Shani completed MoneyMinded as part ofher participation in Saver Plus.

2018 ESG BRIEFINGPRESENTATION & DISCUSSION PACK
AUSTRALIA AND NEW Z EAL AND
BANKING GROUP LIMITED
31 August 2018

AGENDA
Tony Warren, GGM Communications & Public Affairs•

Welcome & introduction

Shayne Elliott, CEO•

ESG focus & progress

Katherine Bray, Customer Engagement Lead & Sarah Stubbings, Tribe Lead Responsible Banking•

Financial wellbeing, product suitability, remediation

Shayne Elliott, CEO & Frank Calabria, Origin Energy CEO & Managing Director•

CEO discussion on ESG risks and opportunities2

2018 ESG BRIEFINGTONY WARREN
GROUP GENERAL MANAGER
COMMUNICATIONS & PUBLIC AFFAIRSAUSTRALIA AND NEW Z EAL AND
BANKING GROUP LIMITED
31 August 2018

2018 ESG BRIEFING
SHAYNE ELLIOTTCHIEF EXECUTIVE OFFICERAUSTRALIA AND NEW Z EAL AND
BANKING GROUP LIMITED
31 August 2018

EXTERNAL TRENDS REDEFINING OUR FUTURE

1. Lower growth in our home markets of Australia and New Zealand

2. Fundamental changes to customer behaviour

3. Advances in technology opening up new business models and ways of competing

4. Regulation and changing societal expectations reshaping the industry

5

FOUR PRIORITIESBuilding a better bankCreating a simpler, better balanced bank

Focusing on areas where we can win

Building a superior everyday experience to compete in the digital age

Driving a purpose and values-led transformation

6

OUR PURPOSE & VALUES
Our purpose is to shape a world where people and communities thrive‘We’re guided every day by our purpose and values. Our values mean whateversituation we’re in, we care about our customers, our colleagues and how ouractions contribute to the ‘community.’

92%

92% of our people consider ANZ’s
Purpose when making decisions
ANZ My Voice Survey 2018

Published July 20177

OUR PURPOSE & VALUES
Has helped shape our low carbon finance commitment
Progress towards $15bn target for low carbon
and sustainable solutions

15.0

$b

Fund and facilitate at least $15
billion by 2020 in low carbon
and sustainable solutions
including renewable energy
generation, green buildings andless emissions intensive
manufacturing and transport

8.3
6.9
5.0
2.5
1.1
Mar-16

Sep-16

Mar-17

Sep-17Mar-18Target- 20208GOVERNANCE

Ethics, Environment, Social & GovernanceCommittee - Board Committee• Increased focus on ethics and conduct issues• Ethics front & centre of the Committee’s discussions

Ethics & Responsible Business Committee– Group Executive Committee
Leadership & decision-making body
Agrees & sets ANZ’s risk appetite for industry sectors
Oversees ‘who we bank’ & ‘how we bank them’For further detail on ANZ’s governance framework see our 2017 Corporate Governance Statement available on anz.com/corporategovernance9

OUR DECISION PRINCIPLESWhat is ‘right’ for ANZ

1. Protect and enhance each person’s ability and freedom to choose
2. Minimise potential and actual harm, especially for the vulnerable

3. Support progressive practices that benefit people, communities, and industries
4. Have a real impact on some of society’s big challenges
5. Show leadership and challenge convention
6. Advance ANZ’s strategic and commercial interests
7. Be proud to offer a complete public account of our decisions and actions

10

ESG SCORECARD SNAPSHOTProgress

OutcomeSUSTAINABLE GROWTH

Fund and facilitate at least $15 billion by 2020 in low carbon and sustainable solutions1
Amend our risk appetite and customer assessment process to increase emphasis on
climate change risks and management by end 2018

$8.3b
(March 18)

Completed

SOCIAL & ECONOMIC PARTICIPATION
Help enable social and economic participation of 1 million people by 2020 2
Increase the representation of Women in Leadership by 3% to 34.1% by 20203> 550k(Sept 17)

32.2%
(July 18)

FAIR & RESPONSIBLE BANKING
Create best experience for our customers, measured by improving Net Promoter Score
relative to peers (Australia Retail)44th(June 18)

Implement strengthened due diligence for our human rights standards by end 2018
On track to achieve

In progress

Off track

For detailed information refer to the 2018 Half Year Corporate Sustainability Update available at anz.com/cs. Our 2018 Corporate
Sustainability Review will be available in December 2018.
1. Including renewable energy generation, green buildings and less emissions intensive manufacturing and transport 2. 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 3.
Measures representation at the Senior Manager, Executive and Senior Executive levels 4. Roy Morgan Research Single Source, Australian population aged 14+, Main
Financial Institution, six month rolling average to June 18. Ranking based on the four major Australian banks

11ANZ REFORMS
Key changes implemented over the last 2 years
Changes to incentives in our branches, call centres and broking
Eliminated all financial measures from our financial planners’ scorecard
Simplified our main standard contracts for small business customers

Removed ATM Fees for non-ANZ customers
Reduced rates on low rate cards
Stopped selling credit card insurance
Improved terms of redundancy for employees
Strengthened our Whistleblower Protection policy

For additional key bank reforms implemented over the last two years refer to slides
34 & 35
12

CHANGING THE WAY WE WORK
Reshaped our Australia Division & Technology team

Increased speed
to market forcustomers

Delivering value to customers
faster. Evidenced by: releasefrequency, customer engagement

New way of working• Agile methodology• Small, multidisciplinary, teams• Iterative ways of working
PeopleEngagement &Talent Attraction

Higher employee engagement &satisfaction ultimately becoming
an employer of choice• Transparency and accountability, using
visual management techniques• Explicit alignment between company
objectives and what teams work on day-to-day

Simplification &Efficiency

Simplifying our operations,products, systems & processes• Leadership, with an emphasis on personal
development and coaching

13

SUMMARY•

Purpose today was to better inform you about our business, and how
we’re navigating sensitive social and economic issues•

We recognise ANZ’s long-term viability is dependent on us making
decisions that are mindful of the impact we have on the community•

For ANZ to have a sustainable, long-term future, we need to•be less complex•

do a few things really well•

be focused on our obligations to our stakeholders

142018 ESG BRIEFING
KATHERINE BRAY, CUSTOMER ENGAGEMENT LEAD
SARAH STUBBINGS, TRIBE LEAD RESPONSIBLE BANKING
AUSTRALIA AND NEW Z EAL AND
BANKING GROUP LIMITED
31 August 2018

FINANCIAL WELLBEING
Financial wellbeing is at the heart of our social licence to operate
3 KEY PLANKS

ActiveSavingsaving regularly for arainy day and forgoals, including ahouse depositNot borrowing
for everyday
expenses
not needing to turn tocredit for essentials
like groceries andpower

Paying down
debt
both persistentrevolving debt and asa pathway to homeownership

16

ACTIVE SAVING
Helping customers to save, with tools, training, capability & insight•Tools and training to first home coaches tohelp customers create a home deposit plan•

Developed capability for customers to trackprogress to their goals in internet banking•

Trialing nudges via email and SMS for
irregular savers•

Next focus on providing customers withspend insights, nudges and goal tracking in
the ANZ mobile app

17

NOT BORROWING FOR EVERYDAY EXPENSES
Educating customers on first credit card, helping persistent revolvers
manage their debt•

12 month credit card education program
designed to help customers using thisproduct for the first time•

Education program developed to ensure
customers know how to use balancetransfers to manage revolving debt, alerted
to the end of the low interest period

18

PAYING DOWN DEBT
Providing ‘nudges’ to help customers pay down debt, including getting
faster to home ownership•

Helping customers on
interest only home loans
to think about moving toprincipal and interest•

Nudging customers to use
their tax refund to either
save the money or pay
down debt

19

PAYING DOWN DEBT
Helping our customers transition from interest only
ANZ SCHEDULED INTEREST ONLY TERM EXPIRY1Interest only mission: “We want our home loan$bcustomers to be as prepared as possible for the

10
12

FY17

4
18

19

18

FY18

FY19

FY20

move from Interest Only to Principal & Interest”
11

12

FY21

FY22+

Internet Banking expiry
pop up reminder

Early conversions to principal & interest(to be implemented Sept 2018)

Contractual interest only expiry
SMS follow up(to be implemented Sept 2018)

1st P&I
Repayment
SMS Reminder

37 days to expiry
P&I Repayment
letter3 month to expiry
banker call2

12 month to expiry
awareness letter for > 60 y.os
(to be implemented EOY 2018)

Interest only
expiry6 mths to expiry
awareness letter

ANZ INTEREST ONLY CUSTOMER CONTACT STRATEGY

1.
2.

Includes construction loans
Branch network and Mobile originated customers

20PRODUCT SUITABILITY
A core component of financial wellbeing and aligned to our Purpose

We want ourcustomers tobe provided
with suitableproducts &services

To use themas intended

And to get
value from
them

21

PRODUCT SUITABILITY FOCUS
Using data to help customers, focusing on ‘vulnerable‘ customers initially

Using our data to help ourcustomers get value fromtheir products

Utilisation
data

Payment history
data•

Completed pilot to educate & help
customers with persistent credit card debt•

Starting pilot to help concessional cardcustomers get the best use of theirtransaction accounts•

Building product suitability into our productreview processes•

Also supporting our home loan customers
transition to Principle & Interest payments

22

CREDIT CARD SUITABILITY PILOT
Customers

12,000~3,500~2,000

Customer Pilot Group

ReachedTook up a customer
assistance plantargeted 12k at risk1
credit card customers

offered coaching
and a customer
assistance plan

reduced interest rate
for 12 months
or lower rate card

1.

Customers taking up acustomer assistance plan are
paying down more andspending less, with a 9%
reduction in card utilisation
Only 1% of the group fell into
arrears vs. 5% for theremaining ~10,000 customers

At risk credit cards customers defined as those who make frequent use of cash advances and/or have not reduced their credit card balance over time

23

CUSTOMER OUTCOMES
Positive customer outcomes – case for operationalising the process
Customer: Maree

Customer: Michael• Customer for 30 years• 41 year old• Receives aged pension• High card balance, spent on higher education• Makes just above monthly repayments• Makes regular monthly payment• ~ half of payment is interest• ~ half of payment is interest

Customer assistance plan

Customer assistance plan

• Interest lowered for 12 months• Interest lowered for 12 months• Customer agrees to repayment
amounts• Customer agreed to pay moreeach month• Likely to save >$1,000 in interest

24

APPROACH TO CUSTOMER REMEDIATION
New approach to drive quicker outcomes

Refund ourcustomers assoon aspossible

Learn from our
mistakes

Fix things
properlyand prevent the needfor remediations fromhappeningand prevent repeat
issueswe weren’t set up to
do that25

CUSTOMER REMEDIATION ACTIONS•Developed a project specialisation in
remediation•

Appointed Customer Fairness Advisor•

Developed ANZ’s Remediation Principles
and our Remediation Framework•

Formed the new Responsible Banking
Tribe with 150 people dedicated to fastand consistent customer remediation

26

ACTIONS TO MAKE PAYMENTS TO CUSTOMERS FASTER

Getting access to customer
data faster

Building out common tools
and payment approaches

Taking a customer orientatedapproach

New Ways of Working

27

ACTIONS TO PREVENT THE NEED FOR FUTURE
REMEDIATION & FIXING THINGS PROPERLY•

Sharing the learnings about the mistakes
we have made•Building shared mindset & accountability•

Early input into new product and initiative
development to prevent future remediations•

Fixing the root cause issue•

Our simplification agenda

28

2018 ESG BRIEFINGDISCUSSION PACK
AUSTRALIA AND NEW Z EAL AND
BANKING GROUP LIMITED
31 August 2018

FOUR PRIORITIESBuilding a better bank
Reducing operating costs and risks by removing product and management complexity

Creating a simpler, betterbalanced bankExiting low return and non-core businesses
Reducing reliance on low-return aspects of Institutional banking in particularFurther strengthening the balance sheet by rebalancing our portfolio

Focusing on areas where we
can win

Building a superior everyday
experience to compete in thedigital age

Driving a purpose andvalues-led transformation

Making buying and owning a home or starting, running and growing a small businessin Australia and New Zealand easy
Being the best bank in the world for customers driven by the movement of goods andcapital in our region

Building more convenient, engaging banking solutions to simplify the lives ofcustomers and our own people

Creating a stronger sense of core purpose, ethics and fairness
Invest in leaders who can help sense and navigate the rapidly changing environment

30

SIMPLIFICATION & FOCUS
CAPITAL ALLOCATIONSEPTEMBER 15

FOCUSING ON AREAS WHERE WE CAN WIN

Pro forma MARCH 20181• #1 Lead Bank Penetration in Australia & New Zealand2• #4 Corporate Bank in Asia3 & #1 Overall Quality in Asia4• Introduced First Home Buyer coaches in Australia andfocused on Owner Occupied Principal Interest customers
Institutional

Retail & Commercial

Wealth• #1 Market share in NZ Home Loans5

Capital allocation based on Regulatory Capital. Institutional shown under2015 IIB Structure, including Global Institutional and Asia Retail & Pacific.

COMPETING IN A DIGITAL AGE• #1 ranked banking app in the Australian Apple App
store6• ~25,000 users joining each day7
• Delivered by our first team to adopt New Ways ofWorking

PURPOSE & VALUESLED TRANSFORMATION
Performance scorecard8
Highest weighting
to good customer
outcomes
Risk & process
Financial & discipline• Dedicated team focused on maintaining leadership

Customer, people & reputation

1. Pro forma incorporates the expected capital benefit from the Wealth Australia divestments (P&I, ADG and Life Insurance) and the second tranche of MCC, which remain subject toregulatory approval, less the capital impact from the completion of the $1.5b share buyback 2. Peter Lee Associates 2017 Large Corporate and Institutional Relationship Banking surveys,
Australia and New Zealand (issued in June and August 2017 respectively) 3. Greenwich Associates 2017 Asian Large Corporate Banking Study (issued in March 2018) 4. The Greenwich
Quality Index score is based upon a normalised composite of all qualitative evaluations transformed to a scale of 0 to 1,000 with the difference from the average shown 5. as at March 2018
6. Apple App Store (Financial Category) (as at 29 April 2018) 7. as at 30 April 2018 8. Australia Division retail branch Service Consultants and Personal Bankers

31

SUSTAINABILITY PERFORMANCECOMMUNITY INVESTMENT1EMPLOYEE ENGAGEMENT2

Total community investment ($m)

Employee engagement score (%)

LOW CARBON AND SUSTAINABLE
SOLUTIONS $15B TARGET
Funded and facilitated ($b)

131
76

75

73

76

74

72

8.3

6.9

90
2.5

2014

2015

2016

2017

2014

2015

2016

MONEYMINDED & SAVER PLUS

WOMEN IN MANAGEMENT3

Estimated # of people reached

Representation (%)

59,461

2014

69,826

2015

80,07465,549

2016

2017

39.2

2014

40.4

2015

41.5

2017

2016

Mar-18AVERAGE EMISSION INTENSITY OF
GENERATION FINANCED (AUSTRALIA)
41.5(tonnes CO2-e per megawatt hour of electricity
generated) 4
0.77

2016

2017

2017

2014

0.64

0.62

0.58

2015

2016

2017

1. Figure includes foregone revenue (2017 = $107m), being the cost of providing low or fee-free accounts to a range of customers such as government benefit recipients, notfor-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. Previously,
the employee engagement survey was sent to all staff 3. FY18-FY20 target is now defined as Women in Leadership which measures representation at the Senior Manager,
Executive and Senior Executive levels 4. Refer to page 90 of the 2017 Corporate Sustainability review available at anz.com/cs for the calculation methodology

32

SUSTAINABLE DEVELOPMENT• ANZ supports the UN Sustainable Development Goals (SDGs). We have mapped the relevant SDGs to our sustainability
targets, as well as to our Project & Export Finance book to understand key sustainability drivers underpinning that business• We are participating in the UN Global Compact’s Financial Innovation for the SDGs Action Platform which is developing
guidance on impact investment strategies that support the SDGs, the ultimate goal being to improve the risk/return profile of
SDG investments to attract institutional investors• By way of example of SDGs Financial Innovation, we issued in February our first, ‘SDG Bond’ in the European wholesale debt

capital markets, raising €750 million to fund ANZ loans and expenditures that directly promote nine of the 17 SDGs
• in August, we acted as sole lead for Bank Australia’s AUD125m Sustainability Bond. Proceeds are being used to finance a
portfolio of assets including loans to disability and community housing as well as affordable mortgages to low-income earners
who have qualified through state-government schemes.
• Bringing our total volume1 to ~A$9.6b over the last 3 years across, Asia, Australia and New Zealand1.

Includes Green/Social/Sustainability Bond arranger volume

33

KEY ANZ REFORMS
Implemented over the last two years
IMPROVED MONITORING, CONDUCT AND SAFEGUARDS• Appointed Colin Neave AM as Customer Fairness Advisor, a new role to help improve fairness of the bank’s products andservices• Implemented a new Retail ‘Customer Experience Framework’ in branches and the Customer Contact Centre focused on good
customer outcomes. The Framework involves regular team meetings, coaching and performance recognition• Introduced weekly balanced scorecard reporting for Retail to increase focus on good customer outcomes• Introduced a home loan sales practice reporting tool for branches and mortgage brokers to monitor customer outcomes andidentify areas of potential risk or for follow up• Introduced a new “Customer Service Mindset” and ICARE values system for small business bankers. Involves rating customer
outcomes and banker behaviour each month• Adopted the ABA Conduct Background Check Protocol for bank employees. Where a person applies for a role with asubscribing bank within five years of leaving ANZ, we must disclose misconduct findings (or investigation if the employee
resigned during the investigation)• Introduced process to provide customers with a copy of instructions and reports produced by external valuers for valuations paid
for by customers and for agricultural or commercial property; and produced by investigative accountants• Developed a new Vulnerable Customer mandatory learning module to help staff identify customers experiencing vulnerable
circumstances and taking extra care with themNote: The reforms listed are examples of changes made to date to improve customer banking outcomes in the Australia Division. Further changes will
be made with the full implementation of the new Banking Code of Practice in 2019, Sedgwick remuneration review future other regulatory changes

34

KEY ANZ REFORMS
Implemented over the last two years
REDUCED REMUNERATION FOCUS ON SALES• Updated and published ANZ Remuneration Principles to further reinforce our focus on customer outcomes• Changed Retail (branch and call centre) and Business and Private Bank incentive plans removing campaign incentives,
accelerators and financial gateways, moving to a balanced scorecard structure• Re-weighted frontline scorecards (Retail, Business Banking, Financial Planning) so that the Financial objective is no
greater than 30% and with a ~70% weighting on customer, team work and well managed outcomes• Introduced a balanced scorecard framework for ANZ Mobile Lending and replaced ‘soft dollar’ incentives for sales only
outcomes with a balanced scorecard• For home lending removed volume based incentives from payments to aggregators, brokers and introducers

BETTER PRODUCTS• Simplified ANZ’s main standard form small business lending contract, halving contract length and increasing safeguards
for customers• Abolished ATM fees for non-ANZ customers• Reduced purchase interest rates on ANZ Low Rate Classic card and Low Rate Platinum card by up to 2%• Reduced international money transfer or foreign currency remittance fees benefitting Pacific Island communities• Ceased the sale of Credit Card insurance to new customers• Introduced larger font and tactile indicators on debit cards

Note: The reforms listed are examples of changes made to date to improve customer banking outcomes in the Australia Division. Further changes will be madewith the full implementation of the new Banking Code of Practice in 2019, Sedgwick remuneration review and future regulatory changes

35

GROUP PORTFOLIO COMPOSITIONEXPOSURES BY INDUSTRY

IMPROVED RISK PROFILEEXPOSURE AT DEFAULT (EAD) AS A % OF TOTAL EAD
LOWER LOSS RATE ASSET CLASSESEXPOSURE AT DEFAULT ($b) (<5bp loss rate)

TOTAL GROUP OUP EAD (Mar 18) = $930b1
5.9%
1.6% 1.4%

504.5

2.1% 1.7% 1.3%
2.2%

173.5

2.9%
40.5%
7.1%

566.7
190.0

331.0

376.8

Sep-15Mar-18Banks & Sovereigns

3.8%

Residential Mortgage

4.5%

HIGHER LOSS RATE ASSET CLASSESEXPOSURE AT DEFAULT ($b) (>20bp loss rate)

6.6%

391.5
18.5%

72.1

352.9
61.0

293.3

275.7

Resources (Mining)
Electricity, Gas & Water Supply

Consumer Lending
Finance, Investment & Insurance
Property Services
Manufacturing
Agriculture, Forestry, Fishing

Construction

Government & Official Institutions

Other Retail

Other

Wholesale trade

Corporate & Specialised (Advanced)

Retail Trade
Transport & Storage
Business Services

26.1

16.2

Sep-15Mar-18

Corporates (Standardised)1.

EAD excludes amounts for ‘Securitisation’ and ‘Other Assets’ Basel classes and manual adjustments. Data provided is as at Mar 18 on a Post CRM basis, net of credit risk
mitigation such as guarantees, credit derivatives, netting and financial collateral.

36

GROUP PORTFOLIO COMPOSITION

Category% of Group EAD% of Portfolio in Non
Performing

Portfolio Balance in Non
Performing

Sep 17

Mar 18

Sep 17

Mar 18Mar 18Consumer Lending

41.5%

40.5%

0.1%

0.1%

$425m

Finance, Investment & Insurance

17.2%

18.5%

0.0%

0.0%

$86m

Property Services

6.6%

6.6%

0.3%

0.3%

$158m

Manufacturing

4.5%

4.5%

0.7%

0.5%

$213m

Agriculture, Forestry, Fishing

3.8%

3.8%

1.2%

1.1%

$378m

Government & Official Institutions

7.2%

7.1%

0.0%

0.0%

$0m

Wholesale trade

3.0%

2.9%

0.5%

0.4%

$107m

Retail Trade

2.3%

2.2%

0.8%

0.9%

$188m

Transport & Storage

2.0%

2.1%

0.7%

0.2%

$44m

Business Services

1.7%

1.7%

1.1%

0.9%

$149m

Resources (Mining)

1.5%

1.6%

1.2%

0.9%

$131m

Electricity, Gas & Water Supply

1.3%

1.3%

0.1%

0.1%

$15m

Construction

1.4%

1.4%

2.3%

1.8%

$239m

Other

6.0%

5.9%

0.6%

0.4%

$222m

Total

100%

100%

Total Group EAD1

$903b

$930b

1.

$2,355m

EAD excludes amounts for ‘Securitisation’ and ‘Other Assets’ Basel classes and manual adjustments. Data provided is as at Mar 18 on a Post CRM basis, net of credit risk
mitigation such as guarantees, credit derivatives, netting and financial collateral.

37

PORTFOLIO TRENDS

Note: % of portfolio in non performing = % of segment non performing exposures as a % of total segment exposures at default (EAD).

38

PORTFOLIO TRENDS

Note: % of portfolio in non performing = % of segment non performing exposures as a % of total segment exposures at default (EAD).

39

GROUP RESOURCES PORTFOLIORESOURCES EXPOSURE BY SECTOR (%)
Total EAD (Mar 18): $15.1b
As a % of Group EAD (Mar 18): 1.6%

9.4
8.3
7.2

4.5
2.6

1.8

1.4

3.7

4.4
3.0
1.1

1.0

Coal Mining
Mar 15

4.6

7.6

Metal Ore Mining

Mar 16

Mar 17

Oil & Gas Extraction

1.1

0.9

Other Mining

2.4

0.9

1.4

1.2

Services To Mining

Mar 18RESOURCES EXPOSURE CREDIT QUALITY (EAD)RESOURCES PORTFOLIO MANAGEMENT

$b
AUS
7.3
47%
53%
AUS
Investment Grade

NZ
0.6

ASIA
2.7

OTHER
4.6

•

Portfolio is skewed towards well capitalised and lower cost
resource producers.

21%

25%

19%

•

32% of the book is less than one year duration.

79%

75%

81%

•

Investment grade exposures represent 68% of portfolio vs. 66%
at Sep 17 and Trade business unit accounts for 18% of the total
Resources EAD.

NZ

ASIA

EA & Other•

Mining services customers are subject to heightened oversight
given the cautious outlook for the services sector.

Sub-Investment Grade40

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 in summary 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 orcurrent expectations with respect to ANZ’s business and operations, market conditions, results of operations andfinancial condition, capital adequacy, specific provisions and risk management practices. When used in thispresentation, 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 on these forward-looking statements, which speak only as of thedate 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 to reflect theoccurrence of unanticipated events.

Our information2017 Annual Review
2018 Half Year Corporate Sustainability Update2017 Corporate Sustainability Review
Climate-Related Financial Disclosures
2017 Corporate Governance Statement
www.anz.com/about-us/corporate-sustainability/
shareholder.anz.com

41