime
Responsible
business lending
Supply chain
HUMAN RIGHTS
EMPLOYEE
WELLBEING AND
INCLUSION
ADDITIONAL
INFORMATION
ASSURANCE
OPINION
38
ANZ 2021
ESG Supplement