Anz Group Holdings Limited · ASX:ANZ
Anz — Investor Day (October 2025)
37 slides from Anz's investor day presentation, Oct 13, 2025
Slide 1: 2025 Investor Briefing: Strategy update
2025 Investor Briefing Strategy update 13 October 2025 Approved for distribution by ANZ’s Continuous Disclosure Committee
Slide 2: Important information
Important information Forward-looking statements The material in this presentation contains general background information about the ANZ Group’s activities current as at 12 October 2025. It is information given in summary form and does not purport to be complete. It is not intended to be and should
Slide 3: Strategy update: Nuno Matos, Chief Executive Officer
2025 Investor Briefing Strategy update Nuno Matos e Chief Executive Officer ANZy 4
Slide 4: Purpose of today
Purpose of today Reflections on first 150 days A = e) la CY Strengths and opportunities for ANZ eee » | 4 y \ "i } LJ Update on our strategy, including * immediate priorities * broader areas of strategic focus out to 2030 Financial commentary
Slide 5: Banking in Australia & New Zealand is highly competitive
Banking in Australia & New Zealand is highly competitive; and our banks are central to providing credit Banking industry ROE & banking assets to private sector, as share of GDP for select OECD nations Industry ROE % 20 ° @ ) Canada Australia? 10 5 O All lending to private non-financialsector, US$ @
Slide 6: Industry highly commoditised and increasingly disintermediated
Industry highly ‘commoditised’; and increasingly disintermediated Australia’s majors are far more reliant on net interest income vs. fees Brokers writing almost 3 in 4 mortgages in Australia Net interest income vs. other operating income, 100% Other / 1) operating - 18% 4 % income \ of new mortgages
Slide 7: Large market, growing population and growing customer base
Large market, growing population and growing customer base Stable economy and strong governance Stronger asset quality and better credit ratings for Australian Banks provides a better ratings outcomet Source: Australian Centre for Population, Macrobond, ANZ Research 1. Relative to global peers
Slide 8: ANZ's age: two scale markets
ANZ’s age Two scale mark e anda ~8 million ~700,000 #1 Institutional C #1 customers customers Bank across market leader J e | Australia, New Top 4 major bank Top 4 major bank Zealand and Asia } for relationship # strength & quality? e ANZ network presence (@ Austrata ~ Retail, Commercial inattutions
Slide 9: Slide 9
Slide 10: ANZ 2030: Strategic pillars
ANZ 92030 Strategic pillars @ Customer first With market leading, differentiated and superior propositions, we will raise the standard of every digital and human interaction for our customers. Unlocking our potential to win the preference of customers, shareholders and the community Y) Simplicity To
Slide 11: Delivering on immediate priorities to realise the benefits of strong foundations
Delivering on immediate priorities to Realise the benefits of these get the basics right strong foundations » Substantial improvement in » Accelerate growth productivity » Outperform the market > Initial investment for growth - Continuously improving our returns and delivering value
Slide 12: Five immediate priorities
Five immediate priorities Embed new leadership team and continue to drive a cultural reset Integrate Suncorp Bank faster to deliver value oO Accelerate the delivery of the ANZ Plus digital front-end to our retail and | small business customers Reduce duplication and simplify the organisation Enhance
Slide 13: Embed new leadership team and drive a cultural reset
1. Embed new leadership team and continue to drive a cultural reset A blend of local and global talent and experience Nuno Matos Pedro Rodeia Clare Morgan Mark Whelan Antonia Watson Chief Executive Officer Group Executive Australia Retail Group Executive Australia Group Executive Group Executive & C
Slide 14: Integrate Suncorp Bank faster to deliver value
Since deal announcement in July 2022: growth in customer deposits growth in net loans and advances Safe and secure migration of Suncorp Bank customers to ANZ by June 2027 ANZ brand, wider range of products and expanded branch network ANZ will meet all Federal and Queensland Government commitments Es
Slide 15: Three technology stacks
Three technology stacks across ANZ, ANZ Plus and Suncorp Bank 3x digital front-ends 3 x middleware platforms 2 x core banking systems Upgrade 8 million retail customers in Australia to the ANZ Plus front-end. New, superior, single channel experience 1x digital front-end 2 x middleware platforms 1 xc
Slide 16: Stop initiatives not aligned to our strategy
Stop initiatives not aligned to our strategy Prioritise what will make the most difference to our customers Improve productivity through a simpler organisational structure and operating model Exit non-bank activities that lack economic or strategic rationale Changes to better focus on priorities ~40
Slide 17: Enhance non-financial risk management: ASIC settlement and remediation
Settlement with ASIC in relation to matters within Markets and Australia Retail. Established an ASIC Matters Resolution Program within Australia Retail Appointed the right leadership to deliver this work, weekly forum to oversee progress Delivered a comprehensive Root-Cause Remediation Plan to APRA
Slide 18: ANZ 2030: Strategic pillars
ANZ 92030 Strategic pillars @ Customer first With market leading, differentiated and superior propositions, we will raise the standard of every digital and human interaction for our customers. Unlocking our potential to win the preference of customers, shareholders and the community Y) Simplicity To
Slide 19: Differentiated propositions for customer segments
Differentiated propositions for customer segments Mass affluent segment People relocating to Australia Strengthen proprietary origination Invest and train mortgage sales force Increase lenders in branches, up to 50% more over next 5 years Elevate channel experiences ANZ Plus single customer front-en
Slide 20: Front line that matches our ambition
Front line that matches our ambition Increase bankers by close to 50% Better tools and systems Commercial Bankers Academy The right platform for the right customer Transactive Global to the middle-market segment ANZ Plus single customer front- end to small business by end of FY27 Build on strong Pri
Slide 21: Targeted customer acquisition
Targeted customer acquisition Financial Institutions; Corporates with links to Australia and New Zealand; and multi-nationals operating intra-Asia Market leading platforms Extending our leading position in payments, cash management and market flow products in Australia and New Zealand Broaden these
Slide 22: Re-platformed for the future
Re-platformed for the future Bring customer experience in line with leadership position, by redesigning the customer journey Refreshed segment propositions Bespoke propositions to customer segments, including affluent and small business customers Investing in business bankers Provide business relati
Slide 23: Automation & External spend
Automation & External spend Artificial Intelligence optimisation Organisational Investment change portfolio review
Slide 24: Capital & balance sheet
Capital & balance sheet Strong capital, funding and liquidity position One of only 11 banks globally in the AA band by all three rating agencies! Credit quality Reshaped lending book, drive good risk outcomes, believe structural in nature 83% of wholesale lending to investment grade counterparties N
Slide 25: Strategy update: Farhan Faruqui, Chief Financial Officer
2025 Investor Briefing Strategy update Farhan Faruqui Chief Financial Officer
Slide 26: Delivering value
ANZS72030 AO) G) Delivering value To sustainably improve our financial performance, we will create lasting value by delivering higher returning growth and results that matter for our stakeholders. ®3 Culture #2 People @ Technology 26
Slide 27: Consistent set of metrics, aligned with strategic pillars
Consistent set of metrics, aligned with strategic pillars Quarterly trading updates, in line with peers Consistent disclosures, including the drivers of performance in results
Slide 28: Financial outcomes of immediate priorities
Financial outcomes of immediate priorities? 4 2. Composition of total estimated cost synergies Core operations |_| Technology Enablement Projects MS other This page contains forward looking statements. These statements are subject to the disclaimer on page 2 For example, this represents 55% of Sunco
Slide 29: Financial outcomes of immediate priorities
Financial outcomes of immediate priorities? 1. This page contains forward looking statements. These statements are subject to the disclaimer on page 2 Includes: * Role reductions as announced last month * Merging teams and streamlining support functions * Exiting non-core businesses such as Cashrewa
Slide 30: Delivering value: improved and sustainable returns
Delivering value Improved and sustainable returns Delivering Delivering value through improved productivity in first phase improvements Directing more resources to drive revenue into second phase in ROTE & CTI Actions underway with benefits to be realised from FY26 onwards An investment Disciplined
Slide 31: Maintaining a resilient balance sheet and strengthening our capital position
maintaining a resilient balance sheet and strengthening our capital position CET1 impacts from actions Cease the remaining ~$800 million of the share buy-back, ~$1bn and return surplus capital to (21bp)* ANZBGL4 Expect to apply a 1.5% discount ~ on, and not neutralise, the next $75 Om two Dividend R
Slide 32: Tracking our progress: Key performance indicators
Tracking our progress Key performance indicators Key performance indicator Strategic net promoter score (NPS),1 # Net MFI customer growth in Retail & Commercial,? # Relationship strength position for Institutional, # Cost to income ratio (CTI), % Simplicity Deliver gross cost savings in FY26 Suncorp
Slide 33: Our targets
Our targets? Vv) Increase Return on Tangible Equity (ROTE) from 10.3% in FY24 towards 12% by FY28 and towards 13% by FY30 ~ Achieve a cost-to-income ratio in the mid-40s percent by FY28 and sustained through to FY30, including Vv) Estimated gross cost savings of $800 million to be delivered in FY26
Slide 34: Tracking our progress: KPIs and targets
Tracking our progress Key performance indicators Key performance indicator Strategic net promoter score (NPS),1 # : : ; Targets* Net MFI customer growth in Retail & Commercial,? # Relationship strength position for Institutional? # Achieve a cost-to-income ratio in the mid-40s% by FY28 and sustained
Slide 35: ANZ 2030: Strategic pillars
ANZ 92030 Strategic pillars @ Customer first With market leading, differentiated and superior propositions, we will raise the standard of every digital and human interaction for our customers. Unlocking our potential to win the preference of customers, shareholders and the community Y) Simplicity To
Slide 36: ANZ 2030
Slide 37: Group Investor Relations
“ee a Group Investor Relations Kylie Bundrock Cameron Davis Group General Manager Executive Manager Investor Relations and M&A Investor Relations +61 403 738 809 +61 421 613 819 kylie.bundrock@anz.com cameron.davis@anz.com ANZ Shareholder Centre https://www.anz.com/shareholder/centre/ Pavita Sivakum