Commonwealth Bank Of Australia · ASX:CBA
Commonwealth Bank Of Australia — FY2026 Earnings Presentation
139 slides from Commonwealth Bank Of Australia's earnings presentation, Aug 13, 2026
Slide 1: Results Presentation and Investor Discussion Pack
Results Presentation and Investor Discussion Pack For the full year ended 30 June 2026 Commonwealth Bank of Australia
Slide 2: Important information
Important information The material in this presentation is general background information about the Group and its activities current as at the date of this presentation, 12 August 2026. It is information given in summary form and does not purport to be complete. It is intended to be read by a profes
Slide 3: Contents
Contents CEO & CFO presentations 4 Overview & strategy 37 Financial overview 53 Home & consumer lending 73 Business & corporate lending 86 Funding, liquidity & capital 97 Economic overview 119 Sources, glossary & notes 129
Slide 4: Results presentation
Results presentation Matt Comyn, Chief Executive Officer
Slide 5: This result
This result 1 Customer focus, consistent execution and disciplined growth MFI share2 Transaction accounts Growth vs system 8% Statutory NPAT 34.2% Retail >655k retail accounts3 1.0x home lending4 26.0% Business >90k business accounts 1.3x business lending5 7% Cash NPAT Jun 26 Jun 26 vs Jun 25 Jun 26
Slide 6: Franchise strength
Franchise strength Consistent, disciplined execution balancing growth, reinvestment and returns Disciplined volume growth Stable margin Track record of pre-provision growth Growth vs system Underlying net interest margin4 5 year CAGR since FY21 12 months to Jun 26 (%) System Peer average5 1.0x 1.0x
Slide 7: Financials
Financials 1 Cash NPAT up 7% – strong operating income growth supporting investment in the franchise Operating income Operating expenses2 Pre-provision profit Cash NPAT Strong volume growth with broadly Inflation and investment Higher operating income and Strong franchise performance stable underlyi
Slide 8: Core franchise
Core franchise Building stronger, deeper customer relationships Better understanding of 2 customer needs and risk Stronger customer relationships • Technology leader, history of innovation 1 and frequency of engagement • Leading decisioning technology • Higher quality, lower risk lending • Australia
Slide 9: Core franchise growth
Core franchise growth Consistent strategy, disciplined execution Customer engagement Deposit and lending growth Earnings Size Retail NPS1 Household deposits2 Home lending Group Cash NPAT4 Jun 26 Assets $1.5tn +13 +98% +66% Loans to +16% customers 458 680 409 Liquids5 & 231 other assets $bn $bn 11.0
Slide 10: Performance summary
Performance summary Executing our strategy to deliver better outcomes • Leading NPS1 in Consumer and Institutional – #1 in Consumer for 44 consecutive months • #1 Digital and mobile app NPS1 in both consumer and business Customer • Increased total number of transaction accounts by >90k in business a
Slide 11: Retail Banking Services
Retail Banking Services Stronger, deeper customer engagement driving long - term franchise strength CommBank Retail MFI share2 Retail transaction accounts3 1 in 3 Australians describe CBA Companion Jun 26 as their main financial institution Nearest peer vs Jun 25 +6% >14.3 million daily logins to th
Slide 12: Business Banking
Business Banking Deeper customer relationships and differentiated propositions delivering sustained performance CommBank Business MFI share2 Business transaction accounts 1 in 4 Australian businesses describe CBA Companion as their main financial institution Avg of major +7% #1 vs Jun 25 bank peers
Slide 13: Institutional Banking & Markets
Institutional Banking & Markets Leading client engagement and strong franchise momentum Institutional NPS2 Operational deposits3 #1 CommBank iQ Institutional NPS2 among majors Jun 2026 Avg of major vs Jun 25 #1 +13% bank peers 28% 59.8 reduction in total RWA over 10 66 years5 34.7 58 26.5 29.4 $bn +
Slide 14: ASB
ASB Accelerating progress for all New Zealanders Digitised home Reputation score2 Customer deposits3 Digital Bank of the Year buying origination for four consecutive years5 Avg of major vs Jun 25 +6% NZ banks ~2 days average turnaround time to first decision in proprietary channel6 76.6 76.9 91 73.3
Slide 15: Technology leadership
Technology leadership Improved velocity, resilience and efficiency Reimagining Protecting customers Modernising technology Automating processes products & services • Proprietary security technology • Launching CommBank Companion • Upgraded Core banking system and • Agentic technology support for CBA
Slide 16: Credit quality
Credit quality Supporting more Australians during uncertain times Troublesome & non-performing Hardship Provisioning2 exposures1 Number of home loan cases in hardship Total provisions vs Central ECL3 % of TCE Jun 26 0.94% (15%) $6.5bn Recent peak 0.97% $2.7bn 0.89% $3.8bn Jun 25 Dec 25 Jun 26 Jun 24
Slide 17: Balance sheet strength
Balance sheet strength Long - term, conservative approach – well placed for a range of scenarios Deposit funding Long-term funding Liquid assets2 Capital % of total funding Weighted Average Maturity1, yrs Average3, $bn CET1 ratio, Level 2 79% 5.2yrs $191bn 12.0%6 5.1 71% 10.7%5 10.25% APRA 57% 137 m
Slide 18: Impact of higher rates
Impact of higher rates Household impacts unevenly felt ADI interest income and expense1 Retail balances by age Household spending5 2026 vs 2021, 12 months to March, $bn CBA balances as at Jun 26, % 5 year change to 2026, % Prices7 Age, years Mortgages3 Deposits4 Spending (average CBA non-home +24% 1
Slide 19: Supporting our customers and communities
Supporting our customers and communities Delivering better outcomes • Provided more than 147,000 tailored payment arrangements for customers in need of support1 • Helped our customers buy more than 150,000 homes2 and provided support for first-home buyers Supporting • Increased support for residenti
Slide 20: CBA at a glance
CBA at a glance 1,2 Scale, security and customer support In a typical day In a typical month In the year Australians should expect • Broad access to banking services deceased estates • Safe and reliable service ~600 home purchases settled3 ~6,000 ~1,340 phishing sites taken down processed5 • Reliabl
Slide 21: Results presentation
Results presentation Alan Docherty, Chief Financial Officer
Slide 22: Results overview
Results overview Long - term approach delivering superior shareholder returns Operating context Management response Long-term franchise implications • Pressure on real household disposable income • Committed to supporting and protecting our customers • Leading Retail & Business MFI1 share • Softenin
Slide 23: Statutory vs cash NPAT
Statutory vs cash NPAT 1 Statutory NPAT of $10.9 billion – broadly in line with Cash NPAT $m FY25 FY26 Statutory NPAT – continuing operations 10,133 10,911 Non-cash items: Includes Bank of Hangzhou, SAF sales, - Transaction costs and gains/(losses) on disposals2 (172) (17) Commonwealth Private Advic
Slide 24: FY26 result
FY26 result 1 Cash NPAT up 7% vs FY25 – strong operating income growth supporting investment in the franchise FY26 vs 2H26 vs $m FY26 FY25 1H26 Operating income 30,224 6.2% 1.2% Underlying operating expenses 13,585 5.6% 2.2% Restructuring and notable items2 170 Operating performance 16,469 6.5
Slide 25: Operating income
Operating income 1 Higher income from disciplined franchise growth 2H26 vs 1H26: +1.2% +2.9% on a day-weighted basis • Higher insurance income • Broadly stable margin excl. liquids & repos2 • Higher CommSec equities income; and • Average lending volume growth +6.8% • Benefit of one-off gains4; partl
Slide 26: Group margin
Group margin Benefits from hedging and portfolio mix partly offset by ongoing competitive pressures (5) 1 1 3 - 2 204 206 Deposit pricing +1 Cash rate lag +1 Home lending (2) Cash rate lag (2) Business & Insto. lending (1) bpts 1H26 Liquids & Asset Funding Replicating Portfolio Treasury & 2H26 repos
Slide 27: Operating expenses
Operating expenses 1 Inflation and investment in technology, frontline and operations driving expense growth Underlying cost to income: 45.2% 44.9% Contribution to mvt: +3.5% +3.5% +1.0% +0.7% (3.1%) +5.6% 444 128 96 (404) 455 13,585 12,866 • Higher cloud consumption and Cumulative cost savings soft
Slide 28: Profitable growth
Profitable growth Track record of decisions delivering sustainable pre - provision profit growth Disciplined approach to volume margin trade-off Creating capacity to invest Profitable growth Volume growth Share of bank NII4 Productivity Investment spend Operating performance Growth vs System1 Total
Slide 29: Credit risk
Credit risk Impairment expense higher reflecting portfolio growth and increased global macroeconomic uncertainty Loan impairment expense Arrears2 Troublesome & non-performing exposures3 Loan loss rate, bpts1 90+ days Corporate, $bn FY24 FY25 FY26 Home loans Personal loans Credit cards % of TCE: 1.11
Slide 30: Provisioning
Provisioning 1 Maintaining strong provision coverage during uncertain times Total credit provisions Provisions and scenarios Jun 26 TP/CRWA: 1.29% 1.55%2 1.53%2 $6.5bn 8.3 $6.5bn 6.3 4.8 $2.7bn 3.3 3.5 Corporate above 3.8 central scenario Pre-COVID 3.0 3.0 Consumer $bn $bn Jun 19 Dec 25 Jun 26 Centr
Slide 31: Funding
Funding Long - term conservative settings Deposit funding Funding composition Liquid assets4 $bn % of total funding Average5, $bn % of total funding WAM1 Liquids as a % of total assets 57% 71% 79% 3.5yrs 5.1yrs 5.2yrs 10% 14% 13% 191 9% 7% 980 Short-term 24% 14% wholesale2 20% 24% AT1/T23 12% AT1/T2
Slide 32: Capital
Capital 1 Strong capital position maintained, supporting franchise growth and dividends Movements in bpts Level 1 12.1% 12.0% 106 (46) (76) (8) 12.3% Credit Risk4 (38) IRRBB (16) 10.25% Market Risk 8 APRA minimum6 Operational Risk - IRRBB RWA ($bn) Jun 26 vs Jun 25 40 (10) 12 42 Jun 25 APS 117 Under
Slide 33: Dividends
Dividends Long - term sustainable returns • Final dividend of $2.70, a 10c increase on 2H25 dividend Sustainable returns Dividend per share (cents) Cash NPAT1 payout ratio • DRP with no discount and expected to be fully neutralised +20c 135% +20c 505 115% • Full year payout ratio of 77% moderating t
Slide 34: Long-term approach to support growth and returns
Long - term approach to support growth and returns Resilient balance sheet settings supporting franchise investment and delivering sustainable returns Strong long-term settings Supporting growth and investment Delivering sustainable returns Funding Franchise growth Strong returns Surplus returned Lo
Slide 35: Economic outlook
Economic outlook Growth slowing but structural forces support growth longer term • Australian economic growth is slowing as expected, driven by weaker household demand - Spending is easing after strength through 2025, but savings buffers remain high - Higher interest rates and renewed inflation pres
Slide 36: Summary
Summary Growth through consistent, disciplined execution focused on the long term Customers • Supporting and helping to protect our customers Net Promoter Score1 Market share2 Rank Rank Consumer #1 Household deposits #1 Business #2 Home lending #1 • Reimagining customer experiences by investing in C
Slide 37: Overview & strategy
Overview & strategy
Slide 38: Why CBA?
Why CBA? Leading franchise – strong balance sheet settings – supporting sustainable shareholder returns Retail MFI share1 Home lending share2 Household deposits share2 Business MFI share1 Nearest peer 42.6% 43.4% 13.6% 12.6% 34.2% 18-24 25-34 years years 25.4% 26.4% 26.0% 20.7% 20.6% 19.4% 15.6% 19.
Slide 39: Franchise strength
Franchise strength Building stronger, deeper customer relationships – strengthening long - term franchise Retail MFI share1 Retail transaction accounts2 Home lending3 Home loans with a Retail transaction account Jun 26 #1 vs Jun 25 +6% vs Jun 25 +7% 636 34.2% 11.7 12.3 435 594 >97% 15.6% m 8.7 $bn 1
Slide 40: Reimagining banking
Reimagining banking Strong customer engagement CBA Retail MFI share1 Retail MFI share1 Jun 26 Jun 25 1 in 3 Australians Jun 26 42.0% 42.6% 43.4% #1 36.3% 26.9% 34.2% 25.0% 15.6% 13.3% 12.5% Customer lifecycle CBA Peer 3 Peer 1 Peer 2 Aged 14-17 Aged 18-24 Aged 25-34 Aged 35-49 Aged 50-64 Aged 65+ 1.
Slide 41: How we contribute to Australia
How we contribute to Australia 1 Supporting our customers, the community and the economy Customers & domestic debt investors2 Our people 26% $22.7bn $6.8bn $31.9m leading retail bank interest paid to paid in salaries and invested in share of market3 Australian savers superannuation to upskilling our
Slide 42: Our strategy
Our strategy Building tomorrow’s bank today for our customers Our purpose Building a brighter future for all Our priorities Build Australia’s Reimagine Lead in Deliver simpler, future economy customer experiences technology and AI safer and better Help businesses Deep and trusted Modernised technolo
Slide 43: Building a brighter future for all
Building a brighter future for all By executing our strategy we deliver on our purpose Build Australia’s Reimagine customer Lead in Deliver simpler, Our strategy future economy experiences technology and AI safer and better How we deliver on our Grow the economy and Help customers achieve Empower ou
Slide 44: Strengthening trust in banking
Strengthening trust in banking Our risk culture supports our people’s decision making to deliver better outcomes Our risk culture framework Our approach to risk culture Living Our Values ► Our risk culture reflects the beliefs and behaviours by our people that determine how risks are managed + ► We
Slide 45: Reimagining customer experiences
Reimagining customer experiences Extending our market - leading digital ecosystem – building deeper, stronger customer relationships CommBank app CommBank Yello Everyday Investing Travel Booking Car buying Australia’s most popular banking app1 Recognise & reward customers, Award winning4, easy way t
Slide 46: Reimagining banking
Reimagining banking Building on a history of innovation to reimagine banking 24/7 NetBank Core banking Customer Partnering with CommBank Yello CommBank Full functionality Real-time banking Engagement Engine industry leaders Recognising & rewarding Companion 24-hour online and settlement Learns from
Slide 47: Reimagining customer experiences
Reimagining customer experiences Australia’s most popular banking app – building stronger, deeper customer engagement Australia’s most popular banking app1 >9.6 million active app users4 Bank of the Year Digital Banking >14.3 million 17 years in a row2 daily logins to the CommBank Companion QR Cardl
Slide 48: Business Banking
Business Banking Superior, differentiated experiences for our customers Stream Working Auto-decisioned Simple annual CommBank Banker Capital lending reviews Companion Workbench Diversified working capital Leveraging AI for faster loan Automating annual risk AI-powered, straight-through AI-powered in
Slide 49: Leading in technology and AI
Leading in technology and AI Reimagining banking using our world - class data, AI and analytics capability The evolution of AI at CBA 2015–2020 2021–2023 2024 2025 2026+ • Customer Engagement Engine (CEE) • CommBank.ai established • GenAI powered messaging service • Accelerated investment to enhance
Slide 50: Reimagining customer experiences – home loans
Reimagining customer experiences – home loans 1 Simpler, smarter and faster home buying and ownership experience CommBank app Simple & seamless applications – easier, more intuitive • Application – simple, intuitive digital applications with fast initial approval • Documentation – digital documents
Slide 51: Supporting our customers
Supporting our customers Supporting customers through cost - of- living pressures and uncertainty GenAI powered Money Insights • Delivered more than $240 million in benefits to customers via CommBank Yello 2 customer support • Supported victims of financial abuse via >19,000 interactions with CommBa
Slide 52: Helping to keep our customers safe and secure
Helping to keep our customers safe and secure Investing and innovating to help protect our customers Security • Invested over $1 billion to help protect customers against fraud, scams, cyber threats & financial crime 2 notifications • >5.9 million notifications via intelligent warnings for first-tim
Slide 53: Financial overview
Financial overview
Slide 54: Overview – FY26 result
Overview – FY26 result 1 Key outcomes summary Financial Balance sheet, capital & funding Statutory NPAT ($m) 10,911 +7.7% Capital – CET12,5 (Int’l) 18.3% (40bpts) Cash NPAT ($m) 10,982 +7.1% Capital – CET12 (APRA) 12.0% (30bpts) ROE (cash) 14.0% +50bpts Total assets ($bn) 1,452 +7.3% EPS cents (cash
Slide 55: Overview – FY26 result
Overview – FY26 result Key financial outcomes Cash NPAT1 ($m) NIM1 Cost to income1 Cash ROE1 +7% (3bpts) (20bpts) +50bpts 10,982 2.08% 2.05% 45.7% 45.5% 13.5% 14.0% 10,252 FY25 FY26 FY25 FY26 FY25 FY26 FY25 FY26 Cash EPS1 (cents) DPS (cents) CET1 (APRA)2 CET1 (International)3 +44c +20c (30bpts) (40b
Slide 56: Cash NPAT
Cash NPAT By division 1 RBS BB IB&M NZ (NZD)2 vs FY25 vs FY25 vs FY25 vs FY25 • Income +6% • Income +10% • Income +4% • Income +6% • Expenses +6% • Expenses +9% • Expenses +4% • Expenses3 +16% • Impairment expense +$106m • Impairment expense ($45m) • Impairment expense ($16m) • Impairment expense +$
Slide 57: Balance sheet
Balance sheet 1 Disciplined volume growth Group lending Jun 26 vs Jun 26 vs $bn Jun 25 Dec 25 Jun 26 Dec 25 Jun 25 +7.1% Home loans 707.9 730.2 749.2 2.6% 5.8% +3.7% Consumer finance 17.1 17.2 17.4 1.1% 1.9% 1,084.9 Business loans2 194.5 201.6 213.4 5.8% 9.6% 1,013.3 1,046.4 Institutional loans 93.8
Slide 58: Volume growth
Volume growth 1 Disciplined approach to growth Home lending2 Business lending2,3 Household deposits2 Business deposits2,4 CBA CBA (excl. IB&M) CBA CBA System CBA (incl. IB&M) System System System (incl. Institutional lending) 7.0% 6.9% 13.3% 13.8% 11.5% 12.0% 7.9% 7.9% 9.5% 7.4% 7.4% 6.2% 5.6% 3.1%
Slide 59: Market share
Market share Disciplined approach – strong market share % Jun 25 Dec 25 Jun 26 Home lending2,9 Household deposits2,9 Home loans – RBA1 24.6 24.6 24.4 CBA Peers CBA Peers Home loans – APRA2 25.3 25.4 25.4 40% 40% Break in series Break in series from Jun 21 from Jun 21 Credit cards – APRA2 28.2 28.1 2
Slide 60: Group margin – 12 months
Group margin – 12 months Lower margin largely due to growth in liquids and repos – competition offset by hedge earnings Minimal impact on earnings (4) (5) 5 (1) 208 2 - 205 Increase in liquid assets (3) Replicating portfolio 4 Increase in institutional repos (1) Higher earnings on capital 1 Favourab
Slide 61: Group margin
Group margin Hedge earnings higher – with swap rates increasing in FY26 Replicating portfolio (RP) & equity hedge1 Liquidity & basis risk • In FY26, hedge earnings benefitted from higher average rates Liquidity • Returns from the replicating portfolio and equity hedge are sensitive to 3 year and •
Slide 62: Deposit switching
Deposit switching Increasing at - call deposit mix Retail deposits1,2 Business deposits1,2,3 $bn $bn 504 372 466 321 339 433 10% 16% 330 11% 11% 19% 16% 16% NIB 17% 18% 197 10% 52% Offsets 15% 49% NIB 11% 55% 53% 47% 48% At-call 39% 62% At-call Term deposits 36% 25% 23% 22% Term deposits 29% 31% 32%
Slide 63: Margins by division
Margins by division 1 Margins impacted by continuing competitive pressure RBS BB IB&M (ex Markets)2 NZ (ASB)3 Lower home lending margins reflecting Higher deposit margins and earnings on Lower institutional lending and Lower lending and deposit margins due to the impact of cash rate lag, unfavourabl
Slide 64: Other operating income
Other operating income 1 Higher insurance and CommSec equities income, and non - recurring items Other operating income Trading income FY26 vs FY25 • Impacts from minority investments • Fair value gain on investment in Gemini following its Initial Public 4,638 Offering, partly offset by FY26 vs FY25
Slide 65: Sequential half operating income
Sequential half operating income 1 Higher income achieved through disciplined franchise growth • Lower Markets trading income • Margin excl. Treasury & Markets +1bpt • Lower retail foreign exchange income; and • Average lending volume growth +3.0% • Non-recurrence of one-off gains in the prior half3
Slide 66: Sequential half operating expenses
Sequential half operating expenses 1 Investment in technology and AI driving higher sequential expense growth Underlying cost to income 44.7% 45.2% +2.4% +0.7% (0.9%) Contribution to mvt: +2.2% 156 47 (58) 6,865 6,720 Cumulative cost savings • Investment in infrastructure, realised (last 8 yrs): res
Slide 67: Cost approach
Cost approach Continued investment in infrastructure, modernisation and AI – mix shift towards productivity and growth Cost reduction Investment spend Cumulative savings1 Examples Capitalised software Continued investment in ($bn) modernisation of technology 3.0 2.6 infrastructure and enhancing 2.1
Slide 68: Investment spend
Investment spend Continued investment in technology to refresh infrastructure and enhance AI capability Investment spend Delivered in FY26 Gross spend Focus of increased investment • Rolling out CommBank Companion $bn Refresh of technology infrastructure: • >20% more technology changes deployed, 2.4
Slide 69: Loan losses
Loan losses Loan impairment expense remains below historical levels Loan loss rate1 Loan loss rate by business unit1,2 bpts bpts 9 6 20 4 Consumer Corporate 7 4 FY25 FY26 1H26 2H26 41 14 33 25 11 76 8 21 20 19 50 7 6 7 43 16 16 15 15 16 12 5 5 5 24 23 7 9 7 8 3 13 11 20 8 10 14 26 26 15 16 17 19 17
Slide 70: Provisions
Provisions 1 Strong provision coverage maintained Provision coverage2/CRWA Provisions by stage % Total Credit Credit Stage 2 exposures provision exposures provisions by credit grade3 coverage 1.68 1.53 $m Jun 25 Jun 26 Jun 25 Jun 26 1.45 1.32 Stage 1 1,023,199 1,112,083 1,824 1,883 $196bn $190bn 9 C
Slide 71: Provisioning through the cycle
Provisioning through the cycle Forward - looking approach – customer, macroeconomic and sectoral considerations • AASB 9 requires a forward-looking approach to loan loss provisioning to dampen pro-cyclical provisioning behaviour through forward-looking adjustments (FLAs) and multiple economic scenar
Slide 72: Financial performance
Financial performance 1 FY26 financial performance by division RBS BB IB&M ASB (NZD) Cost to income Cost to income Cost to income Cost to income 39.3% 39.3% 32.3% 32.2% 41.0% 40.6% 42.5% 46.4% FY25 FY26 FY25 FY26 FY25 FY26 FY25 FY26 13,783 51% of 41% of 11% of 3,548 10% of Group 10,052 Group Group G
Slide 73: Home & consumer lending
Home & consumer lending
Slide 74: Home loans – overview
Home loans – overview Disciplined strategic and operational execution, targeted growth – focus on sustainable returns Consistent market share performance1 Fundings weighted towards proprietary distribution Fundings mix2 Fundings mix2 Fundings mix3 26% 1% 1% 7% 25% Fixed 23% 22% 21% 41% Broker 33% 33
Slide 75: Home loans – CBA
Home loans – CBA 1 A disciplined approach to portfolio quality, growth and sustainable returns Portfolio1 Jun 25 Dec 25 Jun 26 New business1 Jun 25 Dec 25 Jun 26 Total balances – spot ($bn) 634 659 680 Total funding ($bn)9 85 105 95 Average funding size ($’000)10 490 522 503 Total balances – average
Slide 76: Home loans – CBA ex BWA
Home loans – CBA ex BWA 1 A disciplined approach to portfolio quality, growth and sustainable returns Portfolio1 Jun 25 Dec 25 Jun 26 New business1 Jun 25 Dec 25 Jun 26 Total balances – spot ($bn) 523 540 553 Total funding ($bn)7 67 83 74 Average funding size ($’000)8 491 526 505 Total balances – av
Slide 77: Home loans – serviceability assessment
Home loans – serviceability assessment 1 94% of the book originated under tightened standards since FY16 Key serviceability changes by year2 New loan assessment (from FY16)3 • Increased serviceability buffer and buffers on existing debts • All income used in application to assess serviceability is v
Slide 78: Home loans – borrowing capacity
Home loans – borrowing capacity 1 Borrowing capacity impacted by higher interest rates and Federal Budget tax reform changes Borrowing capacity2 % of applicants with Application gross income band6 Change in maximum borrowing capacity2 – indexed Dec 16 additional capacity to borrow3 6 months to Jun 2
Slide 79: Home loans – resilience
Home loans – resilience 1,2 Stable savings buffers and DLVR Average payments in advance3,4 Offset and redraw balances # of payments $bn % customers in advance3 78% 85% 87% 85% 164 157 35 149 33 32 32 67 63 89 64 Redraw5 44 85 97 94 Offset1 45 Jun 19 Jun 25 Dec 25 Jun 26 Jun 19 Jun 25 Dec 25 Jun 26 H
Slide 80: Home loans – savings and repayment buffers
Home loans – savings and repayment buffers Stable savings and repayment buffers Repayment buffers1 Payments on time1 % of accounts % of accounts Residual 85% 87% 85% Jun 25 Structural: e.g. fixed rate loans % customers Dec 25 New accounts: <1 year on book in advance2 Jun 26 Investment loans: negativ
Slide 81: Home loans – portfolio DLVR
Home loans – portfolio DLVR 1 Portfolio DLVR stable at 41% Dynamic LVR bands2 Negative equity4 % of total portfolio balances Average dynamic LVR3 Jun 25 Proportion of balances in negative equity Jun 25 42% Dec 25 • 68% of customers ahead of repayments 80% Jun 26 • 10% of home loans in negative equit
Slide 82: Home loans – non-performing loans, losses & insurance
Home loans – non- performing loans, losses & insurance 1 Non - performing home loans increased amid higher interest rates – portfolio largely well - secured Australian non-performing home loans2 Australian non-performing, not well-secured home loans2,3 Non-performing home loan balances increased due
Slide 83: Home loans – arrears (30+ days)
Home loans – arrears (30+ days) 1 Arrears increasing as cost - of- living and interest rate pressures affect some borrowers Portfolio Product Repayment and interest type 30+ days Group 30+ days2 Owner occupied 30+ days2 Principal & interest Variable BWA Investment Interest only Portfolio 2.5% ASB 1.
Slide 84: Home loans – arrears (90+ days)
Home loans – arrears (90+ days) Arrears increasing as cost - of- living and interest rate pressures affect some borrowers Portfolio Product Repayment and interest type 90+ days Group 90+ days1 Owner occupied 90+ days1 Principal & interest Variable BWA Investment Interest only Portfolio 1.0% 1.0% 1.0
Slide 85: Consumer finance – arrears
Consumer finance – arrears 1 Higher arrears reflecting cost - of- living pressures, deliberate settings across credit, pricing and acquisition mix Credit cards Portfolio Group Portfolio Group Year 2020 BWA BWA 2021 Group 30+ days Group 90+ days Group 90+ days ASB ASB 2022 1.5% 2023 6.0% CBA 2.5% CBA
Slide 86: Business & corporate lending
Business & corporate lending
Slide 87: Portfolio quality
Portfolio quality 1 Sound portfolio credit quality Exposures by industry1,2 Corporate portfolio quality Total Group TCE by geography AAA A+ BBB+ Investment grade Jun 25 Dec 25 Jun 26 to to to Other Jun 26 TCE $bn AA- A- BBB- Australia 81.5% 81.8% 82.2% Gov. Admin & Defence 184.5 19.1 0.3 0.3 204.2 N
Slide 88: Total committed exposure
Total committed exposure 1,2 Key sectors of interest TCE ($bn) TNPE ($bn) TNPE % of TCE Provisions % of TCE Jun 25 Dec 25 Jun 26 Jun 25 Dec 25 Jun 26 Jun 25 Dec 25 Jun 26 Jun 25 Dec 25 Jun 26 Government Administration & Defence 185.4 200.5 204.2 0.0 0.0 0.0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Finance & In
Slide 89: Finance & Insurance
Finance & Insurance Disciplined origination and strong credit quality • The Finance and Insurance sector demonstrated resilience despite market Group exposure Jun 25 volatility, cost pressures and ongoing regulatory change. Demand for Dec 25 banking and insurance services is expected to remain stabl
Slide 90: Commercial Property
Commercial Property Diversified and well - secured portfolio • Over the half, exposure grew 5%. Growth was across sub-sectors and Group exposure Jun 25 geographies. Dec 25 Jun 26 • Residential Property remained the largest contributor to growth, although momentum moderated over the half, reflecting
Slide 91: Agriculture & Forestry
Agriculture & Forestry Well- secured portfolio with sound quality amid mixed conditions • The Agricultural sector remains resilient, underpinned by stronger livestock Group exposure Jun 25 and grain prices, robust demand, diversified markets and production levels Dec 25 that remain above historical
Slide 92: Entertainment, Leisure & Tourism
Entertainment, Leisure & Tourism Resilient consumer spending supporting portfolio growth • CommBank Household Spending Insights Index shows consumer spending Group exposure Jun 25 remaining resilient despite softer sentiment. Dec 25 Jun 26 • Hospitality spending increased 7.0% over the 12 months to
Slide 93: Manufacturing
Manufacturing Resilient sector despite ongoing margin pressures • Manufacturers continue to face supply chain disruption, including shipping Group exposure Jun 25 delays, supply shortages and export challenges arising from geopolitical Dec 25 tensions. Jun 26 Australian dollar volatility is contribu
Slide 94: Wholesale Trade
Wholesale Trade Portfolio broadly stable despite challenging sector conditions • Wholesale Trade conditions remain challenging, with geopolitical tensions Group exposure Jun 25 and supply chain uncertainty driving volatility in freight costs, lead times and Dec 25 product availability. These pressur
Slide 95: Retail Trade
Retail Trade Resilient consumer spending despite cost pressures • Cost-of-living pressures and higher interest rates continue to weigh on Group exposure Jun 25 consumer sentiment. Dec 25 Jun 26 • Population growth, underpinned by net overseas migration, has expanded the consumer base and supported o
Slide 96: Construction
Construction Resilient construction pipeline supporting improved sector conditions • Construction pipelines are near all-time highs1, supported by strong activity Group exposure Jun 25 across infrastructure, renewable energy, data centres, health and aged Dec 25 care, and apartment developments. Jun
Slide 97: Funding, liquidity & capital
Funding, liquidity & capital
Slide 98: Funding overview
Funding overview Long - term conservative funding settings maintained Funding composition Wholesale funding2 Funding profile % of total funding Long-term as % of total wholesale funding $bn Maturity4 FY26 69% 68% 68% Issuance Short-term 7% 7% 7% 45 wholesale1 24% 15% 14% 14% 38 Long-term 43% 32 30 2
Slide 99: Deposit funding
Deposit funding Highest share of customer deposits in Australia – 79% deposit funded Customer deposits vs peers1 Customer deposits by segment4 $bn $bn 956 980 % of total funding 70% 79% 909 ASB & Other 109 105 10% 105 7 yr 161 175 18% CAGR IB&M 159 980 243 252 26% 3% 215 771 745 674 BB 230 581 19% 1
Slide 100: Deposit funding
Deposit funding Largest share of stable customer deposits in Australia Stable deposits Stable and less stable deposits Retail & SME deposits in NSFR1, $bn Retail & SME deposits in NSFR1, $bn CBA 400 400 Peer 3 Peer 1 350 CBA 350 Peer 2 300 300 250 250 Peers 200 200 150 150 100 100 50 50 0 0 Jun 19 J
Slide 101: Balance sheet composition
Balance sheet composition 1 CBA has stable, high - quality assets and conservative funding settings Europe2 US3 CBA Assets – CBA has a stable, high-quality asset profile: • High proportion of well-secured home lending assets Assets Liab + Equity Assets Liab + Equity Assets Liab + Equity • Very low p
Slide 102: Wholesale funding
Wholesale funding Wholesale funding diversified across differing products, currencies and tenor Portfolio mix Short-term funding by product1,3 Jun 26 32% 68% Short-term funding1 Certificates of deposit 54% Long-term funding2 Dec 25 32% 68% Commercial paper 4 34% Jun 25 31% 69% Dec 24 32% 68% MTN 12%
Slide 103: Funding and liquidity metrics
Funding and liquidity metrics 1 Funding and liquidity metrics remain well above regulatory minimums NSFR NSFR (%) NSFR requirements specify banks must maintain a sufficient profile of Jun 26 stable funding to meet their assets and off-balance sheet activities 115% 0.6 0.9 (1.7) 0.6 (2.3) 997 0.3 866
Slide 104: Capital overview
Capital overview Strong capital position maintained CET1 CET1 Dividend per share (cents) APRA International CET1 Payout ratio (Cash NPAT basis)1 Level 2 Level 1 Level 2 +597% 450 465 485 505 130% 385 120% Assets 350 110% 18.3% 79% 79% 77% 100% +230% 75% 90% 12.0% 12.1% 71% 68% 80% 70% 60% 50% Jun 26
Slide 105: CET1 – International
CET1 – International APRA’s capital framework is more conservative than Basel framework CET1 International adjustments1 Level 2 Definition of Risk weighting equity investments, deferred tax assets, capitalised expenses which are fully deducted from CET1 1.4% capital under APRA rules 18.3% 1.3% IRRBB
Slide 106: Capital – summary
Capital – summary Strong capital position maintained Key capital ratios (%)1 Jun 25 Dec 25 Jun 26 • Level 2 CET1 capital ratio of 12.0% • 1H26 interim dividend – DRP neutralised CET1 capital ratio 12.3 12.3 12.0 • Strong capital position supporting franchise growth and dividends Additional Tier 1 ca
Slide 107: RWA drivers
RWA drivers 1 Higher Credit and IRRBB RWA, partly offset by lower Traded Market Risk RWA CET1 (Level 2) Total Risk Weighted Assets (RWA) bpts $bn 106 (46) 13.6 (3.0) 6.5 522 (76) (8) 505 7 Market Risk 10 42 12.3% 12.0% IRRBB 35 51 Credit Risk4 (38) Op Risk 51 IRRBB (16) Market Risk 8 Operational Ris
Slide 108: Interest Rate Risk in the Banking Book (IRRBB)
Interest Rate Risk in the Banking Book (IRRBB) Conservative interest rate hedge settings calibrated to reduce earnings volatility through a rate cycle Interest Rate Risk in the Banking Book (IRRBB) Key sensitivities that Component1 Key drivers increase IRRBB RWA 3 year AUD swap rates (spot, %) Revis
Slide 109: Balance sheet settings underpin long-term franchise value
Balance sheet settings underpin long - term franchise value Balance sheet and earnings resilience to absorb unexpected losses and support sustainable growth Capital buffers Earnings hedges Funding mix ~$12 billion of capital buffers to fund $183 billion of structural hedges to protect Predominantly
Slide 110: Long-term approach to capital management
Long - term approach to capital management Disciplined and balanced approach to optimise growth, reinvestment, shareholder returns and flexibility Capital generation Capital flexibility Reinvested in the Group Distributed to shareholders Retained Franchise growth Franchise investment Dividends Capit
Slide 111: Capital floor
Capital floor 1 Total RWA 74.1% of Standardised RWAs – headroom of ~$12bn against capital floor requirements RWA headroom / (shortfall) to capital floor2 $bn 12 • Capital floor requirements were introduced under APRA’s revised prudential standards effective 1 Jan 2023 to limit the RWA benefit of int
Slide 112: Additional Tier 1 Capital
Additional Tier 1 Capital APRA finalised consequential amendments to phase out AT1 Capital effective 1 Jan 2027 APRA Requirements • On 4 Dec 2025, APRA finalised the consequential amendments to bank prudential framework to phase out Additional Tier 1 Capital (AT1) Changes instruments Total Capital •
Slide 113: Total Capital
Total Capital Well placed to meet APRA revised capital framework effective 1 Jan 2027 • Total Capital ratio of 20.8% as at 30 Jun 26, $13.5bn above 1 Jan 27 requirement of 18.25%. • As at 30 Jun 26, Tier 2 was 7.3%. CBA is well positioned to meet APRA requirements under the revised capital framework
Slide 114: Disciplined approach, supporting sustainable returns
Disciplined approach, supporting sustainable returns Our long - term approach supports strong, sustainable shareholder returns ROE vs dividend payout ratio (average last 2 years) Dividend per share ($) Payout ratio1 CBA Peers 5.05 WBC (incl. franking) CBA ANZ NAB (incl. franking) (incl. franking) (i
Slide 115: Capital – divestments/buy-backs
Capital – divestments/buy - backs Announced divestments program – $9.3bn returned to shareholders Divestments CET1 Associated Completed buy-back Klarna1,2 Sep 25 ~$13bn Bank of Hangzhou (HZB)3 Jun 25 Commonwealth Private Advice Jun 25 Vietnam International Commercial Mar 25 Joint Stock Bank (VIB)4 P
Slide 116: CET1 – Level 1
CET1 – Level 1 Strong CET1 Level 1 of 12.1% – well above minimum regulatory requirement CET1 (Level 1)1 bpts RWA of L2 banking subsidiaries +140bpts Higher reserves and retained earnings at L2 (100bpts) Elim. of investments in reg. subsidiaries at L2 (50bpts) Goodwill & intangibles +20bpts L1 vs L2:
Slide 117: Capital – regulatory changes
Capital – regulatory changes A number of regulatory changes in progress Change Implementation Details • APRA has outlined three workstreams covering credit risk capital, liquidity risk and market risk. The first consultation, released on 29 Jun 2026, proposes more risk-sensitive treatment to the sta
Slide 118: Regulatory expected loss
Regulatory expected loss 1 For non - defaulted exposures, eligible provisions in excess of regulatory expected losses added back to Tier 2 Capital Jun 25 Dec 25 Jun 26 $m Defaulted Non-defaulted Defaulted Non-defaulted Defaulted Non-defaulted Regulatory expected loss (EL) 1,618 2,666 1,604 2,644 1,5
Slide 119: Economic overview
Economic overview
Slide 120: Key Australian economic indicators (June FY)
Key Australian economic indicators 1 (June FY) GDP % Headline CPI % Unemployment rate % Financial year average Year on year, June quarter June quarter average GDP Nominal GDP 6.0 4.2 4.4 4.7 3.6 4.0 3.6 10.1 3.8 3.9 2.2 1.7 5.7 4.8 2.9 2.1 1.4 1.3 4.1 3.6 2023 2024 2025 2026 2027 2023 2024 2025 2026
Slide 121: The Australian economy
The Australian economy Higher interest rates and a softening housing market to slow Australian economy RBA has been lifting the cash rate1 As inflation is too high2 Oil prices elevated due to Middle East conflict3 RBA cash rate Annual growth in inflation Brent crude oil spot % % $US/b 9 200 5 7 4 He
Slide 122: The Australian economy
The Australian economy Household spending is under pressure as real income growth softens – public sector to support growth Consumption to follow lower income trend1 Savings buffers provide some cushion1 But renters and mortgagees are hurting2 Real annual growth in household income & consumption Hou
Slide 123: The Australian economy
The Australian economy Large investment pipeline should limit the slowdown but labour market still softening Investment pipeline continues to rise1 Largely driven by data centres2 Renewables another tailwind in coming years3,4 Capital investment intentions Info, media and telecom real quarterly cape
Slide 124: Global backdrop and impact on Australian economy
Global backdrop and impact on Australian economy Global uncertainty remains elevated in this new economic era but AI is a positive Global growth has been resilient1 But Australia highly exposed to trade chokepoints2 Key beneficiaries from US AI investment3 Annual growth in global economy Country tra
Slide 125: Housing sector
Housing sector Housing market is softening following higher interest rates, weaker sentiment and tax policy changes National home price growth has turned negative1 Auction clearance rates are dropping sharply1 Construction cost pressure rising after Iran war2 Quarterly growth in dwelling prices Auct
Slide 126: Housing market
Housing market Current context relative to previous housing market corrections Australian housing market corrections1,2 Changes in national dwelling prices1 Building more homes, faster and at lower cost Historic declines from peaks to troughs, Median dwelling price5, Indexed to Jul 19 Median dwellin
Slide 127: Household spend and savings are slowing
Household spend and savings are slowing Salaries and wages1,2 Spending1,3 Savings1,4 Year on year change: Age, years Essentials Discretionary Apr – Jun 26 3.4% 3.5% 4.8% 0.0% Oct – Dec 25 20-24 3.0% 6.7% 2.7% 0.9% 4.8% 5.8% 2.8% 1.9% Apr – Jun 25 3.8% 3.2% 2.6% (0.9%) 25-34 3.0% 6.6% 2.1% 1.0% 5.2%
Slide 128: Key New Zealand economic indicators (June FY)
Key New Zealand economic indicators (June FY) 1 GDP % CPI % Unemployment rate % Financial year average Year on year, June quarter June quarter average GDP Nominal GDP 5.6 5.2 5.0 6.0 4.7 10.0 3.7 4.1 4.0 3.3 2.7 4.7 3.4 4.4 4.1 2.5 1.1 1.5 2.3 (1.1) 2023 2024 2025 2026 2027 2023 2024 2025 2026 2027
Slide 129: Sources, glossary & notes
Sources, glossary & notes
Slide 130: Sources and notes
Sources and notes Slide 5 1. Variances to prior comparative period on a continuing operations basis. 2. Refer to glossary at the back of this presentation for further details. 3. Total retail transaction accounts, excluding offset accounts. Includes Bankwest. 4. Source: APRA Monthly Authorised Dep
Slide 131: Sources and notes
Sources and notes Slide 11 1. Progressive rollout to select retail customers in FY26. 2. Refer to glossary at the back of this presentation for further details. 3. Total retail transaction accounts, excluding offset accounts. Includes Bankwest. 4. Source: APRA MADIS. 5. The total number of logins to
Slide 132: Sources and notes
Sources and notes Slide 20 1. In FY26. 2. CBA including Bankwest, excludes ASB unless otherwise stated. 3. Average number of property purchases in FY26 by working day, excluding NSW public & bank holidays. 4. Business Banking business lending, new funding and drawdowns. 5. Excludes Bankwest. 6. Paym
Slide 133: Sources and notes
Sources and notes Slide 39 1. Refer to glossary at the back of this presentation for further details. 2. Total retail transaction accounts, excluding offset accounts. Includes Bankwest. 3. Source: APRA MADIS. 4. Excludes Bankwest and Residential Mortgage Group. 5. Source: APRA MADIS – Non-financial
Slide 134: Sources and notes
Sources and notes Slide 45 1. Based on most digitally active customer numbers where publicly available, app store performance, independent industry recognition, and highest Mobile App NPS score compared to major peer banks as at 30 June 2026. 2. Based on the total number of customers that have logge
Slide 135: Sources and notes
Sources and notes Slide 79 1. CBA including Bankwest. 2. Excludes Line of Credit, Reverse Mortgage, Commonwealth Portfolio Loans, Residential Mortgage Group and Unloan, unless otherwise stated. 3. Any amount ahead of monthly minimum repayment at an account level; includes offset facilities and loans
Slide 136: Sources and notes
Sources and notes Slide 107 1. Due to rounding, numbers presented in this section may not sum precisely to the totals provided. 2. The 2026 interim dividend included the on-market purchase of $530 million of shares (CET1 impact of -10bpts) in respect of the Dividend Reinvestment Plan. 3. Excludes ne
Slide 137: Glossary
Glossary Term Description Term Description Cash Profit The Profit Announcement (PA) discloses the net profit after tax on both a statutory and cash basis. The statutory basis is NPS – Consumer RFI Global Atlas Consumer MFI NPS: Based on Australian population aged 14+ years old rating their likelihoo
Slide 138: Our reporting suite
Our reporting suite Committed to transparent reporting Annual Report Corporate Governance Profit Announcement Pillar 3 Report Statement Investor Discussion Pack Sustainability Performance Metrics GRI and SASB reporting Modern Slavery and Human Trafficking Statement 138
Slide 139: Contact us
Contact us Investor Relations Media Relations Melanie Kirk Adam Haynes Investor Relations Media Relations +61 2 9118 7113 +61 2 9595 3219 CBAInvestorRelations@cba.com.au Media@cba.com.au 139
Commonwealth Bank of Australia — FY2026 Earnings Presentation on 6ix