2021
ESG INVESTOR BRIEFING
16 SEPTEMBER 2021
PRESENTATION & REFERENCE PACK

Approved for distribution by ANZ’s Continuous Disclosure Committee
Australia and New Zealand Banking Group Limited 9/833 Collins Street Docklands Victoria 3008 Australia
ABN 11 005 357 522

CONTENTS
2021 ESG PRESENTATION & ESG REFERENCE PACKESG Presentations

3

CEO Presentation

3

CRO Presentation

13

ESG Reference Pack

20

Overview

20

ESG Priority Areas

26

Sustainability

33

Carbon & Financing Sustainability

40

Human Rights & Modern Slavery

47

2

2021
ESG INVESTOR BRIEFING - PRESENTATIONSHAYNE ELLIOTTCHIEF EXECUTIVE OFFICEROUR ESG APPROACH SUPPORTS THE EXECUTION OF OUR STRATEGYSTRATEGY
To improve the financial wellbeing & sustainability of customers
By providing relevant, efficient and connected services; tools and insights that engage & retain
customers better and in doing so increase the lifetime value for shareholders

Help people save for,buy & own a livable house

Help people start or buy andgrow their business & adopt
sustainable business practices

Help companies move goods &capital around the region & adopt
sustainable business practices

Platforms & people
Simpler, more resilient
core business for ourtarget customers

Range of banking
infrastructure
platforms

Integrated dataenabled
ecosystems

Purpose-led
empathetic &adaptable workforce

4DRIVING VALUE

Alignment of
purpose & ESG,
with strategy
and outcomes

Driving value
through ourpeople andcultureEnvironmental
sustainability,
both as a risk
and opportunity

Continuing tostrengthen our
focus on financial
wellbeing

Our
integrated risk
management
approach5

EMBEDDING OUR PURPOSE, ETHICS & VALUESBOARD EESG1 INDICATIVE AGENDA AND TOPICS COVEREDINDICATIVE AGENDA AND TOPICS COVERED (FY21)
How we bank

8%

(Customer fairness, product suitability, vulnerability, conduct, reconciliation)

6%

Governance
33%(Materiality assessment, reporting, review good ESG Governance & ERBC focus)

Who we bank

(Carbon policy & transition plans, human rights policy, emerging social issues
e.g. modern slavery, animal welfare)24%

How we measure and communicate(Annual reporting suite, setting and monitoring ESG targets, external assurance)

Our priority areas(Housing, Financial wellbeing, Environmental sustainability)
29%

1.

Board Ethics, Environment, Social and Governance Committee, generally meets four times a year
6

EMBEDDING OUR PURPOSE, ETHICS & VALUESEXECUTIVE ERBC1 INDICATIVE AGENDA AND TOPICS COVEREDINDICATIVE AGENDA AND TOPICS COVERED (FY21)
How we bank

(Product suitability, accessibility, diversity, vulnerability)

16%

Governance
34%(Materiality assessment, Social & Environmental, risk policy, frameworks)

6%

Who we bank(Industry & country reviews, human rights, modern slavery & carbon policies,
sensitive wholesale transactions)

How we measure and communicate(ESG targets & reporting, community sentiment ratings)
25%

Our priority areas
19%

1.

(Housing, financial wellbeing, environmental sustainability)

Ethics and Responsible Business Management Committee, generally meets four times a year7THE BANK WE’RE BUILDINGPURPOSE-LED TRANSFORMATION WILL DRIVE BETTER OUTCOMES FOR ALL STAKEHOLDERS

Better access to capital andtalent, driving greater capacity
to invest well

Better financial outcomesfor shareholders and staff

Better acquisition and retention
rates, and higher shareof target customers

Better customer propositions
that are ‘purposeful’, engaging,efficient and ‘safe’

Our customers will haverelatively better financial
wellbeing, more sustainable
practices and generatehigher life-time value for ourshareholders

Better data,
insights, risk decisions
and pricing

Better financial wellbeing andsustainability outcomes forcustomers and the community

Better reputation amongst
customers and the community, andmore engaged workforce

Better customer engagement,
and greater use of our products
and services

8

THE BANK WE’RE BUILDING
GIVING CUSTOMERS ACCESS TO…

Propositions

Platforms

Partnerships

PeopleEasy to use services
that improve thefinancial wellbeing
and sustainabilityof customers

More agile andmore resilient banking
infrastructure platforms
provided to ANZ
and third parties

Integrated,data-enabled,
Home Owner andBusiness Owner
ecosystems

A diverse team, wholisten, learn and adapt todeliver outcomes that
address financial andsustainability challenges…and delivering consistently strong shareholder returns

9OUR PEOPLEEMPLOYEE ENGAGEMENT1

WOMEN IN LEADERSHIP1

INITIATIVES

Representation (%)

Employee engagement score (%)
86

34.8
33.4

81
77
74
72

DIVERSITY & INCLUSION (D&I)

32.0• Launched a new D&I strategy in 2021

32.5

• ANZ’s 2021-2024 Reconciliation Action
Plan soon to launch

31.1

73

• Dedicated D&I Centre of Excellence
29.9• New D&I roles created• D&I Lead for New Zealand & Pacific• D&I Recruitment Lead
• Created a new role in New Zealand
Te Kaitohu Rautaki Māori(Head of Te Ao Māori Strategy)

2016

1.
2.

2017

2018

2019

2020

2021

2016

2017

For further detail refer sustainability performance trends slide in the reference packAs at 31 July, 2021

2018

2019

2020

20212

10

ENVIRONMENTAL SUSTAINABILITYFUNDED & FACILITATED $14B TOWARDS SUSTAINABLE FINANCE1FUNDED: $8b

55 TRANSACTIONS IN ANZ’SSUSTAINABLE FINANCE BUSINESS# OF DEALS IN FY21 YTD (9 MONTHS: 55 DEALS, $91b)

FACILITATED: $6b

7%
18%
25%

13%
36%
8%

13%

22%

62%
74%

22%

Environmental (Energy, Waste, Transport, Buildings, Water)

ESG-Format Bonds

Social (Affordable Housing & Sustainable Development)

Renewables Advisory

Sustainability Linked Facilities

Green Buildings / Renewables Loan Distribution

Financial Institutions
Diversified Industries
Resources, Energy & Infrastructure
Property & Health
Food, Beverage & Agriculture

1. Since October 2019 towards target of $50b by 2025
11

FINANCIAL WELLBEING

SAVINGS GOALSMONEYMINDED & SAVER PLUS

#000 SET A SAVINGS GOAL (CUMULATIVE)1

Top savings goals2

ESTIMATED NUMBER OF PEOPLE REACHEDHouse: 23%
Holiday: 14%

Car: 11%88,308495

90,72480,074429
65,54961,367327

184

0
Sep 191.
2.

Mar 20

Sep 20Mar 21

Jul 21

Launched end of October 2019, represents total savings goals set through the ANZ App (Australia)
As a % of total savings goals

2016

2017

2018

2019

2020

12

2021
ESG INVESTOR BRIEFING - PRESENTATIONKEVIN CORBALLYCHIEF RISK OFFICERAPPROACH TO RISK MANAGEMENTRISK CULTURE

Right risk
behaviours

Clear roles &responsibilities

Right risk policies& processes

KEY RISKS
MATERIAL & EVOLVING
Capitaladequacy

Compliance

CreditLiquidity &funding

GeopoliticalCybersecurity

MarketOperational

Strategic

Technology

Culture &conduct

Climatechange14

RISK INITIATIVES & DEVELOPMENTSRISK APPETITE STATEMENT (RAS)
Conveys:• The degree of risk that ANZ is prepared to accept
in pursuit of its strategic objectives and plans• For each key material risk, maximum level of riskthat ANZ is willing to operate within• Approach for setting risk tolerancesat an appropriate level• Process for monitoring complianceand for taking appropriate action if breached

RISK APPETITE STATEMENT (RAS) DEVELOPMENTS
RAS review undertaken in 2020/21 with additional
metrics and Key Risk Indicators approved to ensure
Board Risk Committee has appropriate coverage of
its non-financial risk themes

New tool developed that streamlines how we
capture and report against the RAS metrics,
reducing the time it takes from weeks to days
RISK CULTURE

24k+• Timing and process for reviewing
both risk appetite and risk tolerances• Cascading and application of the Group RAS
to Divisions and Business Units

Internal
Risk Culture
SurveyStaff surveyed across the bank80%
Positive sentiment for ANZ’s Risk Culture

15

CLIMATE RISKPRIORITY AREAS & HOW WE ARE MAKING CHANGE

ENGAGING WITH 100 OF OUR LARGEST EMITTING
BUSINESS CUSTOMERS ON THEIR TRANSITION PLANSCUSTOMER TRANSITION PLAN STATUS #CUSTOMERS1

Help our customers

90

by encouraging them to identify climate risks andopportunities, create transition plans and report publicly on
their progress

80
70
60

Support transitioning industries
to help grow the economy

50
40
30
20

Reduce our own impact
by managing and reducing emissions from our own operations

10
0

Governance
Planned

1.

YesTargets / Long
Term Plans

Disclosures
TCFD-aligned

Customers Engaged

Based on most recent disclosure in ANZ 2020 Climate-Related Financial Disclosures
16

SUPPORTING OUR PEOPLE‘HealthyMe’
digital app

Employee Assistance Program(EAP)• Digital resources dedicated to personal &professional wellbeing• Confidential counselling service
available to all ANZ employees• Accessible 24/7 via phone, tablet orcomputer• Access to the service is free‘How We Work’model• Remote first• Workplace first• Blended (home & office)17

SECURITY AT ANZCYBER SECURITY

ANTI MONEY LAUNDERING

12 million

Network & Link
Analysis capability

Malicious emails
blocked per month
Financial Crime
Data Hub &Intelligence
Ecosystem

24/7 Security
Operations Centre

Better detect syndicatedcrimesDynamic Algorithms
Agile monitoring and detection
solutions, to detect customer
behaviours and variations

Combating cyber threats

Four steps to protect your virtual valuables

Pause before sharing
your personal
information

Activate twolayers of
security

Call out
suspicious
messages

Turn onautomatic
software updates

18

EMERGING RISKSIn the area ofEnvironmental Sustainability

In the area of
Financial Wellbeing

In the area of
Housing

BIODIVERSITYCYBER SCAMMINGECONOMIC DISPARITY

19

2021
ESG INVESTOR BRIEFING – REFERENCE PACKOVERVIEWPROTECTING OUR CUSTOMERS, OUR PEOPLE, OUR ABILITY TO OPERATETHROUGH COVID-19

OUR
CUSTOMERS>200,000~90%

loans provided with COVID-19 relief
measures since March 2020of our people working from home
across 32 markets

~$7b

81%

lending1 to Institutional customers in theearly stages of COVID-19 (March-20)

1.
2.

OUR
PEOPLE

Credit Risk Weighted Assets
August 2021 My Voice survey

staff engagement score2

BALANCE
SHEET

$50b

increase in customer deposits(Sep 19 to Mar 21)$3.4b

increase in Common Equity Tier 1(CET1) capital (Sep 19 to Mar 21)

21

ESG – GOVERNANCE OVERVIEWBOARD OF DIRECTORSPaul O'Sullivan, Chairman

Audit
Committee

Risk
Committee

Ethics, Environment,
Social and Governance(EESG) Committee

Digital Business
And Technology
Committee

Human
Resources
Committee

Nomination and
Board Operations
Committee

Chair:
Paula Dwyer

Chair:
Graeme Liebelt

Chair:Paul O’Sullivan

Chair:
Jane Halton

Chair:
Ilana Atlas

Chair:Paul O’Sullivan

Ethics and Responsible Business
Management Committee (ERBC)

Customer Resolution
Portfolio

Risk Governance OversightCommittee

Accountable to the Board EESG Committee.
Chaired by CEO

Reports to Group Executive Australia Retailand Commercial

Accountable to the Board
Chaired by CRO

A leadership & decision making body thatexists to advance ANZ’s purpose. It
generally meets five times per year. It iscomprised of senior execs from businessdivisions & Group functions

Brings together our existing complaint
management teams to oversee ANZ’s fairtreatment of customers, including internaland external dispute resolution, customer
advocacy, customer vulnerability and how
we identify and manage systemic issues

A leadership and decision making body thatexists to oversee ANZ’s response to theself-assessment of governance, culture andaccountability. It is comprised of Group
Executives from business divisions andGroup functions.
Reports to the Board

22

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

Purpose: Operationalise Board objectives and make decisions on
issues and policies

Review and monitor ethical and
ESG risks and opportunities

Discuss and decide on ethical and
ESG risks and opportunities

Establish decision-making
principles and guide choices on
industry sectors, customers andtransactions we bank and how webankOversight and approval of ANZ’ssustainability objectives

Oversight and approval of corporate
governance policies and principles

Review the adequacy, effectivenessand fairness of ANZ’s approach tocustomers experiencing
vulnerability

Monitor progress against ANZ’ssustainability priorities including
ESG targets and the ‘What We
Care About Most’ agenda

Oversight and approval of ESG
reportingOversight of elements ofWhistleblowing, including the policy
and the ANZ Code of Conduct andEthicsBrand and values are aligned withour community investment,
strategic partnerships andcorporate sponsorships

Review and decide sensitive
wholesale transactions

Oversight of the Ethics andResponsible Business Committee

23

BOARD ETHICS, ENVIRONMENT, SOCIAL AND GOVERNANCE COMMITTEE (EESG)
INDICATIVE AGENDA AND TOPICS COVERED, GENERALLY MEETS FOUR TIMES A YEAR

Our priority areas• Housing• Financial wellbeing• Environmental sustainability

How we bank
• Customer vulnerability strategy, including accessibility• Customer fairness• Product suitability• Conduct• Reconciliation Action Plan

33%

8%

How we measure and communicate• Annual reporting suite, inc. ESG reporting• Setting and monitoring ESG targets• ESG external assurance• External assessments / reputational indicators

6%

24%

Who we bank
• Carbon policy, transition plans for largest emitting
customers• Human Rights policy• Approach to emerging social issues, e.g. modern
slavery, animal welfare

29%

Governance• Materiality Assessment• Company Secretary reporting, inc. policy review,shareholding details, directorships• Committee forward agenda• Review of Ethics and Responsible Business Committee
minutes• Review of good ESG governance practices

ESG topics discussed by full Board or other Board sub-committees• Employment conditions, inc. remuneration policy and practices• Customer remediation• Financial crime, inc. Anti-Money Laundering/Counter-Terrorism
Financing• Cyber security• Regulator enforcement activity• Diversity and inclusion

24

ETHICS AND RESPONSIBLE BUSINESS MANAGEMENT COMMITTEE (ERBC)
INDICATIVE AGENDA AND TOPICS COVERED, GENERALLY MEETS FIVE TIMES A YEAR

Our priority areas• Housing• Financial wellbeing• Environmental sustainability

How we bank
• Customers experiencing vulnerability• Product suitability• Accessibility and diversity• Changing community standards• COVID-19 Statement of Intent

34%

16%

How we measure and communicate• ESG targets – reviewing and monitoring• ESG reporting• Community sentiment ratings

Governance• Materiality Assessment• Social and Environmental Risk policy• Governance framework for external ESG
commitments• Good practices for ESG Committees

6%

19%

25%
Who we bank
• Industry sector & country specific reviews• Human rights policy and Modern Slavery• Carbon policy• Sensitive wholesale transactions

Committee membership• Chair: CEO•

MD, Commercial Banking,Australia•

GGM, Corporate Affairs•

GM Credit, Specialised Lending andHead of Social and Environmental Risk•

MD, Retail & BusinessBanking, New Zealand•

GGM, Group Strategy•

Regional Executive, Pacific•Customer Advocate, Australia•

Group Executive, Institutional•

Portfolio Lead, Home Owners, Australia

Third-party Advisor:• Simon Longstaff, Executive
Director, The Ethics Centre

25

2021
ESG INVESTOR BRIEFING – REFERENCE PACKESG PRIORITY AREAS

CASE STUDY – FINANCIAL WELLBEINGHELPING OUR CUSTOMERS TO SAVE, THROUGH INSIGHTS, NUDGES AND GOALS

Set and track a savings goal through the ANZ app

Launching soon: The ‘Your Money Report’•

Active saving and not borrowing for everyday expenses – the greatest
behavioral drivers of financial wellbeing (findings from ANZ’s Adult Financial
Wellbeing Survey)•

With a central tenant of helping customers spend less than they earn
– there’s an opportunity to help customers understand their spending &empowering them with useful ways to see their own data and take action•‘Set a savings goal’ feature in the ANZ App – Launched in Oct-19 to help
customers better manage their money and develop healthy savings habits••

Personalised in-app notifications - Customers began receiving
notifications from Jul-20 encouraging them to set a goal, stay on track andcelebrate milestones along the way

Report can be generated in the ANZ App, customer can send a PDF to
their email account or a partner; shows a number of different views – money
in versus money out, categories of expenditure, top merchants•

78% of Home Loan customers more willing to continue banking with
ANZ after receiving this report (based on large scale pilot)

Savings goal and notifications feature1:

1.

•

490,000+ goals have been set up by
customers in the ANZ App•

Top goals: ‘House’ (23%), ‘Holiday’(14%), ’Car’ (11%), ‘Rainy day’ (9%)•>36 million in app notifications sent to
2.1 million customers•‘Home goal’ – customers with thesenotifications were the most engaged•

Customers with a goal• have a savings balance 2x that of acustomer without a goal• save nearly 2x faster than they did
before setting a goal

At July 2021
27

CASE STUDY – FINANCIAL WELLBEING
FINANCIAL EDUCATION PROGRAM HELPING PACIFIC WORKERS

ANZ’s MoneyMinded financial education program – designed to help participants build budgeting, saving and money skills– is helping Pacific workers during their mandatory two-week quarantine period in Australia
The need for agricultural workers (particularly the fresh produce sector)• Australian agriculture industry relies on seasonal interstate and overseas labour• COVID-19 has heavily impacted worker availability and operation of backpacker and overseas work programs• Many Australian farmers have been left with unharvested crops and wasted produce
The solution:• The Australian Government’s ‘Pacific Labour Scheme’ helps fill regional and rural labour shortages, connecting
Australian businesses with workers from nine Pacific Islands and Timor Leste to help farmers harvest crops.
• Arriving from the Pacific, workers are required to complete 14 days of mandatory quarantine when they arrive inAustralia, before they can start work assisting farmers to harvest crops
ANZ’s role in helping workers:• ANZ has provided MoneyMinded training and resources to Powerpac, an approved provider of the Federal
Government’s Pacific Labour Scheme.
• Powerpac is delivering MoneyMinded to arriving workers during their quarantine period
Numbers of workers trained:• Around 240 people have been through the first delivery of MoneyMinded, with hundreds more expected over the
coming few months
Target:• One of ANZ’s financial wellbeing targets is to ‘establish seven new partnerships to expand the reach and improve
impact of MoneyMinded for vulnerable people, by end 2023’• This initiative is an example of work undertaken to achieve this target“I really learned a lot from the MoneyMindedtraining. Thanks to our trainer, this gives us
ideas on how to prioritise what we spend moneyon,” said MoneyMinded participant Jay.
“For some seasonal workers it’s the first timethey’ve had a bank account so programs like
MoneyMinded - that ensure hard earned moneyis efficiently saved and utilised - are reallyvaluable,” says Powerpac CEO, Kasey Rudd.

28

CASE STUDY – ACCESS TO HOUSING CHOICE
DELIVERING MORE HOUSING OPTIONS FOR AUSTRALIANS

Specialist Disability Accommodation
It is estimated there is an immediate need for at least 10,000 new SDA
places, to provide suitable alternative accommodation for younger
people in aged care and others with unmet needs••

ANZ is the leading financier to the emerging Specialist Disability
Accommodation (SDA) sector with ~$226m in committed facilities

Land Lease Communities
An affordable housing option for the over 50’s market; an alternative tothe traditional retirement village model•

ANZ is the leading financier to the Land Lease Community sector, ~$0.9bn incommitted facilities. Through our clients we maintain banking relationships
with ~16,600 Land Lease homes•

Aligned with ANZ’s sustainable finance targets, by providing affordable
accommodation to seniors that is priced <80% below the local market price(Land Lease Communities are typically 40-80% of the median house price).

•

In August 2021, ANZ participated in the financing of a national Land Lease
Community operator, Serenitas1, with a $124.9m five-year transaction.
Financing provided will assist in Serenitas’s expansion across the easternseaboard and will continue to increase the supply of purpose built, affordable
seniors accommodation for the over 50 market

Key transactions completed in the last 12 months include:• AU$100.0M to ‘My Specialised Accommodation Solutions’ (5yr), Aug 2021
• AU$62.9M to Sana Living Group’ (5yr), Sep 2020•

ANZ’s existing committed facilities will assist in developing new SDA homes
for an estimated +650 participants across Australia which accounts for+6.5% of the required SDA places•

To further increase the supply of disability housing, ANZ has brought
together SDA providers and existing property clients to facilitate the inclusionof SDA in their property developments•

SDA is directly aligned with ANZ’s focus on Housing as a key priority area,
and is part of our $A10 billion 10-year Housing Target allocated to affordable
and sustainable housing

1.

Serenitas has 18 communities with 2,900 occupied sites and a further 1,700 sites in its pipeline
29CASE STUDY – ENVIRONMENTAL SUSTAINABILITYANZ’S $50 BILLION SUSTAINABLE FINANCE TARGET

Helping improve the environmental sustainability of our customers•

Target to fund and facilitate at least $50 billion by 2025 towards sustainable solutions for our customers•

Since October 2019 we have funded & facilitated $13.95 billion towards sustainable finance to help our customers improve environmental sustainability,
increase access to affordable housing and promote financial wellbeing. $7.94 billion of transactions are on balance sheet loans and other credit lines provided toborrowers by ANZ, whilst $6.01 billion have been facilitated, including through advisory services; ESG-format bonds; and loans initially underwritten by ANZ andsubsequently sold on to other lenders•

51% of Target transactions occurred in Australia, with the remaining 49% across NZ, Asia, USA and Europe•

125 transactions have contributed towards 6 Sustainable Development Goals (SDGs)
FUNDED: $~8b

FACILITATED: $~6b30

CASE STUDY – ENVIRONMENTAL SUSTAINABILITYGROWTH IN SUSTAINABLE FINANCE

Spotlight on ANZ’s Sustainable Finance business1

Highlight Deal

During the first three quarters of FY21, ANZ’s sustainable finance teamcompleted 55 deals worth more than $91b

Royal Adelaide Hospital $2.2b Sustainability (Green & Social) Loan•

$75.3b (30 deals) was from International; $12.1b (13 deals) was from
Australia; $4b (12 deals) was from New Zealand••

The deal•

In July 2021, the Royal Adelaide Hospital PPP Project refinanced its existingterm debt facility with a Sustainability Project Finance Loan

$35b (20 deals) from Financial Institutions Group; $21.4b (12 deals) fromDiversified Industries; $15b (4 deals) from Food, Beverages and Agriculture;$11.1b (12 deals) from Resources, Energy and Infrastructure; and $9b (7deals) from Property and Health•

The financing aligns to the projects social and green credentials, as South
Australia’s largest public hospital and largest accredited teaching hospital,
and its 4 Star Green Star – Healthcare As-Built rating from the Green
Building Council of Australia

Q3 alone was a record quarter, with 26 deals totaling $38.6b in participateddeal volume. 11 of the deals were Sustainability Linked Loans

ANZ’s role•

ANZ acted as Mandated Lead Arranger, Intercreditor Agent and one of two
Sustainability (Green and Social) Coordinators•

This is the first time ANZ has participated in a Sustainability Loan Facility forthe global healthcare sector

55 DEALS IN FY21 YTD (9 MONTHS)#

7%
Financial Institutions

13%

36%

Diversified Industries

Highlights

Resources, Energy & Infrastructure•

The term facility is believed to be the first Sustainability Loan in Australia
linked to both the Green Loan Principles and the Social Loan Principles•

It’s also the first sustainability loan for the global healthcare sector

Property & Health22%

Food, Beverage & Agriculture
22%1.

Data is unaudited31

CASE STUDY – FAIR AND RESPONSIBLE BANKINGDEVELOPING AND IMPLEMENTING A NEW CUSTOMER VULNERABILITY STRATEGY

Using Data analytics to help prevent harm
In late 2020, ANZ announced a new target to: “Develop and commence implementation of a new Vulnerable Customer Framework to improve the support
we provide to customers experiencing vulnerability, by end 2021.”

Why thistargetwas setIdentified a more flexible and inclusive
approach was needed to proactively
identify, and appropriately support,
customers experiencing vulnerability
This aligns with enhanced provisions in
the Banking Code of Practice, ASIC’s
focus on protection of customers fromharm, Design and Distribution
Obligations to consider customer
vulnerabilities; insights from the Royal
Commission and evolving community
expectations

Where
it’s upto

Examplesof this inaction

New Customer Vulnerability Strategy adopted in Feb-21 for ourAustralian Retail and Commercial business, with a focus on:Move to digital banking is accelerating. We are exploring ways
to proactively deploy data analytics to identify and mitigate
harm. For example:

Strengthening frontline capability
to identify and support customers experiencing vulnerability,
and referral pathways for specialist support and case mgt.
Embedding Inclusive Design principles
in our product lifecycle and channels
Enhancing data analysis
to identify vulnerability and mitigate harm
Engaging strategically with external stakeholders
to inform our approach and future priorities.

- Identifying potentially unusual or suspicious transactions by
a person holding a Power of Attorney on a customer’s
account where those transactions are unlikely to be in thecustomer’s best interests; and- Identifying potentially abusive conduct using the free text
field in payment descriptions (beyond existing controls
prohibiting the use of profanities). Conduct is particularly
serious in the context of family and domestic violence,
including where abuser attaches abusive messages to alegitimate funds transfer that the recipient may rely on.

32

2021
ESG INVESTOR BRIEFING – REFERENCE PACKSUSTAINABILITYOUR ESG TARGETS
SUPPORT 10 OF THE 17 UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALSESG target

Relevant SDGs

ENVIRONMENTAL SUSTAINABILITY

1. Fund and facilitate at least $50 billion by 2025 towards sustainable solutions for our customers
2. Encourage and support 100 of our largest emitting customers to establish, and where appropriate, strengthen existing low carbon
transition plans, by end 2021
FINANCIAL WELLBEING
1. Support 250,000 customers to build a savings habit, by end 2021 (Australia/New Zealand)
2. Establish seven new partnerships to expand the reach and improve impact of MoneyMinded for vulnerable people, by end 2023
HOUSING
1. Fund and facilitate AU$10 billion of investment by 2030 to deliver more affordable, accessible and sustainable homes to buy and rent
(Australia /New Zealand)
2. Support more customers into healthier homes with our Healthy Home Loan Package and Interest-free Insulation Loans – through a
2%* increase of funds under management and a 4%1 increase in customer numbers by 2025 (New Zealand)
FAIR AND RESPONSIBLE BANKING
1. Develop and commence implementation of a new Vulnerable Customer Framework to improve the support we provide to customers
experiencing vulnerability, by end 2021 (Australia)
2. Design and commence implementation of a human rights grievance mechanism, using the UN Guiding Principles on Business andHuman Rights, by end 2021

1.

Off a FY21 baseline34

PROGRESS ON OUR ESG TARGETS
SNAPSHOT OF HALF YEAR ESG TARGET PERFORMANCEESG target (refer prior slide for further detail)

Progress

Relevant SDGs

ENVIRONMENTAL SUSTAINABILITY

1. Sustainable solutions for our customers ($50 billion by 2025)

Funded and facilitated AU$13.95 billion since Oct-19

2. Customer engagement on transition plans (Top 100 by end 2021)

Engaged with 98 of our largest emitting business customers

FINANCIAL WELLBEING
1. Support customers to build a savings habit (250,000, by end 2021)~85,000 customers since Oct-20

2. 7 new MoneyMinded partnerships for vulnerable people by end 2023

2 new partnerships- Fruition Horticulture Bay of Plenty (New Zealand)- the Reserve Bank of Fiji (via a Memorandum of Understanding)

HOUSING
1. Invest. for affordable, accessible, sustainable homes ($10b by 2030) Funded and facilitated AU$302.6m since Oct-20
2. Healthy Home Loan Package and Interest-free Insulation Loans(2% increase in FUM & 4%1 increase in customer by 2025)

Supported 463 households into healthier homes since Oct-20

FAIR AND RESPONSIBLE BANKING
1. New Vulnerable Customer Framework (by end 2021)

Commenced implementation of our new Framework

2. Human rights grievance mechanism (by end 2021)

Designed the bank’s first human rights grievance mechanism,
informed by internal and external stakeholders (for user testing)Note: This information has not been independently assured. KPMG will provide assurance over ANZ’s full year performance against targets in its annual ESG reporting to be released in November 2021. Results as at 31 March 2021
1.
Off a FY21 baseline

35

DIVERSITY AND INCLUSION (D&I) AT ANZ

Our vision is for the combined power of our diverse workforce and inclusive culture to improve decision making and drive
innovation, resulting in financial outperformance

Commitments and Achievements:

Women in Leadership¹

People with disability⁴

Board: 37.5%

ANZ Global: 4.3%

KMP²: 33.3%

ANZ Australia: 4.3%

Leadership³: 34.8%

ANZ New Zealand: 5.9%Signatory to the Diversity Council Australia #IStandForRespect campaign

LGB+ Sexual orientation⁵

Aboriginal & Torres Strait

Committing to take steps to address sexual and sex-based harassment andmake the workplace safe for everyone(Asexual, lesbian/gay andbisexual/pansexual)

Islander people in Australia⁶

ANZ Global: 3.5%

ANZ Australia: 1.1%

ANZ Australia: 4.1%

Māori in New Zealand⁷

ANZ New Zealand: 3.5%

ANZ New Zealand: 6.9%

Top Performer•

2020-21 Australian Network on Disability ‘Access & Inclusion Index’

Founding member•

Australian Human Rights Commission Incl. Ability Employer Network

Signatory to Hesta’s 40:40 Vision initiative••

Which seeks to achieve gender balance in ASX200 senior leadership

Signatory to the Valuable 500 committing•

To ensure that disability inclusion is on our board agenda

1. Numbers as at 31 July. This data has not been independently assured. KPMG will provide assurance over ANZ’s full-year performance against targets in its annual ESG reporting to be released in November 2021.
2. KMP refers to Key Management Personnel which is defined as Disclosed Executives as set out in the Remuneration Report contained within the Annual Report.
3. Measures representation at the Senior Manager, Executive and Senior Executive levels. Includes all employees regardless of leave status but not contractors (who are included in FTE).
4-7. Results are based on the percentage of respondents who voluntarily self-disclosed in the anonymous My Voice Survey 2021 Q3.

36

HOW WE MEASURE AND COMMUNICATE
EXTERNAL REPORT CARD – REPUTATION INDICATORS

Context:
Reputation indicators are increasingly being used by investors and analysts to understand our approach to ESG issues and to measure our ESG
performance against our peers. We are rated based on our ESG disclosures, analysis of media coverage and, in the case of DJSI, a detailed
survey. Indicators are firmly weighted towards governance and how we manage staff and customers.

In 2021, ANZ received a rating ofA (on a scale of AAA-CCC) in the
MSCI ESG Ratings assessment.

In 2021, ANZ received Prime status
with a rating of C (on a scale of A+ to
D-) in the ISS ESG Corporate Ratings
assessment

In 2021 received SAM Silver Class
distinction with a score of 85 (out of 100)in the 2020 Dow Jones Sustainability
Indices Corporate Sustainability
Assessment

In 2021, ANZ received an ESG Risk Ratingof 24.2 (out of 100, lower = better) and
was assessed by Sustainalytics to be at
medium risk of experiencing material
financial impacts from ESG factors

Outcome:• Reputation indicators for ANZ and other major Australian banks show long-term, mid-range rank among major corporates.
• All indicators are consistent.
Relevant ESG target:• Group scorecard, maintain strong performance on Dow Jones Sustainability Index.

Disclaimer: The use by ANZ of any ESG research data, logos, trademarks, service marks or index names herein, do not constitute a sponsorship, endorsement, recommendation or promotion of ANZ by
those companies.

37

SUSTAINABILITY PERFORMANCE TRENDS
FULL YEAR 2020 DISCLOSURE
COMMUNITY INVESTMENT1
Total community investment ($m)
131

137

MONEYMINDED & SAVER PLUS

Funded and facilitated ($b)

Estimated # of people reached

140

142

80,07488,308 90,724

65,54990

SUSTAINABLE FINANCE $50B TARGET³

9.08

7.6

61,367

4.5

1.45

4.6

7.57

2.4

2016

2017

2018

2019

2020

2016

2017

2018

2019

2020

2016

2017

Other social

EMPLOYEE ENGAGEMENT2ENVIRONMENTAL FOOTPRINT TARGET
Scope 1 & 2 greenhouse gas emissions(k tonnes CO2-e)

Employee engagement score (%)

86
74

2016

72

73

2017

2018

194

181

171

77

2019

2020

2016

2017

2018

157

2019

0.06

2018

2020

2019

Housing

Environmental

WOMEN IN LEADERSHIP⁴
Representation (%)

133

29.9

2020

2016

31.1

2017

32.0

2018

32.5

2019

33.4

2020

1. Figure includes forgone revenue (2020 = $105m), 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 wassent to all staff 3. 2016 – 2019 figures represent annual contributions towards ANZ’s 2020 $15bn sustainable solutions target, which had an environmental focus. In FY20, ANZ set a new 2025 $50bn
target with an expanded focus on environmental sustainability, housing and financial wellbeing. 4. Measures representation at the Senior Manager, Executive and Senior Executive Levels. Includes all
employees regardless of leave status but not contractors (which are included in FTE) .

38

EXTERNAL REPORTING

RECOGNITION

We achieved a CDP
climate disclosure scoreof A- in 2020

Member of the
FTSE4Good Index

Recognised as a leadingorganisation in the2020-21 Access andInclusion Index

Ranked amongst the Top
10 Best Workplaces toGive Back in Australia by
GoodCompany in 2020

Named as the Best Place toWork in Banking and Financial
Services by the AFR Boss Best
Places to Work List in 2021

As an Equator Principles
Financial Institution
signatory we report on our
implementation of the
Principles in our ESG
Supplement

In 2019 we became afounding signatory to the
UN Principles for
Responsible Banking

We measure the value of
our community investment
in accordance with theLondon Benchmarking
Group (LBG) methodology

FRAMEWORKS

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

We report in line with using
the recommendations of the
Financial Stability Board’s(FSB) Task Force on ClimateRelated Disclosures (TCFD)

39

2021
ESG INVESTOR BRIEFING – REFERENCE PACKCARBON & FINANCING SUSTAINABILITYOUR APPROACH TO CLIMATE CHANGE
COMMITTED TO PLAYING OUR PART & SUPPORTING OUR CUSTOMERS IN THE TRANSITION TO NET-ZERO EMISSIONS BY 2050

Help our customers
and support
transitioning
industries

Engageconstructively andtransparently withstakeholders• Funding and facilitating at least $50 billion by 2025 to help our customers improve
environmental sustainability, increase access to affordable housing and promote financial
wellbeing• Working with and supporting our largest emitting customers to build climate change
mitigation and adaptation risk into their strategies• Identifying opportunities and financing our customers’ transition activities via products
such as ‘Green’ and Sustainability Linked Loans• Disclosing how we identify, assess and manage climate-related financial risks andopportunities using the Financial Stability Board Task Force on Climate-related Financial
Disclosures (TCFD) recommendations• Disclosing better metrics so the emissions impact of our financing can be tracked annually,
starting with commercial property and power generation• Engaging with stakeholders on climate change and increasing transparency on our approach

41

EXAMPLE CUSTOMER DISCLOSURE TOWARDS LOW CARBON FUTURE
COLES – FOOD, GROCERY AND CONVENIENCE RETAILER

Coles’ ambition is to be “Australia’s most sustainable supermarket”•

In March 2021, Coles released its latest Climate Change Position Statement and announced new targets to reduce greenhouse gas emissions:• to deliver net zero greenhouse gas emissions by 2050;• for the entire Coles Group to be powered by 100% renewable electricity by the end of FY25; and• to reduce combined Scope 1 and 2 greenhouse gas emissions by more than 75 per cent by the end of FY30 (from a FY20 baseline)•

Coles acknowledges its responsibility to minimise its environmental footprint, and mitigate the environmental and social impacts of climate change. It will do this by:•“building the resilience of our business, supply chain and community against climate change related impacts, both physical and transitional (managing climaterelated risks and opportunities)”;• “building a roadmap aligned with the Paris Agreement and taking action to reduce our climate impacts (decarbonisation)”; and• “using our position and voice to play a constructive role in influencing others to meet similar goals (influencing climate action)”

•

•

•

Coles’ $1.3bn sustainability linked loan (SLL)
is the largest retail SLL to date in Australia. In Aug-2021, ANZ worked asa Joint Sustainability Coordinator on the SLL
Coles recently launched its Sustainability Strategy
under the focus areas of Together to Zero and Better Together whichsets out how Coles will work with its stakeholders to drive change andcreate a more sustainable future for generations of Australians ahead

ANZ has banked Coles since its demerger from Wesfarmers,
and is actively working with Coles to support it on its transition journey•“General Corporate Purposes” loan with pricing discount and premium triggers forachieving/missing agreed Sustainability Performance Targets (SPTs)•

SPTs are aligned with Coles’ corporate sustainability targets and include:• Emissions: Scope 1 & 2 GHG emissions reduction in line with their corporate
target of reducing emissions by 75% by 2030
• Waste: Increase total waste diversion from landfill in line with their Towards
Zero strategy• Women in Leadership: Increase % of women in leadership positions in linewith their Better Together strategy

42

EXAMPLE CUSTOMER DISCLOSURE TOWARDS LOW CARBON FUTURE
COLES – FOOD, GROCERY AND CONVENIENCE RETAILER

Coles’ sustainability strategy
Sustainability strategy

Initiatives

Together to zero emissions••

Coles, in 2019, was the first major Australian retailer to announce a power purchase agreement for renewable energy
Since then, they have signed four more renewable electricity agreements meaning they have already committed topurchasing more than 70% of their renewable electricity target, once these agreements commence

Together to zero waste•••

Stopped delivering paper catalogues to customers’ letterboxes
No longer selling single use plastic tableware products
No longer giving away plastic collectable toys

Together to zero hunger•

Donated the equivalent of >153 million meals to SecondBite since 2011

A team that is better together••

Percentage of women in leadership increased to 36.5% in FY21
Recognised as Gold Employer in 2021 Australian Workplace Equality LGBTQ Inclusion Award

A community that is better together••

Raising $40 million, since 2013, for children’s cancer charity, Redkite
Reached a new single event record in fundraising of more than $6.7 million for FightMND•

All Coles Own Brand seafood has been responsibly sourced since 2015. This includes fresh, thawed, frozen and canned
seafood and food products that contain seafood as a primary ingredient
Coles uses independent and internationally recognised certification and verification programs that support ethicalpractices and environmental protection in these supply chains

Sourcing that is better together••

Farming that is better together•$50m ‘Coles Nurture Fund’ – aimed at working with suppliers on innovation projects, including building supply chain
resilience through climate adaptation programs to mitigate impact of drought
Australian-first sourcing policy to provide customers with quality Australian-grown fresh produce as a first priority

43

CUSTOMER ENGAGEMENT – FINANCING SUSTAINABILITY

Green and Sustainability-Linked Loans

Green and Sustainable Infrastructure
Project FinanceGreen and Sustainability-Linked Bonds

Lending to deploy capital into ‘green’ andsustainability initiatives, where borrowers
are required to invest in qualifying ‘green’
assets or where loan terms are linked to
improved performance against agreed
sustainability targets

Greenfields project financing
to support the development oflong term sustainable infrastructure,e.g. renewable energy,
light rail

Distribution of capital into ‘green’ andsustainability initiatives, e.g. ‘green’buildings, renewable energy or
where bond terms are linked to improved
performance against agreed
sustainability targets

HIGHLIGHT: In December 2020, ANZ arranged

HIGHLIGHT: In December 2020, ANZ provided

HIGHLIGHT: In February 2021, ANZ jointly

an AU$1,400m syndicated Sustainability-Linked

AU$47.6m in financing for Canberra Metro

arranged Surbana Jurong Private Limited’s

Loan for Downer Group Finance Pty Limited.

Finance Pty Ltd’s electrified light rail network

SG$250m ten-year Sustainability-Linked Bond.

Pricing of the loan is linked to performance

which is fully powered by the ACT’s 100%

ANZ was the Sole Sustainability Coordinator.

renewable energy grid

The bond is linked to climate targets. Surbana

against environmental and social targets

Jurong will pay a premium to investors if it does
not meet these targets by 2030

FY21 to date closed 8 Green andSustainability-Linked Loans($28b volume)1

1.

FY21 to date closed 5 Green andSustainable Infrastructure Project
Finance deals ($2.2b volume) 1

FY21 to date closed 12 Green andSustainability-Liked Bonds($6.1b volume) 1

Data for the 6 months to 31 March 2021 (1H21)
44

CUSTOMER ENGAGEMENT – FINANCING SUSTAINABILITY

Corporate Finance Advisory Services
for Renewables
Providing advisory services in relation to
the purchase, sale and raising of capital forrenewable energy projects

HIGHLIGHT: In 2020, we completed an equity
and debt raising for the Yandin Wind Farm, a

214 MW wind farm in mid-west WA

ANZ/Clean Energy Finance Corporation
Energy Efficiency Asset FinanceprogramFinancing that incentivises corporate andretail customers to invest in energy
efficient and renewable energy
technologies that will help reduce theirenergy costs and carbon emissions

This program has helped finance >$205m ofinvestment in >1374 clean energy technology
deals for our corporate and agribusinesscustomers. Energy Efficiency remains the major
asset category, with customers seeing rapid
paybacks associated with upgrades to new andmore efficient plant and machinery

45

OUR RESOURCES PORTFOLIORESOURCES PORTFOLIOTHERMAL COAL EXPOSUREEXPOSURE AT DEFAULT (EAD) $b

EXPOSURE AT DEFAULT (EAD) $b

20.0

2.0

1.7
0.6
1.3
2.9

16.2
1.2
0.4
1.1
1.7

14.0
0.8
0.3
1.0

15.3
0.7
0.7
0.9

4.0

17.0
0.5
0.8
0.9

1.5

1.2

1.2

1.4

4.9

1.5

17.3
0.8
0.7
1.0

5.2

5.4

Sep-15

7.8

Sep-16

14.2
0.5
0.6
1.2

4.1

7.0

7.4

Sep-17

Sep-188.2

8.2

Sep-19Sep-20

Thermal Coal Mining

Other Mining

Metal Ore Mining

Metallurgical Coal Mining

Services to mining

Oil & Gas Extraction

0.5
0.0
Sep-15

Sep-16

Sep-17

Sep-18Mar-19Sep-19Mar-20

Sep-20Mar-21

1.1

4.4
3.5

8.6

1.0

6.7

•

Since 2015 our exposure to thermal coal mining has reduced by~70%•

Several diversified mining customers have divested thermal coalinterests in recent years, or signalled intention not to invest in
expansionary capex•

ANZ’s exposure to thermal coal mining is a small portion of ouroverall lending (now comprising <0.05% of our Group exposure
at default)

Mar-2146

2021
ESG INVESTOR BRIEFING – REFERENCE PACKHUMAN RIGHTS & MODERN SLAVERYIMPROVING OUR APPROACH TO HUMAN RIGHTSACTING ON THE AUSTRALIAN NATIONAL CONTACT POINT (ANCP) FOLLOW UP STATEMENT, WITH A PROGRAM OF WORK TO
IMPROVE OUR POLICY, PROCESS AND DISCLOSURE

Committed to the ANCP
agreement between ANZ
and external stakeholders• In February 2020, ANZ, Inclusive Development International (IDI) and Equitable Cambodia (EC) reached
an agreement on how to assist Cambodian communities that were adversely affected by an economic
land use concession granted for a sugarcane project• The agreement includes a commitment by ANZ to review and strengthen its human rights policies,
including its customer social and environmental screening processes, and specific grievance mechanism
accessible to affected communities• Both these commitments are near completion with the advice of external stakeholders• We have been in dialogue with external stakeholders since mid 2020 to align our human rights approachwith the OECD Guidelines on Multinational Enterprises and the UN Guiding Principles on Business andHuman Rights

Reviewing our approachand designing a
Grievance mechanism forcommunities• In 2020 we increased our human rights disclosures in end of year reporting and will continue to review if
our level of disclosure is adequate• We recognise that individuals and communities can be affected by our business activities, and also thoseof our business customers• We have designed a grievance mechanism so that individuals and communities affected by our businesscustomers can contact us. We plan to make it available to communities this year and continue to
implement it in 2022

48

OUR RESPONSE TO THE AUSTRALIAN MODERN SLAVERY ACTOUR FIRST STATEMENT RESPONDING TO THE AUSTRALIAN MODERN SLAVERY ACT’S MANDATORY CRITERIA, DESCRIBING HOW
WE IDENTIFY AND ACT ON KEY MODERN SLAVERY RISKS IN OUR OPERATIONS AND SUPPLY CHAIN, WAS SUBMITTED IN 2020

We remain focussed on risk assessment, building awareness,
policy review and improving due diligence•

Our 2020 statement outlined how we identify and act on modern slavery risks• through existing processes such as financial crime transaction monitoring,customer and supply due diligence; and• new improvements such as building awareness through ‘leader-led’ sessions andsupply chain tracking for ANZ branded promotional products••

We continue to build on our 2020 approach using a cross-functional working group to
help identify, discuss and act on potential modern slavery risks across our operations
and supply chain
This year we are focussed on

Our 2022 approach will continue to build on these
efforts, including through:• our use of data to identify and target efforts in ‘higher risk’ areas;•

Building and improving data driven risk assessment• uplifts in our due diligence and screening processes to help identify modern
slavery risks in our operations and supply chain;•

Implementation of dedicated online learning modules about modern
slavery, particularly in higher risk locations• raising awareness of modern slavery through information sessions;•Continued focus on supply chain tracking and building on lessons learnt
through higher risk category ‘deep dives’•

Improvements to screening and due diligence across customer andsupply chain processes•

Engagement with customers, suppliers and other stakeholders to learn
and share good practice• supply chain ‘deep dives’ in high risk categories such as cleaning and security•

Engaging with others is important and we are seeking to learn and share goodpractice with financial sector peers and other stakeholders including customers,
suppliers, community and investors

49

FURTHER INFORMATIONANZ Shareholder Centre

ANZ
shareholder
information

https://www.anz.com/shareholder/
centre/Corporate Overview & Sustainability

Climate Related Financial disclosures

Our
approachto climatechangeESG informationand progressagainst our ESG
targets

https://www.anz.com/shareholder/centre/reporting/sustainability/

DISCLAIMER & IMPORTANT NOTICE: The material in this presentation is general backgroundinformation 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 uponas 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, withor without professional advice when deciding if an investment is appropriate.
This presentation may contain forward-looking statements including statements regarding ourintent, belief or current expectations with respect to ANZ’s business and operations, market
conditions, results of operations and financial condition, capital adequacy, specific provisions andrisk 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 on these forward-looking statements, which speak only as of the datehereof. Such statements constitute “forward-looking statements” for the purposes of the UnitedStates 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 orcircumstances after the date hereof to reflect the occurrence of unanticipated events.

Annual Review

https://www.anz.com.au/about-us/esgpriorities/environmentalsustainability/climate-change/

Key sections
from our2020 Annual
Reporthttps://www.anz.com/shareholder/centre/reporting/annual-report-annual-review/

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

Harsh Vardhan

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

Head of Debt Investor
Relations+61 3 8655 5683
+61 434 076 876
scott.gifford@anz.com
50