ANZ 2025 ESG Documents

ANZ Group Holdings Limited
9/833 Collins Street Docklands Victoria 3008 Australia
ABN 16 659 510 791
10 November 2025

Market Announcements Office
ASX Limited
Exchange Place
Level 27
39 Martin Place
SYDNEY NSW 2000

ANZ 2025 ESG Report

ANZ Group Holdings Limited (ANZ) today released its 2025 ESG Report.

It has been approved for distribution by ANZ’s Board of Directors.

Yours faithfully

Simon Pordage
Company Secretary
ANZ Group Holdings Limited

2025
ESG Report
Approved for distribution by ANZ Group Holding Limited’s Board.

Our ambition is for ANZ to unlock
our potential to win the preference
of customers, shareholders and
the community.
Our ESG approach is focused on responding to
our seven most material ESG issues:
Environmental
sustainability
Financial
wellbeing
Housing
Information
technology
Responsible
customer
engagement
Ethics, conduct
and culture
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.
Improving
non-financial risk
management
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
B
ANZ 2025 ESG Report

Overview and governance 2
Our 2025 reporting suite 2
Disclaimer and important notices 3
CEO’s message 4
Our ambition and strategy 5
About our business 6
Governance 7
What matters most to
our stakeholders 10
Stakeholder engagement 12
Our ESG targets and performance 13
2025 ESG targets performance
summary 13
Improving non-financial risk
management 16
Ethics, conduct and culture 18
Code of Conduct 18
Whistleblower Program 19
Responsible customer engagement 20
Putting our customers first 20
Supporting customers in need of
extra care 22
Financial hardship 24
Customer complaints 26
Environmental sustainability 27
Our Climate and Environment Strategy 27
Supporting our customers’ transition
through financing 29
Financial wellbeing 30
Financial education programs 30
Housing 32
Suitable and affordable housing 32
Information security 34
Fraud and scams 34
Cyber security 36
Data protection and privacy 37
Regulation and risk management 38
Financial crime 38
Social and environmental
risk management 39
Managing ESG risks and opportunities
in our supply chain 41
Digital banking experience 42
Banking in the Pacific 42
Diversity and inclusion 43
Diversity and inclusion 43
Gender pay equality 44
Gender balance 45
First Nations Strategy 46
ANZ’s commitment to Māori 47
Accessibility and inclusion 48
Employee experience 49
Simplifying the bank 49
Engagement and wellbeing 50
Developing our people 51
Human rights 52
Human rights 52
Thriving communities 53
Community investment 53
Appendix 54
Glossary of terms 56
Independent Assurance 
Statement 58
Contents
1

ComprehensiveKey messages
About this report
Our 2025 ESG Report provides
stakeholders with detailed information
on ANZ’s ESG performance and
challenges. This report covers ANZ Group
Holdings Limited (ANZGHL) ABN 16 659
510 791 and its subsidiaries’, referred to
as “ANZ” or “the Group” or “our” or “we”.
ANZ has prepared this report in
accordance with the GRI Universal
Standards 2021. A GRI Content Index is
provided in our 2025 ESG Data and
Frameworks Pack available at anz.com/
esgreport.
In 2019 we were a founding signatory to
the United Nations Principles for
Responsible Banking. We have reported
our Responsible Banking Progress
Statement in our 2025 ESG Data and
Frameworks Pack available at anz.com/
esgreport.
KPMG has performed assurance over
the disclosures in this report. A copy
of KPMG’s limited assurance conclusion
can be found on pages 58-59.
Reporting boundaries and periods
This report covers ANZ's operations over
which, unless otherwise stated, we have
control for the financial year commencing
on 1 October 2024 and ending 30
September 2025, referred to as “2025”
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.
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.
Suncorp Bank
On 31 July 2024, the Group acquired
100% of the shares in SBGH Limited, the
immediate holding company of Norfina
Limited (ABN 66 010 831 722) (previously
called Suncorp-Metway Limited)
(“Suncorp Bank”).
Following the acquisition, Suncorp Bank
commenced a phased transition to adopt
the policies and processes of ANZ. During
the transition period, Suncorp Bank will be
subject to a combination of ANZ and
Suncorp Bank policies. As part of the
ongoing transition, Suncorp Bank will seek
to align to ANZ policies and practices,
where appropriate. Where Suncorp Bank
is included or excluded in programs,
policies, standards or metrics throughout
the report, this is denoted, noting Suncorp
Bank is excluded from prior year metrics,
unless otherwise stated.
Suncorp Bank’s operations continue to be
supervised by key regulatory bodies, and
seeks to meet all due diligence obligations
mandated by law.
The following ANZ policies, which embed
our approach to ESG, currently apply to
Suncorp Bank:
• Anti-Bribery and Anti-Corruption
Business Integrity Policy
• Anti-Bribery and Anti-Corruption
Third-Party Due Diligence Standard
• Anti-Fraud Policy
• Code of Conduct
• Diversity and Inclusion Policy
• Equal Opportunity, Bullying and
Harassment Policy
• Information Security Policy
• Non-Financial Risk Policy
• Performance and Remuneration
Policy – Group
1

• Procurement Policy
• Third-Party Risk Management
Framework
• Supplier Code of Practice
• Wellbeing and Safety Policy
• Whistleblower Policy
During the reporting year Suncorp Bank
retained the following policies:
• Anti-Money Laundering, Counter-
Terrorism Financing and Sanctions
Policy
• Competition Policy
• Complaints Management Policy
• Privacy Management Policy
• Responsible Banking Policy
• Security Management Policy
• Operational Resilience Policy
• Credit Risk Management Policy
Reading this report
Words underlined like ‘this’ are
explained in the Glossary of terms
on pages 56-57. Monetary amounts
in this document are reported in
Australian dollars (AUD), unless
otherwise stated. Throughout this
report, the sum of parts within
charts and commentary may not
equal totals due to rounding.
1. The Suncorp Bank Performance and Remuneration Policy forms part of, and should be read in conjunction with, the ANZ Group Performance and Remuneration Policy.
Our 2025 reporting suite
Where to find
Annual
Report
Full Year
Results
announce-
ments
Corporate
Governance
Statement
Climate
Report
ESG
Report
ESG Data
and
Frameworks
Pack
Modern Slavery
and Human
Trafficking
Statement
Voluntary Tax
Transparency
Report
Financial
Governance
Strategy
Risk
ESG disclosures
and performance
Climate disclosures
and performance
ANZ 2025 ESG Report
2
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

Disclaimer and important notices
The material in this report contains
general background information about
the Group’s activities current as at
7 November 2025. 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 2025 Annual Report
available at anz.com/annualreport.
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,
sustainability objectives or targets, 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’,
‘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.
Also see the notice about climate-related
information on this page which may affect
climate-related forward-looking
statements or opinions.
The forward-looking statements or
opinions only speak as at 7 November
2025 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 statements to reflect events or
circumstances after this date 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,
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
customers), 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.
The information in this notice should
be read with the qualifications,
limitations and guidance included
throughout this report and in:
Appendix 5 ANZ Financed and
Facilitated Emissions Methodology
included in the 2025 Climate Report
available at anz.com/esgreport
Appendix 7 Scope 1, Scope 2 and
Scope 3 Operational Greenhouse Gas
Emissions Reporting Methodology
included in the 2025 Climate Report
available at anz.com/esgreport
ANZ Social and Environmental
Sustainability Target Methodology
available at anz.com/esgreport
2025 ESG Data and Frameworks Pack
available at anz.com/esgreport
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.
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance
3

CEO’s
message
Nuno Matos
Chief Executive Officer
Across our communities in Australia and
New Zealand, access to affordable
housing and cost of living continue to be
a key focus. Pleasingly, we have funded
and facilitated more than $892 million
this year 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 also continued
to deliver our financial education programs
– MoneyMinded, MoneyBusiness and
Saver Plus – reaching more than 126,000
participants this year.
Our Climate and Environment Strategy
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.
We continue to make progress against our
climate and environment targets, including
funding and facilitating more than
$84 billion towards our $100 billion target
in social and environmental activities by
2030. This is discussed in more detail in
our 2025 Climate Report.
Our teams are continuing to work hard to
put our customers first by keeping their
money safe, reviewing and adjusting our
capabilities to manage the security of
customer information, and helping to
detect and prevent scams - something
we know is of the utmost importance.
By improving our customer propositions,
we also seek to support inclusion and
economic self-determination through our
First Nations Strategy in Australia and
our Tākiri-ā-Rangi Te Ao Māori Strategy
in New Zealand.
A key area of focus is improving our
management of non-financial risk to
improve customer outcomes. We
acknowledge our existing non-financial
risk management practices have not met
expectations and recognise we have more
work to do to uplift our management of
non-financial risk and to improve risk
culture across the bank.
Importantly, in October 2025 we also
launched our refreshed strategy, ANZ
2030, based on our ambition to unlock
our potential to win the preference of
customers, shareholders and the
community. You can learn more about
ANZ 2030 in our 2025 Annual Report.
A cultural reset is fundamental to
fulfilling these responsibilities and
meeting the expectations of regulators,
communities and other stakeholders.
A key element of this change is a keen
focus on simplifying the bank to deliver
for our customers and improving our
risk management. I believe we will be
a better bank with an energised and
engaged workforce to enable the
delivery of market-leading services to
our customers that our teams can be
proud of.
Delivering long-term value to our
shareholders and meeting the evolving
needs of our customers requires
continuous improvement and purposeful
action. Effective management of ESG risks
and opportunities enhances our ability to
serve customers responsibly, strengthens
governance, reduces risk and supports
more sustainable financial outcomes for
our shareholders.
This ESG Report sets out our performance against a
range of ESG risks and opportunities where we have
the greatest impact as a financial institution.
Nuno Matos
Chief Executive Officer
ANZ 2025 ESG Report
4
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

Our ambition and strategy
Our ambition is for ANZ to unlock our potential to
win the preference of customers, shareholders and
the community.
For more information about ANZ 2030
see our 2025 Annual Report available
at anz.com/annualreport
Delivering on this vision
In delivering these priorities, we are supported by our core enablers:
CulturePeople Technology
Our strategy is focused on four strategic pillars:
Customer first
With market leading,
differentiated and
superior propositions,
we will raise the standard
of every digital and
human interaction for
our customers.
Simplicity
To set the market standard
for productivity, we will
deliver organisational
simplification, divest
non-core assets and
improve efficiency.
Resilience
Leading the industry in trust,
safety and risk management,
we will adhere to the highest
standards of non-financial risk
management and strengthen
end-to-end accountability
across the bank.
Delivering value
To sustainably improve
our financial performance,
we will create lasting value
by delivering higher
returning growth and
results that matter for
our stakeholders.
5
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance

Our business model

Australia Retail
Banking products and services
provided to Australian consumers
including home loans, deposits,
credit cards and personal loans.

Australia Commercial
Banking products and services
provided to small-to-medium
enterprises, large commercial
customers and high-net-worth
individuals and family groups in
Australia.

Institutional
Services to institutional and
corporate clients, including
governments, via Transaction
Banking, Corporate Finance,
and Markets business units.

Suncorp Bank
Banking and related services
to retail, commercial, small
and medium enterprises and
agribusiness customers in Australia.

New Zealand
Banking products and services
provided to New Zealand
customers through Personal,
Business and Agribusiness units.

Pacific
Banking products and services
provided to retail and commercial
customers, and to governments
located in the Pacific region.

Group Centre
Supporting functions including technology, property, risk management, financial management,
treasury, human resources, corporate affairs, and shareholder functions. It also includes minority
investments in Asia and interests in the ANZ Non-Bank Group.
ANZ provides banking and financial products and services
to more than 11 million customers
1
across 29 markets.
About our business
1. Includes Suncorp Bank.
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing
6
ANZ 2025 ESG Report

Our ESG governance framework is
evolving with our ESG approach
and the expectations of our
stakeholders. This year, the
following changes have occurred
relating to committees with
oversight of our ESG approach and
climate risks and opportunities:
The Board Ethics, Environment,
Social and Governance (EESG)
Committee was discontinued
and its responsibilities
reallocated, as appropriate,
to the Board and its sub-
committees.
The management Ethics
and Responsible Business
Committee (ERBC) was
discontinued and where
appropriate, matters previously
considered by the ERBC are
referred to the Executive
Committee (ExCo).
1
A new and more focused
management Climate and
Environment Committee (CEC)
was established in March
2025 reporting to ExCo.
Governance
ANZ Board and committees
ANZ Group Holdings Limited’s Board
(Board) is responsible for oversight of
the Group. The Board, with the support
of its committees, is also responsible
for overseeing ANZ’s governance
framework. The framework seeks to
provide for effective and responsible
decision making, assisting ANZ to deliver
on its strategy and purpose.
The Board and each Board
committee has its own charter
setting out its roles and
responsibilities available at
anz.com/corporategovernance
More information on ANZ’s
governance framework is provided
in the 2025 Corporate Governance
Statement available at
anz.com/corporategovernance
Board skills and experience
The Board has the collective skills,
capabilities and experience needed to
allow the Board to perform its role and
discharge its responsibilities. The 2025
Corporate Governance Statement (refer
to anz.com/corporategovernance) details
the categories that the Board considers
relevant to assessing the collective skills
and experience of the Board and is what
the Board is looking for in its own
composition. One of the categories
is sustainability, including climate.
Principal Board

committees
Audit
Committee
Risk
Committee
People
and Culture
Committee
Digital Business
and Technology
Committee
Nomination and
Board Operations
Committee
Board of Directors
1. Executive Committee (ExCo) comprises ANZ’s most senior executives. The members of ExCo are available on ANZ’s website at anz.com/exco.
Our governance framework seeks to provide a structure
for effective and responsible decision making at ANZ.
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance
7

ANZ Group Holdings Limited Board

Audit Committee
Oversees financial
reporting principles
and policies, controls
and procedures.
Risk Committee
Oversees the
implementation and
operation of the
Group’s Risk
Management
Framework, including
climate risk.
Responsible for
endorsing the Risk
Appetite Statement.
People and
Culture Committee
Oversees the
effective operation of
the Performance and
Remuneration
Framework, and
other Talent and
Culture matters.
Digital Business
and Technology
Committee
Oversees the
Group’s digital
transformation,
data, technology-
related innovation
and information/
cyber security
strategies.
Nomination and
Board Operations
Committee
Oversees matters to
do with the proper
functioning of the
Board, including in
relation to ongoing
composition and
overall Board
operations.
The Board and management committee structure below outlines relevant committees that have
oversight of ESG risks and opportunities across the Group. It reflects changes to our ESG governance
structure this year with the Board committee changes effective from 5 September 2025.
Board committees
Support activities
Key management committees
Credit and Market Risk
Committee
Primary Group
management
forum responsible for the
oversight and control of
credit, market and other
material financial risks
across the Group.
Chaired by the Chief Risk
O fficer.
Executive Committee
Comprises ANZ’s most
senior executives. A
delegations of authority
framework outlines those
matters delegated to the
Chief Executive Officer
(CEO) and other members
of senior management.
Chaired by the CEO.
Climate and Environment
Committee
A decision-making
committee that is responsible
for the execution of our
Climate and Environment
Strategy. This includes past,
current and emerging climate
and environment risks and
opportunities and climate
and environment targets.
Chaired by the Group
Executive, Institutional.
(Established March 2025)
Operational Risk
Executive Committee
The primary senior
executive management
forum responsible for
overseeing non-financial
risks, expected and
unexpected risk profile
and the related control
environment across the
Group.
Chaired by the Chief Risk
O fficer.
Climate and Environment Forum
Responsible for overseeing delivery of our C&E Strategy,
and provides recommendations and escalations to the
CEC, Board and other management committees.
(Established February 2025)
Climate Disclosure Program Steering Committee
Responsible for overseeing delivery of the Group-wide
Climate Disclosure Program to meet Australian mandatory
climate-related disclosure requirements.
(Established October 2024)
Alongside climate-focused committees, during 2025 the Executive Committee is supported by the Group ESG function
(reporting to the Group Head Corporate Affairs) to monitor social and environmental impacts across industries, customers,
and communities. Key activities include:
• Managing ESG risks and opportunities through senior executive decision-making processes.
• Advising on social and environmental issues influencing lending decisions, including public policy, regulation, and
community expectations.
• Delivering financial education programs (Saver Plus, MoneyMinded, MoneyBusiness) and overseeing employee
volunteering and community investment initiatives.
• Providing guidance on ESG and climate disclosures, including emerging reporting standards and frameworks.
Support is also provided by other teams on matters including supporting customers in need of extra care, First Nations
Strategy and Tākiri-Ā-Rangi Te Ao Māori Strategy, health and safety, and diversity and inclusion.
Other management
committees and forums
ANZ 2025 ESG Report
8
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

ESG focus areas of Board
management and committees
During 2025, we engaged on a range
of ESG topics with our Board, senior
executives, regulators, government and
non-government organisations. This
provides opportunities to build knowledge,
including about our most material ESG
issues discussed on pages 10-11 and
listed below.
Board EESG Committee and
Management ERBC
This year, the Board EESG
1
Committee
and management ERBC
2
considered
topics, including:
Modern slavery and human rights
Accessibility
Whistleblower Program
ESG external operating
environment
Climate and Environment Strategy
Climate-related targets including
sectoral pathways
Preparation for mandatory
climate-related disclosures in
Australia
Customer engagement on
climate and nature, including
our Large Emitters Engagement
Program
Governance over ESG targets
The setting of ESG targets is reviewed by ExCo and approved by the Board.
Targets are also monitored by ExCo and the Board. For more information on
governance over climate-related targets, including sectoral pathways, see page 7
of our 2025 Climate Report available at anz.com/esgreport.
1. The Board EESG Committee had its last meeting in May
2025. 2. ERBC was discontinued in July 2025. 3. These
are a subset of ANZ’s ESG targets. Targets that contribute
to ANZ’s Group Scorecard are set out on page 13.
Executive remuneration
ANZ’s Remuneration Report within
our 2025 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
against the ANZ Group Scorecard,
adjusted by the ‘How’ Modifier,
which takes into consideration the
CEO’s leadership of ANZ’s values
and behaviours and ANZ’s risk and
compliance standards.
Performance objectives are set for
Disclosed Executives through Divisional
Scorecards, aligned with the ANZ
Group Scorecard. For Disclosed
Executives, STVR is assessed on
‘What’ assessment (ANZ Group
Scorecard and Divisional Scorecard) x
‘How’ Modifier. The weighting to
Divisional Scorecards varies from 50%
to 75% for Disclosed Executives.
ANZ’s Group Scorecard includes relevant
objectives and key performance indicators
(KPIs). For example, the 2025 Group
Scorecard includes delivery against
Environmental, Social and Governance
(ESG) objectives and KPIs, such as:
Strengthen our reputation; enhancing our
employee value proposition and our social
license to operate:
Improved Inclusion Index
Deliver environmental ESG targets
as planned
3
Divisional Scorecards also include
objectives and KPIs 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.
For more information on climate risk
governance, refer to the 2025 Climate
Report available at anz.com/esgreport
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance
9

This year, we have conducted
a materiality assessment
where we engage with
internal and external
stakeholders to seek to
identify and assess our most
material ESG issues. The
results help inform our
business practices, ESG
targets and key topics in
our external ESG reporting.
What matters most to our stakeholders
Environmental sustainability remains one of the highest priority issues
identified by our stakeholders, in terms of both risks and opportunities.
Ethics, conduct and culture remains top of mind for stakeholders, particularly
the importance of trust.
Financial wellbeing, for customers and the broader community, was noted
as integral to the role of a bank.
Housing was identified by many of our stakeholders as a long-term issue of
profound impact.
Information security, encompassing cyber security and financial crime, was
raised by many, including the potential for cyber threats to cause reputational
damage, and the rapidly evolving and sophisticated nature of scams.
Responsible customer engagement, such as the need for ANZ to support
customers, including those experiencing financial hardship.
Improving non-financial risk management was highlighted in response
to the court enforceable undertaking from the Australian Prudential Regulation
Authority (APRA) and resolution agreement with the Australian Securities and
Investments Commission (ASIC). For more information on these matters see
p a g e s 1 6 -1 7.
Our most material ESG issues
ANZ's most material ESG issues are largely consistent with
our 2024 assessment, with the addition this year of improving
non-financial risk management.
Our assessment process
A list of ESG topics for stakeholder
feedback was prepared drawing from
investor priorities, themes from leading
ESG researchers, sustainability reporting
standards (e.g. Sustainability Accounting
Standards Board (SASB)), media analysis,
industry research, peer reviews and our
operating environment.
External and internal views were sought
to prioritise and validate issues through
stakeholder surveys in Australia, New
Zealand and the Pacific, and through
interviews with institutional investors,
consumer and environmental non-
government organisations, community
partners, customers and employees.
Our approach asked 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
Group’s ability to create value through its
financial or operating performance.
We asked stakeholders to consider
what impacts may be actual or potential,
short-term or long-term, intended or
unintended, and reversible or irreversible.
Stakeholders used significant judgement
when identifying ESG issues and in
assessing their impacts.
Our assessment process involved using
the quantitative survey data to guide the
ranking and consolidating of topics. This
was overlayed with qualitative feedback
from stakeholder surveys and interviews,
and discussions with ANZ senior
executives and the Board to validate and
approve the ESG issues considered the
most material.
Our assessment approach is in
accordance with the GRI Standard G3:
Material Topics 2021 and considers
the SASB Conceptual Framework 2017.
A GRI Content Index is provided in our
2025 ESG Data and Frameworks Pack
available at anz.com/esgreport.
01. Identifying
02. Prioritising
04. Disclosing
03. Validating
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing
10
ANZ 2025 ESG ReportANZ 2025 ESG Report

Our most material ESG issues (not ranked)
Material issueDescription of issue
1
Location of disclosure
Environmental
sustainability
Climate change and the energy transition, nature
including biodiversity, circular economy, and ANZ’s
own emissions
2025 Climate Report available at
anz.com/esgreport
2025 ESG Report, pages 27-29
Ethics, conduct
and culture
Corporate values, conduct and culture, and corporate
governance
2025 ESG Report, pages 18-19
Financial
wellbeing
Customer and community financial wellbeing2025 ESG Report, pages 30-31
HousingHousing access, affordability and sustainability2025 ESG Report, pages 32-33
Information
security
Financial crime prevention (including fraud and scams),
cyber security and data management (including
privacy and security)
2025 ESG Report, pages 34-37
Responsible
customer
engagement
Responsible marketing, sales and lending practices;
fair, accessible and affordable products and services;
customer support (e.g. hardship), experience and
satisfaction
2025 ESG Report, pages 20-26
Improving
non-financial risk
management
Financial system risk and resilience, regulatory compliance,
anti-money laundering (AML), counter-terrorism financing
(CTF), anti-bribery and anti-corruption (ABAC)
2025 ESG Report, pages 16-17, 38-41
1. The survey 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.
Our foundational ESG issues (not ranked)
Our foundational ESG issues are topics that continue to be fundamental to our license to operate and are also included in this report.
Material issueDescription of issue
1
Location of disclosure
Digital banking
experience
Digital innovation and emerging technology, including
artificial intelligence
2025 ESG Report, page 42
Diversity and
inclusion
Diversity, equity and inclusion; Indigenous rights and
cultural heritage (e.g. First Nations in Australia, Ta n g ata
Whenua Aotearoa and other Indigenous peoples)
2025 ESG Report, pages 43-48
Employee
experience
Workforce planning, attraction and retention, including
remuneration; employee support (e.g. health, safety,
wellbeing and engagement)
2025 ESG Report, pages 49-51
Human rightsHuman rights and modern slavery, supply chain
management and procurement that is sustainable,
responsible and diverse
2025 ESG Report, page 52
Thriving
communities
Community engagement, investment and contribution2025 ESG Report, page 53
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance
11

One of the ways we help create long-term value and deliver on our business
strategy is through a collaborative approach to building and maintaining relationships
with stakeholders.
Stakeholder engagement
1. This list is not exhaustive or exclusive to one stakeholder group. 2. Key memberships include the Australian Banking Association, the Business Council of Australia, the New Zealand Banking
Association, and Business New Zealand. Our key membership payments are included in the 2025 ESG Data and Frameworks Pack available at anz.com/esgreport.
Our approach to stakeholder engagement aims to provide direct access for stakeholders, allowing us to respond to issues and consider
stakeholder concerns when making decisions.
Outlined below are the material topics raised by our stakeholders throughout the year.
Our stakeholders How we engage
Material topics identified through
our engagement
1
CustomersWe engage with customers via our branch network, home loan specialists,
contact centres, private bankers, relationship managers and digital channels.
• Access to capital and lending
services for businesses
• Conduct and ethical culture
• Cost of living
• Customer protection from fraud
and scams
• Financial inclusion, including
financial education programs
• Financial performance and
shareholder returns
• Implementation of the revised
Banking Code of Practice
• Integration of Suncorp Bank
• Macroeconomic, geopolitical
and localised issues impacting
customers, including impact of
tariffs
• New business strategy and
organisational change
• Regional and rural banking
access
• Regulatory engagement and
compliance, including ASIC and
APRA matters
• Remuneration and reward
• Support for customers
experiencing vulnerability
• Supporting our customers’
transition to net zero
• Technology and artificial
intelligence
EmployeesOur employee engagement surveys and employee listening strategies are
an opportunity for employees to provide feedback and insights on our
behaviours, values and culture; and their experience working at ANZ.
GovernmentWe listen to, and seek to engage with, Ministers from state and national
government, and public officials, including through participation in
government consultations and parliamentary inquiries.
Industry
associations
2

and bodies
We are members of a number of industry associations and bodies. Through
these memberships we contribute to discussions and submissions on
industry-wide economic, social and environmental issues affecting our
customers, shareholders and the broader community.
Non-government
organisations
We engage with non-government organisations (NGOs) through
relationships that benefit our customers, stakeholders and the broader
community. This enables us to understand perspectives from external
stakeholders and build our knowledge.
Regulators ANZ has relationships with more than 800 regulatory bodies globally. These
bodies play an important role in enabling financial stability, protecting
consumers, preventing fraud and maintaining trust in the financial system.
ANZ is committed to dealing with regulatory bodies in an open, constructive
and cooperative way. Our engagement with regulators includes meetings,
correspondence, breach notifications, regulatory enforcement matters,
requests for information, and reviews or inspections.
ShareholdersWe provide shareholders with information in a timely manner through our
reporting suite, announcements and briefings to the market, Annual General
Meeting, shareholder communications and a dedicated shareholder
website.
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing
12
ANZ 2025 ESG Report

Continuing targets
Concluding targets
Our ESG targets and performance
Our ESG targets support the delivery of our business practices, strategy and
purpose. This year, four of our ESG targets concluded and three were achieved.
For our operational emissions target, we achieved four of the five sub-targets.
Related targets are summarised below.
Ta rg e t
1
headlineEnd date and outcomeFurther details
Savings program pilots2025 Achieved2025 ESG Report, pages 14, 31, 42
Large Emitters Engagement Program (LEEP)
2
2025 Achieved2025 ESG Report, page 14
2025 Climate Report, pages 12-15
Operational emissions and non-emissions
2
2025, 20302025 ESG Report, page 14
2025 Climate Report, pages 52-53
• Scope 1 and Scope 2 emissions
Achieved
• Renewable electricityNot achieved
• WaterAchieved
• WasteAchieved
• PaperAchieved
New Zealand retail lending
2
2025 Achieved2025 ESG Report, pages 14, 33
2025 Climate Report, page 17
Gender equity targets
3,4
20252025 ESG Report, pages 14, 45
2025 Corporate Goverance
Statement, page 22
• Key Management PersonnelNot achieved
• Women in LeadershipAchieved
We have withdrawn our financial resilience target in 2025 after identifying anomalies in the calculation methodology.
Ta rg e t
1
headlineEnd date and statusFurther details
$10 billion social and affordable housing2030 Continuing2025 ESG Report, pages 15, 32-33
$100 billion social and environmental activites
2
2030 Continuing2025 ESG Report, pages 15, 29
2025 Climate Report, page 31
Sectoral pathways
4
2030 Continuing2025 ESG Report, page 15
2025 Climate Report, pages 32-51
Operational emissions
5
• Scope 1 and Scope 2 emissions
2030 Rebaselined2025 ESG Report, page 15
2025 Climate Report, pages 52-53
Gender equity targets
5
20262025 ESG Report, pages 15
2025 Corporate Governance
Statement, page 22
• Key Management PersonnelContinuing
• Women in LeadershipRebaselined
1. Targets exclude Suncorp Bank unless otherwise stated. 2. Target contributes to ANZ’s 2025 Group Scorecard (Deliver environmental ESG targets as planned). Refer to the
Remuneration Report contained within the 2025 Annual Report available at anz.com/annualreport. 3. Target contributes to ANZ’s 2025 Group Scorecard (Improved inclusion index).
Refer to the Remuneration Report contained within the 2025 Annual Report available at anz.com/annualreport. 4. Our 2025 Climate Report available at anz.com/esgreport details
important information about the scope of our sectoral pathways. Revised pathways and targets include customers of Suncorp Bank that meet our in-scope criteria for inclusion in our
pathways. 5. Includes Suncorp Bank.
13
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance

Ta rg et s
1
2025 outcomes and performance
Savings program pilots
Pilot a savings program
2
for people on lower incomes
in Fiji and Vanuatu by end 2025, with at least 80% of
participants having demonstrated a savings habit
3
upon
completion. (Pacific)
Achieved
The savings program
2
pilots were successfully completed in Fiji and
Vanuatu. Both pilots exceeded their targets, with 85% of participants
in Fiji and 90% of participants in Vanuatu demonstrating a savings
habit
3
upon completion. A third pilot commenced in Solomon Islands.
Large Emitters Engagement Program (LEEP)
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.
Achieved
45 customers were assessed as being in a ‘mature’ phase of their low
carbon transition plans, up from 42 in 2024.
4
Operational emissions and non-emissions
Reduce the direct impact of our business activities on the environment
5
by:
Reducing combined Scope 1 and Scope 2 emissions
85% by 2025 and 90% by 2030 (against 2015
baseline);
6
Achieved
Our combined Scope 1 and Scope 2 emissions have decreased by
96% since 2015.
Being powered by the equivalent of 100% renewable
electricity by 2025;
7
Not achieved
97% of ANZ's electricity needs were from renewable sources, just falling
short of our target of 100%. This was principally due to the absence of
recognised schemes or renewable electricity infrastructure in Papua
New Guinea and Pacific countries.
Reducing water consumption
8
by 40% by 2025
(against 2017 baseline);
Achieved
Our water consumption has decreased by 61% since 2017.
Reducing waste to landfill
9
by 40% by 2025
(against 2017 baseline);
Achieved
Our waste to landfill has decreased by 79% since 2017.
Reducing paper consumption (both office and ANZ
originated customer paper use) by 70% by 2025
(against 2015 baseline).
Achieved
Our paper consumption has decreased by 77% since 2015.
New Zealand retail lending
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)
Achieved
Since October 2020 we have supported 23,397 households into
healthier homes and NZ$938.86 million lending through:
• Our Healthy Home Loan Package;
• Our Good Energy Home Loan Top Up;
• Interest-free Insulation Loans.
10
Gender equity targets
11
Maintain representation of women as Key Management
Personnel (KMP)
12
of at least 40%.
Not achieved
As at 30 September 2025, women as KMP
12
has decreased from four
out of ten, to three out of nine and is now below target at 33%. When
the recently announced permanent Executive Committee
13
appointments
of Stephen White, Pedro Rodeia, Christine Palmer and Donald Patra
commence from October to December 2025, women as KMP will
increase back to 40%.
Increase the representation of Women in Leadership (WIL)
by 1.2 percentage points (ppt) from baseline of 39.0%.
14
Achieved
We have exceeded our WIL target this year by 0.3 ppt to 40.5% – an
annual increase of 1.5 ppt.
1. Targets exclude Suncorp Bank unless otherwise stated. 2. Saver Plus. 3. Eight out of 10 months saving (as per Saver Plus program), measured by participant survey data. 4. In 2024, 42
customers were assessed as ‘Mature’. Between 2024 and 2025, four of our 100 largest emitting customers upgraded to ‘Mature’, and one customer who was assessed as ‘Mature’ in 2024 was
removed from LEEP due to acquisition. In 2025, we expanded LEEP to additional customers subject to the Safeguard Mechanism, certain customers in our sectoral pathways and other large
emitters. Within this expanded LEEP cohort, there are 77 customers assessed in the 'Mature' phase as at end 2025. For further detail, refer to page 12 in the 2025 Climate Report available at anz.
com/esgreport. 5. Environmental reporting year is 1 July – 30 June, in line with the Australian regulatory reporting year. 6. Using a market-based method for Scope 2 calculations. Refer to Appendix
7 Scope 1, Scope 2 and Scope 3 Operational Greenhouse Gas Emissions Reporting Methodology in the 2025 Climate Report available at anz.com/esgreport. 7. 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. 8. 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 (>10,000m2) excluding 347 Kent Street which was sold in the 2020 reporting year. 9. 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. 10. Product discontinued in July 2022. 11. Includes Suncorp
Bank. 12. ‘Senior Executive’ means “KMP”, which means Chief Executive Officer and Disclosed Executives as set out in the Remuneration Report contained within the 2025 Annual Report. 13.
Executive Committee (ExCo) comprises ANZ’s most senior executives. The members of ExCo are available at anz.com/exco. 14. FY24 Women in Leadership result of 38.8% excluded Suncorp
Bank, whereas FY24 Women in Leadership baseline for FY25 Women in Leadership target is 39.0% including Suncorp Bank.
Concluding targets, including outcomes and performance
14
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

1. 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. 2. Targets exclude Suncorp Bank unless otherwise stated. 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. FY25 includes transactions validated as eligible for inclusion in the target
from 21/09/2024 to 19/09/2025. 5. Our 2025 Climate Report available at anz.com/esgreport details important information about the scope of our sectoral pathways. Revised
pathways and targets include customers of Suncorp Bank that meet our in-scope criteria for inclusion in our pathways. 6. Includes Suncorp Bank. 7. ‘Senior Executive’ means “KMP”,
which means Chief Executive Officer and Disclosed Executives as set out in the Remuneration Report contained within the 2025 Annual Report.
Targets continuing in 2026, including performance update, and new targets
In 2026 we will continue our $10 billion social and affordable housing target, $100 billion social and environmental activities
target
1
, and sectoral pathways and targets. Both the 2025 and 2030 combined Scope 1 and Scope 2 operational
emissions reduction targets have now been achieved. Since the 2030 target was achieved earlier than expected, a more
ambitious 2030 target with a revised baseline has been set. We have also rebaselined our gender equity targets.

Ta rg et
2

2025 performance or status

End date
$10 billion social and affordable housing
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
Since October 2018, we have funded and facilitated
$7.37 billion to support the delivery of more affordable,
accessible or sustainable homes to buy and rent. This
includes $892.79 million allocated towards the target in
2025
4
, exceeding our $750 million 2025 sub-target.
2030
$100 billion social and environmental activities
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.
1
Since 1 April 2023, we have contributed $84.72 billion
towards the target, across 412 customer transactions,
of which $42.09 billion is funded, $38.96 billion is
facilitated, and $3.67 billion is from direct investment
through 61 bond purchases. This includes $45.75 billion
allocated towards the target in 2025
4
, exceeding our
$18.5 billion 2025 sub-target.
2030
Sectoral pathways
5
Sectoral pathways and 2030 interim targets in place
for 10 sectors or sub-sectors, to transition lending to
net zero financed emissions by 2050.
Eight are ‘on-track’, two are ‘close to on-track’, and none
are ‘off-track’.
For more information, refer to pages 32-51 of the 2025
Climate Report available at anz.com/esgreport.
2030
Operational emissions
6
Reducing combined Scope 1 and Scope 2 emissions
by 85% by 2030 (against a 2024 baseline).
Having achieved our 2030 target of a 90% reduction
(against a 2015 baseline) earlier than expected, we have
revised our combined Scope 1 and Scope 2 emissions
reduction target with a more ambitious baseline year of
2024.
2030
Gender equity targets
6
Increase representation of women as Key Management
Personnel
7
to at least 40%.
Increase the representation of Women in Leadership by
1 percentage point from baseline of 40.5%.
Rebaselined targets for 2026.2026
15
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance

Improving non-financial
risk management
Material ESG issue
Non-financial risk
management
Strengthening non-financial risk
management is a strategic imperative
for ANZ to protect customers, enable
resilient operations, and sustain trust
in the bank’s integrity.
Robust non-financial risk management
practices underpin a strong, resilient bank
that delivers for all customers, and therefore
for shareholders. We acknowledge our
existing NFR management practices have
not always met expectations and
recognise we have more work to do to
uplift our management of NFR and to
improve risk culture across the bank.
Regulatory oversight
ANZ’s non-financial risk management
is a key priority for its core regulators.
On 3 April 2025, the bank confirmed
it had entered a court enforceable
undertaking (CEU) with APRA for matters
relating to NFR management practices
and risk culture across the Group. In
addition to accepting the CEU, APRA
required that ANZ to hold a further
operational risk capital overlay of $250
million, taking ANZ’s total operational risk
capital overlay to $1 billion.
ANZ’s response to the CEU
As part of the CEU agreed with APRA,
ANZ appointed an independent reviewer
to identify root causes and behavioural
drivers of shortcomings in ANZ’s
non-financial risk management
practices and risk culture.
The enterprise-wide review informed
the development of ANZ’s Root Cause
Remediation Plan (RCRP) which was
submitted to APRA on 30 September 2025.
The RCRP includes a defined set of Target
States and outlines deliverables across
seven core workstreams including
Governance, Accountability and Operating
Model, NFR Framework and Processes,
Culture, Performance and Remuneration,
Capabilities, and Data and Systems.
The RCRP was approved by APRA on
7 November 2025. Its approval marks
the next phase in the delivery of our
obligations under the CEU.
Delivering on the RCRP
ANZ has an opportunity to improve the
way it operates to ensure it is providing
customers a simple, efficient, and reliable
service that meets their needs, keeps its
promises, and consistently delivers the
experience they should expect from ANZ.
ANZ expects to spend approximately
$150 million on implementing the plan
required under the RCRP in 2026.
This will be funded by de-prioritising
other initiatives.
Delivering on the RCRP is a multi-year
process. This work will take approximately
three years with the first year dedicated
to design, followed by two years to
implement and embed.
ANZ will emerge a stronger, confident
organisation with solid risk management
and customers at its core.
ANZ have appointed Promontory to
provide independent assurance of its
progress against the RCRP and reports
outlining progress will be available on
anz.com.
Establishment of an
Enterprise NFR Program
To lead the bank in its NFR uplift and
response to the CEU, ANZ has established
an Enterprise Non-Financial Risk Program,
Program PACT (People, Accountability,
Customers and Trust).
Program PACT, alongside the prioritisation
of Critical Risk Programs (CRPs) like the
Retail ASIC matters and Global Markets
remediation responses, reflects a
commitment to deeply embed NFR
frameworks, governance (see "Settlement
of ASIC investigation" section on page 17),
practices and behaviours that improve
customer outcomes by driving sustainable
business outcomes and risk ownership
- underpinned by a proactive culture and
disciplined execution.
Over the next three years, the focus
of Program PACT is on demonstrating
that our approach to NFR management
is embedded and sustainable. It will be
measured not by task completion but
proof of:
Behavioural adoption
Reinforce a culture where risk is
proactively managed, and where
divisional leaders are empowered
- and expected - to own and
prioritise NFR management.
Governance maturity
Strong governance is the bridge
between intent and action. ANZ
is committed to ensure that the
systems, frameworks, and controls
introduced – not only for the
Enterprise NFR Program – are
consistently maintained and applied
to other programs across the bank.
Outcome delivery
Following behavioural change and
governance, ANZ committed to
deliver the intended outcomes and
demonstrate impact. ANZ needs
to do what it said it will do–on time,
to standard, and with external
validation from the Independent
Reviewer and APRA.
Continuous improvement
Across the bank, ANZ will be able to
consistently identify, detect, improve
on and fix NFR deficiencies.
16
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

ANZ's relationship
with regulators
ANZ has relationships with
more than 800 regulatory bodies
globally. These bodies play an
important role in enabling
financial stability, protecting
consumers, preventing fraud and
maintaining trust in the financial
system. ANZ is committed to
dealing with regulatory bodies
in an open, constructive and
cooperative way.
Responding to the CEU
ANZ’s response to the CEU
has culture at its core. Its
commitment extends beyond
the design, implementation,
and embedding of a
framework and system. It
encompasses critical focus
areas such as leadership,
NFR capability, and a
strengthened control and
process environment – all
of which is underpinned by
the enterprise-wide cultural
change the CEU requires.
The program is business
owned and led.
Settlement of ASIC investigation
On 15 September 2025, ANZ
announced it had reached an
agreement with Australia’s
financial regulator, ASIC, to resolve
five regulatory investigations into
our Australian Markets business
(Institutional) and Australia
Retail division.
Under the agreement, which is
subject to Federal Court approval,
ANZ has agreed to pay a total penalty
of $240 million. ANZ is undertaking
specific remediation programs in both
its Australia Retail division and Australian
Markets business, which have
interdependencies with the broader
matters covered under the APRA CEU.
Australia Retail
The agreement covers three key issues:
1. Hardship support – Some customers
didn’t receive timely support when they
were struggling financially, because ANZ
didn’t respond within required timeframes.
2. Deceased estates – ANZ didn’t always
respond to families in a timely way, and
some accounts were charged fees after
a customer had passed away.
3. Online Saver accounts – Some eligible
customers missed out on bonus interest
they were promised due to system and
process errors, and ANZ didn’t always
show correct rates on its application form.
Markets
The penalty for our Markets business
relates to two separate issues:
1. Role as Duration Manager for an
AOFM Bond Issuance
• ANZ was appointed by the Australian
Office of Financial Management (AOFM)
to act as the Duration Manager for
a large bond issuance in April 2023.
• ANZ agreed with ASIC that in its role as
Duration Manager, it didn’t adequately
communicate with the AOFM about the
intended manner of its trading or the
progress of its hedging activity, given
the timing and manner of ANZ’s trading.
This was unconscionable conduct.
• ANZ also failed to accurately report to
the AOFM after the transaction and in
doing so, made false or misleading
representations and agreed that in
carrying out its role as Duration
Manager, ANZ breached some of
its licence obligations.
• ASIC has not alleged that ANZ engaged
in market manipulation or over-hedging
on the AOFM issuance. All of ANZ’s
trading as Duration Manager was to
hedge the risk borne by it in connection
with our role.
2. Incorrect data reporting
ANZ provided inaccurate monthly
secondary bond turnover data to the
AOFM over a period of almost two years
and made a false annual attestation to the
AOFM about that data. ANZ also failed to
comply with its breach reporting
obligations in relation to the inaccurate
data reporting.
17
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance

The Code requires that all ANZ
employees and contractors:
are ethical and professional; 
act with integrity; 
treat everyone with dignity and
respect; 
manage conflicts of interest; 
protect privacy and
confidentiality;
comply with the Code, policies
and the law; and
call out unacceptable behaviour
and stand up for what is right.
Code of Conduct
ANZ’s Code of Conduct
(the Code) sets the
standards for behaviour
expected at ANZ.
Our approach
The Code is supported by a suite of
policies that are regularly reviewed to
ensure they reflect legislative changes
and good practice.
ANZ also expects partners (including
suppliers, service providers and other
relevant third parties) to adopt and uphold
similar standards of ethical behaviour as
outlined in the Code and ANZ’s Supplier
Code of Practice. 
ANZ’s Code of Conduct is available at anz.
com/corporategovernance. For more
information on how ANZ is managing ESG
risks in our supply chain see page 41.
Training
To manage ethical conduct and
compliance with the Code, all employees
and contractors must complete
mandatory training courses within two
months of joining ANZ and regularly
thereafter.
Key mandatory training courses related
to the Code and its supporting policies
include:
• Living the Code
1
• Equal Opportunity (including anti-
discrimination and sexual harassment)
• Privacy, Data Protection and Ethics
• Conduct Risk
• Anti Money Laundering/Counter
Terrorism Financing
• Sanctions
• Anti-Bribery and Corruption
• Internal and External Fraud
• Whistleblowing
ANZ monitors the completion rate for
mandatory training courses, which was
99.86% enterprise-wide in 2025.
Employees who do not complete training
within 30 days of the due date (without
exceptional circumstances) are ineligible
for fixed remuneration increases or
variable remuneration payments during
the annual Performance and
Remuneration Review (PRR), ensuring
accountability and incentivising
compliance.
Performance management guides and
other materials are made available to all
employees on our intranet. This guidance
includes impacts to performance and
remuneration outcomes in our annual PRR
for employees who do not meet expected
standards of performance or behaviour.
Outcomes
We monitor compliance with the Code by
tracking employee relations cases, with
analysis of breaches and outcomes to
identify trends and areas for improvement. 
In 2025, there were 1,569 employee
relations cases involving alleged breaches
of the Code
2
, (1,400 in 2024) with 567
cases resulting in formal consequences
or the employee leaving ANZ. This was an
increase from 488 cases in 2024.
Outcomes following investigations of
Code breaches in 2025 included 337
warnings, 127 terminations and 103
employees otherwise leaving ANZ. 
A breakdown of alleged breaches of ANZ's
Code of Conduct is provided in the 2025
ESG Data and Frameworks Pack available
at anz.com/esgreport.
Matters relating to conduct were
highlighted in the court enforceable
undertaking from the Australian Prudential
Regulation Authority (APRA). More
information on these matters is available
on pages 16-17.
1. Completion of Living the Code requires participants to confirm their understanding of, and compliance with, the Code’s principles over the past year. 2. Includes Suncorp Bank.
Material ESG issue
18
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

Whistleblower Program
Training
All employees and contingent workers
are required to undertake annual
mandatory training on their obligations
and responsibilities under the policy.
Whistleblower Investigators,
Whistleblower Protection Officers,
and eligible recipients of whistleblower
reports (including Executive Committee
1

and Board members) receive role-
specific training to help ensure they
understand their obligations under
applicable laws including how to
appropriately handle and, where
applicable, investigate reports.
Outcomes
We received 264 whistleblower reports
in 2025, an increase from 222 in 2024
2
.
This year, 61% of assessed reports were
within the scope of the Program. Reports
involved themes and allegations of
breaches of the Code of Conduct and
other policies; bullying and harassment;
discrimination; conflicts of interest; fraud;
maintaining safe work environments;
privacy and confidentiality breaches; and
other misconduct.
Recommended actions and outcomes
from investigated reports included
termination of employment, formal
warnings, coaching and informal
counselling, review and remediation of
policy, process and procedures, improved
oversight, additional training and
communications reinforcing expected
standards of behaviour.
1. Executive Committee (ExCo) comprises ANZ’s most senior executives. The members of ExCo are available at anz.com/exco. 2. Report volumes for 2024 include Suncorp Bank from
31 July 2024 to 30 September 2024. Suncorp Bank is also included for 2025.
Material ESG issue
Our approach
ANZ’s Whistleblower Policy and Program is a key component of our conduct
risk management and corporate governance framework. The Board has
oversight and governance of the policy and program. A de-identified
summary of material whistleblower matters is also reported to the relevant
Board committee quarterly and to the Operational Risk Executive Committee.
Program processes are also set out in the policy, including how eligible
whistleblowers can report concerns, the protections that will apply, how the
concerns will be considered and/or investigated, and resources.
Key actions in 2025
Introduced a new external whistleblower reporting, and integrated case
management and reporting service.
Delivered 201 awareness sessions to business units by the Group Integrity
team who conduct investigations into allegations of internal fraud, theft,
bribery, corruption and insider crime involving ANZ employees and
contractors.
Jurisdiction and business specific awareness sessions delivered by the
Program team designed to build trust in the process and program,
improve understanding of whistleblower protections, and promote
available channels.
Updated the Program’s training course for eligible recipients of
whistleblower reports.
ANZ’s annual employee survey indicated continued high levels of awareness and
confidence in the program, and reporter protections across the organisation.
ANZ’s Whistleblower Policy is available
at anz.com/corporategovernance
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Employee
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Appendices and
Assurance

Putting our customers first
Material ESG issue
We acknowledge that, at times,
we have let our customers down.
Despite our good intentions, we have
not consistently lived up to their
expectations.
In particular, some of our failings occurred
when our customers were at their most
vulnerable. For this we are deeply sorry, and
we are making changes to better support
our customers when they need us most.
On 15 September 2025, ANZ announced
it had reached an agreement with the
Australian Securities and Investments
Commission (ASIC) to resolve five
regulatory investigations into our Australian
Markets business (Institutional) and
Australia Retail division.
For our Australian Retail division this
includes three key issues: hardship
support, deceased estates and Online
Saver accounts – as covered on page 17.
We have established an ASIC Matters
Resolution Program in Australia Retail,
ensuring we bring the appropriate
governance, oversight and accountabilities
to resolve these and other outstanding
ASIC regulatory matters.
We will not accept these sorts of failures
that impact on our customers: it is why we
are committed to driving a company-wide
transformation to uplift non-financial risk
(NFR) to strengthen our core processes,
systems and controls.
However, it’s important to note that we
are not uplifting NFR simply to meet
regulators’ expectations. We are doing it
because it is better for our customers
and the quality of our business.
This uplift is already underway with
measurable improvements across the
bank to better protect and care for
our customers. For example, we are
rebuilding the customer proposition for
deceased estates, including improving
both response times to freeze accounts
after being notified of a customer's
passing, and responding to beneficiaries
and executors in formalising their estates.
We also discuss on the next pages
our approach to hardship, supporting
customers with extra care, customer
complaints, prioritising access for
low-income customers and
enhancements we have been making
in line with the revised Banking Code
of Practice.
A key pillar of our refreshed strategy,
ANZ 2030, is putting our customer first.
With market leading, differentiated and
superior propositions, we will raise the
standard of every digital and human
interaction for our customers.
We are also re-engineering and
automating lending submissions and
manual processes, and using artificial
intelligence to improve, among other
things, quality control and complaints
analytics.
We are acutely aware that delivery and
execution are central to our ability to meet
and exceed the expectations of our
shareholders, customers and colleagues.
Further information on our ANZ
2030 strategy is provided in the
2025 Annual Report available at
anz.com/annualreport
For more information on how
ANZ is improving non-financial
risk see pages 16-17
20
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

1. Non-Financial Risk Framework are procedures that define how ANZ employees should consistently and effectively identify, assess, manage, monitor and report on non-financial risk.
2. Customers of the participating banks who lived in the Indigenous pilot locations or received ABSTUDY payments between 1 July 2019 and 31 August 2024 and customers (where
identifiable) who interacted with a participating bank’s specialist Indigenous service channels such as an Indigenous call line. 3. Customers who qualify for remediation and identified as
eligible for a basic account between the review period (July 2019 – June 2025). A portion of these customers have either moved to a basic account, may be included in future
migrations, or are no longer eligible for migration.
We continue to prioritise access
for low-income customers to
products and services that best
meet their needs, having already
simplified the account opening
process by removing the
requirement to prove eligibility for
basic accounts in branches. In
addition, we continue to enhance
our banking services to provide more
inclusive and accessible banking
services for First Nations customers.
Suncorp Bank
ASIC also engaged with Suncorp
Bank on refunding fees to low-
income Australians. Suncorp Bank
has committed to refund more than
$3 million to over 43,000 eligible
customers, which commenced in
2025 and is expected to conclude
in 2026. Customers will receive an
amount greater than the fees
originally incurred to account for the
time value of money. Suncorp Bank
has implemented an opt-out
migration to a low-fee account,
moving 7,260 customers over the
months of May and June 2025.
Going forward this opt-out migration
process will occur on a semi-annual
basis.
Revised Banking
Code of Practice
During the year, ANZ’s Australia Retail
and Australia Commercial divisions,
and Suncorp Bank implemented key
enhancements in line with the revised
Banking Code of Practice (the Banking
Code) which came into effect on
28 February 2025. The ANZ Non-
Financial Risk Framework
1
and Policy
have governed compliance with the
Banking Code of Practice this year.
Key enhancements to the Banking
Code included:
• new deceased estates provisions;
• expanded definitions of small
business and vulnerability;
• a new requirement for banks to
meet with prospective guarantors
before accepting a guarantee; and
• requirements for banks to organise
free interpreter services where
appropriate.
The Banking Code is important to
our customers because it provides
consumer protections, which often
go beyond the law.
ANZ is tracking the effectiveness
of the changes through various
mechanisms, including monitoring
how key processes are working in
practice, relevant training completion
by employees, preventative and
detective controls, and monthly
reviews of complaints and risk events
to identify incidents of non-
compliance and identify uplift
opportunities.
ANZ and Suncorp Bank continue to
report breaches to the Banking Code
Compliance Committee as required
and respond to its inquiries and
requests for information.
Key actions in 2025
Providing low-income
customers access to products
and services that best suit them
In July 2025, the Australian Securities
and Investments Commission (ASIC)
released the Better and beyond report
(Report 811), highlighting follow up
work from its Better banking for
Indigenous consumers report in July
2024 (Report 785).
We have delivered several
commitments as part of ASIC’s review
in 2025. These include:
Providing approximately
$2 million in refunds to
customers in ASIC’s project
cohort
2
.
Committing to refund more than
$50 million to approximately
600,000
3
low-income
customers nationally in 2026.
Moving over 300,000 eligible
customers to a basic account
(low or no fee accounts).
We have committed to continuing
to migrate eligible customers to basic
accounts on an ongoing basis.

21
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Assurance

Our approach
ANZ aims to provide extra care to
customers who may be experiencing
vulnerability, while also taking measures
to enhance access to its banking
products and services.
Australia
1
ANZ’s Australia Retail and Australia
Commercial divisions have High Impact
Processes (HIPs) in place for specific areas
where customers may experience greater
levels of detriment if we fail to provide
extra care. HIPs aim to ensure the bank’s
processes with the greatest potential
impact to customers requiring extra
care are operating effectively and are
appropriately governed. HIPs related to
supporting customers in need of extra
care were introduced during the year
including culturally appropriate and
accessible banking for First Nations
customers and supporting victim-
survivors of family violence.
In September 2025, ANZ entered into an
agreement with the Australian Securities
and Investments Commission (ASIC) to
resolve five matters within our Australian
Markets business and Australia Retail
Supporting customers
in need of extra care
division that were the subject of separate
regulatory investigations, including
matters relating to hardship support
and deceased estates. The agreement
with ASIC sends a clear signal that our
approach to delivering good customer
outcomes needs to improve. For more
information on these matters and how
we will improve see pages 16-17.
Training
Building our capability remains a focus
area, equipping employees to recognise
when a customer is experiencing
vulnerability and respond to their
circumstances with tailored support.
In preparation for commencement of
the revised Banking Code of Practice
in February 2025, ANZ reviewed and
enhanced its suite of related training and
resources, including to ensure it aligned
with the new strengthened provisions
around vulnerability, accessibility and
inclusivity. This training is mandatory for
employees in the Australia Retail and
Australia Commercial divisions who
engage directly with customers or who
support others who engage directly
with customers.
ANZ’s Extra Care Hub (ECH) is a
specialised pathway team of trained
bankers whose role is to support
customers impacted by family violence,
financial abuse or cognitive capacity
concerns. In 2025, the ECH team almost
doubled, enabling them to extend support
to additional teams including Customer
Protection, Financial Wellbeing Assist and
Mobile Lending. The ECH’s contact details
Key actions in 2025
Resources and support
available to our customers
available online:
Dealing with the
unexpected
Family violence support
Financial hardship
First Nations Customer
Support Line
are available via the ANZ website, the
ANZ App and internet banking platforms,
allowing for faster access and responses
to customers requiring assistance. In
2025, the ECH team assisted more than
5,500 customers, a 101% increase
from 2024.
In 2025, we continued to partner with
Uniting CareRing to support customers
impacted by family violence. CareRing
connects customers to services
including housing support, social
workers, drug and alcohol support,
employment services and financial
counselling.
Last year, we reported on a pilot
program involving the use of dynamic
algorithms to identify indicators of
financial abuse. In 2025, this program
was made permanent.
1. Excludes Suncorp Bank.
Material ESG issueMaterial ESG issue
Additionally, through our partnerships with
external organisations, training has been
provided on specific areas of focus. For
example, providing extra care to customers
who are incarcerated, or recently released from
incarceration, is a new characteristic listed in
the revised Banking Code of Practice. About
Time, in conjunction with ICAN Learn, delivered
training to complaint-handling employees in
Customer Resolution on the experiences of
people in prison and their challenges
maintaining and regaining financial
independence. Additionally, training has been
provided to our specialised teams, such as
the Extra Care Hub, on financial abuse.
Vulnerability impacts people in different ways. It can reduce
a customer’s ability to engage with banking services,
make informed decisions, consider choices, and evaluate
information. These consequences may affect the way that
the customer engages with their bank.
22
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

New Zealand
Our approach
ANZ Bank New Zealand supports customers needing extra
care through a structured and compassionate approach.
This is achieved by empowering and coaching employees to recognise signs
of vulnerability and respond with empathy. When further support is required, employees
can access internal resources or escalate complex cases to the Customer Vulnerability
Team via a specialised pathway. Where a case is more complex, they will work with
cross-functional teams to find the appropriate solution.
Our branch network
Over the past decade, we have
seen a long-term shift in how our
customers choose to bank with us,
with the number of customers
coming into a branch for transactions
reducing significantly.
We understand however that there
are many occasions where it’s
important for our customers to
engage with us via our customer
contact centre and our branch
network. Our branch bankers both
assist and educate our customers on
how to navigate their banking needs
in a safe manner. We continue to
operate a large network of branches,
offering access to specialist bankers
across Australia’s metropolitan and
regional hub locations. Branches also
provide access to cash withdrawals
and deposits via telling services or
Smart ATMs.
In the event that we make changes
to individual branches within our
network, analysis of customer
behaviour is considered before
decisions are made. We also aim to
proactively contact our customers,
prioritising those requiring assistance
with their banking.
Under the Federal Treasurer’s approval
conditions for purchasing Suncorp
Bank, the number of Suncorp Bank
and ANZ’s regional bank branches
may not be reduced during the three
years from the date ANZ acquired
Suncorp Bank.
Escalation volumes are tracked by the Customer Vulnerability Team to help
ANZ Bank New Zealand maintain effective support and ensure appropriate care is
provided. Following targeted training for senior customer-facing leaders in late
2024, escalation volumes doubled, indicating improved employee awareness and
responsiveness. These escalations enable earlier intervention and more
consistent support for vulnerable customers. Escalation data is reported to the
New Zealand Leadership Team and the ANZ New Zealand Board.
In 2025, ANZ Bank New Zealand further strengthened governance by appointing
a dedicated manager to uplift our approach to customers requiring extra care and
lead initiatives. These include strengthening our Vulnerability framework to
enhance governance, improve processes, and provide guidance to support
customers experiencing vulnerabilities. The framework builds on ANZ New
Zealand Bank’s existing processes, guidance, and specialist teams, to bring them
together in a cohesive and structured way.
Key actions in 2025
IMAGE TBC
 
Building our capability
remains a focus area,
equipping employees
to recognise when a
customer is experiencing
vulnerability and respond
to their circumstances
with tailored support.
23
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inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance

Financial hardship Financial hardship
While financial conditions have begun to ease across Australia and
New Zealand, higher inflationary environments continue to influence
borrowing and household spending – shaping broader economic
resilience. There are occasions when customers are unable to meet
their financial obligations. While in some cases these difficulties
are temporary, others may be prolonged or permanent, requiring
tailored support and careful review to restore financial stability.
Australia
1
Our approach
Our teams are trained to have respectful
and empathetic conversations to identify
the options that are appropriate for each
customer’s individual circumstances.
They are also trained to identify hardship
triggers and support customers
holistically, considering all lending facilities.
Data-driven insights play a critical role
in early identification of customers at risk
of hardship. Analysis of savings, credit,
and offset accounts allows us to
proactively contact customers who may
have experienced a significant income
reduction or are receiving unemployment
benefits.
Available assistance includes:
Temporary reduction or pause
of repayments
Interest-only repayment periods
Loan restructuring, including
capitalisation of late payments
Access to financial literacy
programs, MoneyMinded and
Saver Plus
Debt reduction and, in exceptional
cases, debt forgiveness
Referrals to external support
services
2
– Way Forward Debt
Solutions, CareRing, Fitted for Work,
and 1800RESPECT
Referral to financial counselling
via the National Debt Helpline and
Small Business Debt Helpline
In October 2025, we launched our
refreshed strategy, ANZ 2030. Under the
customer first pillar of ANZ 2030, we
aspire to raise the standard of every digital
and human interaction for our customers.
Further information on our strategy is
provided in our 2025 Annual Report
available at anz.com/annualreport.
Current environment
With continued cost-of-living pressures,
we expect the number of customers
facing hardship to persist.

In 2025,
Australian customers that were new in
hardship and receiving assistance
3
remained steady at 13,931, compared
to 14,031 in 2024.
Currently 4 in every 1,000 Australian ANZ
home loan customers and approximately
2 in every 1,000 Australian ANZ small
business customers are receiving hardship
assistance.
Importantly, over 68% of customers who
entered hardship have either paid out their
facility in full or are up-to-date on their
repayments within 12 months.
Over the past 12 months, we have
proactively contacted more than 191,000
home loan customers to review the
suitability of their loan arrangements.
Interventions ranged from early hardship
offerings to payment reminders, with
on-time payments improving by an
estimated 24% among contacted
customers.
Settlement of ASIC
investigation
In Australia, financial hardship practices
are governed by multiple regulators and
bodies as well as the Banking Code of
Practice and National Credit Code.
In September 2025 ANZ entered into an
agreement with the Australian Securities
and Investments Commission (ASIC) to
resolve five matters within our Australian
Markets and Australia Retail businesses
that were the subject of separate
regulatory investigations.
Under the agreement, which requires
Federal Court approval, ANZ is subject
to a $40 million penalty for breaching its
obligations in relation to its handling of
customer hardship notices. ANZ failed to
respond to 488 Australian customers’
hardship notices within required
timeframes and failed to have proper
hardship processes in place.
1. Excludes Suncorp Bank. 2. Way Forward Debt Solutions provides free debt management services to assist people struggling to manage multiple debts to establish affordable
arrangements with their creditors and assist management of debt repayment. CareRing connects customers to a coordinated range of support services including housing support,
social workers, drug and alcohol services, home energy assessments and employment services. Fitted for Work supports female-identifying jobseekers to improve their employment
prospects by developing a résumé, writing a cover letter and provisioning appropriate work clothes. 1800RESPECT is a domestic family and sexual violence counselling service. 3. The
statistic quoted uses underlying data which captures the number of accounts which are receiving hardship assistance, which include Home Loans, Personal Loans, Credit Cards and
Small Business Banking. Multiple customers can be a party to an account. As of September 2025.
For further information on ANZ’s
financial hardship assistance is
available at anz.com/financial-
hardship
For more information on ANZ’s
settlement of ASIC’s investigation
see page 17
Material ESG issue
24
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

The results of the pilot proactive
calling program showed:
Contacted customers were
38%
less likely
to become delinquent.
47%
took positive action such as
hardship applications, loan term
extensions, interest-only
arrangements.
New Zealand
Our approach
ANZ Bank New Zealand's approach to
hardship includes working with customers
to explore options to help them through
difficult times and provide financial
assistance.
Available assistance includes:
Repayment arrangements
Temporary pause of repayments
Interest-only repayment periods
Loan restructuring, including
capitalisation of late payments
Debt consolidation
Debt reduction and, in exceptional
cases, partial or full debt forgiveness
Interest rate concessions
Referral to financial counselling
via MoneyTalks (free financial
mentoring)
Hardship practices in New Zealand are
governed by the Credit Contracts and
Consumer Finance Act (CCCFA), which
outlines obligations for lenders in
supporting customers experiencing
financial hardship.
Further information on ANZ Bank
New Zealand's financial hardship
support is available at anz.co.nz/
banking-with-anz/financial-
hardship/
Key actions in 2025
A review of 2,951
ANZ Bank New Zealand
customers who exited
hardship treatment in the
six months to July 2025 was
conducted to understand
the outcomes from our
hardship assistance.
The results showed
91%
of customers have either paid
off their facility in full or are up-to-date
on their repayments, indicating that
most hardship events are temporary
and treatments are effective.
9%
of customers transitioned to active
Customer Financial Wellbeing (CFW)
case management, requiring longer-
term support.
In 2025, the number of New Zealand customers newly receiving hardship
assistance increased 19% from 4,021 in 2024 to 4,780 in 2025. Common
hardship drivers remained consistent and included redundancy, reduced
working hours, illness, relationship breakdowns, and financial stress due to
interest rates and living costs.
In 2025, leveraging enhanced data analytics to identify customers at risk of
missing payments, ANZ conducted outreach via the goMoney App and SMS
to the top 2% of at-risk customers identified, with over 135,900 messages
sent. The aim was to encourage customers to engage with ANZ if support
was needed.
In addition, a pilot proactive calling program was run, targeting a cohort of
high-risk home loan customers each month, with the aim to provide early
intervention support.
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Assurance

Customer complaints
Data relating to complaints in Australia
and New Zealand is available in our
2025 ESG Data and Frameworks Pack
available at anz.com/esgreport
1. Suncorp Bank has retained their Complaints Management Policy. Following the acquisition on 31 July 2024, Suncorp Bank commenced a phased transition to adopt the policies and
processes of ANZ. During the transition period Suncorp Bank will be subject to a combination of ANZ and Suncorp Bank policies, outlined on page 2. 2. Excludes Suncorp Bank.
3. Multiple categories may be allocated to a single complaint.
Our approach
Our process is governed by our
Complaints Handling Policy
1
, and Australia
and New Zealand each have a Complaints
Guide. We strive to deliver excellent
products and services to our customers,
but when we get things wrong, we are
committed to working with customers to
understand what’s happened and to try
to resolve the complaint promptly.
Customers can lodge a complaint with
ANZ online or with customer-facing
employees for Retail and Commercial
in Australia and through a number of
channels in New Zealand. We strive to
resolve complaints at first point of contact
and where additional support is required
complaints are escalated to internal
specialist complaint resolution teams in
Australia and New Zealand to work with
the customer to do our best to find a fair
and timely resolution.
If a customer is not satisfied with the
proposed resolution of their complaint,
they can escalate their complaint to the
Australian Financial Complaints Authority
(AFCA) or the New Zealand Banking
Ombudsman Scheme (BOS).
Complaints data and insights are
analysed and regularly reported to
senior management with a key focus
on monitoring performance, complaint
volumes, trends, actions being taken to
address complaint drivers, and customer
experience improvements.
Australia
2
Outcomes
Throughout 2025, Australia Retail
deployed a number of initiatives to support
complaint transparency, including:
• complaint awareness sessions for
frontline bankers to enhance their ability
to detect complaints and accurately
capture relevant information; and
• an automated complaint detection tool
to identify complaints received via the
Message Us service in the ANZ App.
These initiatives are helping our bankers
more effectively recognise and respond
to complaints. These uplifts contributed to
a material increase in the number of
complaints recorded through the year of
44%, but also improved the insights into
customer pain points allowing targeted
service improvements.
Despite the increase in the volume of
complaints, prompt resolution remained
a priority with 86% resolved within five
working days (2024: 83%) and
approximately 99% of all complaints
resolved within the 30-calendar-day
timeframe (2024: approximately 99%).
Further comprehensive guidance and
training have been developed for Australia
Retail and Commercial employees. The
first phase of the rollout commenced with
the Leadership Team in June 2025,
followed by a broader rollout scheduled
for November 2025.
The core complaint categories
3
included
service quality, account set-up and
maintenance, channel accessibility, fees,
interest and rewards, and fraud and
scams. Service quality accounted for 28%
of total complaints received (2024: 31%),
followed by channel accessibility
accounting for 20% of total complaints
received (2024: 16%).
ANZ continues to report internal
complaints data to the Australian
Securities and Investments Commission
(ASIC) on a six-monthly basis.
A Complaint Governance Forum is held
monthly and provides end-to-end
oversight of the Australia Retail and
Australia Commercial disivions' complaint
handling processes with a key focus on
monitoring the performance and
effectiveness of these processes,
complaint volumes, trends and themes
including actions being taken to address
complaint drivers. Complaints data and
insights are also reported to the Board and
the Operational Risk Executive Committee
on a six-monthly basis.
New Zealand
Outcomes
This year, ANZ Bank New Zealand
recorded over 33,800 complaints, a
decrease of 3.8% compared to 2024. ANZ
Bank New Zealand have also seen a 40%
decrease (from 70 in 2024 to 42 in 2025),
in complainants seeking an independent
review from BOS of their concerns and our
resolution offer due to a decrease in fraud
and scams complaints. We continue to
identify insights and opportunities to
improve, from complaints managed
internally and those that require escalation
to BOS, and continuously refine our
complaints handling approach to
consistently target a fair and balanced
outcome.
Fees, charges and rates accounted for
41% of total complaints received, with
'fee, charge or rate excessive/unfair' the
top issue in 2025. 'Personal transaction
account', 'Credit card', and 'Home Loan'
were the products with the most
complaints, in line with the higher share
of customers who hold these products.
The most common concerns included
'Fee, charge or rate excessive/unfair',
'Error with fee, charge or rate', and 'Failure
to act as instructed/promised'.
The percentage of complaints resolved
within five working days increased to
90%, compared to 89% in 2024; and the
percentage of complaints resolved within
30 calendar days of receipt increased to
98% compared to 97% in 2024.
More information on Australia’s
customer complaints process is available
at anz.com/support/complaints
More information on ANZ Bank New
Zealand’s customer complaints process is
available at anz.co.nz/about-us/
complaints
Complaints are an important
way for our customers to voice
their concerns, and for us to
learn where we can improve
our products and services to
deliver better outcomes for
our customers.
Material ESG issue
26
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

Material ESG issue
Refer to the 2025 Climate Report
for relevant Indexes, available at
anz.com/esgreport
Our Climate and
Environment Strategy
1. Our disclosures do not purport to be comprehensive
or to satisfy all aspects of GFANZ or TPT’s framework.
2. The Climate Change Commitment excludes Suncorp
Bank and ANZ Bank New Zealand. 3. 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. 4. Refer to
the 2025 Climate Report available at anz.com/esgreport
including Appendix 7 Scope 1, Scope 2 and Scope 3
Operational Greenhouse Gas Emissions Reporting
Methodology. 5. Refer to the 2025 Climate Report
including Appendix 5 ANZ Financed and Facilitated
Emissions Methodology available at anz.com/esgreport.
6. Applying to ANZ Group for the financial year
commencing 1 October 2025.
Our vision at ANZ is to finance a sustainable transition. Our Climate and Environment Strategy
(C&E Strategy) 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.
We have established three core
ambitions, supported by four action
pillars that bring together the themes of
the steps we are taking to deliver on our
ambitions. These ambitions and action
pillars are supported by having specific
focus areas and prioritised action plans
for our Institutional, Australia Commercial,
Australia Retail and New Zealand divisions
that we commenced implementing
aspects of this year.
Our approach to
transition planning
In 2025, we took further steps to progress
our transition planning. Our C&E Strategy
forms the basis for our approach,
including how we plan to support an
effective and orderly transition for our
large business customers. We also draw
on guidance from the Glasgow Financial
Alliance for Net Zero (GFANZ) and the
Transition Plan Taskforce (TPT) transition
planning frameworks to inform areas of
focus in our C&E Strategy.
Our C&E Strategy ambition is supported
by our Climate Change Commitment of
transitioning our lending portfolio to
net zero financed emissions, reflecting
where we can have the most significant
impact. We estimate our lending to
Institutional customers contributes
approximately two-thirds of our total
financed emissions. The remaining
financed emissions arise from our lending
to our commercial and retail customers.
Our Climate Change Commitment will
be available prior to our Annual General
Meeting at anz.com/climate-change.
2
The actions under our C&E Strategy
demonstrate our progress towards
credible transition planning. We
acknowledge that ongoing work is
required to satisfy a robust and well-
developed transition plan.
In this report, we set out the actions we
have progressed and how we have been
supporting our customers’ transition.
Our climate and
environment targets
Our climate and environment targets
support the delivery of our C&E Strategy.
We continue to make progress, including
funding and facilitating $84.72 billion
towards our $100 billion target in social
Financing a sustainable transition
Vision
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
Ambition
Understanding risks
and opportunities
Building capability
and capacity
Driving customer
engagement
and propositions
Collaborating with
stakeholders to support an
economy wide transition
Action
pillars
and environmental activities
3
by 2030.
Separately, eight of our revised sectoral
pathways are ‘on-track’, two are ‘close
to on track’, and none are ‘off track’. We
also recognise our role in reducing the
emissions from our operations and have
continued to reduce our Scope 1 and
Scope 2 emissions across our operations.
4

Refer to the 2025 Climate Report available
at anz.com/esgreport for further details
on our 2025 climate and environment
targets and progress, including our
sectoral pathways.
5

Reflecting the upcoming mandatory
climate disclosures in Australia
6
and a
changing internal and external operating
environment – we are reviewing our
climate and environment targets to ensure
they continue to be relevant and aligned
with our strategy.
27
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance

How we are driving our C&E Strategy ambitions
The below initiatives and activities illustrate how our actions connect to our three
ambitions, supporting the progress of our C&E Strategy in 2025.
Ambitions
Implementing our Large Emitters Engagement Program

Supporting our customers’ transition through financing

Understanding nature risks and opportunities

Building our capability to help our customers understand climate and nature risks

Collaborating with stakeholders to support an economy wide transition
Managing climate risk

Progress on our targets and metrics
For further information see the 2025 Climate
Report available at anz.com/esgreport
Our future focus
We continue to evolve our approach to enable us to deliver
our C&E Strategy ambitions.
Building our capability to
help customers understand
climate and nature risks
Improve our understanding of
how climate and nature risks
and opportunities affect
customers and our lending
portfolio by continuing to
focus on training, data and
tools used to support our
customer engagement.
Transitioning our lending
portfolio to net zero
financed emissions
Continue to engage with our
LEEP and certain sectoral
pathways customers to support
our commitment to transition our
lending portfolio to net zero.
Continue to integrate climate risk
and opportunities into policies,
financing and risk decision
making where relevant.
Supporting our
customers’ transition
and resilience
Enhance customer
propositions and
engagement to support
our customers’ transition
and improve their resilience.
28
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

Material ESG issue
Supporting our customers’
transition through financing
1. This is the first year we have included direct investment contributions towards our target. To limit complexity, we have not included those made prior to 8 November 2024 (publication
of the latest version of the target methodology) and those on or after 8 November 2024 where the overlapping facilitation amount in relation to the relevant bond issuance was included
towards the target under the version of the target methodology that applied before 8 November 2024. 2. 2025 includes transactions validated as eligible for inclusion in the target from
21/09/2024 to 19/09/2025. 3. Funded $42.09 billion includes deals in “Waste” and “Water” which have deal values less than $0.10 billion. 4. 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 predetermined sustainability performance
objectives) are reported as a separate category. 5. Includes activities which cover both environmental and social categories. 6. 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 waste water management, and climate change adaptation. 7. 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). 8. 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.
Progress towards our $100 billion social and environmental
sustainability target – 1 April 2023 to 30 September 2025
Facilitated
$38.96
billion
14.93% Social and Environmental
$5.82b Other social and environment
5
27.90% Sustainability-Linked
4
$10.87b Sustainability-Linked
51.22% Environmental
6
$1.49b Clean Transport
$
10.72b Energy
$
4.35b Other environment
$
3.40b Green building
7
5.94% Social
8
$0.20b Aordable housing
$
2.12b Other social
Direct
investments
$3.67
billion
$0.73b Green
$0.47b Social
$2.47b Sustainability
Funded
$42.09
billion
3
1.35
% Social and Environmental
$0.57b Other social and environmental
5
1.45
% Sustainability-Linked and Environmental
$0.61b Sustainability-Linked and Environmental
40.32% Sustainability-Linked
4
$16.97b Sustainability-Linked
8.51
% Social
8
$2.04b Aordable housing
$1.54b Other social
$1.93b Clean Transport
$8.83b Energy
$7.95b Green building
7
$1.55b Other environment
48.37% Environmental
6
For further detail on ANZ’s approach
for assessing the eligibility of customer
transactions and direct investments for
inclusion towards the target, refer to
the ANZ Social and Environmental
Sustainability Target Methodology
available at anz.com/esgreport
This year, we continued to make 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.
As at 30 September 2025, we have
contributed $84.72 billion in total towards the
target since it commenced on 1 April 2023.
The total comprises funding and facilitating
$81.05 billion across 412 customer
transactions and directly investing $3.67 billion
through 61 labelled green, social and
sustainability bond purchases held on ANZ’s
balance sheet.
1
This includes activities that
aim to help lower emissions, protect or restore
nature, increase access to affordable housing
and promote financial wellbeing.
This year, we exceeded our 2025 goal to
contribute at least $18.5 billion towards our
target, with $45.75 billion added across 186
customer transactions and 61 bond
purchases.
2
This comprised:
• $21.86 billion attributed to ANZ’s on-
balance sheet loans and other credit lines;
• $20.22 billion facilitated by ANZ; and
• $3.67 billion via direct investments (labelled
bond purchases) held on ANZ’s balance
sheet.
In order to count towards the $100 billion
target, customer transactions and direct
investments are assessed against the criteria
for eligible banking activities and eligible social
and/or environmental activities specified in the
methodology for the target. They may include:
• labelled sustainable finance;
• unlabelled banking activities; and
• ANZ’s direct investments.
29
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance

MoneyMinded
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 as well as by community
organisations and ANZ employees
in 15 markets across Asia and the
Pacific region.
MoneyMinded’s success relies on
ANZ’s partnerships with community
organisations and individuals who are
best-placed to deliver the program
within vulnerable and disadvantaged
communities.
In Australia, community professionals
working in client facing roles within the
not-for-profit sector are eligible to attend
MoneyMinded Coach Training, delivered
in person and virtually across the country.
Accredited Coaches are provided access
to resources to use with their clients free
of charge.
This year, MoneyMinded in New Zealand
was extended by partnering with budgeting
providers to reach more communities in
need.
In the Pacific, five new community
partnerships were established – including
three in Fiji and two in Timor Leste – to
support the delivery of MoneyMinded.
More than 1.1 million people have
participated in ANZ's financial education
programs, since 2002. 126,422
participated in the program this year,
including 107,236 in Australia, 18,596
across Asia and the Pacific, and 590 in
New Zealand. Feedback from Coaches
and participants about the impact of
MoneyMinded is available in our annual
Impact Report at anz.com/moneyminded.
Building digital confidence
To further support vulnerable
communities, new MoneyMinded content
designed to build digital confidence and
capability using digital devices was
introduced this year. The Digital
Confidence module starts with the basics
of how to use a device and participate
online safely and builds skills to engage
with internet and mobile app banking.
Financial
education
programs
Financial literacy is an
essential skill in modern
society – our programs
build the financial
capability and wellbeing
of individuals so they
can be more resilient
to changes in their
financial circumstances.
We have developed financial
education programs in consultation
with community partner
organisations and government.
These programs aim to provide
real social benefits to the
community by improving financial
inclusion and capability of lower
income individuals.
In partnership with ANZ, The Smith Family
is offering specialised training in this
new module to all existing MoneyMinded
Coaches as they begin to use the
resources with their clients. For more
information on how ANZ is supporting
customers in need of extra care see
pages 22-23.
Doug Taylor
CEO, The Smith Family
“We are thrilled ANZ is taking steps to work with
community partners to improve digital literacy and
confidence in the community. We recognise that
technological advancements can disproportionately
affect those already facing financial challenges, and
the Digital Confidence module will directly support
those who need it most.”
Material ESG issue
30
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

MoneyBusiness in Australia
MoneyBusiness was developed
in partnership with the Australian
Government to build the money
management skills and financial
confidence of First Nations people
in 2005.
In 2025, supported by the Australian
Government Department of Social
Services, ANZ partnered with Indigenous
Consumer Assistance Network (ICAN),
a First Nations training organisation to
expand the reach of MoneyBusiness.
During the year training was delivered
across Australia including remote
communities in Western Australia,
South Australia and the Northern Territory.
MoneyBusiness Coach Training is a
two-day program for community
professionals working in First Nations
communities. The strength-based training
equips and prepares MoneyBusiness
Coaches with practical tools and resources
to use with their clients. “The training has
given me valuable resources to use with
participants and in my own personal life
which will help with financial decision
making and goal setting” said a recent
MoneyBusiness Coach Training attendee.
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.
More than 4,000 Australians
participated in Saver Plus this year,
totalling approximately 66,700 since
2003 who have saved over $32.8 million
and received more than $27.9 million
in matched savings from ANZ for
education costs.
More information about the impact
of Saver Plus is available in our impact
reports at anz.com/saver-plus.
Saver Plus in the Pacific
In 2024, ANZ 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 upon completion.
In Fiji, 60 participants consisting of market
vendors and farmers that supply to the
Suva, Nausori and Ba municipal markets,
successfully completed the program,
saving FJ$36,981 collectively, with ANZ
contributing FJ$29,039 in matched
savings. In Vanuatu, 28 participants
collectively saved VT$1,572,529 with
ANZ matching VT$701,200.
A Saver Plus pilot is also underway in the
Solomon Islands, with 23 market vendors
expected to complete the program in
December 2025.
Suncorp Bank has also partnered with the
Financial Basics Foundation since 2017
as part of their commitment to supporting
young people and building up their
financial confidence. More information
is available at suncorpbank.com.au/
about-us/partnerships/financial-basics-
foundation.html
More information about ANZ’s ESG
targets can be found on pages 13-15.
Further information on the launch of the
Saver Plus pilot in Fiji and Vanuatu can
be found on page 42. More information
on financial wellbeing can be found at
anz.com/financialwellbeing
Meet Jan, a domestic
and family violence
case worker
As a domestic and family violence
case worker, Jan focuses on a range of
issues such as child protection, safety
planning, housing, risk assessments
and building resilience.
Enabling individuals to regain financial
independence is a core component
of her role, and for the last three years
Jan has integrated MoneyMinded for
Family Violence – an extension of
MoneyMinded introduced in 2016 –
into the programs she facilitates.
“For many clients, it is challenging to
start over, particularly if they haven’t
had access to finances within their
relationship” she explains. “The
MoneyMinded program creates a
more comprehensive, sustainable
framework for supporting clients in
regaining financial control, sometimes
for the very first time”.
Jan emphasises the importance of
planning for the future. “It not only
helps people address immediate
financial needs but also equips
survivors with the skills they need to
navigate their financial futures with
confidence and independence. The
program is adaptable to suit each
client, and I feel this makes it a lot
easier to utilise”.
Berry Street Yooralla trains family
violence specialists in MoneyMinded
for Family Violence, which includes a
specific range of resources to support
community professionals having
conversations about financial abuse
with their clients.
Case study
This year
4,525
people completed the
MoneyBusiness program
and
340
community professionals
completed the Coach Training.
31
Information
security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance

Our approach
In 2018, ANZ set a target to fund and
facilitate $1 billion in housing investments
by 2023
1
. After surpassing this objective in
2020, the target was extended. Today,
ANZ’s 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, ANZ has invested $7.37 billion
in the housing sector, with $892.79 million
invested in 2025, highlighting our ongoing
lending to the housing sector to deliver
more residential outcomes and to support
customers into their own homes.
The target aims to increase housing
supply with a direct focus on emerging
markets, innovative models and scalable
projects. Specifically, projects under the
target demonstrate 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.
For more information on how ANZ
is helping to improve the availability
of suitable and affordable housing
visit anz.com/housing
Suitable and
affordable housing
Housing continues to
be a key focus of the
community across Australia
and New Zealand, including
challenges associated with
the cost of living and
housing affordability and
availability.
We have continued to focus on
helping improve the availability
of suitable and affordable housing
options for all Australians and
New Zealanders by:
Increasing overall housing
supply, including both new
social and affordable, into
the market;
Supporting new housing
models from pilot to scale to
delivery of new pipelines; and
Contributing funding solutions
for first home buyers, specialist
disability accommodation and
land lease communities.
Projects that have contributed toward
the target this year include social and
affordable housing delivered in
conjunction with partners such as Tetris
Capital and Community Housing Ltd;
continued growth of the leading players
in the Specialist Disability Accommodation
(SDA) sector and the affordable seniors
living space.
ANZ continues to engage with key
stakeholders across all three levels of
government to provide financial insights
to support housing policy and programs,
alongside offering expertise to community
and customers.
1. Explanatory note for the $10 billion target is available on page 55.
$1 billion invested in Queensland
A key delivery area this year has been supporting housing outcomes
across Queensland. Overall, ANZ has funded over $1 billion of housing
outcomes since 2023.
Funding this year included:
More than $800 million to support the Queensland Government
through their Housing Investment Fund (HIF), including the construction
of 156 social and affordable dwellings in Greater Brisbane, and 313
social and affordable homes in partnership with Community Housing
Limited Queensland across Brisbane and regional Queensland. In total,
we have delivered 1,443 homes to support this initiative.
Over $96 million of lending to support SDA housing outcomes
across Queensland.
Approximately$165 million of lending to deliver affordable seniors
living outcomes.
Key actions in 2025
Material ESG issue
32
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing

Backing growth in the Specialist
Disability Accommodation (SDA)
market
ANZ has been a leading financier in the
SDA sector since 2018, providing over
$700 million in funding to support partners
such as:
• Enliven Housing Group – housing that
is sustainable, safe and supported by
person-centred tenancy management
services Australia-wide.
• The Synergis Fund – one of Australia’s
first wholesale investment funds aimed
at transforming the disability housing
sector.
• Sana Living – expanding opportunities
for independence, connection to
community and achievement of
individual goals across Western Australia,
Queensland and South Australia.
• Australian Unity – investing in social
infrastructure and sustainable
communities to support wellbeing.
ANZ has also been an active supporter
of PowerHousing’s SDA Community
of Practice and as a member of the
Specialist Disability Accommodation
Alliance to ensure there are clear policies
in place to support institutional investment
in the sector.
Community housing in
New Zealand
As part of our $10 billion target, ANZ Bank
New Zealand provided a NZ$150 million
lending facility this year, subsequently
matched by the Government to the
Community Housing Funding Agency
(CHFA), supporting affordable housing
finance for community housing providers
across the country. In addition, ANZ
acted as sole sustainability coordinator
to establish CHFA’s Social Finance
Framework and sole lead manager for
its inaugural NZ$200 million social
bond issue.
ANZ Community Foundation
housing grants
This year, the ANZ Community Foundation
provided grants to not-for-profits
supporting vulnerable Australians and
those at risk of homelessness, including:
• Disability accommodation – YoungCare
At Home Care Grants Program (QLD)
• Support for young people – Stepping
Stone House Independent Living
Program (NSW) and Conscious Creative
HoMie Pathway Alliance (VIC)
• Aboriginal led housing design – Wilya
Ajjul Janta Aboriginal Corporation (NT)
• Transitional housing to at-risk young
mothers – The Lady Musgrave Trust
Logan Housing Project (QLD)
• Supporting better rental outcomes –
Anika Legal Ltd Eviction Support Service
(VIC) and Goldfields Community Legal
Centre Inc Tidy Tenant Project (WA)
For more information on ANZ’s community
giving see page 53.
Affordable and sustainable
housing in New Zealand
In 2025, ANZ Bank New Zealand
continued to support New Zealanders
aiming to reduce emissions and improve
the environmental sustainability of their
homes through the ‘Good Energy Home
Loan’ and ‘Healthy Home Loan Package’
products. More information on these
products is available at anz.co.nz/
good-energy.
This year, we exceeded our target to
help New Zealand homeowners improve
the sustainability of their homes and/or
reduce their transport emissions through
discounted lending of at least NZ$825
million in aggregate to at least 19,700
households by end 2025. For information
on the performance of this target, and
ANZ’s other ESG targets, see pages 13-15.
ANZ Bank New Zealand offers
lending products that may support
households and businesses to transition
to a lower emissions economy. For more
information see page 17 in the 2025
Climate Report available at
anz.com/esgreport
Render image of affordable apartment homes in Rivervale, Western Australia Source: Tetris Capital
33
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security
Regulation and
risk management
Digital banking
experience
Diversity and
inclusion
Employee
experience
Human
rights
Thriving
communities
Appendices and
Assurance

1. Includes ANZ Plus, ANZ Classic, ANZ Bank New
Zealand, and Suncorp Bank. 2. Excludes Suncorp Bank.
3. Includes Suncorp Bank.
We continued to apply friction to transactions by delaying the payment process
for high-risk transactions. We also broadened our fraud and scams detection
and prevention capability in response to increasingly sophisticated cybercrime
threats by implementing the following detection and prevention measures.
Industry collaboration
Partnered with other banks to deliver BioCatch Trust
3
, an inter-bank financial
crime intelligence sharing network. This provides an additional layer of
protection against fraud and scams, by assessing in real-time the potential risk
of every receiving account on the network, before a payment is processed.
BioCatch Trust indicators have been integrated into our Falcon fraud detection
platform, which has significantly enhanced our ability to detect complex scam
typologies while reducing friction for legitimate customers. This initiative builds
on our existing collaboration with other banks, which involves sharing fraud
and scams intelligence through the Australian Government’s intel loop and the
Australian Financial Crimes Exchange.
Confirmation of Payee
Launched Confirmation of Payee across our ANZ banking platforms, a name
matching tool designed to help protect customers from scams and mistaken
payments. The service confirms whether the account name matches the
details held by the receiving bank. Since the tool went live in June 2025,
ANZ has seen over 200,000 payments abandoned by customers after being
presented with a mismatch result.
CallSafe
Launched CallSafe, a feature designed to help protect ANZ Plus customers
from falling victim to bank impersonation scams. CallSafe offers secure
authentication, enabling customers to verify they are speaking to an ANZ
employee, and for employees to authenticate the customer’s identity. Since
this feature went live in November 2024, CallSafe has been used to securely
authenticate customers more than 40,000 times.
Digital Padlock
Implemented Digital Padlock, an Australian-first fraud and scams feature that
provides ANZ customers with the ability to instantly ‘lock down’ access to their
accounts if they suspect they are being targeted by cybercriminals.
In 2025, our Customer Protection
teams investigated more than 39,000
scam cases and prevented and
recovered more than $220 million in
fraud and scams-related funds across
Australia and New Zealand.
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Our approach
ANZ is committed to minimising the
harm caused by fraud and scams to our
customers, shareholders, employees, and
to the wider community. ANZ’s Anti-Fraud
Policy and Standard sets the minimum
requirements for the prevention,
detection, investigation and reporting
of fraud and scams.
Scams education customer
referral pathway
This year, ANZ’s financial education
program MoneyMinded, established a
customer referral pathway for repeat and
entrenched scams victims to access a
free scams financial education workshop.
Delivered in partnership with the
Brotherhood of St Laurence, scams
victims are referred to a free facilitated
workshop which outlines how to
identify and protect yourself from various
types of scams, including investment,
dating, phishing, remote access, and
employment scams.
The education workshops follow the
launch of a Scams module in 2024, which
is available to all MoneyMinded Coaches.
More information on ANZ’s financial
education programs can be found on
pages 30-31.
In February 2025, the Australian Government passed the Scams Prevention
Framework (SPF), setting out a series of general principles that will apply to
regulated sectors. Broadly, the framework introduces obligations for banks to
detect, prevent, and disrupt scams.
The SPF will be supported by sector specific Codes that will detail the steps
that each sector can take to comply with the legislation's principles.
We have commenced work to understand what changes are required to meet
the new obligations.
Australia
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– Key actions in 2025
In recent years scams have evolved rapidly and become increasingly
sophisticated. To keep our customers’ money safe, we continually review and
adjust our capabilities and educate customers and employees on new fraud
and scams as they emerge. We safeguard the confidentiality, integrity and
availability of our systems, services and information to ensure operational
success, business growth and our customers’ financial wellbeing.
Fraud and scams
Material ESG issue
ANZ 2025 ESG Report
Overview and
governance
Our ESG targets
and performance
Non-financial risk
management
Ethics, conduct
and culture
Responsible customer
engagement
Environmental
sustainability
Financial
wellbeing
Housing
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