ANZ 2024 ESG Documents

ANZ Group Holdings Limited
9/833 Collins Street Docklands Victoria 3008 Australia
ABN 16 659 510 791
8 November 2024

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

ANZ 2024 ESG Supplement

ANZ Group Holdings Limited (ANZ) today released its 2024 ESG Supplement.

It has been approved for distribution by ANZ’s Ethics, Environment, Social and Governance Committee.

Yours faithfully

Simon Pordage
Company Secretary
ANZ Group Holdings Limited

Approved for distribution by ANZ’s Ethics, Environment, Social & Governance Committee
2024
ESG Supplement

At ANZ, our purpose is to shape a world
where people and communities thrive.
Integrating ESG and purpose into our
strategy has created an opportunity for

us to better serve our customers and
generate long-term shareholder value.
Our ESG approach is focused on responding to our six most material ESG issues:
Environmental
sustainability
Financial wellbeing
Housing
Information security
Responsible customer
engagement
Ethics, conduct
and culture

Contents
Overview and governance 4
Our 2024 reporting suite 4
Disclaimer and important notices 6
CEO’s message 7
About our business 8
ESG governance and risk management 9
What matters most to our stakeholders 12
Stakeholder engagement 15
Our ESG targets and performance 18
Ethics, conduct and culture 23
Managing non-financial risk at ANZ 23
Improving conduct and culture 24
Our shared culture at ANZ 26
Environmental sustainability 27
Our Climate and Environment Strategy 27
Supporting our customers’ transition
through financing 28
Housing 29
Financial wellbeing 32
Supporting financial wellbeing 32
Financial education programs 34
Information security 37
Scams 37
Cyber security 39
Data protection and privacy 41
Responsible customer engagement 42
Meeting customer expectations 42
Supporting customers in need of extra care 43
Supporting customers in financial hardship 45
Resolving customer complaints fairly 47
Digital banking experience 48
Helping our customers thrive with ANZ Plus 48
Banking in the Pacific 49
Regulation and risk management 50
Financial crime 50
Anti-bribery and anti-corruption 51
Social and environmental risk management 52
Equator Principles 55
Managing ESG risks and opportunities in
our supply chain 56
Thriving communities 57
Community investment 57
Human rights 59
Our approach to human rights 59
Diversity and inclusion 61
Contributing to reconciliation in Australia 61
Leading change in Aotearoa New Zealand
– ANZ’s commitment to Māori 62
Our approach to accessibility and inclusion 63
Workplace diversity and inclusion 64
Achieving gender balance in our business 65
Our focus on gender pay equality 66
Participation of under-represented groups
in our workforce 67
Employee experience 68
Wellbeing and engagement 68
Attracting and retaining employees 69
Learning and development 70
Explanatory notes 72
Explanatory notes 72
Glossary of terms 73
Assurance opinion 75
Acknowledgement of Country and Traditional Owners
ANZ acknowledges the Traditional Custodians of Country throughout
Australia and recognises their continuing connection to lands, skies and
waterways. We pay our respects to Aboriginal and Torres Strait Islander
cultures, and to Elders past and present.
Whakatauākī, ANZ New Zealand’s Proverb
Tākiri-ā-Rangi The expansive universe above
Tākiri-ā-Nuku The beauty of the proceeding lands below
Tākiri te Awatea A new dawn beckons
Kia Puāwai ki te Ao A blossoming to the world
Te Kare ā-Roto e With ripples of compassion and hope for all.

Our 2024 reporting suite
2024 Annual Report
anz.com.au/annualreport
2024 ESG Supplement
anz.com.au/esgreport
2024 ESG Data and Frameworks Pack
anz.com.au/esgreport
2024 Climate-related Financial Disclosures
anz.com.au/esgreport
Modern Slavery Statement
anz.com.au/esgreport
2024 Corporate Governance Statement
anz.com.au/annualreport
2024 Voluntary Tax Transparency Report
anz.com.au/annualreport
About this report
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 (NGOs)
and the community.
Our 2024 Environmental, Social and Governance
(ESG) Supplement complements our 2024
Annual Report and provides stakeholders with
detailed information on ANZ Group Holdings
Limited (ANZ GHL) ABN 16 659 510 791 and its
subsidiaries’ (referred to as “ANZ” or “the Group” or
“our” or “we”) ESG performance and challenges.
This report is structured in two 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 ESG issues; our
stakeholder engagement and our ESG targets.
• The second section outlines our management of
material ESG issues aligning with our focus areas
of ethics, conduct and culture; environmental
sustainability; housing; financial wellbeing;
information security; and responsible customer
engagement, as well as other ESG issues that
are of interest to our investors and stakeholders.
Key companion documents
We expect our ESG reporting approach to
evolve with the implementation of the Australian
Accounting Standards Board’s (AASB) Australian
Sustainability Reporting Standards (ASRS).
Currently the two key companion disclosure
documents are:
• Our 2024 ESG Data and Frameworks Pack
which includes our comparative performance
data, and Reporting Framework Indexes
including: Global Reporting Initiative (GRI), the
United Nations Guiding Principles on Business
and Human Rights and self-assessment against
the United Nations Principles for Responsible
Banking (Principles).
• Our 2024 Climate-related Financial
Disclosures, which describes our Climate
Change Commitment and how we have been
supporting our customers to date. This lays
the foundation for us to deliver on our five year
Climate and Environment Strategy, approved
in October 2024 to support an effective and
orderly transition in coming years. The Climate-
related Financial Disclosures is prepared in
accordance with the Task Force on Climate-
related Financial Disclosures 2021 (TCFD)
Framework. ANZ joined the Net-Zero Banking
Alliance (NZBA) in 2021 and the Climate-related
Financial Disclosures sets out how we are taking
action as part of this commitment.
Additional information can also be found in ANZ’s
Social and Environmental Sustainability Target
Methodology available at anz.com.au/esgreport.
Important things to note when
reading this report
Words that appear like ‘this’ are explained in
the glossary of terms on pages 73-74. The
Disclaimer and Important Notices section on
page 6 contains important information that
should be read together with this report.
Boundaries
This report covers ANZ operations over
which, unless otherwise stated, we have
control for the financial year commencing on
1 October 2023 and ending 30 September
2024, referred to as “2024” throughout the
report, unless otherwise stated. Where data
is still maturing and may only be for a part of
our operations, the data boundary will be noted.
Monetary amounts in this document are reported
in Australian dollars, unless otherwise stated.
On 31 July 2024, the Group acquired 100% of the
shares in SBGH Limited, the immediate holding
company of Suncorp Bank. The information reported
for the year ending 30 September 2024 does not
include Suncorp Bank for the period since ownership,
unless otherwise stated. Disclosures and data relating
to Suncorp Bank will be included in our 2025 reporting.
The processes, approaches and policies described
in this report may vary in application across ANZ’s
operations, for example, to reflect specific legal
requirements of the jurisdictions in which ANZ
operates.
Frameworks
ANZ has prepared this report in accordance with the
GRI Universal Standards 2021. A GRI Index is available
in our 2024 ESG Data and Frameworks Pack. We
have also considered aspects of the Sustainability
Accounting Standards Board (SASB) Standards.
Assurance
KPMG has performed limited assurance with
respect to:
• ANZ’s ESG Supplement and the ESG Data and
Frameworks Pack, in accordance with the GRI
Universal Standards 2021, ANZ’s Social and
Environmental Sustainability Target Methodology,
and Management’s basis of reporting included in
the Explanatory Notes. KPMG’s independent limited
assurance report is on pages 75-76.
• ANZ’s self-assessment against the United Nations
Environment Programme Finance Initiative Principles
for Responsible Banking Framework. KPMG’s
independent limited assurance report in relation to
the self-assessment, is available in the ESG Data
and Frameworks Pack.
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
4ANZ 2024 ESG Supplement

Further, KPMG performs limited assurance over the
disclosures in the ANZ 2024 Climate-related Financial
Disclosures, and reasonable assurance over global
operational GHG emissions (Scope 1 and 2) (location-
based), global operational Scope 3 GHG emissions
(location-based) and global Scope 1, 2 and 3
emissions (market-based). KPMG’s limited assurance
report can be located on pages 117-119 of the
Climate-related Financial Disclosures.
Our broader reporting suite
ANZ has been a member of the United Nations
Global Compact (UNGC) since 2010. As part of our
membership, ANZ submits an annual Communication
on Progress outlining our progress against the
Ten Principles of the UNGC in the areas of human
rights, labour, environment and anti-corruption.
This is available at the UNGC website located at
unglobalcompact.org/.
ANZ is subject to the Australian Modern Slavery Act
2018 (Cth) and the United Kingdom’s Modern Slavery
Act 2015. Our Modern Slavery Statement (when
released) will set out actions taken to identify, assess
and manage modern slavery risks in our operations
and supply chain during 2024. Our 2024 Modern
Slavery Statement will be available at anz.com.au/
esgreport in March 2025.
Our 2024 Corporate Governance Statement
discloses how we have complied with the Australian
Securities Exchange (ASX) Corporate Governance
Council’s ‘Corporate Governance Principles and
Recommendations – 4th edition’.
Our 2024 Voluntary Tax Transparency Report
discloses how we meet the requirements of the
Australian Board of Tax, Voluntary Tax Transparency
Code (TTC) including setting out our tax governance
framework and compliance with the tax laws and
obligations in the jurisdictions in which we operate.
We are continually seeking to improve our reporting
suite and welcome feedback on our ESG and Climate
reporting. Please address any questions, comments
or suggestions to esg@anz.com.
Cautionary statement on inclusion
The SDGs are a collection of 17 non-legally binding, interlinked global goals produced by the UN for
countries and governments. The SDGs are included to show how our strategy supports the SDGs.
ANZ makes no representation, warranty, or assurance of any kind, express or implied, and takes no
responsibility or liability as to whether ANZ’s strategy furthers the objective or achieves the purpose of
the indicated SDG.
Further information on the SDGs can be found at un.org/sustainabledevelopment/. The content of
this publication has not been approved by the United Nations and does not reflect the views of the
United Nations or its officials or Member States.
Sustainable Development Goals
ANZ supports the United Nations Sustainable
Development Goals (SDGs) and we believe
that business has an important role to play in
their achievement. Our current ESG targets
strive to support all 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 (located on page 18 and set out
in our UN Principles for Responsible Banking
Self-Assessment available at anz.com.au/
esgreport) that address our most significant
positive and negative impacts, aligned with the
SDGs and the Paris Agreement.
We have reported our progress towards
implementing the Principles using the
Reporting and Self-assessment Index,
available in our 2024 ESG Data and
Frameworks Pack.
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
5ANZ 2024 ESG Supplement

The material in this report contains
general background information about
the Group’s activities current as at
7 November 2024. It is information given
in summary form and does not purport
to be complete. It has a sustainability
focus and does not reflect the totality
of the Group’s business activities. For a
more complete overview of the Group’s
business, see the ANZ Annual Report
available at anz.com/shareholder/centre/.
It is not intended to be and should not be
relied upon as advice to investors or potential
investors, and does not take into account the
investment objectives, financial situation or
needs of any particular investor. These should
be considered, with or without professional
advice, when deciding if an investment is
appropriate.
Forward-looking statements
This report may contain forward-looking
statements or opinions including statements
regarding our intent, belief or current
expectations with respect to the Group’s
business operations, market conditions, results
of operations and financial condition, capital
adequacy, sustainability objectives or targets,
specific provisions and risk management
practices. Those matters are subject to
risks and uncertainties that could cause the
actual results and financial position of the
Group to differ materially from the information
presented herein. When used in the report,
the words ‘forecast’, ‘estimate’, ‘goal’, ‘target’,
Disclaimer and important notices
‘indicator ’, ‘plan’, ‘pathway ’, ‘ambition’, ‘modelling’,
‘project’, ‘intend’, ‘anticipate’, ‘believe’, ‘expect’,
‘may ’, ‘probabilit y ’, ‘risk ’, ‘will’, ‘seek ’, ‘would’,
‘could’, ‘should’ and similar expressions, as they
relate to the Group and its management, are
intended to identify forward-looking statements or
opinions. Those statements are usually predictive
in character; or may be affected by inaccurate
assumptions or unknown risks and uncertainties
or may differ materially from results ultimately
achieved. As such, these statements should not
be relied upon when making investment decisions.
There can be no assurance that actual outcomes
will not differ materially from any forward-looking
statements or opinions contained herein.
These statements only speak as at the date of
publication and no representation is made as to
their correctness on or after this date. No member
of the Group undertakes to publicly release the
result of any revisions to these forward-looking
statements to reflect events or circumstances
after the date hereof to reflect the occurrence of
unanticipated events.
Climate-related information
This report may contain climate-related
statements, including in relation to climate-related
risks and opportunities, climate-related goals and
ambitions, climate scenarios, emissions reduction
pathways and climate projections. While the
statements were prepared in good faith, climate-
related statements are subject to significant
uncertainty, challenges and risks that may affect
their usefulness, accuracy and completeness,
including:
1. Availability and reliability of data – emissions
and climate-related data may be incomplete,
inconsistent, unreliable or unavailable (including
information from the Group’s clients), and it may
be necessary to rely on assumptions, estimates
or proxies where that is the case.
2. Uncertain methodologies and modelling –
methodologies, frameworks and standards
used for calculations of climate-related metrics,
modelling and climate data are not universally
applied, are rapidly evolving and subject to
change. This may impact the data modelling,
approaches, and targets used in preparation of
this report.
3. Complexity of calculations and estimates –
estimating financed or facilitated emissions
(including allocating emissions to banking
activities) and emissions reduction is complex
and relies on assumptions and judgments, often
made in respect of long periods of time.
4. Changes to climate-related governing frameworks
– changes to climate-related policy, laws,
regulations and market practices, standards and
developments, including those resulting from
legal proceedings and regulatory investigations.
5. Lack of consistency in definitions and climate-
science terminology subject to changes –
definitions and standards for climate-related
data and assessment frameworks used
across industries and jurisdictions may vary,
and terminology and concepts relating to
climate science and decarbonisation pathways
may evolve and change over time. These
inconsistencies and changes can also make
comparisons between different organisations’
climate targets and achievements difficult or
inappropriate.
6. Reliance on third parties for data or involvement
– the Group may need to rely on assistance,
data or other information from external data
and methodology providers or other third
parties, which may also be subject to change
and uncertainty. Additionally, action and
continuing participation of third parties, such
as stakeholders, may be required (including
financial institutions and governmental and non-
governmental organisations).
Due to these uncertainties, challenges and risks,
statements, assumptions, judgments, calculations,
estimates or proxies made or used by the
Group may turn out to be incorrect, inaccurate
or incomplete. Readers should conduct their
own independent analysis and not rely on the
information for investment decision-making.
The information in this notice should be read
with the qualifications, limitations and guidance
included throughout this report and in:
Appendix 4 ANZ Financed Emissions
Methodology included in the 2024 Climate-
related Financial Disclosures available at
anz.com.au/esgreport
Appendix 6 ANZ Operational Greenhouse
Gas Reporting and Carbon Offset Methodology
included in the 2024 Climate-related Financial
Disclosures available at anz.com.au/esgreport
ANZ Social and Environmental Sustainability
Target Methodology available at anz.com.au/
esgreport
2024 ANZ ESG Data and Frameworks Pack
available at anz.com.au/esgreport
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
6ANZ 2024 ESG Supplement

CEO’s message
Environmental, Social and
Governance (ESG) principles are
integral to our purpose, which is to
shape a world where people and
communities thrive. We deliver our
purpose by executing on our strategy,
which is focused on improving the
financial wellbeing and sustainability
of our customers.
To keep pace with the rapidly evolving external
environment and ensure we’re focused on the right
areas, we engage regularly with our stakeholders.
This ESG Supplement sets out our approach to
these areas – one of which is ethics, conduct and
culture.
We believe a strong culture is critical to meeting
community expectations and continue to be
guided by our Code of Conduct, which sets the
expected standards of behavior consistent with
our purpose. The Code supports our values
and helps us to make fair, balanced and ethical
decisions in our day-to-day work.
This year issues that arose in our Australian
Markets business have reinforced how critical it is
to ensure we have an engaged, purpose-led and
diverse culture across ANZ, built around driving
better customer outcomes.
Shayne Elliott
Chief Executive Officer
While our employee engagement score remained
industry leading in 2024, I acknowledge there
is always more to be done to embed a strong,
speak-up culture with a deep understanding of
non-financial risk. As CEO of ANZ, this is a key
priority.
Financial wellbeing and housing continue to be key
areas of focus given cost of living pressures and
deteriorating housing affordability and availability
in both Australia and New Zealand. This year, we
have funded and facilitated more than $1 billion
against our target of delivering $10 billion of more
affordable, accessible and sustainable homes
to buy and rent by the end of 2030. We have
delivered more than $6.4 billion since the target
commenced in 2018.
Our Climate and Environment Strategy adopts a
Group wide approach to financing a sustainable
transition. This is discussed in more detail in our
2024 Climate-related Financial Disclosures.
We also work hard to stay abreast of what’s
happening in the broader economy and the impact
it’s having on our customers and the community.
Maintaining the security of customer information,
including how we support customers and keep
them safe from scams, is vitally important to our
stakeholders.
We set out how we are investing in prevention
and detection tools across the bank to keep our
customers and their data safe. We also outline
our approach to providing fair, accessible and
affordable products to customers.
This includes measures we’re taking to improve
both the experiences and outcomes for those
seeking hardship support, which is particularly
important in the current economic conditions.
This year we also undertook a review of our Ethics
and Responsible Business Committee. I chair this
committee and we want to ensure it continues to
effectively fulfill its role as the world continues to
evolve at pace.
We understand there will always be more to do
to respond to a fast-changing world, but we’re
making good progress and taking meaningful
action towards our purpose. We recognise the
importance of ESG in delivering long-term benefits
to our shareholders and that managing ESG well
delivers stronger governance outcomes, a lower
risk bank and more sustainable earnings while
helping us better serve our customers.
Finally, but importantly, during this financial year
ANZ completed the historic acquisition of Suncorp
Bank. We will incorporate our ESG reporting
on Suncorp Bank from the 2025 financial year
onwards.
Shayne Elliott
Chief Executive Officer
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
7ANZ 2024 ESG Supplement

About our business
Australia Retail
Provides a range of banking products and services to Australian consumers.
Australia
Commercial
Provides a range of banking products and financial services to small business
owners, medium commercial customers, large commercial customers, and high
net worth individuals and family groups.
Institutional
Services global institutional and corporate customers, and governments across
Australia, New Zealand and International (including Papua New Guinea (PNG)) via
Transaction Banking, Corporate Finance and Markets business units.
New Zealand
Services retail and commercial banking customers in New Zealand and is one
of the largest New Zealand companies.
Pacific
Provides banking products and services to retail and commercial customers
(including multi-nationals) and to governments located in the Pacific region
(excluding PNG which forms part of the Institutional division).
Suncorp Bank
On 31 July 2024, the Group acquired 100% of the shares in SBGH Limited, the
immediate holding company of Suncorp Bank. The transaction was undertaken
to accelerate the growth of the Group’s retail and commercial businesses while
also improving the geographic balance of its business in Australia. The ESG
performance reported for the year ending 30 September 2024 does not include
Suncorp Bank for the period since ownership, unless otherwise stated. Disclosures
and data relating to Suncorp Bank will be included in our 2025 ESG reporting.
Group Centre
Provides support to the operating divisions, including technology, property,
risk management, financial management, treasury, strategy, marketing, human
resources, corporate affairs, and shareholder functions. It also includes minority
investments in Asia and interests in the ANZ Non-Bank Group.
Our purpose and strategy
Our purpose is to shape a world where
people and communities thrive. It explains
‘why’ we exist and drives everything we
do at ANZ, including the choices we make
each day about those we serve and how
we operate.
We bring our purpose to life through our
strategy: to improve the financial wellbeing and
sustainability of customers through excellent
services, tools and insights that engage and
retain them, and help positively change their
behaviour.
Integrating ESG and purpose into our strategy
has created an opportunity for us to better
serve our customers and generate long-term
shareholder value.
Through our purpose we have elevated three
areas facing significant societal challenges
aligned with our strategy and our reach
which include commitments to:
• Improving the financial wellbeing of our
people, customers and communities by
helping them make the most of their money
throughout their lives
• Supporting household, business
and financial practices that improve
environmental sustainability; and
• Improving the availability of suitable and
affordable housing options for all Australians
and New Zealanders.
We provide banking and financial products and services to more
than 10 million
1
retail and business customers, across 29 markets.
Our expertise, products and services make us a bank. Our people,
purpose, values and culture make us ANZ.
Our values
Our values shape how we deliver our
purpose-led strategy. They 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 down the expected
standards of professional behaviour and
guides us in applying our values.
Our values are: I.C.A.R.E
Integrity
Collaboration
Accountability
Respect
Excellence
We operate across a diverse business structure
1. Includes Suncorp Bank customers.
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
8ANZ 2024 ESG Supplement

ESG governance and risk management
Board and Executive oversight
The ANZ Group Holdings Limited Board (Board)
is responsible for oversight of the Group and
its overall governance and performance, with
specific duties as set out in its charter available
at anz.com.au/corporategovernance.
The Board, with the support of six principal
Board Committees (refer chart to the right),
is also responsible for oversight of ANZ’s
governance framework. The framework seeks
to provide effective and responsible decision
making, assisting ANZ in delivering on its
strategy and purpose. Each Board Committee
has its own charter setting out its roles and
responsibilities available at anz.com.au/
corporategovernance
.
At management level, the Group Executive
Committee (ExCo) comprises ANZ’s most senior
executives. A delegations of authority framework
outlines matters delegated from the Board to our
Chief Executive Officer (CEO) and other members
of senior management. In addition, a number of
formally established management committees
deal with particular sets of ongoing issues.
The Board and key committees oversee our
ESG approach, including how we manage our
climate risks and opportunities. The committees
that represent our governance structure for the
oversight of ESG risks and opportunities are
discussed on the following pages. Our governance
approach to climate-related risks and opportunities
is discussed in more detail in our 2024 Climate-
related Financial Disclosures available at
anz.com.au/esgreport.
Board and Board Committees
ANZ’s Board
The Board is responsible for the oversight and
strategic direction of the Group.
As part of its role, the Board sets and monitors
the long-term implementation of ANZ’s strategies
and financial objectives. The Board has a
specific responsibility to oversee and assess
management’s performance in achieving strategies
and budgets approved by the Board as well as
monitoring the management of risk across ANZ.
Board skills
The ANZ Board Skills Matrix, as set out in the
2024 Corporate Governance Statement, which
is available at anz.com/corporategovernance,
outlines the key skills and experience the ANZ
Board is looking to achieve in its membership.
Included in the skills matrix is sustainability.
Our directors collectively bring a broad range of
skills, and current and prior experience which
includes having held roles across sectors such
as infrastructure, energy, mining, banking and
agriculture. For further details on the experience of
our directors refer to anz.com/annualreport.
In addition to having individuals on the Board with
a variety of technical skills and experiences, the
Board seeks to ensure that the directors operate
as a team. The Board is focused on the long-term
success of the Group. Each director has an individual
perspective which facilitates respectful and
constructive challenge of management and each
other, allowing for robust debate when navigating
complex issues.
The Skills Matrix is reviewed by the Nomination and
Board Operations Committee on a regular basis.
Principal Board
Committees
Audit Committee
Ethics, Environment,
Social and Governance
Committee
Risk Committee
Digital Business
and Technology Committee
Nomination and
Board Operations Committee
People
and Culture Committee
Board of Directors
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
9ANZ 2024 ESG Supplement

For more information on our approach to climate-
related risks see our 2024 Climate-related Financial
Disclosures available at anz.com.au/esgreport.
Board Digital Business and
Technology Committee
The role of the Digital Business and Technology
Committee is to assist the Board in the effective
discharge of its responsibilities by providing
oversight of the Group’s digital transformation,
data, technology, technology-related innovation
and information/cyber security strategies.
Board People and Culture Committee
The Board is ultimately responsible for and
oversees ANZ Group’s Performance and
Remuneration Framework and its effective
application throughout the ANZ Group. The People
and Culture Committee’s role is to assist the Board
in its oversight of the effective operation of the
Performance and Remuneration Framework and
other Talent and Culture matters.
The People and Culture Committee has a strong
focus on the relationship between business
performance, risk management and remuneration,
aligned with our business strategy.
A joint meeting of the People and Culture,
Risk and Audit Committees is held annually to
review performance and variable remuneration
recommendations at both the Group, and CEO/
Disclosed Executive level (i.e. assessment of the ANZ
Group Scorecard and Divisional Scorecards for the
current financial year and setting the preliminary ANZ
Group Scorecard and Divisional Scorecards for the
next financial year). The Committees then submit
their recommendations to the Board for approval.
Refer to our Remuneration Report within our Annual
Report available at anz.com/annualreport.
Ethics and Responsible Business
Committee (ERBC)
The ERBC, chaired by the CEO, comprises Group
Executives and senior executives from business
divisions and Group functions.
The ERBC is a leadership and decision-making
body that exists to advance ANZ’s purpose and
seeks to ensure that ANZ operates responsibly
and achieves fair, ethical and balanced stakeholder
outcomes. The ERBC provides leadership on our
ESG risks and opportunities, monitoring progress
quarterly against ANZ’s ESG targets, which include
those related to climate.
This year, we have undertaken a review of the
ERBC to ensure the Committee continues to
effectively fulfill its role. In August 2024, the ERBC
charter was updated to reflect:
• Adjustments to the Committee’s key
responsibilities to align with restated objectives,
including relating to financial wellbeing,
affordable housing and ethical and ESG risks
and opportunities;
• Renewed Committee membership, for example,
inclusion of Group Executives from four of ANZ’s
divisions (Australia Commercial, Institutional,
New Zealand and Australia Retail); and
• The ERBC considers the key social and
environmental impacts of various industries,
customers and communities ANZ serves.
The ERBC is responsible for overseeing the
ERBC Sub-Committee for sensitive wholesale
transactions.
Board Ethics, Environment, Social and
Governance (EESG) Committee
The Board EESG Committee is responsible for
assisting the Board by providing oversight of
measures to advance ANZ’s purpose, focusing
on ethical and ESG matters.
In undertaking this role, the Board EESG
Committee is responsible for oversight, review and
approval of ANZ’s ESG approach, objectives and
performance, and public disclosures including ESG
and climate-related targets. Refer to page 18 for
more information on setting and approving targets.
The Board EESG Committee meetings typically
open with an overview of the ESG operating
environment, covering current and emerging
issues, including regulatory and parliamentary
inquiries, community sentiment, relevant
international developments and our stakeholder
engagement. Key topics that were considered in
2024 are outlined on the following page.
The Board EESG Committee also reviews the
Ethics and Responsible Business Committee
(ERBC) meeting minutes and discusses material
matters referred to it from that body.
Board Risk Committee (BRC)
The BRC oversees the implementation and
operation of the Group’s Risk Management
Framework, including climate risk, which was
elevated to a material risk in November 2023.
In undertaking this role, the BRC is responsible
for endorsing the Risk Appetite Statement. The
Risk Appetite Statement sets out the Board’s
expectations regarding the degree of risk (including
climate risk) that the Group is prepared to accept in
pursuit of its strategic objectives and business plan.
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.
ANZ’s Ethical Decision-Making
Framework
As the needs and expectations of
community, regulators and investors
evolve, we need a robust approach to
how we consider the ethical, social,
economic and environmental impacts
of decisions we make.
Our Ethical Decision-Making Framework
is a common framework used to help
deliberate complex issues – one that
enables us to consider both what we
should do and what we can do in various
scenarios.
The ERBC can draw on the Ethical
Decision-Making Framework when
considering complex ethical issues, such
as the social and environmental impacts
of the industries, customers and
transactions ANZ supports.
Board CommitteesManagement Committees
Below are the Board Committees and Management Committees that represent our governance structure for the oversight of ESG for 2024
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
10ANZ 2024 ESG Supplement

Other management committees
Other management committees play a role in
the management of risks, including climate risk
and risks which are climate-related, such as
the following:
• Operational Risk Executive Committee (OREC) is
the primary senior executive management forum
responsible for overseeing the non-financial
risk profile and the related control environment
across the Group. This includes relevant climate-
related non-financial risks; and
• Credit and Markets Risk Committee (CMRC)
is the primary senior executive management
forum responsible for the oversight and control
of credit, market, insurance and other material
financial risks across the Group. This includes
relevant climate-related financial risks.
The purpose of these management committees is
to assist the BRC in the effective discharge of its
responsibilities.
OREC and CMRC have responsibility (shared with
ERBC) for oversight of climate risk. OREC and
CMRC also have responsibility for the oversight of
ANZ’s management of new and emerging risks
within their respective risk areas.
Activities undertaken by OREC and CMRC will at
times overlap with topics raised in ERBC (and vice
versa) as part of the executive oversight and risk
management required to deliver on ANZ’s purpose
and strategy.
Areas of focus by the Board EESG
Committee and management ERBC
Both committees discuss the areas of ‘how
we bank’ and ‘who we bank’. This year the
committees have considered the below topics,
including receiving briefings from internal and
external subject matter experts. These briefings
and meetings provide opportunities to support
knowledge building and capability in a range of
ESG topics including our most material issues
discussed on page 12, and for example:
Financial wellbeing
Scams
Family violence
Financial inclusion and
community programs
First Nations banking
Nature
Large Emitters Engagement Program
(LEEP)
Ethical adoption of artificial intelligence
For the climate-related areas of focus by the Board
EESG Committee and management ERBC please
see our 2024 Climate-related Financial Disclosures
available at anz.com.au/esgreport.
We run a regular program of CEO and senior
executive meetings with civil society leaders
including non-government organisations,
government, regulators and academics to build
knowledge of our senior executives across
ESG topics.
ESG targets, including
climate-related 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 ESG issues.
Progress against our ESG targets is monitored
quarterly by the ERBC and twice a year by the
Board EESG Committee. An annual review of
these targets is conducted to ensure they remain
relevant. Proposed targets are reviewed by the
ERBC and the Board EESG Committee and
approved by the Board EESG Committee.
See our ESG targets including our 2024
performance on pages 18-22. See our 2024
Climate-related Financial Disclosures for detail on
our sectoral pathways targets available at
anz.com.au/esgreport.
Executive remuneration  
ANZ’s Remuneration Report within our Annual
Report, available at anz.com/annualreport, details
how performance and remuneration outcomes are
determined for our most senior leaders.
The CEO’s Short Term Variable Remuneration
(STVR) is assessed 100% on the ANZ Group
Scorecard, adjusted by the CEO Leadership
Modifier, which takes into consideration the CEO’s
leadership of: key strategic priorities aligned with
ANZ’s strategy; ANZ’s values/behaviours; and
ANZ’s risk and compliance standards.
Performance objectives are set for Disclosed
Executives through Divisional Scorecards, aligned
with the ANZ Group Scorecard. STVR outcomes
for Disclosed Executives reflect both the overall
performance of the Group and the performance
of each individual Disclosed Executive and their
relevant division.
ANZ’s Group Scorecard includes relevant
objectives and measures. For example the 2024
Group Scorecard includes:
• Delivery against Environmental, Social and
Governance (ESG) targets, such as the funding
and facilitation of at least $100 billion by the end
of 2030 in social and environmental activities,
management of climate risks via our Large
Emitters Engagement Program, and reducing the
direct impact of our business activities on the
environment.
• Attract, retain, engage and develop people with
the skills and mindset to support our business
transformation, such as through the upskilling
of employees with the ESG@ANZ Learning
Program.
• Maintain a purpose led culture, with strong
employee engagement, and improved diversity
and inclusion. A key measure includes a Diversity
and Inclusion (D&I) target (aligned to our D&I
strategy).
Divisional Scorecards also include objectives and
measures as relevant to the particular business.
Group/Divisional Scorecards are not designed to
capture all of our ESG targets – however our senior
leaders are accountable for ensuring we focus
on and seek to adhere to our commitments and
policies, with regular review and oversight by the
CAF, ERBC, and EESG.
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
11ANZ 2024 ESG Supplement

What matters most to our stakeholders
Each year we conduct a materiality assessment where we engage with internal and external stakeholders
to identify and assess our most material ESG issues. The results help inform our business practices – including
Group Performance Framework – ESG targets and the coverage given to key topics in our external reporting.
Our material ESG issues
We’re continuing to bring our purpose to life
through our focus on complex issues that are
important to society and our business strategy:
Our materiality assessment this year also
highlighted the ongoing importance of three
other issues:
• Ethics, conduct and culture was again raised
in stakeholder discussions this year. It includes
meeting expected standards of behaviour.
• Information security, encompassing cyber
security and financial crime, remains a top order
issue, including due to continuing customer
losses to scams.
• Responsible customer engagement (in
previous years we called this customer
experience), covering the need for ANZ, in
particular in challenging economic conditions, to
provide fair, accessible and affordable products,
as well as customer support, including for those
in financial hardship.
These six issues are consistent with our 2023
assessment.
Our assessment process
External views were sought on a broad range
of ESG issues through stakeholder surveys in
Australia, New Zealand and the Pacific, and
interviews in Australia with institutional investors,
consumer and environmental non-government
organisations, and our community partners. The
survey this year included a more granular list of
topics, which were then aggregated into the issues
set out on pages 13-14).
Our approach included using a double materiality
analysis, asking stakeholders to consider in what
areas ANZ has the most impact (positive and
negative) on the economy, environment and
people (including their human rights), as well as the
impact these issues may have on the bank’s ability
to create value through its financial or operating
performance.
In developing our list of topics and deciding
which issues were most material, we considered
the following:
• Our purpose, strategy, values and Code of
Conduct (refer to pages 24 and 26)
• Our Material Risks (refer to page 30 of our
2024 Annual Report available at
anz.com.au/annualreport)
• Recent regulatory developments,
including developments in sustainability
reporting standards
• Industry research and trends
• Investor reports and priorities
• Peer review
• Media review and analysis
• The United Nations Principles for
Responsible Banking
• The United Nations Sustainable
Development Goals (SDGs)
1
Our assessment approach is in accordance with
the GRI Standard G3: Material Topics 2021 and
considers the Sustainability Accounting Standards
Board (SASB) Conceptual Framework 2017. Refer
also to our 2024 ESG Data and Frameworks Pack
available at anz.com.au/esgreport.
We expect our broader ESG reporting approach
to evolve with the implementation of the AASB
Australian Sustainability Reporting Standards.
Environmental sustainability remains
one of the highest priority issues
identified by our stakeholders, in terms
of both risks and opportunities.
Financial wellbeing continues to be a
key issue in light of current economic
conditions.
Housing was also identified by many
of our stakeholders as of particular
importance, noting the challenges
associated with the cost of living and
housing affordability and availability in
Australia and New Zealand.
1. Refer to the Cautionary statement on inclusion on page 5.
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
12ANZ 2024 ESG Supplement

1. The survey this year included a more granular list of topics, which were then aggregated into the issues set out in this table. Sub-topics within an individual issue were not necessarily identified as ‘material’ in their own right. 2. Refer to the Cautionary statement on inclusion on page 5.
Our most material ESG issues (not ranked)
Description of issue
1
Location of disclosureRelated UN SDGs
2
Environmental
sustainability
Climate change; nature including biodiversity; circular economy;
ANZ’s own emissions.
2024 Climate-related Financial Disclosures available at
anz.com.au/esgreport
2024 ESG Supplement pages 27-28 (summary only)
2024 Annual Report page 16 available at
anz.com.au/annualreport
Financial wellbeingCustomer and community financial wellbeing.2024 ESG Supplement pages 32-36
2024 Annual Report page 16 available at
anz.com.au/annualreport
HousingHousing access, affordability and sustainability.2024 ESG Supplement pages 29-31
2024 Annual Report page 16 available at
anz.com.au/annualreport
Ethics, conduct and
culture
Corporate values, conduct and culture; and
corporate governance.
2024 ESG Supplement pages 23-26
2024 Annual Report page 16 available at
anz.com.au/annualreport
Information securityFinancial crime prevention (including fraud and scams);
cyber security and data management (including privacy
and security).
2024 ESG Supplement pages 37-41
2024 Annual Report page 16 available at
anz.com.au/annualreport
Responsible customer
engagement
Responsible marketing, sales and lending practices; fair,
accessible and affordable products and services; customer
support (e.g. hardship), experience and satisfaction.
2024 ESG Supplement pages 42-47
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
13ANZ 2024 ESG Supplement

Other ESG issues (not ranked)
Description of issue
1
Location of disclosureRelated UN SDGs
2
Digital banking
experience
Digital innovation and emerging technology, including artificial
intelligence.
2024 ESG Supplement pages 48-49
2024 Annual Report page 16 available at
anz.com.au/annualreport
Diversity and inclusionDiversity, equity and inclusion; First Nations rights, advancement
and integration (e.g. of Te Ao Māori).
2024 ESG Supplement pages 61-67
Employee experienceWorkforce planning, attraction and retention, including remuneration;
employee support (e.g. health, safety, wellbeing and engagement).
2024 ESG Supplement pages 68-71
Human rightsHuman rights and modern slavery; supply chain management and
procurement that is sustainable, responsible and diverse.
2024 ESG Supplement pages 59-60
Regulation and risk
management
Regulatory compliance; anti-money laundering (AML),
counter-terrorism financing (CTF), anti-bribery, anti-corruption
(ABAC); financial system risk and resilience.
2024 ESG Supplement pages 50-56
2024 Annual Report pages 26-28 available at
anz.com.au/annualreport
Thriving communitiesCommunity engagement, investment and contribution.2024 ESG Supplement pages 57-58
1. The survey this year included a more granular list of topics, which were then aggregated into the issues set out in this table. Sub-topics within an individual issue were not necessarily identified as ‘material’ in their own right. 2. Refer to the Cautionary statement on inclusion on page 5.
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
14ANZ 2024 ESG Supplement

Stakeholder engagement
Customers
Key issues raised
• Increasing interest rates and how they impact
cost of living pressures
• Conduct and culture
• Products, fees and charges
• Customer service including access to branches
in regional Australia
• ANZ’s digital propositions including ANZ Plus
• Agreement to acquire Suncorp Bank by ANZ
• Information security, scams and data privacy
• Societal challenges including housing
affordability and natural disasters
• Digital inclusion
• Supporting our customers’ transition to net-zero
• Macroeconomic, geopolitical and localised
issues impacting customers
How we responded
Examples of our response to a number of the
issues raised by customers can be found on pages
42-47 of this document.
Employees
How we engaged
• Branch staff and relationship managers, product
partners and senior managers for specific
customer support (in-person and via calls,
emails and letters)
• ANZ’s online customer research community
• Live chat and notifications on anz.com and the
ANZ Apps
• Online forums, surveys, focus groups, and
individual in-depth interviews
• ‘Voice of Customer’ platform capturing feedback
on customers’ experience with ANZ
• Conversations with our complaints resolution
team, Extra Care Hub and related functions
• Social media
• Research and economics forums and insights
• ‘5-in-5 with ANZ’ podcast
• Customer and sponsorship events and
delegations
How we engaged
• Annual ‘My Voice’ survey and regular ‘pulse’
surveys
• Risk culture survey
• Financial wellbeing webinars
• Reconciliation Action Plan barometer survey
• Interactive webcasts with ANZ’s CEO, Executive
Committee and other internal and external guest
speakers
• Direct people leader communication, including
in-person leadership conferences
• Internal communications channels, including
email, intranet and Viva Engage
• Meetings with unions representing ANZ
employees
• Workplace mental health review
• Divisional roadshows for employees
Key issues raised
• Attracting, building and retaining workforce
capability
• Business strategy and priorities including the
acquisition of Suncorp Bank by ANZ
• Professional growth and development
• Change and transformation
• The impact of artificial intelligence and
technology
• Our purpose and material ESG focus areas,
and how ANZ is responding
• Diversity and inclusion
• Flexible working arrangements
• Remuneration and reward; performance
management
• ‘Speak up’ culture
• Wellbeing
How we responded
Examples of our response to a number of the
issues raised by employees can be found on
pages 64-71 of this document.
One of the ways we help create long-term
value and deliver on our business strategy
is through a collaborative and proactive
approach to building and maintaining
relationships with stakeholders.
To demonstrate trustworthiness and build on
existing confidence, we have communicated
openly, embedding stakeholder engagement
in our policies, processes and operations.
Outlined below are the key issues raised by
our stakeholders throughout the year and
examples of how we responded.
See our Stakeholder Engagement
Policy Summary available at
anz.com.au/about-us/esg/policies-
practices/
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
15ANZ 2024 ESG Supplement

• The environment and energy, including climate-
related financial disclosures, the regulation
of ‘greenwashing’, support for hydrogen and
sustainable financing
• Payments, including the regulation of payments
and the provision of cheques
New Zealand
• Regulatory issues including responsible
consumer lending, the consumer data right,
AML/CTF laws, environmental planning
reforms for agribusinesses, merchant service
fees, deposit compensation and prudential
supervision
• Public policy development on issues including
competition in retail banking, accessibility of
banking services, climate resilience and climate-
related financial disclosures, scams, housing,
macroprudential tools and payments
• Economic analysis and outlook provided by
ANZ Research
How we responded
We listen to and seek to engage constructively
with government, regulators and policy makers,
including participation in government consultations
and parliamentary inquiries.
An overview of the work underway in response
to a number of issues raised is outlined on
pages 50-56 of this document and the 2024
Climate-related Financial Disclosures available
at anz.com.au/esgreport.
Shareholders
How we responded
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. This year, we held our
seventh annual ESG investor briefing.
Examples of our response to a number of the
issues raised by shareholders can be found on
pages 12-14 of this document and pages 12-30
of the 2024 Annual Report available at anz.com.
au/annualreport.
Government and regulators
How we engaged
• Meetings with members of Parliament, public
officials and regulators
• Submissions to and appearances before
Parliamentary committee inquiries and
government and regulatory consultations
Key issues raised
Australia
• Cost of living pressures, including the impact
of interest rates on our customers and the
economy
• Conduct of ANZ
• Review of industry approaches to identifying and
supporting home loan customers experiencing
financial hardship
• Physical banking services, including branches
in regional areas and the distribution of cash
• The acquisition of Suncorp Bank by ANZ,
including the governmental approvals and
measures needed for this
• The prevention and response to crime, including
government and industry responses to scams,
reforms to Anti-Money Laundering/Counter
Terrorism Financing (AML/CTF) laws, financial
abuse, and cyber security
• Technology and privacy, including artificial
intelligence, the Consumer Data Right, reforms
to Australia’s privacy laws and digital identity
• The provision of credit and financial advice,
including the Personal Property Securities
Register, comprehensive credit reporting and
advice regulation
• International relations, including cross-border
trade, Australian engagement with the
Association of Southeast Asian Nations and
banking services in the Pacific
How we engaged
• Disclosures including results announcements,
investor presentations, external reporting suite
and ASX lodgements
• Shareholder engagement program including
ANZ’s shareholder centre website updates,
written communication and shareholder
discussions
• Interim and full-year results briefings
• ESG investor briefings, strategy and other
market updates
• Annual General Meeting
Key issues raised
• Operating conditions and how ANZ is navigating
the environment and supporting customers
• ANZ’s purpose, strategic focus, business
priorities and competitive advantage
• Financial performance, including key drivers and
returns relative to prior periods and the broader
banking sector
• Balance sheet management, including capital,
liquidity and funding positions
• Shareholder returns, share price trends and
dividends
• Risk management, including credit quality trends
and operational risk (including cyber risk)
• The acquisition of Suncorp Bank by ANZ
• Progress on ANZ’s digital initiatives
• Material ESG focus areas, and how ANZ is
responding
• Remuneration and rewards
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
16ANZ 2024 ESG Supplement

Non-Government
Organisations (NGOs)Industry associations
How we responded
We seek to contribute constructively to
public policy formation and to understand
the perspectives of our communities elected
representatives, policymakers and regulators.
We contribute to discussions on the development
of policies on business, economic, social and
environmental issues affecting our customers and
shareholders.
We work in a collaborative and open way as
members of associations that have similar interests
and approaches to ours. We understand our
stakeholders are interested in the position we take
on issues such as banking accessibility, scams and
climate change, and our membership of industry
associations that develop policies and undertake
advocacy on these issues.
Examples of our response to a number of the
issues raised by industry associations can be
found on pages 37-42 of this document, and
pages 38-39 of our 2024 Climate-related Financial
Disclosures available at anz.com.au/esgreport.
In 2024, our key membership
payments included:
Australian Banking Association $2,580,387
Business Council of Australia $104,500
New Zealand Banking Association
NZ$729,596
Business New Zealand NZ$43,700
How we engaged
• 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
• Cost of living pressures
• Support for customers, employees and
communities impacted by family violence and
financial abuse
• First Nations social and economic development
• Homelessness in Australia and New Zealand
• Customers requiring extra care, hardship
programs and consumer protection
• Conduct and culture
• Climate change policies, climate risks and
opportunities, and nature
• Digital inclusion and capability
• Natural disaster support
• Mental health issues related to financial stress
How we responded
Examples of our response to a number of the
issues raised by NGOs can be found on pages
57-58 of this document and pages 33-35 and
41-51 of our 2024 Climate-related Financial
Disclosures available at anz.com.au/esgreport.
How we engaged
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 Banking
Association (NZBA), and Business New Zealand.
Through our memberships we:
• Participate in discussions about industry-wide
issues and strategy
• Provide input to industry association responses
to Parliamentary committee inquiries and
government consultations
• Engage with consumer representatives to
discuss issues affecting customers
• Participate in relevant ABA and NZBA working
groups
Key issues raised
• Review of the Banking Code of Practice
• Information security, scams, artificial intelligence
and data privacy
• The distribution of cash in Australia and
branches
• Climate change policy, climate risks and
opportunities, climate-related financial
disclosures
• The Consumer Data Right and digital identity
• Financial crime and financial abuse and
vulnerability
• Housing, including responding to Government
initiatives and consultations
Overview and governance
Our 2024 reporting suite
Disclaimer and important notices
CEO’s message
About our business
ESG governance and
risk management
What matters most
to our stakeholders
Stakeholder engagement
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
17ANZ 2024 ESG Supplement

We continue to work on and progress our public ESG targets that reflect
some of our most material ESG issues. Our ESG targets also support the
delivery of our business practices, and our purpose, to shape a world
where people and communities thrive.
Progress against our ESG targets is reviewed by the Ethics and Responsible Business Committee
quarterly and twice a year by the Board Ethics, Environment, Social and Governance Committee.
An annual review of these targets is conducted to ensure they remain relevant.
2024 target performance status
Our material ESG issues
This year we have partially achieved, or made
good progress against our eight ESG targets:
Details of our targets and performance
in 2024 are set out on the following pages.
Ethics, conduct and culture
Environmental sustainability
Financial wellbeing
Responsible customer engagement
Housing
Information security
Four of the targets have been revised for 2025.
has been partially achieved
and has now concluded, and
1
are in progress and
continuing, but
7
sub-target is off track.
1
Details of our material ESG issues and how
we identify and assess these are set out on
pages 12-14. Our targets focus on those
material issues which help bring our purpose
to life – environmental sustainability, financial
wellbeing and housing.
Our ESG targets and performance
Overview and governance
Our ESG targets and
performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
18ANZ 2024 ESG Supplement

2024 ESG targets performance summary
1. From a baseline of approximately 2.4 million customers as at 30 September 2023 2. Refer to the Cautionary statement on inclusion on page 5. 3. Saver Plus. 4. Eight out of 10 months saving (as per Saver Plus program), measured by participant survey data. 5. Refer to the Cautionary
statement on inclusion on page 5. 6. Q1 FY24 includes transactions validated as eligible for inclusion in the target from 23/09/2023. Q4 FY24 progress included transactions allocated towards the target validated as eligible up to 21/09/2024. A small number of transactions lodged after
21/09/2024 and before 30/09/2024 were also validated and included. Refer also to the ANZ Social and Environmental Sustainability Target Methodology available at anz.com/esgreport. 7. Refer to the Cautionary statement on inclusion on page 5.
2024 Ta rg e t2024 Performance2025 Ta rg e tStatusMaterial Issues
Encourage our customers to build and maintain financial resilience
with the aim of having at least 2.5 million customers
1
with a financial
buffer of approximately 6 weeks’ expenses by end 2026. (Australia/
New Zealand)
At the end of 2024, 2,587,441 customers in Australia and New
Zealand had a financial buffer of approximately 6 weeks’ expenses.
We expect the number of customers with this financial buffer to vary
over time as customers respond to economic circumstances.
No change for 2025
Related UN SDGs
2
Pilot a savings program
3
for people on lower incomes in Fiji and
Vanuatu by end 2025, with at least 80% of participants having
demonstrated a savings habit
4
upon completion. (Pacific)
We have commenced the savings program pilot in Fiji in July 2024 and
in Vanuatu in October 2024. The pilots will run for 12 months in each
country, with the Fiji pilot expected to conclude in June 2025 and the
Vanuatu pilot expected to conclude in September 2025.
No change for 2025
Related UN SDGs
5
Fund and facilitate at least $100 billion by end 2030, including
$15 billion in 2024, in social and environmental activities through
customer transactions and direct investments by ANZ. This
includes initiatives that aim to help lower carbon emissions, protect
nature, increase access to affordable housing and promote
financial wellbeing.
Since 1 April 2023, we have funded and facilitated approximately
$38.96 billion, across 226 transactions, of which $20.23 billion is
funded and $18.73 billion is facilitated. This includes $30.17 billion
allocated towards the target in 2024
6
, exceeding our $15 billion 2024
sub-target.
Fund and facilitate at least $100 billion
by end 2030, including $18.5 billion
in 2025, in social and environmental
activities through customer transactions
and direct investments by ANZ. This
includes initiatives that aim to help
lower carbon emissions, protect nature,
increase access to affordable housing
and promote financial wellbeing.
Related UN SDGs
7
Overview and governance
Our ESG targets and
performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
19ANZ 2024 ESG Supplement

1. Refer to the Cautionary statement on inclusion on page 5. 2. Environmental reporting year is 1 July – 30 June, in line with the Australian regulatory reporting year. 3. Using a market-based method for Scope 2 calculations. Refer to the ANZ Operational Greenhouse Emissions Gas Reporting
and Carbon Offset Methodology in Appendix 6 of the Climate-related Financial Disclosures. 4. Self-generated renewable electricity, direct procurement from offsite grid connected generators e.g. Power Purchase Agreement (PPA) and default delivered renewable electricity from the grid,
supported by credible attributes in accordance with RE100 technical guidelines. 5. Power Purchase Agreement. 6. Total potable water consumed from ANZ’s global properties. From 2021 includes global water consumption values, 2018 – 2020 values represent water consumption in our
Australian commercial offices (>10,000m
2
) excluding 347 Kent Street which was sold in the 2020 reporting year. 7. Total waste to landfill generated from ANZ’s global properties. From 2021 includes global waste consumption values, 2018 – 2020 values include Australia and New Zealand only.
8. Refer to the Cautionary statement on inclusion on page 5.
2024 Ta rg e t2024 Performance2025 Ta rg e tStatusMaterial Issues
Enhance our management of climate risks and opportunities by
intensifying our engagement with our largest emitting business
customers. We will expect and encourage them to strengthen their
low carbon transition plans, by:
• focusing our engagement and raised expectations on our 100
largest emitting business customers with the aim that by end 2025,
compared to their starting point more customers achieve a ‘well
developed’ or ‘advanced’ rating for their low carbon transition plans;
• extending the use of our Climate Change Risk Assessment
methodology so that by end 2024 it has been used to support
our engagement with the revised list of our 100 largest
emitting business customers.
We extended the use of Climate Change Risk Assessment (CCRA)
methodology to our 100 largest emitting business customers who
were also engaged and assessed for their transition plan maturity.
Enhance our management of climate
risks and opportunities by intensifying
our engagement with our largest
emitting business customers. We
will expect and encourage them to
strengthen their low carbon transition
plans, by focusing our engagement and
raised expectations on our 100 largest
emitting business customers with the
aim that by end 2025, compared to
their starting point more customers are
assessed as being in a ‘mature’ phase of
their low carbon transition plans.
Related UN SDGs
1
Reduce the direct impact of our business activities on the
environment
2
by:
No change for 2025
• Reducing combined scope 1 and 2 emissions 85% by
2025 and 90% by 2030 (against 2015 baseline);
3
• Our combined scope 1 and 2 emissions have decreased by 80%
since 2015.
• Being powered by the equivalent of 100% renewable
electricity by 2025;
4
• 57% of electricity consumption associated with our operations
came from renewable sources in 2024. Shortfall due to wind turbine
faults from our PPA
5
and lack of renewable energy schemes in our
international locations.
• Reducing water consumption
6
by 40% by 2025
(against 2017 baseline);
• Our global water consumption has decreased by 59% since
2 0 1 7.
• Reducing waste to landfill
7
by 40% by 2025
(against 2017 baseline);
• Our waste to landfill generated by global operations has decreased
by 75% since 2017.
• Reducing paper consumption (both office and ANZ originated
customer paper use) by 70% by 2025 (against 2015 baseline).
• Our paper consumption has decreased by 74% since 2015.
Related UN SDGs
8
Overview and governance
Our ESG targets and
performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
20ANZ 2024 ESG Supplement

2024 Ta rg e t2024 Performance2025 TargetStatusMaterial Issues
Fund and facilitate at least $10 billion of investment by end 2030,
including $750 million in 2024, to deliver homes to buy and rent that
are more affordable, accessible or sustainable
1
.
Since October 2018, we have funded and facilitated approximately
$6.48 billion to support the delivery of more affordable, accessible
or sustainable homes to buy and rent.
This includes $1.18 billion allocated towards the target in 2024
2
,
exceeding our $750 million 2024 sub-target.
Fund and facilitate at least $10 billion
of investment by end 2030, including
$750 million in 2025, to deliver homes
to buy and rent that are more affordable,
accessible or sustainable
3
.
Related UN SDGs
4
Helping New Zealand homeowners improve the sustainability of their
homes and/or reduce their transport emissions through discounted
lending of at least NZ$670m in aggregate to at least 16,000
households by end 2025. (New Zealand)
Since October 2020 we have supported 16,221 households
into healthier homes and NZ$647.2 million lending through:
• Our Healthy Home Loan package
• Our Good Energy Home Loan Top Up
• Interest-free Insulation Loans
5

As at the end of September 2024, we have achieved:
• 96% of our lending target
• 101% of our household target
As our 2024 target was almost achieved, one year ahead of schedule,
it has been revised to maintain ambition.
Helping New Zealand homeowners
improve the sustainability of their
homes and/or reduce their transport
emissions through discounted lending
of at least NZ$825m in aggregate to at
least 19,700 households by end 2025.
(New Zealand)

Related UN SDGs
6
1. Eligible housing transactions that also meet the eligibility criteria for the social and environmental target to achieve $100 billion by end 2030 may contribute towards both targets. 2. Q4 FY23 performance included transactions allocated towards the target validated as eligible up to
22/09/2023. FY24 YTD includes transactions validated as eligible for inclusion in the target from 23/09/2023 to 21/09/2024. A small number of transactions lodged after 21/09/2024 and before 30/09/2024 were also validated and included. 3. Eligible housing transactions that also meet the
eligibility criteria for the social and environmental target to achieve $100 billion by end 2030 may contribute towards both targets. 4. Refer to the Cautionary statement on inclusion on page 5. 5. Product discontinued in July 2022. 6. Refer to the Cautionary statement on inclusion on page 5.
Overview and governance
Our ESG targets and
performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
21ANZ 2024 ESG Supplement

2024 Ta rg e t2024 Performance2025 Ta rg e tStatusMaterial Issues
Achieve the 17 actions in our Reconciliation Action Plan, by end 2024.
(Australia)
We made significant progress across all 17 actions, comprising 100
deliverables, achieving 16 actions, and 98
1
out of 100 deliverables.
The two deliverables not fully achieved, and our performance against
them, are:
• 2% of all external hires in Australia are Aboriginal and/or Torres Strait
Islander employees (we achieved 1.8% in 2024).
• Maintain a retention rate of Aboriginal and Torres Strait Islander
employees that is equal to non-Aboriginal and Torres Strait Islander
employees in Australia (we achieved 84.9% for Aboriginal and Torres
Strait Islander employees compared to 88.4% for non-Aboriginal
and Torres Strait Islander employees in 2024).
These deliverables were both under the same action – “Improve
employment outcomes by increasing Aboriginal and Torres Strait
Islanders recruitment, retention, and professional development.” There
are specific actions in the First Nations Recruitment, Retention and
Professional Development Strategy aimed at further improving these
recruitment and retention rates.
Concludes in 2024
Related UN SDGs
2
1. We achieved our deliverable to provide at least six MoneyBusiness facilitator training sessions to community workers and financial counsellors working in remote communities each year on an averaged basis. 2. Refer to the Cautionary statement on inclusion on page 5.
Overview and governance
Our ESG targets and
performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
22ANZ 2024 ESG Supplement

Managing non-financial risk at ANZ
Non-Financial Risk Management
at ANZ
Following the Royal Commission, ANZ commenced
a major program to strengthen NFR management
across the Bank, including greater standardisation
of risk tolerance, processes and reporting. In
practice, NFR refers to the risks that we face from
managing our operations, our processes and
systems as well as how we conduct ourselves.
In 2022 the ANZ Board elevated its review
of progress and accountability for the NFR
program. At the time, steps included reinforcing
the Executive Committee’s accountability and
upgrading the technology platform underpinning
the new program. The Board also appointed an
independent external expert to monitor and report
on progress.
As of late 2023-24, the program was making
good progress and meeting key milestones, while
staff using the new systems were reporting an
improved NFR capability.
However, events associated with the Markets
business in the Institutional Division (see next
section) highlighted the need for an ongoing uplift
in ANZ’s NFR processes and drew a response from
APRA including a risk capital overlay.
In addition to ensuring delivery of the existing NFR
program, the Board is also requiring further focus
from Management on strengthening risk culture
and embedding the new NFR processes across
the bank.
The Board considers the final delivery of the NFR
program, combined with the additional focus on
embedding NFR controls, will provide the required
outcome. We will continue to report on our
progress to shareholders and regulators.
While the bank has a track record of
prudently managing financial risk, we are still
building capability in the management of
non-financial risk (NFR).
This has been emphasised by the Australian
Prudential Regulation Authority (APRA)
requiring ANZ to hold an additional
operational risk capital overlay, due to
concerns about our progress in this space,
including issues within our Markets business.
We have made progress in the delivery of our
NFR program, I.AM Amplified, however it is clear
there is more to do and ongoing vigilance is
required.
This will continue to be a significant focus in
2025. The actions we are taking on NFR and the
Board’s response on the specific matters arising
within the Markets business is outlined here.
Institutional Division, Markets Issues
During the year, concerns were raised regarding
an Australian Government bond issuance in 2023
where ANZ was the Duration Manager and a Joint
Lead Manager. There were also conduct and data
issues identified within our Markets business.
The Board has direct oversight of the issue and
taken a number of actions, including:
• Assessing reports from independent experts
in financial markets appointed to analyse
trading activity.
• Engaging external legal advisors, independent
of Management, to ensure rigorous and thorough
outcomes from the expert reviews.
• Establishing a sub-committee of directors with
relevant experience, chaired by ANZ Chairman,
Paul O’Sullivan, to evaluate and test technical
issues on ongoing basis.
• Commissioning Oliver Wyman, in consultation
with APRA, to undertake a thorough independent
review of culture and controls within the
Markets business.
While some of these reviews remain ongoing,
the Board has ensured accountability and
consequences are enforced where relevant,
particularly for the conduct and data matters.
Consequences for the Executive Committee are
detailed in the Remuneration Report and include:
• A reduction in the Risk Modifier which
reduced the outcome of the Group Scorecard
and impacted variable remuneration for
all employees.
• Collective accountability for the entire Executive
Committee regarding NFR matters, resulting in
a reduction in 2024 STVR and a reduction in
2025 Long Term Variable Remuneration (LTVR)
restricted rights to be granted in November/
December 2024.
• An additional STVR impact for Executives with
greater overall accountability for the Markets and
NFR matters.
Given the Australian Securities and Investments
Commission’s (ASIC) review of these matters is
ongoing, the Board has the discretion to freeze
or reduce future vesting of equity to accountable
Executives and is satisfied that the quantum of
outstanding equity is sufficient.
We are committed to
listening and learning from
our mistakes to keep the
needs of our customers as
our priority and to ensure that
we uphold the behaviors
expected of us as a bank.
We acknowledge that this year there have
been some examples of where we have
failed our customers. The actions we are
taking in these specific circumstances are
outlined on page 42.
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Managing non-financial risk at ANZ
Improving conduct and culture
Our shared culture at ANZ
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
23ANZ 2024 ESG Supplement

Improving conduct and culture
Our Code requires all employees and contractors
to comply with the law as well as our policies and
procedures. It is supported by a suite of policies
reviewed regularly to reflect legislative changes
and to ensure they remain fit for purpose
1
. We
expect our partners (such as suppliers, service
providers and other relevant third parties) to adopt
and maintain conduct and ethics principles similar
to those outlined in our Code (and its supporting
policies) and our Supplier Code of Practice.
All employees and contractors are required
to complete ANZ Essentials training courses
within two months of commencing with ANZ
and then on a regular basis. Courses include
training on ‘Living the Code’, ‘Equal Opportunity
Essentials’ (including anti-discrimination and
sexual harassment), ‘Financial Crime Essentials’
(including Anti-Money Laundering), ‘Operational
Risk’, ‘Security Essentials’ (including 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.
In 2024, the mandatory learning course
compliance rate across the enterprise was 99.73%.
Individuals who fail to complete this training or
other mandatory learning requirements within
Code of Conduct
30 days of the due date are (in the absence of
genuinely exceptional circumstances) ineligible
for any fixed remuneration increase or variable
remuneration as part of our annual Performance
and Remuneration Review (PRR).
Our Group Performance Framework includes an
annual assessment for two distinct components:
‘how’ employees have demonstrated our
behaviours and ‘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 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.
This year, there were 1,400 employee relations
cases involving alleged breaches of our Code,
with 488 resulting in a formal consequence
or the employee leaving ANZ (down from 501
in 2023). Breaches ranged from compliance/
procedural breaches (20.7%) through to general
unacceptable behaviour (38.5%), email/systems
misuse (10.5%), attendance issues (17.4%),
fraud/theft (5.5%), conflict of interest (3.7%), and
breaches of our Equal Opportunity, Bullying and
Harassment Policy (3.7%).
Outcomes following investigations of breaches
this year included 306 warnings, 88 terminations
and 94 employees otherwise leaving ANZ.
1. A copy of our Code of Conduct and the full list of policies are available at anz.com.au/corporategovernance.
Alleged breaches of ANZ Code
of Conduct
Our Code of Conduct sets expected
standards of behaviour and guides us in
applying our values.
This includes:
being ethical and professional
acting with integrity
treating everyone with dignity and respect
managing conflicts of interest
protecting privacy and confidentiality
complying with our Code, policies and
the law; and
calling out unacceptable behaviour and
standing up for what is right.
Compliance/procedural breaches
General unacceptable behaviour
Email/systems misuse
Aendance issues
Fraud/the
Conflict of interest
Breaches of our Equal Opportunity,
Bullying and Harassment Policy
20.7%
38.5%
10.5%
17.4%
5.5%
3.7%
3.7%
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Managing non-financial risk at ANZ
Improving conduct and culture
Our shared culture at ANZ
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
24ANZ 2024 ESG Supplement

Empowering our people to speak up
ANZ’s Whistleblower Policy and Program is a key
component of our strong and effective conduct
risk management and corporate governance
framework. We apply Australian whistleblower
regulations across the markets in which we
operate. Additional jurisdiction-specific regulations
imposing higher or contrary obligations are
captured in schedules within 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 misconduct and play
a pivotal role in maintaining the integrity of the
organisation. Information received through the
whistleblower channel helps to identify misconduct
that may not otherwise be detected and to act on
issues which do not support our purpose, values
and expected behaviours.
There were 222 new reports made through the
Whistleblower Program this year (up from 170
in 2023) demonstrating a continued willingness
of individuals to speak up to raise misconduct
concerns.
Our focus this year was on continuing to build
awareness and confidence in the Program,
strengthening governance and risk management
frameworks, and the timely management of
whistleblower matters.
Key initiatives included:
• 216 awareness sessions delivered to business
units, by Group Integrity (210 in 2023)
• Targeted jurisdiction and business specific
awareness sessions were also run, designed
to build trust in the process and program, and
promote speak up channels;
• An awareness campaign to mark World
Whistleblower Day in July 2024, was run across
the jurisdictions we operate in; and
• Hosting a virtual panel discussion involving
senior executives and an external expert guest
speaker on the importance of whistleblowing
and the protection of whistleblowers.
A Group-wide employee survey indicated
continued high levels of awareness and confidence
in the Program, and reporter protections, across
the organisation. Survey insights enabled
opportunities to build ongoing awareness and
trust in the Program and process, and to tailor
communication initiatives.
All employees and contingent workers are
required to undertake annual mandatory learning
on their obligations and responsibilities under
the Whistleblower Policy. Role-specific training
for Whistleblower Investigators, Whistleblower
Protection Officers, and eligible recipients of
whistleblower reports (including Executive
Committee members and Board members) was
delivered to seek to ensure they understand
their obligations under applicable laws and how
to appropriately handle, and where applicable,
investigate reports. For more information about
mandatory learning see page 70.
Whistleblower investigation outcomes
2024 Whistleblower Program themes and
allegations include:
• Code of Conduct and other policy breaches
• Bullying
• Harassment
• Discrimination
• Conflicts of interest
• Fraud (internal and external)
• Maintaining safe work environments
• Privacy and confidentiality breaches
Recommended actions and outcomes from
investigated reports include:
• Formal warnings
• Termination of employment
• Review and remediation of policy, process and
procedures
• Coaching and informal counselling
• Improved oversight
• Additional training
• Communications reinforcing expected standards
of behaviour
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Managing non-financial risk at ANZ
Improving conduct and culture
Our shared culture at ANZ
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
25ANZ 2024 ESG Supplement

Our shared culture at ANZ
At ANZ, we define culture as what’s valued,
what’s expected and how things get done.
Our culture enables the achievement of
ANZ’s purpose, to shape a world where
people and communities thrive, and
strategy, to improve the sustainability and
financial wellbeing of customers.
We bring culture to life through our behaviours which
provide a common anchor for everyone at ANZ.
Our behaviours are:
Create opportunities by bringing in
the best ideas from inside and outside
ANZ to create long-term value for our
customers and the bank
Deliver what matters by executing well
on the things that matter most; and
Succeed together by engaging
the right people, listening to and
challenging each other.
We continue to embed our behaviours across
the organisation. We have invested in uplifting
capability to help leaders drive culture, and
employees to create habits to demonstrate our
behaviours consistently. This year we launched an
initiative with a group of executive leaders to equip
them to be custodians of our purpose, strategy
and culture and work “better together” across the
enterprise to better service our customers. For
more information about how we have developed
leaders and their teams see page 70.
Measuring our culture
We measure culture by reviewing, understanding
and taking action to address the themes identified
through the following key activities:
• Annual risk culture maturity assessments
governed by our Operational Risk Executive
Committee and Board Risk Committee;
• Culture reviews conducted by our Internal Audit
team; and
• Data collected through our My Voice employee
engagement survey and our Leader 360°
behaviour assessment tool.
For more information about our My Voice
survey results and performance against external
benchmarks see page 68.
Annual Risk Culture Assessments
Our Talent and Culture, and Group Risk teams
work closely together to share insights and
create alignment between our organisational
and risk culture.
Across the year, the Group’s focus was on
embedding ANZ’s Risk Principles with targeted
training and activities supporting leaders and
teams in taking action to attain our sound risk
culture in line with the requirements of APRA
Prudential Standard CPS 220 Risk Management.
Risk culture is assessed annually, providing
insight into how well actions aimed at promoting
the importance, understanding and awareness
of risk culture have progressed. The outcomes
of the assessments support the Board to form
a view of ANZ’s risk culture.
Risk Culture Assessments consider:
• Data from our Risk Culture survey informing
our people’s perceptions of risk management
behaviours and practices;
• Risk culture metrics supported by
benchmarks; and
• The business environment and context with
a focus on how risk is considered in our
decision-making.
Outcomes of Risk Culture Assessments are
a consideration in annual Performance and
Remuneration Reviews and are used by executives,
senior leaders and people leaders to develop Risk
Culture Action Plans.
Internal Audit Culture Team:
culture reviews
Internal Audit carries out culture reviews in alignment
with the Annual Internal Audit Plan. The reviews
focused on identifying themes, root causes and
actions to drive sustainable change toward the bank’s
cultural framework – our behaviours, underpinned by
our values and the Code of Conduct. Each culture
review requires the development of a formal action
plan which has the appropriate level of oversight and
monitoring and is reassessed where appropriate to
understand cultural shift over time.
The Internal Audit culture reviews are designed
to support:
• the Board and management by providing
independent cultural insight; and
• the Board in meeting regulatory requirements such as
the Financial Accountability Regime (FAR) and APRA
Prudential Standard CPS 220 Risk Management.
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Managing non-financial risk at ANZ
Improving conduct and culture
Our shared culture at ANZ
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
26ANZ 2024 ESG Supplement

Our Climate and Environment Strategy
To support our purpose, our five-year Climate
and Environment Strategy was approved
by the Board in October 2024. It sets out
our objective to be a trusted partner for
our customers, supporting them to adapt
and become more resilient, to a changing
environment and economy. In particular, we
aim to be a leading bank in supporting an
effective and orderly transition for our large
business customers.
To achieve our Climate and Environment Strategy
we have established three core ambitions:
• Building our capability to help customers
understand climate and nature risks;
• Transitioning our lending portfolio to net-zero
financed emissions; and
• Supporting our customers’ transition and
resilience.
These ambitions will be supported by each
division having specific focus areas, and prioritised
divisional action plans that we plan to implement
commencing 2025. In this year’s Climate-related
Financial Disclosures we set out how we have
been supporting our customers to date. This lays
the foundation for us to deliver on our objective
and support an effective and orderly transition in
coming years.
Our Climate Change Commitment supports our
Climate and Environment Strategy ambition and
will be available here prior to our AGM.
To be a trusted partner for our customers, supporting them to adapt and become more resilient, to a changing
environment and economy. In particular, we aim to be a leading bank in supporting an effective and orderly
transition for our large business customers
Objective
Financing a sustainable transition
Vision
Supporting household, business and financial practices that improve environmental sustainability
Purpose
Ambition
Building our capability
to help customers understand
climate and nature risks
Transitioning our lending portfolio to
net zero financed emissions
Supporting our customers’
transition and resilience
Divisional
focus
areas
InstitutionalCommercialRetailNew Zealand
Being a leading bank in
supporting customers to
transition, and growing our
low-emissions and nature
related opportunities
Delivering insights and
propositions to support cus-
tomers to understand and
navigate the transition
Delivering targeted
education and propositions
to support customers to
adapt to climate impacts
Supporting Aotearoa
New Zealand’s transition to a
low-emissions,
climate resilient
economy
Action
pillars
Understanding risks
and opportunities
Building capability
and capacity
Driving customer
engagement
and propositions
Collaborating with
stakeholders to support an
economy wide transition
Core
enablers
Governance and ReportingData and SystemsPeople and Culture
Our 2024 Climate-related Financial Disclosures,
prepared in accordance with the Task Force
on Climate-related Financial Disclosures
recommendations 2021 (TCFD) is available at
anz.com/annualreport
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Our Climate and Environment
Strategy
Supporting our customers’
transition through financing
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
27ANZ 2024 ESG Supplement

Supporting our customers’ transition through financing
$100 billion social and
environmental sustainability target
This year, we made good progress
towards our target to fund and
facilitate at least $100 billion by
end 2030 in social and
environmental activities through
customer transactions and direct
investments by ANZ.
By the end of 2024, we have funded and facilitated
$38.96 biilion across 226 transactions since the
target commenced on 1 April 2023. This includes
initiatives that aim to help lower carbon emissions,
protect or restore nature, increase access to
affordable housing and promote financial wellbeing.
• Our goal for 2024 was to contribute at least
$15 billion towards our target. We exceeded
this with funding and facilitation of $30.17 billion
across 172
1
transactions, of which $16.09
billion was attributed to ANZ via on-balance
sheet loans and other credit lines, while close to
$14.08 billion was facilitated by ANZ.
• For further detail on ANZ’s approach for
assessing the eligibility of transactions for
inclusion towards the target, refer to the ANZ
Social and Environmental Sustainability Target
Methodology available at anz.com/esgreport.
The Board EESG Committee approved changes
to the Target Methodology on 22 October 2024.
Progress towards our $100 billion social and environmental sustainability target –
1 April 2023 to 30 September 2024
1% Social and Environmental
40% Environmental
2
50% Sustainability-linked
6
Funded
$20.23
billion
7
$3.73b Energy
$3.12b Green building
3
$0.12b Other social and environment
5
$10.08b Sustainably-linked
9% Social
4
$1.15b Aordable housing
$0.71b Other social
$0.78b Other environment
$0.44b Clean transport
20% Social and Environmental
43% Environmental
2
30% Sustainability-linked
6
Facilitated
$18.73
billion
$3.56b Energy
$3.24b Other environment
$3.69b Other social and environment
5
$5.63b Sustainably-linked
$1.34b Green building
3
$0.04b Clean transport
7% Social
4
$1.22b Other social
$0.02b Aordable housing
Highlight

Griffith University Student
Accommodation
During the year ANZ completed its first
greenfield on-campus Purpose Built
Student Accommodation financing
in 10 years. ANZ acted as the sole
financier for Stage Two of the Student
Accommodation Facility at Australia’s
Griffith University, developed by
Campus Living Villages (CLV). ANZ
worked closely with CLV to develop a
bespoke financing structure to support
the deal, supported CLV with provision
of interest rate hedging, and will act as
Security Trustee for the transaction.
Based in Queensland Australia, the
new student accommodation tower
at Griffith University’s Gold Coast
campus will contribute to the reduction
of housing pressure and enable more
domestic and international students
to access education and live nearby.
The project will see the construction
of an 11-storey purpose-built student
accommodation tower, adding 460
beds to the existing Griffith University
Village site, including accessible
apartments.
1. 2024 includes transactions validated as eligible for inclusion in the target from 23/09/2023. Fourth quarter 2024 progress included transactions allocated towards the target validated as eligible up to 21/09/2024.
A small number of transactions lodged after 21/09/2024 and before 30/09/2024 were also validated and included. 2. Includes renewable energy, energy efficiency, clean transportation, green buildings, and other
environmental activities. Other environmental activities include activities which cover multiple environmental categories and/or activities such as waste, sustainable water and wastewater management, and climate
change adaptation. 3. Includes construction or operation of buildings or portfolios of buildings that deliver positive environmental outcomes, which meet, or renovation or retrofitting of buildings, so that they can
meet regional, national or internationally recognised standards or certifications (e.g. under the Australian NABERS rating system). 4. Includes affordable housing and other social activities. Other social activities include
activities which cover multiple social categories and/or activities such as socioeconomic advancement and empowerment. 5. Includes activities which cover both environmental and social categories. 6. Note that for the
purposes of this reporting, sustainability-linked transactions (i.e. where the economic characteristics (e.g. pricing outcomes) of the financial instrument are linked to sustainability performance targets) are reported as a
separate category. 7. Funded $20.23b includes deals in “Waste” and “Water” which have deal values less than $0.10 billion.
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Our Climate and Environment
Strategy
Supporting our customers’
transition through financing
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
28ANZ 2024 ESG Supplement

Housing remains one of our most material ESG
issues, noting the challenges associated with
the cost of living and housing affordability
and availability in Australia and New Zealand.
We are focused on helping improve the
availability of suitable and affordable
housing options for all Australians and
New Zealanders by:
Increasing the supply of new social and
affordable housing into the market;
Backing new housing models from
pilot to scale to support delivery of a
housing pipeline; and
Financing emerging markets such
as build-to-rent-to-own, specialist
disability accommodation and land
lease communities.
Bringing more homes to market
In 2018, ANZ announced a public target to
fund and facilitate $1 billion of investment
by 2023 to deliver more affordable, secure
and sustainable homes to buy and rent. In
2020, having exceeded that objective, ANZ
extended the target.
Today, ANZ’s current housing target is to
fund and facilitate at least $10 billion of
investment by end 2030 to deliver homes
to buy and rent that are more affordable,
accessible or sustainable.
Since 2018, we have already delivered
over $6.48 billion into the housing sector,
with ~$1.18 billion delivered in 2024, an
ongoing testament to our focus and the
market’s appetite.
CoreLogic market research
Our ongoing partnership with CoreLogic
research, a leading provider of property
data and analytics, delivers housing
affordability research and in-depth market
analysis for the Australian housing market.
In 2024, CoreLogic research demonstrated
the challenges being faced by both buyers
and renters in the market such as:
• Housing affordability broadly
continued to deteriorate in 2024. With
unaffordability nationally declining as
the median dwelling value to income
ratio increased to 7.9 from 7.5 a year
earlier.
• Renting also continued to be
challenging – the median income-to-
rent ratio remains above 30%.
• The median income household across
Australia (earning a gross income of
around $100,000 per year), requires a
near-record high of 10.6 years to save
a 20% deposit for a home. Servicing
a new loan on the median Australian
dwelling value for this household would
require just over half of household
income (50.3%).
• Rapid increases to the target cash
rate and subsequent mortgage rate
rises have further reduced borrowing
capacity and affordability to prospective
buyers.
Assemble project – Thompson Street, Kensington
Our target is focused on delivering more new
housing supply to market. Specifically, how
financial institutions can play their part in
changing the market to deliver more of the right
housing, in the right locations, at the right price
point for both rental and purchase.
This can be completed through the ongoing
delivery of housing supply including backing
of emerging markets, new market models and
scalable pilot projects. Investment in social and
affordable housing not only provides financial
returns to investors, but also supports both the
economy and society.
ANZ also continues to play an ongoing role in
supporting the development of housing policy.
We maintain ongoing engagement with industry
stakeholders from across the sector, offering both
public policy and market expertise to support
government, the community and our customers.
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
29ANZ 2024 ESG Supplement
Supporting an increase in supply of suitable and affordable housing

Delivering better
housing outcomes
Since 2018, ANZ has continued to focus
on supporting our customers across the
housing continuum while also maintaining
our focus on long-term supply initiatives.
Examples of customers we have
supported this year include:
Assemble – Building for the Future
One innovative model, by housing developer and
manager Assemble, is showing how the private
sector can help alleviate this need, but at the same
time draw in significant institutional investment.
Over the past decade, Assemble has developed
rent and purchase models which made it easier for
people on all income levels to buy quality houses
in central locations. This involves integrated build-
to-rent model and home-ownership pathways
via build-to-rent-to-own and build-to-sell living
options in desirable areas with good amenity in
and around capital cities.
ANZ has been working with Assemble since the
beginning of their housing journey. This year we
were pleased to see the model receiving a further
boost with industry super funds AustralianSuper
and HESTA taking a controlling stake in the, until
now, privately owned Assemble, and merging with
its fund manager Super Housing Partnerships. This
deal means that Assemble are well placed to deliver
17,000 new residences over the next 10 years.
The new Assemble structure is expected to enable
new institutional investor partners to participate
in housing investment opportunities across the
housing spectrum. Under this model Assemble
aims to provide institutional investors with
investment opportunities which generate stable,
long-term returns by investing in housing at scale
across Australia.
In 2024, we have continued our support for
Assemble through the following projects:
• Funded the completion and provided an
investment facility for the Thompson Street,
Kensington apartment complex, consisting
of 199 apartments with their partner
AustralianSuper.
• Provided development funding to construct
Ballarat Street, Brunswick for 171 build-to-
rent-to-own apartments with their partner
AustralianSuper.
• Provided ongoing construction funding for
402 Macaulay Road, Kensington for 362 build-
to-rent affordable and social apartments with
their partner HESTA.
Tetris Capital – Delivering scalable social
and affordable housing
Tetris Capital – a social infrastructure, property
developer, and investor – has demonstrated its
commitment to working together with government,
the community housing sector and ANZ to
leverage the delivery of more social and affordable
housing into the market.
This year we partnered with Tetris Capital to
provide development finance to support the
delivery of housing for people in our community
who need it most with three key projects
kickstarting in 2024.
We are providing debt to support the Victorian
Government’s Ground Lease Model 2 project. The
project sees Homes Victoria lease public land to a
consortium who will finance, design and construct
1,370 new social, affordable, specialist disability
and market rental residential dwellings across
four project sites in Victoria. The new housing
stock will replace aging properties with modern,
accessible and energy-efficient homes in South
Yarra, Prahran, Hampton East and Port Melbourne,
to be delivered by 2026. Community housing
providers will manage and maintain the sites for
40 years. Community Housing Limited (Vic) is the
lead provider with specialised support from both
Aboriginal Community Housing (Vic) Limited and
Women’s Property Initiatives. The Consortium is
led by advisor and equity sponsor Tetris Capital
and comprises Icon Constructions, Community
Housing (Vic) Ltd, and abrdn and Invesis.
• We are also providing debt alongside the
Northern Australia Infrastructure Facility (NAIF)
and Housing Australia as well as a capital grant
from the National Housing Infrastructure Facility
and an upfront grant from the Queensland
Government’s Housing Investment Fund (HIF) to
support a social and affordable housing project
in Cairns.
Once completed, the project will be
Queensland’s largest social and affordable
housing precinct, comprising 490 residential
units, including 245 social housing units, 223
affordable housing units, and 22 specialist
disability apartments. The homes will be
prefabricated offsite by modular housing
supplier Modscape at factories in Helensvale
and Essendon, backed by FCC Construction
Australia. It will also be the largest modular
housing project in Australia. Construction has
commenced with the project anticipated to be
completed by the end of 2026, weather and
construction conditions permitting.
• ANZ partnered with a Tetris-led consortium
Everyone’s Place to provide development
finance to support the delivery of 483 affordable
homes across Burpengary East, Jimboomba,
Logan Reserve and Joyner in Queensland. The
development will be completed in partnership
with Metricon, KDL and community housing
provider National Affordable Housing (NAH). This
project targets suburbs where 85% of residents
earn low and moderate incomes, and of those
who rent, around 40% are under housing stress.
All homes in this development will be affordable,
with rents capped at 75% of market rates,
ensuring access to quality, spacious housing for
those most in need across the region.
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
30ANZ 2024 ESG Supplement

Backing growth in the Specialist
Disability Accommodation market
ANZ is a leading financier in the Specialist Disability
Accommodation (SDA) sector since 2018. We
have been supporting our key partners to continue
to grow their portfolios and geographic reach
across Australia.
This includes the Synergis Fund, which was
established in 2020 by Federation Asset
Management and Social Ventures Australia with
aims to develop SDA in Australia.
Synergis is now backed by institutional investors
with the largest equity investor being KKR, who
have recently replaced Goldman Sachs. It has a
national portfolio with completed properties –
mostly houses, villas and townhouses – in New
South Wales, Queensland and South Australia,
with homes also under construction in Victoria.
Managing Director of Synergis, Michael Lynch,
helped establish the fund in his role as the Head of
Impact Investing at Social Ventures Australia, and
has overseen its growth to be one of the largest
investors in SDA. “There is a clear opportunity to
make a real difference in this sector. To us it is all
about getting the structure right. This includes
putting people in right accommodation and
matching them with the right care.”
We have also continued to support our long-
term customer My Specialised Accommodation
Solutions through their merger with Enliven
Housing to form the Enliven Housing Group.
Together, this partnership now represents one of
the largest and most long-term investors in SDA
across Australia.
ANZ has also continued to support the ongoing
development of our long-term customer, Sana
Living, portfolio as the group continue to expand
participants opportunities for; independence,
connection to community and achievement of
individual goals.
Collectively, these key partnerships deliver
a national portfolio of specialist disability
accommodation to the market.
Affordable and sustainable
housing in New Zealand
In 2024, ANZ Bank New Zealand continued to
support New Zealanders looking to combat
rising energy and fuel costs and improve the
environmental sustainability of their homes,
encouraging better housing standards for both
owner occupiers and renters.
ANZ Bank New Zealand helps customers to do
this with the following products:
• Our Good Energy Home Loan top up is available
to existing eligible
1
home loan customers to
upgrade their homes with solar panels, heating
and insulation, double glazing, ventilation
systems and/or rainwater tanks. It can also be
used for electric and hybrid vehicles, electric
bikes, and/or electric vehicle chargers. It allows
customers to borrow up to NZ$80,000 at a
3-year fixed interest rate of 1% per annum.
• Our Healthy Home Loan Package offers interest
rate discounts and fee savings for eligible
2

customers who are buying, building, renovating
or already own a home with a 6 Homestar rating
or higher.
Since October 2020, 14,830 households have
drawn down loans across these two products, for
an aggregate amount of NZ$640.8 million.
3
As our
target was almost achieved, one year ahead of
schedule, it has been revised to maintain ambition.
For further information on this target see page 21.
1. anz.co.nz/good-energy. 2. Important information: ANZ Health Home Loan Package: anz.co.nz//healthyhomes/. 3. Funds under management.
This year, more than 18,000 New Zealanders
also took advantage of our ‘Home Loan Check-
In’, a 15-minute review with an ANZ home loan
specialist. An average of 41% of these customers
decided to act following the Check-In, including
making changes to their loan. The Check-In is
designed to support customers by helping ensure
their home loan meets their needs.
We continue to partner with the New Zealand
Green Building Council. This partnership includes
support for HomeFit – a free online tool to check
the health, comfort, energy efficiency and safety of
new homes, or advice on how New Zealanders can
improve the health of their current home.
Additional lending products offered by ANZ Bank
New Zealand to support the transition to a lower
emission economy are disclosed in the 2024
Climate-related Financial Disclosures.
ANZ Community Foundation
housing grants
This year, the ANZ Community Foundation
provided a number of grants to not-for-profit
organisations providing appropriate housing for
Australians experiencing vulnerability and at risk
of homelessness, including:
• Bridge It – Providing young women who have
experienced the out-of-home-care system or
homelessness with a home, a community, and
the support to thrive. ANZ provided a grant of
$17,500 for the establishment of education
and employment pathways program to support
people at risk of homelessness.
• Anglicare SA – Supporting South Australians in
times of need. ANZ provided a grant of $15,000
for a program to address the needs of vulnerable
young people moving out of state foster care.
• Anglicare WA – Providing services across the
state, working with people from all walks of life.
ANZ provided a grant of $16,000 for services
supporting children, young people, individuals,
families and communities.
• Bur-Del Co-operative Advancement Society
Limited – Providing culturally appropriate
community support, housing, services,
education and advocacy. ANZ provided a grant
of $30,000 towards an initiative to upgrade
and install 15 modern, energy efficient air-
conditioners to make the accommodation
operational year-round.
For more information on ANZ’s community
giving see pages 57-58. For more information on
how ANZ is helping to improve the availability of
suitable and affordable housing options visit
anz.com.au/housing
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
31ANZ 2024 ESG Supplement

64
62
60
58
56
54
52
53.5
52.8
50
48
Indicator spot result12 month moving average
Oct-14
Feb-15
Jun-15
Oct-15
Feb-17
Jun-17
Oct-17
Feb-18
Jun-18
Oct-18
Feb-19
Jun-19
Oct-19
Feb-20
Jun-20
Oct-20
Feb-21
Jun-21
Oct-21
Feb-22
Jun-22
Oct-22
Feb-23
Jun-23
Oct-23
Feb-24
Jun-24
Feb-16
Jun-16
Oct-16
Supporting financial wellbeing
Financial wellbeing is the extent to which
someone is able to meet all their current
commitments and needs comfortably and
has the financial resilience to maintain this
in the future.
ANZ has been exploring the financial literacy,
capability, attitudes and behaviours of Australian
adults for more than 20 years. This body of
research has informed our approach to improving
the financial wellbeing of our people, customers
and communities by helping them make the most
of their money throughout their lives.
More information on how we use these insights to
inform our products and services can be found on
page 48 and our financial inclusion programs can
be found on pages 34-36.
ANZ tracks the financial wellbeing of Australians
with the ANZ Roy Morgan Financial Wellbeing
Indicator, with the latest release examining data
up until June 2024.
While financial wellbeing in Australia has been
on a downward trend, the speed of the decline
has slowed. In the six months to June 2024,
financial wellbeing declined 0.9% compared to
a 1.8% decline in the six months to December
2023. Nevertheless, 20.9% of Australians were
considered ‘struggling’ with their financial
With
children
under 18
Without
children
under 18
Household income
<$100K per year
Cost of living analysis
Percentage of Australians who agree with the question “I’ve recently cut down on my spending” by
household income and dependent status
1
wellbeing (a score of less than 30 out of 100) in
June 2024, up from 19.0% year-on-year and from
14.3% in December 2021 which was prior to when
inflationary pressures started to take hold.
Earlier analysis showed cost of living pressures
with Australians finding it increasingly difficult
to meet their everyday commitments and an
increasing proportion of total respondents
agreeing that they had “recently cut down on
their spending”, from 62.5% in the 12 months
to April 2022 (immediately before the RBA first
raised the cash rate) to 71.1% in the 12 months to
March 2024. Agreement with this sentiment was
particularly evident for lower and middle-income
households with children at home. In March 2024
Financial wellbeing in Australia, monthly spot data and 12 month moving average
(Oct-14 to Jun-24)
these households were also more likely to have
reduced their spending in the last 12 months on
discretionary items such as retail, “going out” and
trips taken away from home. Households with
children, regardless of income, all experienced a
larger increase in their per capita grocery spending
in December 2023 than households without
dependents.
1. 12 months to March 2024.
81.8%68.9%
With
children
under 18
Without
children
under 18
Household income
$100K-<$200K per year
79.6%70.5%
Household income
$200K or more per year
With
children
under 18
Without
children
under 18
69.1%65.7%
More information about the Financial Wellbeing
Indicator can be found at anz.com.au/financial-
wellbeing
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Supporting financial wellbeing
Financial education programs
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
32ANZ 2024 ESG Supplement

Spotlight on supporting research
into financial wellbeing of Australian
autistic adults
In line with our Accessibility and Inclusion
Plan to raise awareness of the financial
wellbeing, attitudes and behaviours of
people with disability or long-term health
conditions, ANZ with the Australian
Cooperative Research Centre for Living with
Autism (Autism CRC) supported research
into the financial wellbeing of autistic adults
1
,
in October 2023.
The researchers surveyed autistic adults and
found almost half (46%) felt it was hard to make
ends meet. In contrast, only 32% of the general
Australian population felt this way.
The socio-economic factors influencing financial
wellbeing for autistic adults were consistent with
ANZ’s 2021 financial wellbeing survey. The
research found that income levels and how that
income was used, was a key socio-economic
factor influencing autistic people’s financial
wellbeing. 42% of all respondents revealed their
annual income was less than $25,000, with many
being below the Australian poverty line. This
constrained their ability to meet basic expenses
and to save for the future. In addition, respondents
reporting anxiety or depression symptoms had
lower financial wellbeing.
In-depth interviews were conducted with a
sample of the survey respondents who either felt
‘financially well’ or ‘financially unwell’. Many of those
in the low financial wellbeing group, felt ‘good
financial wellbeing’ was not possible for them.
They often did not have stable income to cover
day-to-day expenses, and despite wanting to be
able to work, they repeatedly reported ‘struggling
to hold down a job’. The reasons included non-
supportive environments, casual employment and
being in the wrong kind of industries.
Mental health factors were continuously raised
as an influencing factor. Many interviewees had
to make choices to protect their mental health,
including passing up promotions or working
freelance, which reduced earning capacity. Despite
these challenges, autistic adults still worked hard
to budget and save when they could.
The research findings suggest the most effective
way to improve the financial wellbeing of autistic
people would be to improve their income situation.
Autism-specific employment programs focusing
on hiring and supporting autistic employees
can go some way to improving autistic people’s
participation in the workforce. Empowering all
people to live the lives they want will create a
stronger community for everyone.
1. Published in Autism: the International Journal of Research and Practice.
More information about the Spectrum Program,
ANZ’s approach to hiring and supporting autistic
adults, can be found on page 67. Links to the
research can also be found at anz.com.au/
financial-wellbeing
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Supporting financial wellbeing
Financial education programs
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
33ANZ 2024 ESG Supplement

MoneyMinded: supporting financial
wellbeing across our region
MoneyMinded is ANZ’s flagship financial
education program, supporting adults on
lower incomes to build their financial skills,
knowledge, and confidence. The program
is delivered by community organisations
in Australia and New Zealand. In addition,
this year MoneyMinded was delivered in
17 markets across Asia and the Pacific
region by community organisations and
ANZ employees.
More than one million people have participated in
MoneyMinded, including MoneyBusiness, since
2002, with 118,021 participating this year. For
more information on MoneyBusiness see page 35.
The success of MoneyMinded has relied on our
partnerships with community organisations and
individuals who are best placed to deliver the
program within vulnerable and disadvantaged
communities.
Family violence education for
prevention and recovery
In 2016, ANZ introduced an extension of
MoneyMinded designed specifically for people in the
community experiencing family violence. Economic
dependency can 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. Financial education and
specialist support can help a person on the path
towards economic independence.
Since 2016, Berry Street has been training family
violence specialists in the extended MoneyMinded
program – including a range of visual resources,
prompt cards, animations, and interactive
handouts, supporting community professionals
to talk about financial abuse with their clients in
accessible ways.
“For many, access to funds and growing the
confidence to make financial decisions remains
pivotal in pursuing self-determination. Workers
participating in MoneyMinded for Family Violence
Coach training have reflected on the need for
clients to build confidence and financial capability
whilst managing multiple demands. This is where
the flexibility of MoneyMinded for Family Violence
comes into its own, with the program designed to
be pulled apart and customised to suit the client’s
needs and program context.” said one of the
MoneyMinded for Family Violence Trainers.
Characteristics of MoneyMinded participants
1
AustraliaNew ZealandAsia-Pacific
Female
73.3%62.3%41.5%
Male
25.5%3 7. 0 %58.4%
Non-binary
1.2%0.7%0.1%
Sole parents
34.0%18.8%13.3%
Unemployed
22.6%40.3%7. 5 %
Aboriginal or Torres
Strait Islander heritage
10.3%N/AN/A
“I was able to use the family violence
MoneyMinded resources with a new client right
after the training! I used the Taking the wheel
module to get the client thinking about things
she may have not considered otherwise, such
as collecting all her important documents. It was
very user friendly!” said a recently accredited
MoneyMinded for Family Violence Coach.
More than 440 MoneyMinded for Family Violence
Coaches have been accredited to use these
tailored resources with their clients.
Financial education programs
1. Characteristics are from the 2024 MoneyMinded survey responses and do not include MoneyBusiness survey responses.
Feedback from MoneyMinded coaches and
participants about the impact of MoneyMinded
is available in our annual Impact Reports at
anz.com.au/moneyminded
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Supporting financial wellbeing
Financial education programs
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
34ANZ 2024 ESG Supplement

MoneyMinded in Australia
Community professionals working in a client facing
role within the not-for-profit sector are eligible to
attend MoneyMinded Coach training, delivered in-
person and virtually to support people accessing
the training across Australia. Accredited Coaches
are given access to a suite of both physical and
online resources they can use with their clients.
Training and resources are provided free of charge
to eligible community professionals.
Earlier this year, the MoneyMinded suite of
resources was updated to include new scams
content to help accredited coaches support
their clients to identify and protect themselves
against scams. The topics covered include
Spotting scams, Protecting yourself, Scams
support and the most common types of scams
such as Investment scams, Phishing scams and
Dating and Romance scams. A MoneyMinded
Trainer welcomed the new scams content noting
“The importance of integrating scam awareness
into financial education, especially given the
increasing prevalence of scams in the digital
age, is important for us Coaches and our clients’
financial education”.
To help improve accessibility and outcomes for
participants of MoneyMinded, the most popular
participant handouts have now been translated
from English into five additional languages for
MoneyMinded Coaches to use with their clients.
Handouts are now available in Arabic, Simplified
Chinese, Traditional Chinese, Farsi and Vietnamese.
A MoneyMinded Coach who uses the translated
resources said “These translations help a lot
because participants can understand the complete
message that you’re trying to teach them. I believe if
someone looks at information in their own language,
it just makes it much easier to grasp.”
MoneyMinded in Asia, the
Pacific and New Zealand
More than 22,617 people have participated in
MoneyMinded across markets in Asia, the Pacific
and New Zealand in the last 12 months.
MoneyMinded in New Zealand was revamped in
2024, with new content created in response to
the current financial environment. This includes
a greater focus on fraud and scams, as well as
adding content on topics such as buy now, pay
later products. After piloting the program with
key partners, Solomon Group and Community
Colleges, during the year, the final modules began
to be taught by MoneyMinded facilitators across
the country.
MoneyMinded was first delivered in 2012 in
Papua New Guinea and in February this year was
launched in the province of Lae. One of the ANZ
lead trainers of MoneyMinded spoke at the launch
in Lae and said “The program is built in a way that
it empowers you to be financially independent and
also helps you make informed decisions around
the way we behave with money.”
MoneyBusiness in Australia
MoneyBusiness was developed to build
the money management skills and
confidence of First Nations people and
develop a stronger savings culture.
Developed in 2005 by ANZ in partnership with
the Australian Government, it followed research
showing financial exclusion was a significant
challenge for Aboriginal and Torres Strait Islander
people, particularly those living in remote
communities. More than 95,300 people are
estimated to have participated in MoneyBusiness
since 2005, with 4,910 participating this year.
MoneyBusiness coach training is delivered over
two days for community professionals working
in remote First Nations communities. Training
equips community professionals with the skills
and resources to use with their clients. A recent
attendee at MoneyBusiness coach training said
“I am excited to integrate this training into client
work on a practical level. There are some great
visual aids that can be used to make this a more
hands on experience for clients and gives us
another tool in terms of delivering education and
financial literacy to clients.”
Saver Plus
Saver Plus is a matched savings and
financial education program developed
in 2003 by ANZ and the Brotherhood
of St Laurence. Funded by ANZ and
the Australian Government, Saver Plus
is delivered in partnership with Berry
Street, Brotherhood of St Laurence,
and The Smith Family. The Saver Plus
program supports lower income earners
to build a savings habit, access financial
education and receive matched savings
of up to $500 from ANZ to support their
own, or their children’s, education.
Saver Plus participants open an ANZ savings
account, set a savings goal and make deposits
regularly over 10 months while attending
MoneyMinded financial education sessions.
Research has found that most participants
build long-term savings habits, helping them
to reduce financial stress and improve their
overall confidence and wellbeing.
1
Since 2023, Saver Plus has been delivered
as an online program throughout Australia;
making the program available to anyone in
Australia who meets the eligibility criteria.
Saver Plus Program Manager, Brotherhood of St Laurence
1. Refer to ‘Saver Plus at 21: Building resilience that lasts’ report (2024).
More than 4,380 Australians participated in Saver
Plus this year, totalling more than 62,000 since
2003 who have saved more than $31 million and
received more than $26 million in matched savings
from ANZ for education costs. More than 87% of
participants in the program are women
1
, 51% of all
participants are single parents and 69% saved for
their children’s education expenses.
More information about the impact of Saver Plus
is available in our impact reports at anz.com.au/
saver-plus
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Supporting financial wellbeing
Financial education programs
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
35ANZ 2024 ESG Supplement

Saver Plus in the Pacific
For 2024 we set a target to pilot a savings program (Saver Plus) for people on lower
incomes in Fiji and Vanuatu by the end of 2025, with at least 80% of participants
having demonstrated a savings habit
1
upon completion. Implementation of these
two pilots is well progressed with participants in Fiji having commenced their savings
journey in 2024 and participants ready to commence saving in Vanuatu in 2025.
Case study

Meet Allegra,
a Saver Plus participant
*
Allegra is a migrant and single mother of two
young children who discovered the Saver Plus
program while she was going through her
separation from her now ex-husband. She
found that “The program aligned perfectly with
my need to manage finances better” she adds,
“because it was online, it made it so much
easier to attend with two young ones.”
Saver Plus didn’t just improve Allegra’s
financial literacy; it fundamentally changed
her perspective on money management. “It
wasn’t just about saving money,” she explains.
“It was about learning to budget effectively
and set financial goals. How to manage credit,
super contribution...” The program helped
her differentiate between needs and wants,
prioritise spending, and even negotiate better
deals with service providers.
Saver Plus participant
Launch of Saver Plus in Fiji
More details on our ESG targets can be found on pages 18-22 and see page
49 for information on the launch of the pilot in Fiji this year.
* All identifying information has been replaced
1. Eight out of 10 months saving (as per Saver Plus program), measured by participant survey data.
Empowered with this new knowledge, she’s
now teaching her two young children to develop
conscious savings habits early on.
Allegra emphasises the importance of consistent
savings. “A big lesson I learned is that little savings
can go a long way. Never underestimate (what) the
little things can do.”
Inspired by the program, Allegra maintains the ANZ
Progress Saver account she opened to complete
Saver Plus and has also opened a dedicated
savings account to deposit an additional fixed
amount each month. “Even though it seems small,”
she explains, “it’s untouched, and it adds up over
time.”
“My biggest takeaway,” Allegra reflects, “is learning
to be proactive with my finances. I have the tools to
manage it well for myself and my children. This is a
skill I can pass on to them as well.”
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Supporting financial wellbeing
Financial education programs
Information security
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
36ANZ 2024 ESG Supplement

Keeping our customers’ money
safe is a priority and has been core
to our business for 196 years.
We are continually reviewing and adjusting our
capabilities to keep customers safe as new
scams emerge and cyber criminals change how
they operate. We have a focus on safeguarding
the confidentiality, integrity and availability of our
systems, services and information. This enables
operational success, business growth and financial
wellbeing for our customers. We are also focused
on educating our people and customers, so they
are aware of emerging cyber threats and important
online risks as they arise.
In recent years, the extent and pace of change
in the scams landscape has evolved significantly
as the perpetrators become increasingly
sophisticated. Cyber events and data breaches
continued to rise in 2024, affecting our customers
and the community more broadly.
While we are seeing declines in scam losses
across Australia and New Zealand, we recognise
that there is more work to be done. ANZ’s
Customer Protection Working Group, comprising
of senior executives, meet every six weeks to
discuss strategy, priorities, governance, and trends
in relation to scams.
Scams in Australia
In 2024, our people and our systems prevented
customers from losing more than $140 million
to fraud and scams and investigated more than
9,500
1
individual scams impacting retail and
commercial customers in Australia. Pleasingly, our
efforts to protect our customers against scams
has led to a reduction in losses, which is partly due
to increased friction we have put in place to slow
down the payment process for high-risk payments.
We also rely on our enhanced Falcon® technology
to detect suspicious transactions. We continue to
refine our fraud and scam detection rules to reflect
the latest data and respond to emerging trends.
We attempt to recover funds reported as scams or
fraud. However, the ability to recover funds depends
on a number of factors including how quickly it is
reported to ANZ and the speed in which funds are
transferred on by scammers. In many instances,
scammers transfer funds within minutes.
This year, ANZ implemented a number of
innovative detection and prevention measures for
ANZ Classic accounts, as part of our fight to help
protect customers and the community from scams
and other financial crimes including:
• The introduction of a dedicated team of
specialists in our customer protection team
who handle calls about fraud and scams.
• Increased personalised warning messages on
Internet Banking when a transaction or activity
is considered high risk.
• The introduction of a new Scam Scoring model
that uses artificial intelligence to complement
current security systems and boost our scam
detection.
• The introduction of a Mule Detection model
to detect mule accounts
2
and restrict
the movement of scam proceeds. Since
implementation in December 2023, the mule
detection technology has triggered more than
1,000 alerts on accounts. As a result, some of
these accounts have been closed.
For ANZ Plus customers we introduced Crypto
Protect, a tool which turns off the ability for
ANZ Plus customers to make payments to
cryptocurrency exchanges, previously used in
around half of all scams, unless customers choose
to override it. Crypto Protect is part of Scam Safe,
introduced this year, which is a suite of enhanced
controls, scam focused features and educational
content to help ANZ Plus customers better protect
themselves and their money. This includes Screen
Share Protect, which stops screen sharing while
in the ANZ Plus App, Location-Based Security,
and Risky App Detection, a feature that helps
identify the presence of installed apps that may
compromise customers’ banking. Active Call
Status is another feature which helps us detect if
a customer is on the phone with a scammer whilst
conducting banking activities. For more on ANZ
Plus see page 48.
During the year we continued to work closely
with other banks, industry sectors, government
and regulators to proactively identify and address
scam trends so that together we can stay ahead of
scammers and protect Australians from emerging
threats. This includes through the Australian
Government’s new cutting-edge intel loop, an
exchange between banks, telecommunication
companies, digital platforms and the Australian
1. Includes both ANZ Classic and ANZ Plus. 2. A money mule is someone who becomes involved in transferring stolen money.
Scams
Financial Crimes Exchange, enabling near real-time
data sharing about the latest tactics and tools
used by scammers.
We take the education of our customers and
bankers seriously. This year, ANZ has delivered
various education initiatives to improve scam
confidence and service capability for frontline
bankers and customers. This included:
• The introduction of a new scams education
module to ANZ’s flagship financial education
program, MoneyMinded, which equips
community professionals with resources to
support their clients to identify and protect
themselves from scams. Since March 2024,
more than 400 accredited coaches in Australia
have been trained. For further information on
MoneyMinded see page 34.
• New and enhanced content on ANZ’s security
hub on anz.com and associated promotional
activity to drive uptake of the resources via social
media posts, messages and alerts in ANZ’s
digital channels.
• Targeted nudges for high-risk customers,
educational events, and webinars; and
• The creation of new mandated security content
for frontline employees to support customer
engagement on security.
Our 2024 initiatives build upon the successes
of 2023, which include working with major
telecommunications companies to activate
anti-spoofing technologies such as the Do Not
Originate (DNO) service and technology to prevent
scammers from spoofing ANZ using the “ANZ”
brand in text messages.
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Scams
Cyber security
Data protection and privacy
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
37ANZ 2024 ESG Supplement

Scams in New Zealand
ANZ Bank New Zealand has continued to invest
in technology, education and its people to help
protect customers from fraud and scams. Despite
an 18% increase in scam and fraud cases in 2024,
our customer losses are down 2% year-on-year.
This year, ANZ Bank New Zealand implemented
a number of innovative detection and prevention
measures as part of its fight to help protect
customers and the community from scams and
other financial crimes, including:
• The evolution of ANZ Fraud Check which allows
us to immediately contact customers in the
event of suspicious activity on their card and
validate if they had initiated the transaction. First
launched in June 2023,
we now use this service
daily for over 1,100 suspicious transactions and
update our fraud monitoring systems in real-
time. In 2024, we sent over a million messages
to customers to validate if they had initiated
certain card transactions, to advise them of
suspicious activity and/or declined transactions.
• Being the first bank in New Zealand to
block transactions to some high-risk crypto
exchanges, helping protect around 2,500
customers a year from losing their money,
in December 2023
.
• Beginning to collect digital biometric information
using third party software to identify when
a fraudster is using our customers’ Internet
Banking or goMoney App.
• The first in New Zealand to launch a dynamic
security code feature for cards. Launched in
July 2024, this code appears in the goMoney
App, updates every 12 hours, and can be
used instead of the CVV on the back of a
physical ANZ Visa card, to help customers
shop safer online.
To build our customers’ capability to detect scams,
to date we have sent more than 7.7 million scam
and fraud education messages via email and the
goMoney App, supported by messages on social
media. We also launched the following advertising
campaigns during the year:
• ‘Layers of fraud protection’ campaign, to
educate customers on the tools and technology
available to them.
• Age Concern New Zealand partnership,
to support older people with their digital
literacy needs and help keep them safe from
financial scams.
This activity has resulted in ANZ Bank New Zealand
remaining the number one brand
1
in New Zealand
for the brand metric; ‘ANZ provides the tools and
information, so customers know how to keep their
money safe’. 
1. Six month rolling average. McCully Research, September 2024.
We take the education of our customers and bankers
seriously. This year, ANZ has delivered various education
initiatives to improve scam confidence and service
capability for frontline bankers and customers.
Overview and governance
Our ESG targets and performance
Ethics, conduct and culture
Environmental sustainability
Housing
Financial wellbeing
Information security
Scams
Cyber security
Data protection and privacy
Responsible customer engagement
Digital banking experience
Regulation and risk management
Thriving communities
Human rights
Diversity and inclusion
Employee experience
Explanatory notes
Assurance opinion
38ANZ 2024 ESG Supplement