ESG Investor Forum – Monday 19 June 2023

SHAYNE ELLIOTT
Thank you for joining us at our ESG investor forum.
Before we begin, I would like to acknowledge that I am joining you from the Lands of theWurundjeri people.
I also acknowledge the Traditional Owners of the various lands on which our attendees
are joining from today.
I pay my respect to Elders past and present and to Aboriginal and Torres Strait Islander
peoples joining us today.
We engage with the market regularly on the financial performance of ANZ including, ofcourse, at our results presentations. Our ESG-specific sessions originated in 2018 toprovide the opportunity for those focused on that space to engage with management.
With me today is our Group Executive Institutional, Mark Whelan, Head of Financial
Wellbeing, Mohamed Khalil and Managing Director Retail Banking, Katherine Bray.
Our Chief Risk Officer, Kevin Corbally, is also here and will be available during Q&A.
Now, we’ll deliver a short presentation, then allow plenty of time to answer yourquestions.
Let me start by touching on the key points we want to highlight today:
I’ll provide an overview of how we bring purpose, strategy and ESG together in an
integrated way, a quick reminder on how we govern ESG, and finally I will share a little
more on one of the more topical areas at the moment – affordable housing.
My colleagues, Mark, Mo and Kath will cover environmental sustainability, financial
wellbeing and customer fairness.
So firstly, to our approach. As you know, we have a strong and embedded sense ofpurpose - to shape a world where people and communities thrive. And that drives
everything we do.
We deliver our purpose by executing our strategy of improving the financial wellbeing
and sustainability of our customers. Specifically:
Helping people save for, buy and own a sustainable, livable and affordable home;
Helping people to start or buy and sustainably grow their business; andHelping companies move goods and capital around the region sustainably.
Then we weave purpose and strategy together to create value for all stakeholders – asshown on our value creation model.

1This is supported by a range of metrics reviewed regularly by the Board andmanagement.
Three areas of financial wellbeing, affordable and sustainable housing and environmental
sustainability are therefore fundamental to our business and strategy and form the basisof our ESG work.
In addition, acknowledging the operating environment is constantly changing and tokeep pace with community expectations, we formally engage with stakeholders annually
to determine the most pressing ESG issues of the day.
That work highlighted three additional issues this year:
Customer experience – offering affordable, accessible and responsible financial
products and services that meet customer needs.

Information security – responding and adapting to scams, fraud and cyberattacks,andEthics, conduct and culture.
Our governance model is then calibrated to oversee our work in these six areas.
Specifically, our ESG governance dedicated to this includes our Board Ethics and ESG
Committee, led by the Chairman, is responsible for setting the policies and principles
for our approach.
It is focused on overseeing our response to risks and opportunities, as well asunderstanding our most material ESG issues.
I then Chair an Executive Ethics and Responsible Banking Committee which is a decision
making group that operationalises our approach
Over the last 12 months, the Board EESG Committee has been spending more time on
our approach to scams and understanding the challenges and opportunities forcustomers on climate and biodiversity.
My ERBC Committee has spent more time focused on our carbon offsetting strategy,
family violence and financial abuse, and our commitment to improving the financial
wellbeing of customers.
Both bodies are provided with regular updates on ANZ’s performance against key ESG
external ratings – such as S&P and CDP – which provide an indication of how external
stakeholders perceive our performance.
Governance is further embedded in the business through our group scorecard, staff
training programs and our ethical decision making framework.

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Ensuring our governance processes – such as the ethical decision making framework- are embedded in our day-to-day work, not only helps us create long-term value, it alsoenables us to manage risks.
For example, we recently assessed the impact of customers using credit cards to fundcryptocurrency purchases. Our discussion covered the volumes of these transactions,questions around customer harm, options for an ANZ response and the impact of theresponse on customers.
Before handing over to my colleagues, I wanted to touch on one of our most material
ESG issues – housing.
It goes without saying that housing remains a key priority for us in both Australia andNew Zealand.
It remains one of the great challenges for our generation – to ensure everyone inAustralia and New Zealand, irrespective of background and circumstance, has access toaffordable, livable, and sustainable homes.
These challenges have recently been exacerbated by higher interest rates, particularly
those with higher levels of debt, first home buyers, those more exposed to cost-of-living
challenges, or who have less stable employment.
There was hope that higher rates would lead to a moderation in house prices, however,after a 9 per cent fall in capital cities, it appears that house prices and rents are risingagain due to supply shortages. This is a significant challenge and not easily resolved.
ANZ is playing a role by increasing our lending in affordable housing, on both sides of
the Tasman, and supporting new business models like Assemble here in Australia or our“BluePrint to Build” program in New Zealand, which has helped more than 8,000 Kiwis
build new homes with discounted lending.
More broadly, we have already committed $10 billion to fund affordable housing by 2030
and are pleased to have booked $4.4 billion to date. In New Zealand we have supported
4,800 households with over $200 million in new lending, since launched in 2022. Thereis more we can do and we will.
Housing is not only an important business for us but also core to our customer
proposition and core to what our community expects from banks – and therefore one of
the areas we care about most.
We will, of course, continue to seek opportunities to expand our presence in this sector
and contribute positively and constructively to the national dialogue. It is an area thatrightfully occupies significant time at the Board and with our Executive team, and is agreat example of where purpose, strategy and business opportunity come together.
Now, I’ll hand over to Mark to talk in more detail about the work underway inenvironmental sustainability.

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