Datasets:
WHATX
/
ESG_Report

Dataset card Data Studio Files
xet
 Community
text
stringlengths
0
7.73k
Currently ‘biodiversity’ and ‘nature’ terminology is often used interchangeably by policy makers, regulators and market participants. The TNFD,1 considers ‘nature’ as the natural world, with an emphasis on the diversity of living organisms (including people) and their interactions among themselves and with their enviro...
ANZ considers biodiversity a key pillar of how broader impacts on nature are managed. We consider nature to cover living and non-living aspects such as climate, air, water, soil, minerals, plants, animals (including people), biodiversity and the interaction between each of these aspects. As the understanding of biodive...
1. Taskforce on Nature-Related Financial Disclosures – Glossary, September 2023.
Overview.
Governance.
Strategy.
Our purpose and strategy.
Our climate ambition.
Supporting our customers to transition.
Financing sustainability $100b target performance.
Building capability.
Customer engagement.
Biodiversity.
Partnerships and initiatives.
Reducing our environmental footprint.
Risk Management.
Metrics and Targets.
Appendix.
Assurance opinion.
ANZ 2023 Climate-related Financial Disclosures 25
Customer engagement.
In October 2021, we broadened our engagement with 100 of our largest emitting business customers to include a focus on biodiversity; encouraging them to identify and manage their potential impacts and dependencies. We have engaged with each of these customers with this in mind. We encourage them to establish or strengt...
Our engagement with 100 of our largest emitting business customers on biodiversity has been positive. We are continuing to see increased customer awareness of biodiversity and an increasing willingness to improve holistic management approaches, for example by putting in place related governance and strengthening how th...
We look to understand both the impacts of a customer on biodiversity, and the impacts that biodiversity-loss may have on the customer.
Currently these customers are less progressed in setting targets and disclosure around biodiversity compared with their progress in developing low carbon transition plans, though we expect progress to continue following the release of the TNFD’s recommendations. Currently, 54 of these customers have targets, policies o...
Customer engagement to date indicates a group of leaders – some with ‘no net loss’ and others with ‘positive impact’ commitments. One customer in this cohort has identified biodiversity as a key dependency within their sector, transport, and has plans to build out their strategy to better focus on the areas where they ...
We seek to apply what we learn from this engagement to help refine our screening, improve our knowledge and enhance our capacity to engage with other large business customers that are likely to have significant impacts and/or dependencies on biodiversity. Further information about our relevant screening tools and proce...
We are considering how we may apply what we learn from our customer engagement to identify and engage with other large business customers that are likely to have significant impacts and/or dependencies on biodiversity. We will continue to engage on biodiversity as part of our new phase of engagement with our largest em...
Customers 70 80 90 100.
Governance Targets, policies or strategies Disclosures 60 50 40 30 20 10 0.
Customers engaged in 2023 2022 2023 76 80 50 54 58 61 100 of our largest emitting business customers biodiversity status.
We are also seeking to support our customers to understand their biodiversity and nature opportunities. While connecting sustainable finance directly to the protection and restoration of nature in the financial market has not been common to date, we are starting to work with customers who are integrating biodiversity K...
We are continuing to see increased customer awareness of biodiversity and an increasing willingness to improve holistic management approaches.
Overview.
Governance.
Strategy.
Our purpose and strategy.
Our climate ambition.
Supporting our customers to transition.
Financing sustainability $100b target performance.
Building capability.
Customer engagement.
Biodiversity.
Partnerships and initiatives.
Reducing our environmental footprint.
Risk Management.
Metrics and Targets.
Appendix.
Assurance opinion.
ANZ 2023 Climate-related Financial Disclosures 26
Upskilling our staff.
Building the capability of our frontline staff on biodiversity is critical to supporting their engagement with customers on managing biodiversity risks and opportunities.
Recognising a multi-disciplinary approach is required to upskill our staff on nature, this year, we have worked with Pollination, ANZ’s strategic partner in environmental sustainability, to develop a ‘Nature for Business Playbook’. The sector agnostic Playbook was designed to build our Institutional bankers’ capability...
Sector-specific Playbooks have also been developed for food, beverage and agribusiness, real estate, energy and metals and mining sectors and are being progressively rolled out across relevant parts of the business.
See page 21 for details on how we’re building the capabilities of our staff.
1 Insert Classification.
IINTERNAL USE ONLY.
AUGUST 2023.
NATURE FOR BUSINESS PLAYBOOK.
A PLAYBOOK FOR ANZ TO UPSKILL AND ENGAGE WITH CUSTOMERS ON NATURE.
FOR INTERNAL USE ONLY.
Impacts.
Dependencies 1 1 1.5 2 2.5 3 3.5 4 1.2 1.4 1.6 1.8 2
2.2 2.4.
Food, Beverage and Agribusiness Energy Transport Materials & Buildings.
The size of the bubble represents exposure at default (EAD) as at September 2023.
Portfolio analysis: assessing our impacts and dependencies on biodiversity.
Biodiversity risks and opportunities are inherently sector and location specific. As a result, risks and opportunities are difficult to identify, making it not conducive to a single portfolio wide metric or target.
This year we utilised the Exploring Natural Capital Opportunities Risks and Exposure (ENCORE)1 tool to take initial steps to identify priority sectors and assess our potential sector level biodiversity impacts and dependencies.
The portfolio level analysis demonstrated the impacts and dependencies on nature by sector, highlighting energy, and materials and buildings, as sectors with higher impacts on nature, whilst highlighting food, beverage and agribusiness as a sector highly dependent on nature.2.
This analysis has helped inform our approach and confirmed the sectors we have been focused on for our customer engagement program with 100 of our largest emitting business customers. To some extent, this focus aligns with the sectors we have identified with higher biodiversity impacts or dependencies, confirming our u...
ENCORE impact and dependencies by sector4 1. The ENCORE tool consolidates international and national data from public databases. It is widely used by other banking institutions and recognised as a robust tool. The ENCORE tool was developed by the Natural Capital Finance Alliance (the NCFA) and the World Conservation Mo...
Overview.
Governance.
Strategy.
Our purpose and strategy.
Our climate ambition.
Supporting our customers to transition.
Financing sustainability $100b target performance.
Building capability.
Customer engagement.
Biodiversity.
Partnerships and initiatives.
Reducing our environmental footprint.
Risk Management.
Metrics and Targets.
Appendix.
Assurance opinion.
ANZ 2023 Climate-related Financial Disclosures 27
IMPACTS DEPENDENCIES.
EAD as at September 2023 ($bn)2.
EAD as a %3.
GHG Emissions4 Water pollutants Water Use Terrestrial ecosystem use.
Soil Pollutants Climate regulation Flood and storm protection.