2025 Annual General Meeting Documents

Transcript



ANZ Group Holdings Limited
9/833 Collins Street Docklands Victoria 3008 Australia
ABN 16 659 510 791
For Release: 18 December 2025
ANZ 2025 Annual General Meeting – Chairman’s Address

Good morning ladies and gentlemen and thank you Kaylee for such a heartfelt acknowledgement of country.

I too acknowledge the Gadigal people of the Eora nation as the traditional custodians of the land on which we
are meeting today.

We respect their spiritual relationship with their country, and we pay respect to their elders past and present.

I also extend that respect to other Aboriginal and Torres Strait Islander people joining the meeting.

As Kaylee said, my name is Paul O’Sullivan, and I am Chairman of ANZ.

I have the privilege of welcoming you to the 2025 Annual General Meeting of ANZ Group Holdings Limited.

Our directors, who include our new Chief Executive Officer Nuno Matos, are here, and Graham Hodges who
couldn’t be here today is listening via the webcast.

On behalf of the Board, I want to start by offering my sincere condolences to all those impacted by the tragic
events of last Sunday, particularly the Jewish community in Sydney and across the country.

It was an act of pure terrorism, and I know everyone here is deeply distressed by what occurred.

Let me be clear antisemitism has no place in our society and as a community we must do all we can to stamp
out all forms of hate, intolerance and division.

There being a quorum present, I formally declare the meeting open.

The notice of this annual general meeting has been made available to shareholders and I will take it as read.

This year we disclosed, via the ASX, a summary of proxies on all resolutions received before the meeting.

They are now on screen.

I confirm that I am holding available undirected proxies in my capacity as chair of the meeting and as
disclosed in the notice of meeting I will vote all available proxies in favour of the resolutions in items 2, 3 and 4
and against the resolutions in items 5, 6, 7, 8 and 9.

Items 7, 8 and 9 are conditional on item 5 being passed, by the requisite special majority. Based on the proxy
instructions received in advance of the meeting and after allowing for the number of votes in the room today,
it is clear that item 5 will not pass.

Therefore, I will not be putting the resolutions in items 7, 8 and 9 to the meeting. There will however be an
opportunity for shareholders to ask questions on those items during the Q&A sessions.

As can be seen from the screen and after allowing for the votes available in the room, I can confirm that it is
clear that more than 25% of votes to be cast on that item will be against the adoption of the Remuneration
Report.

As such the conditional item 6 will be put to the meeting but I can also confirm that it is clear in light of proxy
instructions received that item 6 will be rejected by shareholders.

I will address those items in my speech and more detail on remuneration matters will be provided by the Chair
of the People & Culture Committee, Holly Kramer, later in the meeting.

I therefore now open the poll for items 2-6 being considered at today’s meeting, and those in the room may

ANZ Group Holdings Limited
9/833 Collins Street Docklands Victoria 3008 Australia
ABN 16 659 510 791
now start casting your votes. I will also give you a warning before the poll closes at the end of the meeting.

Turning to the business of the meeting, the most visible change since our last AGM was welcoming Nuno as
our new Chief Executive Officer, who joined us in May this year.

Nuno joined ANZ after a 30-year distinguished global banking career and we are certainly very pleased to have
him on board.

Most recently he was the Global CEO for Wealth and Personal Banking at HSBC, serving approximately 40
million customers across 35 markets.

Before that he held senior roles at Santander in retail and institutional banking across many different countries.

Importantly, Nuno has a track record of leading successful bank transformations, driving accountability as well
as delivering significant improvements in the management of non-financial risk.

Despite only being with ANZ for a short time, Nuno has made an immediate impact, most notably with the
introduction of our refreshed ANZ 2030 strategy and the appointment of four new, very experienced leaders
from around the world to our executive committee.

In selecting new leadership for the Bank, we have focussed on appointing Group Executives with a track
record of successful delivery in their area of expertise.

I'm going to briefly introduce them.

• First, Stephen White joined in October as our new Chief Operations Officer;

• Pedro Rodeia, as our new Group Executive Retail;

• Donald Patra as our new Group Chief Information Officer;

• Christine Palmer as our new Group Chief Risk Officer;

Combined with our existing strong leaders:

• Farhan Faruqui our Group CFO;

• Mark Whelan who leads the Institutional Bank;

• Antonia Watson CEO of ANZ in New Zealand;

• Clare Morgan who leads Business & Private Banking;

• And Elisa Clements who leads Talent and Culture.

We believe ANZ’s executive team has the right combination of global and local talent to help us realise our
ambitions, build the right culture and significantly improve the management of our bank.

While our new CEO and Exco members are the visible sign of the renewal, your Board has been focussed on
lifting the performance of the bank for many years.

In recent years, the Board commissioned independent expert reviews into both our Non-Financial Risk
Program and the roll-out of ANZ Plus – reviews which have led to major improvements into how we are
delivering these important programs.

Looking first at NFR, making sustainable and material progress is not just a priority – it is a core commitment
for us all.

In fact, the Board appointed Nuno as CEO with an eye to this critical piece of work and has given him a clear
mandate to drive the fundamental reform ANZ needs.

In addition, the Board agreed to an undertaking with APRA this year to drive a company-wide uplift in Non-
Financial Risk, following gaps identified during investigations into our Australian Markets business.

Under our new CEO’s leadership, we have expanded this undertaking into a much wider Bank wide

ANZ Group Holdings Limited
9/833 Collins Street Docklands Victoria 3008 Australia
ABN 16 659 510 791
transformation called PACT – standing for: People, Accountability, Customers and Trust – which will deliver a
stronger, more competitive ANZ.

Importantly, we also reached a settlement with ASIC this year on a range of outstanding matters.

We are acutely aware this agreement included a significant financial penalty that impacted shareholders.
However, on balance, we felt it was the right decision for all our stakeholders.

On ANZ Plus, while our review confirmed the technology platforms are correct, it recommended changes in
how we develop them and indeed Nuno has driven a major change in this program that reflects those findings.

Under our refreshed ANZ 2030 strategy, which Nuno will outline in greater detail, we have commenced a major
restructuring to make it a simpler more effective bank, which is better at serving our customers.

I do want to say, the Board recognises that the organisational restructure being undertaken at the Bank is
challenging for all our employees, especially those directly affected by job losses.

Sadly, these changes are necessary to ensure we remain a strong and viable business.

No one can undertake a transformation like this without a deep sense of empathy and concern for those
impacted.

And we are focused on supporting those impacted with the necessary resources to transition to new
employment and providing appropriate financial support.

Turning to our operating performance, this was a challenging year with our full year statutory profit down 10%
on the prior year.

This was largely due to the actions we took to address a range of customer and regulatory matters as well as
steps to restructure our business.

Adjusting for these significant items, our cash profit would have been flat at $6.9 billion.

We will distribute tomorrow a final dividend per share of 83 cents franked at 70% bringing the full year
dividend to 166 cents per share, reflecting our confidence in the Bank’s strategy.

From a divisional perspective, New Zealand performed very well and remains the leading bank in the country.

Institutional continued to benefit from the transformation undertaken over recent years to remain the leading
institutional franchise in Australia and New Zealand and one of the best in our region.

Suncorp Bank, which we acquired in 2024, continues to achieve strong financial and customer outcomes and
we expect to deliver significant synergies from the purchase in the coming years.

In Australia Retail and Business & Private Banking, despite solid asset and deposit growth, these businesses
are not yet where we want them to be.

Driving material improvements in these two businesses is a major focus of our refreshed strategy – ANZ 2030.

In addition to appointing a new CEO with the right skills to drive the bank forward, your Board has also been
through a period of renewal in recent years.

In fact, six of the nine joint Group and Bank Board Directors before you today have only been in place since
2023.

This evolution is ongoing and, if I am privileged to be elected for a final term today, I will be focussed on
ensuring we continue to have directors with the right skills and experience to take us forward, including the
appointment of my successor.

Today, we will invite a vote on the election and re-election of two Board members. In May, we were pleased to
welcome experienced company director Alison Gerry to the ANZ Group and Bank Boards.

Alison was previously a director of ANZ Bank New Zealand Limited and brings extensive experience in the
financial services and infrastructure sector, including in her role as a non-executive director of Air New Zealand
and Chair of Infratil Limited.

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

Alison has already made a valuable contribution of behalf of shareholders and will be addressing the meeting
shortly.

Jeff Smith, who brings extensive technology knowledge to the Board, will be seeking re-election today and you
will be hearing from him shortly too.

Finally, it’s appropriate I provide my perspective on the resolutions being voted on today, and the adoption of
the Remuneration Report.

The Board takes our responsibility for executive remuneration very seriously.

In this year’s Remuneration Report, you will note none of our Australia-based Group Executives – excluding
two in acting roles – received short-term variable remuneration.

Importantly, our new CEO also proposed to the Board that he should not receive short term variable
remuneration this year, even though contributing issues pre-dated his arrival.

This decision reflects Nuno’s commitment to lead by example and embed a culture of accountability, and I
applaud him for that.

While the Chair of the People & Culture Committee, Holly Kramer, will cover this in more detail, the Board’s
response this year has been appropriate and proportionate given the challenges faced.

I would also point out that outcomes regarding unvested equity for some of our former executives have been,
and will continue to be, made as those decisions fall due.

I want to be really clear the Board can – and will – make future adjustments where appropriate.

This methodical assessment over an extended period is consistent with the intent of the law, in terms of
regulation, following the Royal Commission, ensuring accountability and alignment over time.

I would also point out that there have been earlier adjustments to Executive remuneration including in 2022 to
reflect issues in Non-Financial Risk and ANZ Plus in 2024.

As I said, our remuneration report will receive a strike today despite the strong steps taken by the Board to
enforce accountability.

It is worth noting that while a significant minority of shareholders have voted against the remuneration report,
including many who told us we didn’t go far enough, we are currently facing litigation on this matter.

We are confident in our decision making and will defend this court action vigorously.

The other resolution I want to specifically address – and I know this is of interest to many shareholders –
relates to climate change and our lending to the energy sector.

As we have made clear over many years, our commitment is to be a leading bank in supporting an effective
and orderly transition for our business customers in line with the targets set by the Paris Agreement.

That is why we were the first Australian bank to formally engage with 100 of our largest emitting business
customers on their transition plans and to ask them to disclose their progress – actions which have since
been followed by our domestic and global banking peers.

And while ANZ firmly believes that climate change is a risk that needs to be managed now, the Board does not
consider the amendments to the constitution outlined in item 5, along with the resolutions in items 7, 8 and 9,
to be in shareholders’ best interests.

In relation to the items addressing potential deforestation risk, our position is clear.

We expect our customers to exercise appropriate land management in accordance with regulation and best
practice as well as to take steps that avoid or reduce negative impacts.

We consider it is premature to consider adopting a deforestation standard to decide which customers to
finance, noting the significant gaps in available data on nature related issues and the often-complex regulatory
environment faced by our customers.

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

However, we will continue to strengthen our due diligence processes, review our exposure and engage with
customers to highlight our expectations on how they address nature risk.

For all our large emitting customers, we expect their public targets and strategy to be aligned with the Paris
goal of limiting global temperature increases to well below 2 degrees and striving for 1.5 or to demonstrate
progress towards that objective.

We firmly believe that as a bank, we can have the most positive impact for the community by working with our
customers to help reduce their emissions – not by withdrawing finance and potentially forcing them to borrow
from lenders with lower or no carbon emissions standards.

In closing let me acknowledge the more than 40,000 people who come to work at ANZ each day across 29
markets internationally.

It has been a big year of change, and we appreciate their hard work and dedication.

I’d also like to thank our customers for again trusting us with their business as well as you, our shareholders,
for supporting us.

Your continued support is much appreciated.

I'll now invite Nuno to say a few words.





For media enquiries contact:

For analyst enquiries contact:
Lachlan McNaughton
Head of Media Relations
Tel: +61 457 494 414
Cameron Davis
Executive Manager, Investor Relations
Tel: +61 421 613 819

Approved for distribution by ANZ’s Continuous Disclosure Committee

---

Transcript



ANZ Group Holdings Limited
9/833 Collins Street Docklands Victoria 3008 Australia
ABN 16 659 510 791
For Release: 18 December 2025
ANZ 2025 Annual General Meeting – Chief Executive Officer’s Address

Good morning everyone, and welcome.

I too would like to acknowledge the Gadigal People of the Eora nation as the Traditional Owners of the lands
on which we meet today.

I pay my respects to elders past and present and extend that respect to other Aboriginal and Torres Strait
Islander people joining us today.

Before we begin, I would also like to acknowledge Sunday’s devastating terrorist attack at Bondi Beach, not far
from where we are meeting today.

On behalf of everyone at ANZ, our hearts go out to those who have been impacted, particularly our friends and
colleagues in the Jewish community and across Sydney.

Hate and violence have no place in our community and our thoughts are with the victims, their families and
friends, and everyone affected.

Now, turning to the business of the day.

It was a privilege to join ANZ in May this year, as CEO of a bank with a rich 197-year history.

Likewise, it is a privilege to be here in Sydney today addressing my first annual general meeting for the bank.

Since joining, I have met with many of you, our shareholders, as well as our customers, employees and other
key stakeholders, and appreciate your feedback and insights.

I spent time in our key markets across Australia, New Zealand, Hong Kong, India, the UK and Singapore, while
carrying out an extensive strategic review across the bank.

During the year we took important steps to help clear the path for our future, where we will deliver a stronger
bank that is focused on our customers and on delivering value.

This included a settlement with ASIC to resolve regulatory matters, as well as organisational changes to
simplify our bank.

As the Chairman noted, our full year statutory profit was down 10% largely due to the impact of significant
items, as a result of these actions.

Excluding significant items, cash profit was flat from the prior year at $6.9 billion and our Cash Return on
Tangible Equity was down slightly, to 10.5%.  

Our balance sheet and capital position remained strong with Common Equity Tier 1 at 12.03% at the end of
September having improved 25 basis points in the second half.

The results demonstrate that while our franchise is strong, action is needed.

Our refreshed ANZ 2030 strategy, unveiled in October, lays out a clear plan to materially improve the
performance of our Australia Retail and Business & Private Banking divisions, while extending our leadership in
Institutional and New Zealand.

At the heart of this strategy is our ambition to unlock ANZ’s potential to win the preference of customers,
shareholders and other stakeholders.

ANZ 2030 is focused on four strategic pillars:

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

1. Customer First
With market leading, differentiated and superior propositions, we will raise the standard of every digital
and human interaction for our customers.

2. Simplicity
To set the market standard for productivity, we will deliver organisational simplification, divest non-
core assets and improve efficiency.

3. 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.

4. 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.

In delivering these priorities, we are supported by our core enablers – our culture, our people, and
our technology.

Our strategy will be delivered in two clear phases.

1. The first phase, across FY26 and FY27 is about delivering on immediate priorities in order to get the
basics right, including a substantial improvement in productivity and initial investment for growth.

2. In the second phase, beyond FY27 we will realise the benefits of these strong foundations, accelerate
growth and outperform the market.

Our most immediate priority has been to ensure we have the right leadership team in place to execute our
strategy and build the right culture.

As the Chairman noted, four new members have joined my Executive Committee.

Together we are building a culture of clarity, decisiveness, self-awareness, execution and accountability –
while fostering an engaged workforce motivated to execute on our strategy.

We are on track for our second priority, which is bringing forward the integration of Suncorp Bank to
accelerate value creation for our shareholders, benefit our customers and significantly reduce operational
complexity.

We will complete a safe and secure migration of Suncorp Bank customers to ANZ by June 2027 and this work
is already underway.

Our third priority is also on track to accelerate the delivery of the ANZ Plus digital front-end to all of our 8
million retail and SME banking customers by September 2027.

We have made significant progress on our fourth priority, simplifying the bank and reducing duplication.

This includes stopping initiatives that are not aligned with our strategy and prioritising what will make the most
difference to our customers.

Uplifting our non-financial risk management is also a key priority both now and into the future.

A significant amount of work is already underway to support the business and cultural transformation, which
delivers a better-run bank for our customers.

I recognise that as CEO, I am ultimately accountable for making sure we get this right.

As I mentioned earlier, a key pillar of our ANZ 2030 strategy is to put our customers first.

I am well aware that many CEOs say their companies are “customer-focused”.

But stating this, versus truly living and delivering on it, are two very different things.

ANZ Group Holdings Limited
9/833 Collins Street Docklands Victoria 3008 Australia
ABN 16 659 510 791
Despite our good intentions, we have not consistently lived up to the expectations of our customers across all
of our businesses.

I want to stress to you today that we are going to get back to growth by getting back to basics and
relentlessly focusing on customers across every segment and business of ANZ.

This is not about a headline on a slide but rather a mindset we are going to drive throughout the organisation.

We will increase bankers in both Australia Retail and Business & Private Banking by up to 50% over the next
five years while giving them much better tools.

We will also sharpen our focus on customer service.

This will be supported by our recent launch of Bank@Post, providing ANZ customers access to banking
services at more than 3,300 participating Australia Post offices nationwide.

Helping customers through tough times is also critical, as cost-of-living pressures continue despite a cyclical
reduction in inflation in the past year.

At the end of September, approximately four in every 1,000 Australian ANZ home loan customers and
approximately two in every 1,000 Australian ANZ small business customers were 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.

We also remain firmly committed to helping keep customers safe from scams and fraud.

In 2025, our people and systems prevented and recovered more than $220 million in scam and fraud-related
funds across Australia and New Zealand.  

Through the year we continued to support the communities in which we operate.

In Australia, this included the launch of our First Nations Strategy, committed to advancing economic self-
determination over the next decade.

We also continued to build our financial education and matched savings program, Saver Plus, which is the
largest program of its kind in the world.

Funded by ANZ and the Australian government, Saver Plus is delivered in partnership with Berry Street
Yooralla, Brotherhood of St Laurence and The Smith Family.

More than 4,000 people participated in Saver Plus this year, totalling more than 66,000 since the program
started in 2003 who have received around $28 million in matched savings from ANZ for education costs.

Our financial education program, MoneyMinded, also continued to grow, helping more adults on lower
incomes build their financial skills, knowledge and confidence.

Looking back on 2025, I view this as a period of significant but necessary change for the bank which lays
strong foundations for growth.

As we look ahead to 2026, I would like to remind you of our three key strengths.

First, our franchise has a strong competitive position.

We have two scale markets, Australia and New Zealand, and two market leading positions, in our Institutional
and New Zealand businesses.

We also have a well-diversified business benefitting from our strong presence in the fastest growing
economic region in the world, Asia.

Second, we have a significant opportunity, indeed obligation, to improve our performance in Australia Retail
and Business Banking.

In Institutional and New Zealand, we are focused on extending our current leadership.

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

And third, we have the right strategy – ANZ 2030 – to unlock and deliver value from these opportunities.

I would like to thank our customers for trusting us this year with their banking needs and our employees for
helping drive the change needed to support our strategy.

And of course I thank you, our shareholders, for your support and for joining us today.

I will now hand back to the Chairman.





For media enquiries contact:

For analyst enquiries contact:
Lachlan McNaughton
Head of Media Relations
Tel: +61 457 494 414
Cameron Davis
Executive Manager, Investor Relations
Tel: +61 421 613 819

Approved for distribution by ANZ’s Continuous Disclosure Committee

---

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

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

2025 Annual General Meeting – Presentation and Proxy
Summary

ANZ Group Holdings Limited (ANZ) today released its 2025 Annual General Meeting -
Presentation and Proxy Summary.

Simon Pordage
Company Secretary
ANZ Group Holdings Limited

Approved for distribution by ANZ’s Continuous Disclosure Committee

Important information
Forward-looking statements
The material in this presentation contains general background information about the ANZ Group’s activities current as at16 December 2025. It is information given in summary form
and does not purport to be complete.
It is not intended to be and should not be relied upon as advice to investors or potential investors, and does not take into accountthe investment objectives, financial situation or
needs of any particular investor. These should be considered, with or without professional advice, when deciding if an investment is appropriate.
This presentation contains certain forward-looking statements or opinions including statements regarding our intent, belief or current expectations with respect to the Group’s
business operations, market conditions, results of operations and financial condition, capital adequacy, sustainability objectiv es or targets, specific provisions and risk management
practices. These matters are subject to risks and uncertainties that could cause the actual results and financial position ofthe Group to differ materially from the information presented
herein. When used in the presentation, the words ‘forecast’, ‘estimate’, 'goal', 'target', 'indicator', 'plan', 'pathway', ‘ambition’, ‘modelling’, ‘project’, ‘intend’, ‘anticipate’, ‘believe’, ‘expect’,
‘may’, ‘probability’, ‘risk’, ‘will’, ‘seek’, ‘would’, ‘could’, ‘should’ and similar expressions, as they relate to the Groupand its management, are intended to identify forward-looking
statements or opinions. Forward-looking statements or opinions may also be otherwise identified within this presentation, including by the use offootnotes. Those statements are
usually predictive in character; or may be affected by inaccurate assumptions or unknown risks and uncertainties or other factors, many of which are beyond the control of the Group
or may not be known to the Group at the time of the preparation of the presentation, such as general global economic conditions,external exchange rates, competition in the markets
in which the Group will operate, and the regulatory environment. Each of these statements and related actions is subject to a range of assumptions and contingencies, including the
actions of third parties. 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 below about climate-
related information which may affect climate-related forward-looking statements or opinions.
The forward-looking statements or opinions only speak as at16 December 2025 and no representation is made as to their correctness on or after this date. No member of the Group
undertakes topublicly release the result of any revisions to these statements to reflect events or circumstances after this date to reflect the occurrence of unanticipated events.
Note: Rounding within this pack may result in the total presented in certain charts differing slightly from the components presented

Total number of votes exercisable by validly appointed proxies:
1.Votes where proxy directed to vote “FOR” the motion
2.Votes where proxy directed to vote “AGAINST” the motion
3.Total votes where proxy may exercise a discretion how to vote
4.Votes where the Chairman as proxy may exercise a discretion how to vote
5.Votes where proxy directed to ‘ABSTAIN’
ResolutionFOR
1
AGAINST
2
OPEN - USABLE
3
ABSTAIN
5
Total UsableChairman
4
#%#%#%#%#%
2. (a) To elect Ms A R Gerry1,640,259,71898.884,737,3660.2913,688,3630.83
9,240,3730.563,184,869N/A
2. (b) To re-elect Mr P D O’Sullivan1,575,408,78594.9869,500,0034.1913,679,3460.83
9,225,8310.563,281,388N/A
2. (c) To re-elect Mr J P Smith1,562,996,00994.2381,972,7584.9413,707,7680.83
9,253,7480.563,155,163N/A
3. Adoption of the Remuneration Report
1,110,659,63266.95536,711,19632.3611,406,8460.69
6,998,2020.423,054,019N//A
4. Grant of restricted rights and performance rights to Mr N Matos
1,613,751,74497.3929,855,8961.8013,519,1840.81
9,127,8310.554,709,678N/A
5. Amend the Company’s Constitution (special resolution)140,598,1118.721,457,894,50390.4413,545,0300.84
9,193,3650.5749,823,663N/A
6. Spill Resolution (conditionalitem)23,996,7281.451,618,771,38097.7313,645,1040.82
9,330,6560.565,451,844N/A
7. Disclosure of financed deforestation (conditional item)375,632,23322.701,266,351,96476.4913,414,1410.81
9,073,9640.556,468,148N//A
8. Strategy to eliminate financed deforestation (conditional item)
186,961,42211.301,454,236,74287.8913,376,0890.81
9,049,4750.557,296,159N/A
9. Customer Transition Plan Approach and Climate Commitments (conditional item)
299,511,00718.581,298,020,47380.5813,445,1170.84
9,104,3920.5750,891,841N//A

ANZ Executive Team
A blend of local and global talent and experience
Nuno Matos
Chief Executive Officer
Clare Morgan
Group Executive
Australia Commercial
Antonia Watson
Group Executive & CEO
New Zealand
Mark Whelan
Group Executive
Institutional
Elisa Clements
Group Executive
Talent & Culture
Farhan Faruqui
Chief Financial Officer
Stephen White
Group Executive Operations
Christine Palmer
Group Chief Risk Officer
Donald Patra
Group Chief Information Officer
Pedro Rodeia
Group Executive
Australia Retail

Financial performance
Statutory Profit, $b
Shareholder outcomes
Dividend per share, cents
6.5
5.9
FY24FY25
166166
FY24FY25

Financial performance
Cash return on tangible equity (ROTE), %
Balance sheet strength
Level 2 CET1 ratio, %
10.3
8.8
FY24FY25
10.6
10.5
ROTESignificant items impact
1
1.Further information on significant items provided in the 2025 Full Year Investor Discussion Pack and on page 10 and 14 of ANZ Group Holdings Limited Consolidated Financial Report Dividend Announcement and Appendix 4E
2.Including surplus capital of $0.2bn held by the NOHC and the remaining $0.8bn for the share buy-back. The Group ceased the remaining share buyback on 13 October and announced that it will return the funds to ANZBGL
12.2
12.0
FY24FY25
12.3
Level 2 CET1 ratioNOHC surplus capital
2

Customer firstSimplicityResilienceDelivering value
With market
leading,differentiated and
superior propositions,we
will raise the standard of
every digital and human
interaction for our
customers.
To set the market standard
for productivity, we will
deliver organisational
simplification, divest non-
core assets and improve
efficiency.
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.
To sustainably improve our
financial performance, we
will create lasting value by
delivering higher returning
growth and results that
matter for our stakeholders.
Unlocking our potential to win the preference of
customers, shareholders and the community
Strategic pillars
Core enablers
PeopleTechnologyCulture

Five immediate priorities
1
Integrate Suncorp Bank faster to deliver value
Accelerate the delivery of the ANZ Plus digital front-end to our
retail and small business customers
Reduce duplication and simplify the organisation
Embed new leadership team and continue to drive a cultural reset
Enhance non-financial risk management to improve resilience
4
5
3
2

Customer firstSimplicityResilienceDelivering value
With market
leading,differentiated and
superior propositions,we
will raise the standard of
every digital and human
interaction for our
customers.
To set the market standard
for productivity, we will
deliver organisational
simplification, divest non-
core assets and improve
efficiency.
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.
To sustainably improve our
financial performance, we
will create lasting value by
delivering higher returning
growth and results that
matter for our stakeholders.
Unlocking our potential to win the preference of
customers, shareholders and the community
Strategic pillars
Core enablers
PeopleTechnologyCulture

ANZ’s distinctive portfolio
Two scale markets, two market-leading positions
and a well-diversified business model
1.No.1 Relationship Strength Index in the Coalition Greenwich Voice of Client 2025 Australia Large Corporate Relationship Banking Study and Coalition Greenwich
Voice of Client 2025 NZ Large Corporate Relationship Banking Study.Best Bank for Corporate Banking in Asia in the Coalition Greenwich Voice of Client 2024
Asian Corporate Banking Study
Australia Retail
Australia Business
and Private Bank
InstitutionalNew Zealand
Top 4
major bank
Top 4
major bank
#1
Institutional Bank across
Australia and New Zealand

for relationship strength and
quality and the best bank for
Corporate Banking in Asia
1
#1
market leader
Significant
opportunity to grow
Significant
opportunity to grow
Extend
leadership
Extend
leadership

Shareholder centre and investor relations contacts
Group Investor RelationsRetail investorsDebt investors
Kylie Bundrock
Group General Manager
Investor Relations and M&A
+61 403 738 809
kylie.bundrock@anz.com

Cameron Davis
Executive Manager
Investor Relations
+61 421 613 819
cameron.davis@anz.com

Pavita Sivakumar
Senior Manager
Investor Relations
+61 466 848 027
pavita.sivakumar@anz.com
Michelle Weerakoon
Manager
Shareholder Services & Events
+61 3 8654 7682
+61 411 143 090
michelle.weerakoon@anz.com

David Goode
Head of
Debt Investor Relations
+61 410 495 399
david.goode@anz.com
Liam Toohey
Associate Director
Debt Investor Relations
+61 477 329 372
liam.toohey@anz.com
ANZ Shareholder Centre
https://www.anz.com/shareholder/centre/
ANZ Debt Investors Centre
https://www.anz.com/debtinvestors/centre/