ANZ 2019 ESG Investor briefing—
Presentat ion & Investor D isc u ssion Pac k

21 June 2019
AUSTRALIA & NEW ZEALAND BANKING GROUP LIMITEDENVIRONMENT, SOCIAL AND GOVERNANCE
OUR APPROACH
AGENDA
GOVERNANCE – SHAYNE•

Purpose and priorities•

Structure and responsibilities•

ESG committees

ROYAL COMMISSION: ‘SPIRIT’ AND THE ‘LETTER’ - ALEXIS•

Governance•First response•

APRA self-assessment

Q&A

2

BRINGING OUR PURPOSE TO LIFE

CHOICES ABOUT WHO WE SERVECHOICES ABOUT HOW WE OPERATE• WHO we bank

• HOW we organise ourselves• HOW we bank

• HOW we behave• WHAT we care about• HOW we measure & communicate ourprogress

WHAT WE CARE ABOUT
Housing

Environmental Sustainability

Financial Wellbeing

Our focus …

Leading to …

Our focus … Leading to …

Our focus …

Leading to …

Homes to Buy

Home ownership

EnergyLower carbon
emissions

Financial AccessEconomic
participation

Homes to Rent

Housing choice

Water

Water stewardship

Financial Fitness

Financial resilience

Access to Housing

Housing security

Waste

Waste minimization

3

FIVE PRIORITIES

1. Own up to our failures and fix them

2. Do a few things, and do them well
3. Do more with what we have
4. Get our people ready for a different future
5. Give customers the tools they need to enhance their financial wellbeing

4

FUNDAMENTAL PRINCIPLESGUIDING THE WAY WE ARE TRANSFORMING THE BANK AS WELL AS HOW WE DEVELOP OUR PRODUCTS AND SERVICES

Spend lessthan you earn

Save regularly
towards your goals

Borrow within yourmeans, allowing
some room to move

Build towards
yourretirement

Share what
you can

1

3

5

7

9

2

4

6

8

Put money
aside for arainy dayProtect what
you can’t afford
to losePay your mostexpensive debt
first

Invest inthings thatgrow

5

SUSTAINABILITY TARGETS
HALF YEAR PROGRESS SNAPSHOTMarch 2019

March 2018

200

130

Complete

-

4th

3rd

Fund and facilitate at least $15b by 2020 in low carbon sustainable solutions2$14.6b

$8.36bReduce scope 1 & 2 emissions by 24% by 2025 and 35% by 2030 3

-23%

-13%

Help enable social and economic participation of 1 million people by 20204>889k5>550k5

Increasing women in leadership to 33.1% by 2019 (34.1% by 2020)

32.4%

31.9%

Recruiting >1,000 people from under-represented groups by 2020

608

365

$315m

-

677 (NZD2.5m)-

FAIR AND RESPONSIBLE BANKING
Increased specialist retail remediation team (people)
Implement new Dispute Resolution Principles in Australia

Create best experience for our customers1
ENVIRONMENTAL SUSTAINABILITYFINANCIAL WELLBEING

HOUSING
Fund and facilitate $1b of investment by 2023 to deliver ~3,200 more affordable, secure andsustainable homes to buy and rent (Australia)
NZD100m of interest free loans to insulate homes for ANZ NZ mortgage holders# Loans approved (Value)

Note: This information has not been independently assured. KPMG will provide assurance over ANZ’s full year performance against targets in its annual sustainability reporting to be released in November 2019.
1. Australia Retail: Roy Morgan Research Single Source, Australian population aged 14+, Main Financial Institution, six month rolling average to March 2019 and 2018. Ranking based on the four major Australianbanks; 2.Including renewable energy generation, green buildings and less emissions intensive manufacturing and transport; 3. Reducing the direct impacts of our business activities on the environment;
4. Through our initiatives to support financial wellbeing including financial inclusion, employment and community programs, and targeted banking products and services for small businesses and retail customers;
5. Measured at 30 September for each respective year – full year results available in November 2019.
6

WHERE WE ARE FOCUSED• Resolving long standing and / or complex customer issues• Getting balance right between consequence management and motivating positive behaviours• Balancing our dual roles of responsible banking and providing economic opportunity

7

ANZ 2019 ESG Investor briefing—

G OV E R NANCE

ESG – GOVERNANCE OVERVIEWBOARD OF DIRECTORS

Chaired by David Gonski, Chairman
Audit Committee

Risk Committee

Chair:
Paula Dwyer

Chair:
Graeme Liebelt

Ethics, Environment,
Socialand GovernanceCommittee
Chair:David Gonski

Digital Businessand Technology
Committee
Chair:
Jane Halton

Human Resources
Committee
Chair:
Ilana Atlas

Nomination and
Board Operations
Committee
Chair:David Gonski

Ethics and Responsible
Business Committee(ERBC)

Customer Fairness Advisor,
Australia

Royal Commission & SelfAssessment OversightGroup

Customer Advocate,
Australia

Chaired by Shayne Elliott, CEO

Reports to Shayne Elliott, CEO

Chaired by Kevin Corbally, CRO
and Alexis George, DCEO

Reports to Mark Hand, Group
Executive, Australia Retail andCommercial Banking

9BOARD AND EXECUTIVE COMMITTEES WORK TOGETHER
INDICATIVE RESPONSIBILITIES DEMONSTRATE HOW COMMITTEES MANAGE ESG

Ethics, Environment, Social and Governance
Board committee

Ethics and Responsible Business
Management committee

Purpose: Establish ethical and ESG guidelines andprinciples

Purpose: Operationalise Board objectives andmake decisions on issues and policies

Oversight of measures toadvance Purpose and the
Ethics and Responsible
Business Committee

Review and monitor
ethical, environmental,social and governance risks
and opportunities

Purpose, reputation andvalues review

Consider and decide on
ethical, environmental,social and governance risks
and opportunities

Code of Conduct review

Review of complaints
themes and potential
systemic issues

Examine complaints
themes and potential
systemic issues

Set Social andEnvironmental Risk policy
and monitor
implementation

Oversight and approval of
ESG reporting and targets

Oversight and approval of
corporate governancepolicies, principles,
regulatory and policy
responses

Set ESG targets andmonitor progress

Monitor and determine
sensitive customertransactions

10

BOARD ETHICS, ENVIRONMENT, SOCIAL AND GOVERNANCE COMMITTEE (EESG)COMMITTEE REMIT EXPANDED 2017, GENERALLY MEETS FOUR TIMES A YEAR
INDICATIVE AGENDA AND TOPICS COVEREDGovernance• Committee remit and forward agenda• Materiality Review
23%• Governance and regulatory updates• Review of Ethics and Responsible BusinessCommittee minutes

How we measure and communicate• Retail investor reports• ESG reporting and targets
11%• ESG external assurance• Taskforce on Climate-related Financial
Disclosures

14%

Who we bank
• Emerging social issues eg. animal welfare, data privacy• Asian developing nation customer onboarding due
diligence• Institutional customer human rights claims• Carbon policy

38%

How we bank
• CEO conduct report• Customer complaints• Product suitability• Vulnerable customers

Our purpose and priorities 14%• Housing• Financial wellbeing• Environmental sustainability

ESG topics discussed by full Board or other Board sub-committees• Royal Commission – governance over program of work
• Customer remediation• Remuneration policy and practices
11

ETHICS AND RESPONSIBLE BUSINESS MANAGEMENT COMMITTEE (ERBC)COMMITTEE ESTABLISHED 2017, GENERALLY MEETS FOUR TIMES A YEAR
INDICATIVE AGENDA AND TOPICS COVEREDGovernance• Materiality Review• Social and Environmental Risk policy• Committee remit
11%

How we measure and communicate• ESG targets monitoring
6%• Taskforce on Climate-related
Financial Disclosures

Our purpose and priorities• Housing• Financial wellbeing• Environmental sustainability

38%

Who we bank
• Lessons from the Royal Commission• Emerging social issues eg. animal welfare, data
privacy• Asian developing nation customer onboarding due
diligence• External perspectives on evolving community
standards and expectations• Carbon policy

16%

29%

How we bank
• Customer complaints• Product suitability• Vulnerable customers• Data ethics

Committee membership
Chair: CEO• Chief Risk Officer• Group Executive, Talent &Culture• Group General Counsel• Group GM, Corporate Affairs• GM Credit, Specialised Lendingand Head of Social andEnvironmental Risk
• Group GM, Group Strategy• Deputy Chief Executive Officer• Group GM Communications &Public Affairs• Customer Fairness Advisor
Business representatives,currently:• MD, Retail & Business Banking,
New Zealand• GM, Business Banking,Australia• Country Head, Singapore &Head of SEA, India
and Middle East
3rd Party Advisor:• Simon Longstaff, Executive
Director, Ethics Centre

12

EESG AND ERBC – INDICATIVE FUTURE FOCUS

WHO WE BANKHOW WE BANK

• Emerging social issues eg. Data
privacy••••• Fairness – serving and competingfor new and existing customers• Potentially high risk customers –including Politically Exposed
Parties

HOW WE MEASURE AND
COMMUNICATE

•
•
•
•
•

Ethical decision making framework
Banking Code implementation
Vulnerable customers
Disaster impacted customers andregions
Customer complaint themes andsystemic issues
Design and Distribution Obligations andProduct Intervention Power
Credit card use for gambling update
Conduct – Potential improved metrics
Product suitability program

OUR PRIORITIES• Customer transition plans toward a
low carbon economy• Housing access and affordability
update• Evolving standards andexpectations of civil society on ESG
matters• Financial wellbeing – potential
improved metrics
GOVERNANCE• Reputation indicators• Monitoring of implementation of
new Banking Code of Practice• Best practice standards for ESG
board and management
committees• Peer assessment: ESG policies vspractices• FY20 ESG targets• Industry associations:membership and policy positions• Stakeholder engagement – how
we engage with and respond to
key stakeholder groups
13THE COMMITTEES IN ACTION
THE FOLLOWING SLIDES PROVIDE CASE STUDIES TO DEMONSTRATE THE COMMITTEES’ DISCUSSIONSWHO WE BANK
1•Asian developing nation customer onboarding due diligence

HOW WE MEASURE AND
COMMUNICATE
4•External Report Card – Reputation
Indicators

HOW WE BANK
2•

Credit card gambling controls

OUR PRIORITIES•3

Purpose and our ethical decisionmaking framework

GOVERNANCE
5•

Materiality review – a focus on fair andresponsible banking

14

CASE STUDY – WHO WE BANK1ASIAN DEVELOPING NATION CUSTOMER ON-BOARDING ENHANCED DUE DILIGENCEDUE DILIGENCE CONTROLS FOR NEW CUSTOMER ON-BOARDING

Context:
Demonstration of enhanced due diligence controls for on-boarding. Steps undertaken to on-board a new customer in April 2019
included:• Standard on-boarding steps such as sanctions screening and KYC;
• Assessment of actual or potential linkages (ownership, supplier, dealer) to Government and Military entities;• Open source scan to identify any potential adverse reports;• Detailed, formal ESG commitments from the customer; and• Escalation and approval from senior stakeholders outside of the country.
Outcome:
As part of enhanced due diligence, a media scan identified NGO allegations of inappropriate work practices. Subsequent research andcustomer discussion obtained documentary evidence of the customers’ policies and processes to monitor and manage work practices.
Also, meetings were held with the customer including their local CEO, local Head of Sustainability and Global Head of Group Finance.
It was concluded the customer was compliant with the relevant country’s laws, the media report was inaccurate and the customer has
global and local processes and policies in place to identify and prevent inappropriate work practices. The customer acknowledged theseprocesses and policies, set out in detail in communication with the ANZ country head and affirmed by the customer’s global
headquarters.
Relevant ESG target:
Improving our human rights due diligence processes.

15

CASE STUDY – HOW WE BANK2CREDIT CARD GAMBLING CONTROLSREDUCING HARM TO POTENTIALLY VULNERABLE CUSTOMERSContext:
In December 2018 we introduced a restriction on the use of credit cards for gambling transactions where the customer’s card has beenutilised beyond 85% of the account credit limit. This change is aimed at reducing harm to potentially vulnerable customers who areusing ANZ credit cards for gambling, while minimising unintended consequences for the general population of card users.
We consulted with industry and community groups before implementing this measure.
A self-exclusion mechanism is also being developed where customers can ‘opt out’ of the ability to gamble on their credit cards by theend of 2019.
These initiatives operate alongside our responsible lending policies which are aimed at ensuring credit is provided only to those who canafford it.
In the first three months of this restriction, $17.39M of Real Time Authorisation transactions attempted by customers who had alreadyused 85% of their account limit were declined.
Outcome:Increased protections for customers negatively impacted by their use of credit cards for gambling, while minimising unintended
consequences for the general population of card users.
Relevant ESG target:
Make our products fairer and better matched to our customers.

16

CASE STUDY – OUR PURPOSE AND PRIORITIES3PURPOSE AND OUR ETHICAL DECISION-MAKING FRAMEWORKETHICAL CONSIDERATIONS INFORM HOW WE MAKE DECISIONS
Context:
To support our aim to build a more purpose-driven and ethical bank we have developed a decision-making framework that considers:• Our purpose: why we exist• Our principles: what is right• Our ICARE values: what is good
Other actions to raise ethical considerations include:• Inviting Dr. Simon Longstaff, Executive Director, The Ethics Centre to join the Ethics and Responsible Business Committee,
effective June 2018
• Introducing Ethi-call for staff - a free ethics counselling helpline providing independent and confidential guidance on personal or
professional ethical issues, run by The Ethics Centre
OutcomeThe decision-making framework is actively used by the Ethics and Responsible Business Committee and broader rollout is underway.
Ethi-call is available for use by all ANZ staff with Group Management targeted for awareness.
Relevant ESG target:
Improve senior leaders’ role modelling of ANZ values.

17

CASE STUDY – HOW WE MEASURE AND COMMUNICATE
4EXTERNAL REPORT CARD – REPUTATION INDICATORSTRACKING OF EXTERNAL ESG RATING PERFORMANCE
Context:
Our reputation indicators identify our key weakness, scrutinised in the Royal Commission, as our failure to always responsibly deliverproducts and services, e.g. fees for no service.
Bank industry median, 43

DJSI1

0

MSCI2

CCC

D-

87, Highest bank100
A

Medium risk, top 19th percentile

Sustainalytics3 Severe
ISS-oekom4

83

C

ANZ

AAA
Negligible

C+, Best banking peerA+

Outcome:
Reputation indicators for ANZ and other major banks show long-term, mid-range rank among major corporates, followed by 12 monthsof decline throughout the Royal Commission. All indicators are consistent.

Relevant ESG target:
Group scorecard, maintain strong performance on Dow Jones Sustainability Index.

1: 2018, Dow Jones Sustainability Index; 2: ESG Rating, December 2018, MSCI ESG Research; 3: ESG Risk Rating Report, April 2019; 4: Corporate Rating, April 2019, Institutional
Shareholder Services – oekom.

18

CASE STUDY - GOVERNANCE
5MATERIALITY REVIEW – A FOCUS ON FAIR AND RESPONSIBLE BANKING

INTERVIEWS WITH EXTERNAL STAKEHOLDERS TO INFORM & HELP GUIDE OUR WORK IN RESPONSE TO THE ROYAL COMMISSION
Context:
Interviews were held with external stakeholders including institutional investors, retail shareholders, consumer advocates, financial
counsellors and analysts
Findings and challenges
1. Long-term performance•••

Surprise at the extent of illegal andunethical behaviour across thebanking sector
Strong belief amongst interviewees
across all cohorts that unethical (notjust illegal) behaviour will erode
shareholder value
Expectation that, Boards focus on
long-term value creation not shortterm profit maximisation

2. Current actions are good and necessary
but not sufficient

3. Broader role for Board inoverseeing conduct and culture•

Transparent reporting sought on progress
towards the spirit and findings of theRoyal Commission•

Appetite for more visible role for
Board in setting and governing
culture and conduct•

Expectation for Board and management
to demonstrate, customer-centric actions
in line with the ‘spirit’ of the Royal
Commission’s findings•

Expectation that real and lastingchange happens as a result of theRoyal Commission

Outcome:Findings have been presented to Board, the Ethics and Responsible Business Committee and the Royal Commission and APRA SelfAssessment Oversight Group and will inform our continuing work on improving customer outcomes.
Relevant ESG target:
Group scorecard, rebuild reputation.

19

ANZ 2019 ESG Investor briefing—

U PDATE O N A N Z A N D TH E ROYA L CO M MI SS I ON

ROYAL COMMISSIONOUR APPROACH, OUR RESPONSE

WE ARE DETERMINED TO RESPOND TO THE ‘SPIRIT AND THE LETTER’ OF THE ROYAL COMMISSION.
Initial response

ANZ ACTIONS• Committed to sixteen actions that we can take now

ANZ analysis of Royal Commission recommendations• Reviewed individual cases highlighted at the Commission and takeaction where appropriate to resolve the matters
Lessons from our experience• Eight lessons based on our misconduct and failures to meet
community standards and expectations

12%
Requires law/rule change

63%5%

ANZ or industry actions underway
No change recommended• Now we will identify what success measures are needed todemonstrate we have addressed these lessons

Not relevant to ANZ1
20%

Governance – aligned to the APRA self-assessment• Our Royal Commission & Self-Assessment Oversight Group isoverseeing our work and reports to the Board• Co-chaired by Deputy CEO and CRO, involving Group Executive
Australia Retail & Commercial Banking, Group Executive Talent andCulture, Group General Counsel, GGM Communications and Public
Affairs, GGM Corporate Affairs

ANZ’s progress on sixteen actions (June 2019)12%
Actioned

38%

19%

Constructive engagement with reform

Due by end 2019
Due by end FY19
Ongoing• We have analysed all 76 recommendations and will engage
constructively with Government as it implements these31%
1.

ANZ continuing operations

21

ROYAL COMMISSIONLEARNINGS FROM ANZ’S SUBMISSIONS• Specific to the misconduct and failures to meet community standards and expectations (CSEs) that we submitted to the Royal Commission• Will be mapped against work and assigned success measures to assess when they have been addressed• Significant alignment with work on APRA self-assessment focus areas (see next page)
Royal Commission learnings
1. We had, at times, poor product governance, including bad product design and misaligned and/or unclear T&Cs
2. The scale and scope of our activities made identifying and fixing failures difficult
3. We did not focus on remuneration’s role in poor conduct
4. There was an absence of a customer mindset, meaning we were, at times, insensitive to customer circumstances
5. There was, at times, a lack of management supervision, clear accountability for tasks and responsibility for failures
6. We did not remediate customers in a competent, timely and/or consistent manner
7. Our operational risk controls did not prevent or identify staff errors, process failures or coding mistakes
8. Certain failures arose from non-compliance with the law or other standard, including as interpreted by ASIC

22

APRA SELF-ASSESSMENTRESPONDING TO IDENTIFIED THEMESSELF-ASSESSMENT AT APRA’S REQUESTANZ submitted its self-assessment report to the Australian Prudential Regulation Authority in November 2018.
The assessment identified a number of themes across the three assessment domains of culture, accountability and governance.
The themes will be addressed through initiatives aligned to five focus areas. Success measures have been defined for each focus areathat will allow us to assess whether our initiatives are improving what we do and how we do it.
To ensure accountability, executive owners are being allocated to each group of measures. The Board will receive quarterly reports on
progress against each measure. Governance of this work is integrated with our response to the Royal Commission.

FOCUS AREAS
Simplification

Simplification of our business, products and processes

CultureCulture including the way we reward and recognise our people

Governance and accountability

Governance and accountability including how we are held to account, and how wemanage and execute change

Remediation

Remediation including expansion of our specialist customer remediation teamManagement of operational risk

Review and improvement of our operational risk framework

23

REPORTING ON EXECUTIVE ACCOUNTABILITYOUR GOVERNANCE FRAMEWORK AND ITS OUTCOMES

INDICATIVE EXECUTIVE ACCOUNTABILITY DISCLOSURE MAY INCLUDEEXECUTIVE ACCOUNTABILITY
Categories of matters•

We will explain the governanceframework under which we hold oursenior executives to account

Code of conduct[Number]

Risk and compliance[Number]

Outcome of accountability•

We also will start reporting on theoutcomes of this governance framework

Remuneration consequence[Number]

Warning/advice[Number]

No longer employed[Number]

Commentary[Text]

24

ANZ 2019 ESG Investor briefing—

ES G I N V ESTOR D I S C U SS ION PAC K
S U STA I N A BIL ITY

ESG – GOVERNANCE OVERVIEWETHICS, ENVIRONMENT, SOCIAL AND
GOVERNANCE COMMITTEE (EESG)COMMITTEEETHICS AND RESPONSIBLE BUSINESSMANAGEMENT COMMITTEE (ERBC)The EESG Committee is one of 6 Board sub-committees (including:
Audit Committee, Risk Committee, Human Resources Committee,
Digital Business and Technology Committee, Nomination and Board
Operations Committee).

•

The Ethics & Responsible Business Committee is a leadership anddecision making body that exists to advance ANZ’s purpose.

•

The Committee generally meets four times a year.

•

Its purpose is to oversee measures to advance ANZ’s purpose,
focusing on ethical, environmental, social and governance matters.

••

The Committee generally meets four times a year.

It is chaired by the CEO and is comprised of senior executives frombusiness divisions and Group functions, including Risk,
Communications and Public Affairs and Human Resources.

It is chaired by David Gonski and its members include Ilana Atlas,
Jane Halton and Sir John Key.

••Dr Simon Longstaff from The Ethics Centre joined the Committee
in June 2018 as an independent voice, bringing an ethicalperspective to the complex decisions we make every day.

•

ROYAL COMMISSION AND APRA SELF
ASSESSMENT OVERSIGHT GROUP•

Co-chaired by Deputy CEO and Chief
Risk Officer.

•

Involves Group Executive Australia
Retail and Commercial Banking, Group
Executive Talent and Culture, Group
General Counsel, GGM Communications
and Public Affairs, GGM Corporate
Affairs.

•

Reports to the Board.

CUSTOMER FAIRNESS ADVISOR•Colin Neave (former Commonwealth
Ombudsman) was appointed as our first
Customer Fairness Advisor at the end of2016 - signalling the start of a number ofchanges we knew we needed to make.

•

Developed customer remediation
principles and dispute principles.

•

Conducted review with an independent
consumer advocate on the Royal
Commission Interim Report case studies.

•

Reports directly to the CEO.

CUSTOMER ADVOCATE•

Works with customers and ANZ to facilitate
fair complaint outcomes and minimise thelikelihood of future problems.

•

Voluntary pathway offering customers afurther opportunity to resolve theircomplaint with us.

•

Operates autonomously of ANZ business
units.

•

Reports to the Group Executive, Australia
Retail and Commercial Banking and is boundby the Customer Advocate’s findings in allcases.
26

PURPOSE
AN INTEGRAL PART OF OUR STRATEGYHELPED GUIDE OUR DECISION TO PROVIDE RELIEF TO FARMERS IMPACTEDBY NATURAL DISASTERSSUSTAINABILITY FRAMEWORKINFORMED OUR APPROACH TO SUSTAINABLE AND AFFORDABLE HOUSING• Affordable, secure & sustainable homes• ‘Healthy Home’ Loan Package• Environmentally sustainable solutionsREBUILDING TRUST• Currently resolving issues with more than 2.6m customer accounts1• $928m in remediation charges taken since 1H17, $698m on Balance Sheet (31 March 2019)

ANZ is committed to the United Nations’ Sustainable Development Goals (SDGs) and our Sustainability Framework, together with public
targets that we set annually, supports the achievement of the SDGs. Our activities support 10 of the 17 SDGs:

1.

Retail and Commercial customer accounts
27

CREATING VALUE FOR OUR STAKEHOLDERS – 31 MARCH 2019

CUSTOMERSEMPLOYEESCOMMUNITYSHAREHOLDERS5

8.7m total retail, commercial
and Institutional customers

39,359 people employed(FTE)$137m contributed incommunity investment in FY183>500,000 Retail & Institutional
shareholders~150,000 net new customers
over 12 months to March 2019608 people recruited fromunder-represented groups,
including refugees, people withdisability and Indigenous
Australians since 2016

Disaster relief packages for
Qld floods; Vic and Tas bushfires;
NT cyclones and NSW hailstorms$3.6bcash profit reported$1.5m in donations across FY18
and 1H19 for drought and flood
relief

124.8 cents earnings per
share

124,113 volunteering hours
completed by employees in FY18

80 cents per share fully
franked dividend announced for
1H19$289b in retail & commercial
customer deposits in Australia
and New Zealand$344b in home lending inAustralia and New Zealand
Full mobile wallet offering,
including Apple PayTM,
GooglePayTM, Samsung PayTM,
FitBit PayTM and Garmin PayTM#1 Lead bank for tradeservices1

32.4% of women in leadership,
increase from 27.9% in Sep
20142
877k hours of training
provided in FY18

$1.5b in taxes incurred; money
used by governments to provide
public services and amenities>889k people reached throughtarget to help enable social andeconomic participation in FY184

12.0% return on averageordinary shareholders equity

All financial metrics are as at 31 March 2019 (P&L growth metrics for the half year ended 31 March 2019) unless otherwise stated.
1. Peter Lee Associates Large Corporate and Institutional Transactional Banking surveys, Australia and New Zealand 2004-2018. 2. Measures representation at the Senior Manager, Executive andSenior Executive Levels. Includes all employees regardless of leave status but not contractors (which are included in FTE) 3. Figure includes foregone revenue of $107 million. 4. Through our
initiatives to support financial wellbeing including financial inclusion, employment and community programs, and targeted banking products and services for small businesses and retail customers.
5. On a cash profit continuing operations basis.

28

SUSTAINABILITY PERFORMANCE TRENDS

COMMUNITY INVESTMENT1MONEYMINDED & SAVER PLUS

Total community investment ($m)
131
76

75

Funded and facilitated ($b)

Estimated # of people reached137
59,461

90

69,826 65,549

80,074ENVIRONMENTAL FINANCING$15B TARGET

88,308
14.6
11.5
10
5

2014

2015

2016

2017

2018

2014

2015

2016

2017

2018

EMPLOYEE ENGAGEMENT2ENVIRONMENTAL FOOTPRINTTARGET

Employee engagement score (%)

Scope 1 & 2 greenhouse gas emissions(k tonnes CO2-e)

73

76

74

72

73

212

210

194

181

171

0

6.9
2.5

2016

2017

2018

HY19

WOMEN IN LEADERSHIP3
Representation (%)
30

31.1 32.0 32.4
27.9 29.5 29.9

20
10
2014

2015

2016

2017

2018

2014

2015

2016

2017

2018

0

2014 2015 2016 2017 2018 HY19

1. Figure includes forgone revenue (2018 = $107m), being the cost of providing low or fee-free accounts to a range of customers such as government benefit recipients, not-for-profit
organisations and students 2. The 2017 engagement survey was run as a pulse survey sent to 10% of the bank’s employees with a 57% response rate. For all other years the employee
engagement survey was sent to all staff 3. Measures representation at the Senior Manager, Executive and Senior Executive Levels. Includes all employees regardless of leave status but notcontractors (which are included in FTE)

29

EXTERNAL REPORTING

RECOGNITION

Highest ranked Australianbank on the Dow Jones
Sustainability Index, scoring
83/100 in 2018

We achieved a CDP
climate disclosure scoreof A- in 2018

Member of the
FTSE4Good Index

2018-19 leader inworkplace genderequality

Platinum Status LGBTI
Employer of Choice forlongevity in highperformance (2015 to 2019)

FRAMEWORKS

Our sustainability reporting is
prepared in accordance with the
Global Reporting Initiative
Standards(Comprehensive level)

We have been a signatory to
the United Nations Global
Compact since 2010

We report in line with using therecommendations of the
Financial Stability Board’s (FSB)
Task Force on Climate-Related
Disclosures (TCFD)

As an Equator Principles
Financial Institution signatory
we report on our
implementation of the Principles
in our Sustainability Review

30ANZ 2019 ESG Investor briefing—

ES G I N V ESTOR D I S C U SS ION PAC K
R E M EDI ATIONCUSTOMER REMEDIATIONTOTAL PRE-TAX IMPACT

Financial impact

$m

-533

-51
1H17

-175

-102

-67

2H17

1H18

2H18

•

$175m ($123m post tax) charge in 1H19•$928m ($657m post tax) charges since 1H17•$698m provisions on balance sheet at 31 March 2019

1H19

Progress to date
CONTINUING OPERATIONSDISCONTINUED OPERATIONS1

($m)

($m)

-352
-100

2H18
Revenue
1.
2.

1H19
Expenses-181•

Salaried Financial Planner2 largely addressed in prior
years

•

Aligned Dealer Group remediation provided for in 2H18•

Retail Banking product & service review well progressed

-75
2H18

1H19

Revenue

ExpensesPrimarily compensation for customers receiving inappropriate advice or for services not provided including those relating to ANZ’s former Aligned Dealer Groups (ADGs). ANZ completed
the sale of its ADGs to IOOF on 1 October 2018.
Fee for no service

32

ANZ 2019 ESG Investor briefing—

ES G I N V ESTOR D I S C U SS ION PAC K
ROYA L CO M M IS SI ON

RESPONDING TO THE ROYAL COMMISSION‘IDENTIFIED SIXTEEN ACTIONS THAT WE CAN TAKE NOW’COMMITMENT
On 20 February 2019, ANZ announced it would take immediate steps to implement the first phase of its response to the recommendations from the Royal
Commission into Misconduct in the Banking, Superannuation and Financial Services Industry.
ANZ is implementing 16 initiatives to improve the treatment of retail customers, small businesses and farmers in Australia as well as publicly reporting on theremediation of existing failures, including:•

Providing farmers with early access to farm debt mediation as well as favouring ‘work-outs’ over either enforcement or appointing external managers•

Not charging farmers default interest in areas hit by drought or other natural disasters•

Creating a dedicated phone service and easier account identification options for Indigenous customers•

Proactively contacting customers paying little off persistent credit card debt to encourage them to move to lower cost options•

Removing overdrawn and dishonour fees from our Pensioner Advantage accounts•

Engaging as a ‘model-litigant’ in situations where ANZ is involved in a court process with individual retail or small business customers; and•Committing to the Australian Financial Complaints Authority’s “look back” under its new limits

Progress against the 16 commitments (within the below categories) is provided in the appendix slides

34

ROYAL COMMISSIONSIXTEEN ACTIONS – UPDATE ON 20 FEBRUARY COMMITMENTS
Commitment

Update on 20 February commitments

Retail customers
1. Make our products fairer and better matched to our customers
by:
1.1

1.2

Removing overdrawn and dishonour fees on ourPensioner Advantage accountAccelerating work on how we design and distributeproducts so that customers get products that meettheir needsANZ has removed the Overdrawn Fee and the Dishonour Fee on our ANZ Pensioner Advantage account.



Our work continues to look at how we design and sell products and the use and value which customers get from our products.
Most recently, this includes the establishment of an ongoing process to contact credit card customers who are carrying persistentdebt (as per commitment 3.1).
The design and distribution obligations in the Treasury Laws Amendment Bill 2018 have now been passed through Parliament.
An assessment is underway on the design and distribution obligations to help inform our work and commence addressing theobligations for when they become law.



2. Improve our service to Aboriginal and Torres Strait Islander(ATSI) customers in remote communities by:


2.1

2.2

Setting up a dedicated phone service that will help
ATSI customers manage their banking

Giving ATSI customers easier options to prove theiridentity when opening and using a bank account

ANZ has established a dedicated ATSI telephone service that has been in operation from 1 May 2019.
The telephone service is staffed by 20 Melbourne based bankers trained in indigenous cultural awareness and vulnerable customers
training.
The telephone service initially services existing ANZ customers with service enquiries and new deposit product fulfilment. Future
development of the ATSI telephone service will build on learnings from the initial phase, and the scope will eventually be expanded
to include on-boarding of new ANZ customers and services to inform and educate ATSI customers of value-add services within ANZ.

From 1 May 2019:
 ANZ introduced a new Referee Form, which makes it easier for indigenous customers to prove their identity.
 The ATSI telephone service uses TextMe SMS message to provide identified ATSI customers with a dedicated telephone number.
 Manual Security Questions have been revised to make them more relevant and easily understood by ATSI customers. In formulating
questions, feedback was sought from ANZ’s Indigenous Advisory Group.

35

ROYAL COMMISSIONSIXTEEN ACTIONS – UPDATE ON 20 FEBRUARY COMMITMENTS
Commitment

Update on 20 February commitments

Retail customers
3. Helping customers by:

3.1

3.2

Contacting consumer credit card customers whoare carrying persistent debt and paying little off
to get them on to lower rate cards and assist
them to pay their debt faster

Contacting customers in receipt of eligible
Centrelink or Veterans’ Affairs benefits to help
them move to low-cost basic bank accountsIn March 2019 we established an ongoing process to contact credit card customers who are carrying persistent debt. We provide thesecustomers financial education on how credit cards work and offer assistance plans to help them to pay their debt faster.
Our initial focus is on contacting customers with a low rate credit card product and providing them an option to transfer to an instalment
plan at a reduced rate of 7.0% p.a. We will subsequently contact customers on high rate credit card products and provide them an option
to transfer to a low rate card or instalment plan.
To date we have attempted to contact 4,481 customers under this initiative, connecting with 1,182. Of the 1,182 customers contacted
253 (21%) accepted an instalment plan and 400 (34%) appreciated the financial education. The remaining 529 (45%) customers choseto take no action.



We have established an ongoing process to contact customers in receipt of eligible Centrelink or Veterans’ Affairs benefits to offer them amove to low-cost basic bank accounts.
From June 2019 we will contact 10,000 customers a week under a staggered approach (total customer contact ~350,000).



Principles outlining our assistance to famers will be published by September 2019.
Key inclusions are outlined below.



By September 2019 ANZ will publish principles to make clear our commitment to not charge farmers default interest in areas declared tobe affected by drought or other natural disasters.



From 29 March 2019, ANZ has withdrawn the authority of relationship managers to approve their own internal appraisals of farm land. Allsuch appraisals are independently approved. This change ensures independence between the valuation process and the loan approval
process.



ANZ is continuing our work on implementing the commitments that we have publicly made to assist our farming customers experiencing
financial difficulties.
By September 2019 ANZ will publish principles to make clear our commitment to early access to farm debt mediation, with the aim being
to provide farmers with every opportunity to explore all work out options available.
Enforcement action is a measure of last resort only after all other options have been explored.

Farming customers
4. Publish clear principles on how we help farmers including
through:
4.1

Not charging farmers default interest in areas
declared to be affected by drought or othernatural disasters

4.2

Valuing farm land separately from the loan
origination process

4.3

Giving farmers early access to farm debt
mediation if they get into difficulties andsupporting a national scheme of farm debt
mediation
Reinforcing our preference for working out
difficulties over enforcing agricultural loans or
appointing an external manager

4.4




36

ROYAL COMMISSIONSIXTEEN ACTIONS – UPDATE ON 20 FEBRUARY COMMITMENTS
Commitment

Update on 20 February commitments

Remuneration
5.

6.

Redesign how we manage and reward our people tobetter focus on the interests of our customers, thelong-term health of the bank and team, rather than
individual, outcomesContinue to implement the recommendations of Mr
Stephen Sedgwick, including by responding to any
observations on how we can improve

ANZ is working to launch a new approach to reward, remuneration and performance management. This is scheduled to launch in the lastquarter of 2019.



ANZ’s delivery of Stephen Sedgwick’s Retail Banking Remuneration Review recommendations is 75% complete.
With the exclusion of Broker remuneration which is being managed at the industry level we are on track to deliver all recommendations by
the end of 2019, ahead of October 2020 deadline.



We have strengthened the principles and guidance that underpin our Accountability Framework, including the development of: Consequence Management Principles that guide a more consistent approach to consequence management across the bank,including impacts on remuneration.
 Accountability Principles that define the various categories of accountability (e.g. direct, indirect, collective).
 Accountability Review Guidance to guide staff on when and how to undertake accountability reviews.
We have commenced implementation and remain on track to complete by end of 2019.
Actions addressing problems identified in the cultural reviews by Internal Audit are formally documented and tracked to completion.
An Enterprise Culture Steering Group has been established, membership including the CEO, GM Talent & Culture and CRO. Meeting twice
yearly ExCo members are required to present the current cultural strengths and concerns of their business, as well as actions taken andplanned which are aimed at shifting the culture towards ANZ’s desired culture.
A new feedback tool has been launched, aimed at enabling greater self-awareness for leaders. The tool helps track outcomes ofdevelopment and also provides an additional voice for our employees that can then be acted upon.
We have recently reviewed our approach to culture measurement and we are now in the process of testing a new framework. The new
approach has been designed to measure progress towards (or away from) our desired culture across our 6 different culture pillars,
utilising a range of indicators some of which are consistent across businesses and others which are locally defined.

Accountability, culture and governance

7.

Strengthen our accountability and consequence
framework so that when things go wrong, we fix themand consistently hold executives to account




8.

Supplement existing culture audits and ensure we act
on identified problems




9.

Allocate specific responsibility to our BEAR 1 executive(s)for our products and complaints about them

10.

Make our BEAR1 executives explicitly responsible forpreventing conduct that harms customers

11. Require our BEAR1 executives to be open, constructive
and cooperative with the Australian Securities andInvestments Commission
1.

Banking Executive Accountability RegimeANZ’s BEAR responsibilities have been documented and assigned to each relevant executive.
APRA is currently finalising its BEAR product rules, expected by the end of 2019 calendar year. These rules will be utilised to finalise ANZ’s
product based BEAR responsibilities.

37

ROYAL COMMISSIONSIXTEEN ACTIONS – UPDATE ON 20 FEBRUARY COMMITMENTS
Commitment

Update on 20 February commitments

Remediation
12. Publicly report on how we are fixing our significant
failures, including the nature of the issues and ourprogress on paying customers back. This will include
the remediations identified at the Royal Commission.
This transparency will add to our commitment to fix
failures fairly and quickly in our Remediation Principles1

ANZ has reported half year progress against FY19 Fair and Responsible Banking sustainability targets in respect of remediations.



New Dispute Resolution Principles, incorporating model litigant guidelines, were released publicly on 15 April 2019.
The principles apply to our people and our representatives (e.g. external law firms) when managing individual retail and small businesscustomer complaints, disputes and litigation in Australia.



ANZ has appointed our Customer Advocate to lead this work and has written to AFCA confirming its consent to consider 'look back'disputes.
ANZ will continue to fully cooperate with AFCA as it resolves disputes and is currently scoping work and staffing requirements in
preparation to commence resolving these disputes from 1 July 2019.
A team manager has been appointed with case manager recruiting being finalised. Workflow systems have been designed and will shortly
be implemented.
ANZ continues to participate in industry consultation regarding the draft AFCA Rule changes and supplementary Operational Guidelinesthat set out how the program will operate.

Dispute resolution
13. Commit to public principles on managing complaints anddisputes from retail and small business customers andacting as a model litigant if we end up in court withthem individually

14. Commit to the Australian Financial Complaints
Authority’s ‘look back’ under its new limits, appoint ourCustomer Advocate to lead this work and fully
cooperate with AFCA as it resolves disputesFinancial Advice
15. Focus on how we provide ongoing financial advice tocustomers so they always get the service they pay forand value

16. Tell our customers in writing of areas where ourfinancial advisors may not be independent, impartial or
unbiased
1.






ANZ already allows customers to opt in annually to ongoing fee arrangements and is well placed to leverage existing processes andcontrols to implement these changes on a compulsory basis.
We are currently focussed on delivering a new model over the next 12 months where advice is delivered to existing customers and thenfees are only charged after the delivery of the advice. In this model there will be no ongoing fee arrangements requiring annual review.
On 17 May 2019 ANZ has announced it will no longer offer its Prime Access financial advice service to new customers and will phase it out
for current customers over the next 18 months.
ANZ will make amendments to our disclosure documents by July 2019.

ANZ’s Remediation Principles are set out on page 9 of ANZ’s 2018 Annual Review. The 2018 Annual Review is available at:https://shareholder.anz.com/sites/default/files/anz_2018_annual_review_final.pdf

38

ANZ 2019 ESG Investor briefing—

ES G I N V ESTOR D I S C U SS ION PAC K
C A R B ON

REVIEWING OUR CARBON COMMITMENTS AND DISCLOSURESUPPORTING OUR CUSTOMERS TO TRANSITION TO A LOW CARBON ECONOMY
The Board EESG Committee was presented with options for how ANZ might best support its customers to transition to a low carbon
economy, in line with goals of the Paris Agreement.
Two principles informed the options presented:• All sectors of the economy have a role to play in driving the transition.
• The transition should be orderly and ‘just’, giving careful consideration to the impacts on affected workers and communities.
The paper discussed ANZ’s largest sectoral exposures and proposed working with high emitting customers in a range of sectors to
support and encourage their transition efforts.
Social, financial and customer risks and opportunities were outlined for each option to enable informed and balanced decisions.

Outcome:We announced our revised approach to climate change in December 2018.
This included a public target to encourage and support 100 of our largest emitting customers in the energy, transport, buildings andfood, beverage and agricultural sectors to establish or strengthen existing low carbon transition plans, by 2021.
Relevant ESG target:
Amended our risk appetite and customer assessment processes to increase emphasis on climate change risks and management.

40

LOW CARBON & SUSTAINABLE FINANCE IS INCREASING AND OUREXPOSURE TO CARBON-INTENSIVE SECTORS IS DECREASINGOUR EXPOSURE TO THE MOST CARBON-INTENSIVE ENERGY
SOURCES ARE DECLINING

Project Finance Power Generation Portfolio(Sept’ 18)• ANZ’s funding and facilitation of renewables and gas-fired power isincreasing relative to coal-fired power.

10%• Our sustainable financing commitment has reached $14.6bn since2015.
• Our exposure to thermal coal mining is a small portion of our overall
lending (at 31 March 2019 our exposure was ~$944m, less than 0.1%
of our Group exposure at default).

13%

Renewables• We expect our thermal coal exposure to decline over time, as it has
since 2015.

WE ARE WORKING WITH OUR CUSTOMERS TO SUPPORTTHE TRANSITION TO CLEANER ENERGY ANDENVIRONMENTALLY SUSTAINABLE PRACTICES• We provide a range of finance and advisory services to the clean
energy sector and other customers supporting their investment to
reduce or eliminate greenhouse gas emissions or minimise waste.
• We play a role linking capital markets with sustainable investment
opportunities, including infrastructure.

Gas
Coal
76%

Our direct lending to renewable energy has
increased since 2015 to reach $1.076bn in 2018.

41

RESOURCES PORTFOLIO & MANAGEMENTRESOURCES EXPOSURE AT DEFAULT (EAD) BY SECTOR ($b)

THERMAL COAL EXPOSURE within ‘coal mining’ sector ($b)

TOTAL EAD (Mar-19): $15.6b (Resources exposures as a % of Group EAD: 1.6%)
8.6

9.4
7.2 7.8

7.0 7.6 7.4 7.3
4.9 4.6

Oil & Gas Extraction
Sep-15Mar-16

Sep-16

4.0 3.7 3.5 4.4 4.4 4.6

2.3 1.8

Metal Ore Mining
Mar-17

Sep-17

Coal Mining

Mar-18

Sep-18

39%
61%
AUS

$0.6b

$2.6b

$5.1b

23%

18%

12%

•

77%

82%

88%

NZ

ASIA

EA & Other

Investment Grade

1.18

Sep-15

Sep-16

1.7 1.4 1.4 1.2 1.2 1.5

Services To Mining

0.81

0.75

Sep-17

Sep-180.94
Mar-191.3 1.1 1.1 0.9 1.0 0.9 0.9 0.8
Other Mining

Mar-19•••Sub-Investment Grade2.9 2.4

1.70

RESOURCES PORTFOLIO MANAGEMENT

EAD & CREDIT QUALITY (Mar-19)$7.3b

1.5 1.4 1.1 1.0 1.4 1.5

2.0
1.5
1.0
0.5

•

•

Portfolio is skewed towards well capitalised and lower cost resource producers.
27% of the book is less than one year duration.
Investment grade exposures represent 74% of portfolio vs. 67% at Mar 18 and Trade business
unit accounts for 19% of the total Resources EAD.
Mining services customers are subject to heightened oversight given the cautious outlook forthe services sector.
Increased coal mining exposure in FY18 / 1H19 primarily reflects mergers and acquisitions
activity related to existing mines, i.e. predominantly metallurgical coal assets sold bydiversified miners to existing customers. Financing is mainly used to support continuing
operations, and not mine expansions.
Thermal coal exposure is currently $944m. We expect our thermal coal exposure to decline
over time, as it has since 2015, though there was an increase in 1H19 due to one transaction
for an existing customer and a reclassification of one exposure. Our exposures to thermal coalare primarily concentrated in a small number of Australian-based miners.

42

SUSTAINABLE FINANCE CASE STUDY: SYDNEY AIRPORT
AUD$1.4 BILLION SUSTAINABILITY LINKED LOAN FACILITY
Transaction Highlights

AUD$1,400,000,000

Background

Sydney Airport Finance Company Pty Ltd•

Sydney Airport (SYD) sought to enhance their management of Environmental, Social and Governance (ESG)
risks via a syndicated Sustainability Linked Loan (SLL) facility.

•

The SLL establishes a direct link between SYD sustainability performance and cost of capital.

•

The issuance of the first syndicated SLL in Australia, ties the airport’s sustainable objectives and outcomesto its funding program or cost of capital.

•

The SLL offers an alternative to the Green Loan / Green Bond “Use of Proceeds” approach allowing borrowers
to leverage their sustainability credentials and ambitions to access finance for general corporate purposes.

3 / 4 / 5 year
Sustainability Linked Loan

Joint Sustainability Coordinator and BookrunnerFirst syndicated sustainability linked loan in Australia•

ANZ supported SYD in this first syndicated SLL in Australia and the largest syndicated airport SLL globally.

•

The SLL incentivises SYD to improve its sustainability performance against a set of ESG criteria.

•

Sustainalytics will evaluate SYD’s ESG performance annually, SYD is rated 15.1 (4th of 38 airports).

•

The sustainability linked discount rewards SYD for improving sustainability performance.

•

SYD demonstrates its commitment to sustainability with a margin premium if sustainability performance
regress to a certain level.

December 2018
Transaction Summary
Borrower:
Tenor:
Size:
Loan Type:
Loan Structure:
Margin:Third Party
Verification:

Sydney Airport Finance Company Pty Limited
3 / 4 / 5 years
AUD 1,400,000,000
Sustainability Linked
Linked to sustainability targets

ANZ’s value add•

ANZ worked closely with SYD and Sustainalytics to understand key drivers of the ESG rating and determine
an achievable, but ambitious target rating.

•

ANZ worked with SYD and its co-bookrunner to determine the appropriate legal framework.

•

The target ESG Risk Rating is deliberately ambitious, ensuring that SYD remains committed and accountable
to improving its sustainability performance throughout the SLL.

ESG Risk Rating Reportprovided by Sustainalytics
pre-deal & annually
Sydney Airport Finance Company Pty Limited
43

IMPLEMENTATION OF CUSTOMER TRANSITION PLAN TARGET
Background•Our climate change policy, includes a commitment to “encourage and support 100 of our largest emitting customers in the energy,transport, buildings and food, beverage and agricultural sectors to establish or strengthen their low carbon transition plans, by 2021”.

How will success be measured with this target?
•

Customers further reporting on their transition plans by 2021 to provide stakeholders with public, specific and time bound information.

•

We are aiming to engage with 50 customers before the end of FY19.

Which customers are in scope?
•

The customer selection process is informed by criteria including:– Direct emissions, ie emissions from company owned or operated assets– Indirect emissions from their ‘value chains’, ie both upstream and downstream from their operational footprint– The size and nature of our relationships was also considered to maximise prospects for deeper engagement

Next steps•

ANZ will publicly report progress against the target in our FY reporting. We will also provide six-monthly updates to ERBC and to theBoard EESG Committee.

44

EXAMPLE CUSTOMER DISCLOSURE TOWARDS LOW CARBON FUTURE
DEXUS – BUILDING OWNERSHIP AND MANAGEMENT

DEXUS HAS A RANGE OF TARGETS AND INITIATIVES AIMED AT HELPING THEM TRANSITION TO A LOW CARBON FUTURE
1. Tightening their cornerstone carbon intensity reduction target from 75% to 82% by 2050 (compared with 2007 levels). The new emissions intensity
goal for 2050 is 0.15kg CO2/kWh.
2. New interim carbon intensity reduction targets of 40% by 2030 and 60% by 2040 (compared with 2007 levels). These new targets were set tobetter align with the Paris Agreement decarbonisation trajectory and UN SDGs.

3. New renewable energy capacity target of 30% and non-carbon-emitting target of 40% by 2030.

45

EXAMPLE CUSTOMER DISCLOSURE TOWARDS LOW CARBON FUTURE
BHP – DIVERSIFIED MINER

BHP has an integrated strategy that focuses on: reducing operational GHG emissions; addressing value chain (scope 3) emissions; managing
climate-related risk and opportunity; and working with others to enhance the industry and global response via policy engagement, support
for market mechanisms and disclosure. Commitments and initiatives related to transition planning include:
1. Targets to hold net operational emissions at or below FY2017 levels by FY2022 while continuing to grow their business, and achieve netzero operational emissions in the latter half of this century, consistent with the Paris agreement.
2. Investments in emerging and existing technologies that make step-change reductions in GHG emissions, both from their own operations(including introduction of electric vehicles into mining fleet) and from the downstream processing and use of their products (e.g. CCUS forsteelmaking).
3. Active stewardship role working with customers, suppliers and other value chain participants to influence reductions in scope 3 emissions.
4. Increasing integration of climate risk (both threats and opportunities) into strategic planning via scenario analysis and internal carbon
pricing.

46

FURTHER INFORMATIONOur Shareholder information

shareholder.anz.com

Equity Investors

Jill Campbell

Cameron Davis

Retail Investors

Debt Investors

Michelle Weerakoon

Scott Gifford

Group General Manager
Investor Relations+61 3 8654 7749
+61 412 047 448
jill.campbell@anz.com

Manager Shareholder
Services & Events+61 3 8654 7682
+61 411 143 090
michelle.weerakoon@anz.com

Executive Manager
Investor Relations+61 3 8654 7716
+61 421 613 819
cameron.davis@anz.com

Head of Debt Investor
Relations+61 3 8655 5683
+61 434 076 876
scott.gifford@anz.com

Harsh Vardhan

Manager
Investor Relations+61 3 8655 0878
+61 466 848 027
harsh.vardhan@anz.com

Mary Karavias

Associate Director
Debt Investor Relations+61 3 8655 4318
maria.karavias@anz.com

DISCLAIMER & IMPORTANT NOTICE: The material in this presentation is general background information about the Bank’s activities current at the date of the presentation. It is information given insummary form and does not purport to be complete. It is not intended to be relied upon as advice to investors or potential investors and does not take into account the investment objectives, financial
situation or needs of any particular investor. These should be considered, with or without professional advice when deciding if an investment is appropriateThis presentation may contain forward-looking statements including statements regarding our intent, belief or current expectations with respect to ANZ’s business and operations, market conditions,
results of operations and financial condition, capital adequacy, specific provisions and risk management practices. When used in this presentation, the words “estimate”, “project”, “intend”, “anticipate”,“believe”, “expect”, “should” and similar expressions, as they relate to ANZ and its management, are intended to identify forward-looking statements. Readers are cautioned not to place undue reliance onthese forward-looking statements, which speak only as of the date hereof. Such statements constitute “forward-looking statements” for the purposes of the United States Private Securities Litigation
Reform Act of 1995. ANZ does not undertake any obligation to publicly release the result of any revisions to these forward-looking statements to reflect events or circumstances after the date hereof toreflect the occurrence of unanticipated events.
47