Our approach

Our Sustainability Framework is about how we manage our business to take account of economic, social and environmental risks and opportunities to deliver value for our customers, shareholders, people and communities. It supports our vision of becoming the best connected, most respected bank in the Asia Pacific region.

Our Sustainability Framework distinguishes between “Enhanced Value” - areas of the sustainability agenda distinctive to ANZ - and five “License to Operate” areas we consider essential to a large company operating in a sustainable, responsible and ethical way.

We have three priority areas of “Enhanced Value”:

  • Sustainable Development – Integrating social and environmental considerations into our business decisions, products and services to help our customers achieve their sustainability ambitions and deliver long term value for all our stakeholders.
  • Diversity & Inclusion - Building the most diverse and inclusive workforce of any major bank in our region to help us innovate, identify new markets, connect with customers and make better, more informed decisions for our business.
  • Financial Inclusion & Capability - Building the financial capability of people across our region to promote financial inclusion and progression of individuals and communities.

Our “License to Operate” activities include commitments to ensuring that ANZ’s customers, people and suppliers, and the communities and environment in which it operates, are treated in a manner befitting a responsible corporate citizen.

Sustainability Framework

Enhanced Value

Our three priority areas of “Enhanced Value” are sources of competitive advantage and commercial value for our business.

The three priority areas are:

Sustainable Development

Integrating social and environmental considerations into business decisions, products and services to help customers achieve their sustainability ambitions and deliver long term value for stakeholders. 

Working with business customers in this way supports their efforts to manage their social and environmental impacts, strengthens relationships and reduces ANZ’s reputational and commercial risk.    

Diversity and Inclusion

Building the most diverse and inclusive workforce of any major bank in the region to help ANZ innovate, identify new markets, connect with customers and make better, more informed decisions. 

ANZ employees come from more than 200 different cultural backgrounds. In many locations the composition of employees reflects the composition of the local community, enabling a strong connection between the two and the delivery of products and services most relevant to those communities.

Financial Inclusion and Capability

Building the financial capability of people across the region to promote financial inclusion and progression of individuals and communities. Delivery of financial education programs to the employees of business customers strengthens relationships and builds our customers’ employees financial capability. 

Delivery to low income and excluded groups in many of the countries in which ANZ operates supports business expansion plans as financial inclusion and building financial capability is a policy aim of many governments. Financially capable retail customers also hold more financial products.

 

License to Operate

ANZ’s License to Operate activities include commitments to ensuring that ANZ’s customers, people and suppliers, and the communities and environment in which it operates, are treated in a manner befitting a responsible corporate citizen.

Our People 

We are building a values-led, vibrant, diverse and inclusive workforce where our people have the opportunity to learn and progress their careers with us.

Our Customers 

We provide our customers with a unique level of capability and connectivity across our Region, insights into their banking needs and ease of doing business with us.

Our Community

We contribute our skills and resources to help create solutions to important issues facing the communities in which we operate.

Our Suppliers 

We influence the social and environmental performance of our supply chain through our policies, standards and practices.

The Environment 

We have a direct impact on the environment through our operations and are committed to actively manage our environmental ‘foot print’.

Definition of materiality

Our Sustainability Framework is designed to help us be a more successful business by responding to the interests and needs of the societies and markets in which we operate.The initial framework was developed following extensive consultation with stakeholders across our regions in 2009. 

Over the past year we have reviewed our framework. During this process we identified issues and sought to understand their significance to stakeholders and their impact on our business to assess materiality. The overall process of determining material issues is described below.

Identify

We analyse a wide range of sources which provides us with information about issues and impacts, perceived and actual. Analysis includes:

  • Our business strategy, policies and commitments
  • Our annual employee “My Voice” survey
  • Comprehensive retail customer research and communications
  • Ongoing assessments of our business customer portfolio and their social and environmental performance
  • Direct relationships with governments, political organisations, non governmental organisations and individuals
  • Media monitoring and public debate
  • Investor conversations and “road shows”
  • Peer reports as well as industry and trade association documents. 

 

Part of this analysis is tracking the development of certain issues over time.

Prioritise

We determine the level of significance for each issue, using a consistent approach.

We assess the materiality of issues, considering how they may impact our business, their significance to key stakeholders, and the extent to which they may have notable social, environmental and economic consequences.

Review

We review progress against our strategy and targets through the our quarterly Corporate Sustainability and Diversity (CSD) committee meetings, chaired by our CEO. Material risks are also considered at our quarterly Reputation Risk Committe(RRC), chaired by our Chief Risk Officer. At such meetings we discuss the most material risks and opportunities for advancing the Group's agenda and priorities. The outcomes are embedded in internal processes and reported externally, as appropriate.

We revise our assessment of material issues as they arise and through a structured annual process. This includes reviewing and setting our Sustainability targets and priorities. These are determined by our CSD Committee, and reviewed and approved by our Board Governance Committee.

Reporting on our material impacts

Twice a year we formally report on the issues most material to our business and of greatest interest to our stakeholders. We publish our interim and full Sustainability reports to complement our financial reporting Our annual full Sustainability report is assured by an independent external party, KPMG, using the Assurance Standard ISAE3000. Read KPMG’s 2013 Assurance Statement.