Bendigo & Adelaide Bank Ltd. · ASX:BEN
Bendigo & Adelaide Bank — FY2026 Earnings Presentation
79 slides from Bendigo & Adelaide Bank's earnings presentation, Aug 24, 2026
Slide 1: Results Presentation
Results Presentation For the full year ended 30 June 2026 Released 24 August 2026 Bendigo and Adelaide Bank Limited ABN 11 068 049 178
Slide 2: Acknowledgement of Country
Acknowledgement of Country Bendigo Bank acknowledges the Traditional Owners and Custodians of Country throughout Australia. We recognise the deep and continuing connection to land, waterways and communities of the land where we live, learn and work. We pay our respect to Aboriginal and Torres Strait
Slide 3: Agenda
Agenda 01 02 03 04 Overview & Results Summary Q&A Strategy Update Richard Fennell, Andrew Morgan, Richard Fennell, Richard Fennell and Chief Executive Officer Chief Financial Officer Chief Executive Officer Andrew Morgan and Managing Director and Managing Director Page 4 Page 13 Page 25 Page 28 3
Slide 4: Overview Key messages
Customer numbers Lower cost deposits Trending towards 3 million customers Growth of 6.8% for the year Overview Bendigo Bank NPS +21.8 above industry1 54.8% of total customer deposits (up from 52.5%) Up NPS +43.7 Key messages Digital deposit sales2 of 51.8% (up 34% YoY) supporting lower c
Slide 5: Financial and operating performance
Financial and operating performance Deposit mix and repricing drive income, while operating expenses track inflation FY26 ($m) FY26 v FY25 2H26 v 1H26 Key points – full year • Income above $2 billion, Total income 2,045.9 5.1% 2.6% benefitting from higher margin, fee income and Homesafe Operating ex
Slide 6: BEN focus: Building blocks to ROE
Building blocks to ROE BEN focus Enabled by risk 3. Sustainable uplift programs growth Disciplined approach to 2. Productivity capital allocation Operate simply and • Digital lending reinvigoration 1. Optimise efficiently • Up Home lending deposit franchise • Leverage partner capability • RACQ depos
Slide 7: Optimise deposit franchise
Optimise deposit Lower Cost Deposits ($b)1 franchise 7.7% CAGR 40.6 +6.8% 38.0 39.5 35.2 36.8 Strengthen digital deposit capability 25.3 26.8 28.1 29.4 30.7 • Lower cost deposits driven by 11% YoY growth in EasySaver 10.0 10.0 10.0 10.0 9.9 Jun-24 Dec-24 Jun-25 Dec-25 Jun-26 • Programs to support lo
Slide 8: Productivity
Operating Expenses ($m) -2.1% -2.1% 636.5 636.5 623.1 57.9 59.7 (15.2) 1.8 623.1 Productivity 578.6 563.4 Operate simply and efficiently • First phase of productivity contributed to a reduction of 1.7% in FY26 operating expenses 1H26 2H26 1H26 Opex Investment 2H26 Spend • Second phase productivity i
Slide 9: Sustainable growth
Average mortgage – NIM1/CRWA (new business) +5% Sustainable growth Disciplined approach to capital allocation • Strategic and targeted pricing to build momentum across Residential lending has impacted Q4 NIM/CRWA • Repositioning BEN Express and Qantas partnership to drive Jun-24 Dec-24 Jun-25 Dec-25
Slide 10: Enabling sustainable growth
Enabling sustainable growth Strengthening risk management frameworks & systems to support sustainable growth FY27 Delivery Program: • $70 million to $90 million of operating expenses included • Consolidation of all financial crime projects AML/CTF in the investment slate over the next 2.5 years • Im
Slide 11: Financial Crime Transformation Program (FCTP)
Financial Crime Transformation Program (FCTP) FCTP is focused on outcomes, including an advanced ability to identify financial crime risk, manage and monitor risks as and when they arise, and carefully govern the management of risk. Core elements of the FCTP include: • Introducing further Financial
Slide 12: FY26 Strategic execution
FY26 Strategic execution Digital Onboarding Bendigo Lending Platform Building scale through innovation OUR PURPOSE To feed into the prosperity of our customers and communities One Core System OUR We are deepening our focus CUSTOMERS on our target customer segments OUR Google Partnership STRATEGIC 4
Slide 13: FY26 Results
FY26 Results Andrew Morgan – Chief Financial Officer 13
Slide 14: Overview of key 2H26 financials
Overview of key 2H26 financials Disciplined growth driving margin and revenue Balance sheet 2H26 HoH P&L 2H26 HoH Total lending $87.1b 3.5% Net interest income $884.9m 1.6% Residential lending $66.4b 1.9% Operating expenses $623.1m (2.1%) Operating expenses Customer deposits1 $74.1b 1.1% $
Slide 15: Total income
Total income Income benefited from higher margins and stronger other income Income – 2H26 v 1H26 1 • AIEA : (0.3%) • NIM: +6bps 1,036.0 • 3 less days: ($14m) 6.2 6.1 +2.6% 13.8 1,009.9 1H26 Net interest income Other income Homesafe2 2H26 (excl. Homesafe) Income callouts: Key considerations: • NII be
Slide 16: Net interest margin
Net interest margin Result reflects repricing activity in term deposits and improved liability mix, driven by lower cost deposits NIM – 2H26 v 1H26 Term deposits +6bps 0.04% (0.03%) 1.98% 0.03% 1.92% (0.04%) 0.06% Liability mix +2bps Deposits +3bps Liquidity +1bps Residential lending (2bps) B&A lend
Slide 17: Residential lending and Deposits
Residential lending Deposits Regained momentum in 2H26 Lower cost deposits continue to build • Total portfolio largely flat year on year and up 1.9% on prior half, • Lower cost deposit growth of 6.8% for the year driven by growing 0.6x system for the half EasySaver, further improving deposit mix • N
Slide 18: Operating expenses
Operating expenses Cost reduction benefited from staff efficiencies and fewer workdays Contribution to movement (0.4%) +0.3% +0.1% (1.0%) (1.4%) +0.3% -2.1% $636.5m $0.8m ($2.8m) $2.2m ($6.7m) $630.0m • Fewer working days • Lower redundancy costs • Efficiencies in staff costs ($8.7m) Partly offset b
Slide 19: Credit quality
Credit quality Credit metrics remain sound Credit expense ($m)1 Gross impaired loans ($m) 15.7 % gross loans 11.8 0.15 0.15 0.13 5.5 3.9 (1.1) (3.1) 129.5 125.6 115.1 (7.9) (4.2) (2.4) 2H25 1H26 2H26 Jun-25 Dec-25 Jun-26 Collective Specific Gross impaired loans BEN provision coverage2 over time Loan
Slide 20: Credit profile – Business & Agribusiness
Credit profile – Business & Agribusiness Exposures by size and security Business portfolio profile Business exposures by security type Business portfolio: Exposure 6% 5% • Business exposure = $7.2 billion (%) Commercial Property • More than 60% of total <$10m 63.8% Residential Property exposures are
Slide 21: Funding and liquidity
Funding and liquidity Stable and diversified funding sources Funding profile ($b)1 22.4 22.6 20.2 22.3 • Customer deposits as a percentage of total 26.1 25.9 24.8 24.6 funding of approximately 77%, and 66bps 76.9% higher than pcp Customer deposits 45.6 46.6 48.5 49.5 • Well established and diversifi
Slide 22: Capital and dividends
Capital and dividends Capital position remains strong CET1 movement - 6 months (%) 0.49 (0.44) (0.19) 0.31 (0.18) (0.02) • Resi Mortgages (17bps) (0.31) • Impacted by $59m of • Commercial Property (7bps) regulatory provisions (15bps) • Data & modelling enhancements +11bps • Other (6bps) 11.37 11.34
Slide 23: Cost and benefit summary and basis of disclosure changes in FY27
Cost and benefit summary and basis of disclosure changes in FY27 Operating Expenses Benefits Guidance FY28 FY26 FY27 Total Cost FY27 ($m, before tax) (onwards) Non-Cash Item Notable Item Strategic partnerships (FY27 Opex & Investment Spend, split ~60/40) (29) (56 - 66) (85 - 95) 25 - 30 65 - 75 RACQ
Slide 24: FY27 Outlook
FY27 Outlook Considerations for FY27 across income, costs, credit and capital Item FY27 Outlook Considerations Expenses BAU 4 - 5% increase on FY26 Excluding RACQ expenses $230 million to $240 million Includes the cost of Financial Crime Transformation Investment ($120 million expensed, $60 million
Slide 25: Summary
Summary Richard Fennell – Chief Executive Officer and Managing Director 25
Slide 26: FY27 Focus
FY27 Focus Accelerating FCTP Digital onboarding Strategic partnerships RACQ migration initiatives and risk and in-app embedding and completion driving rectification plan to capability uplift to delivering $25 million ROE uplift strengthen risk drive digital deposit to $30 million benefit of 23bps to
Slide 27: Our financial targets
Our financial targets Building blocks to ROE TARGETS ROE above 10% by 2030 Dividend payout ratio CET1 Board target of >10% 60%-80% of cash earnings FY27 growth outlook • Business and Agribusiness to grow at system (excluding Portfolio Funding) • Digital deposits sales of >55% in FY27 • Continue to g
Slide 28: Q&A
Q&A Richard Fennell – Chief Executive Officer and Managing Director Andrew Morgan – Chief Financial Officer 28
Slide 29: Investor Summary pack
Investor Summary pack B. Bendigo Bank
Slide 30: Who we are
Who we are Overview • 168 years of history, amalgamation of more than 80 different organisations 2.95 • 2.08% market share 6,900+ • 412 total branches (301 Community Bank and private million employees1 franchise, 111 company owned)2 • Multi-channelled: customers • Residential lending – Retail, Digit
Slide 31: Strengths
Strengths Leveraging our strengths for the next phase of growth Brand powered by trust and reputation Agility • One of Australia’s most trusted • Up - 1.3 million customers in banks seven years 1 • NPS +21.8 above industry • Digital onboarding through the • Up NPS of +43.7 Trust and Bendigo Bank app
Slide 32: Overview of key FY26 financials
Overview of key FY26 financials Disciplined growth driving margin and revenue Balance sheet FY26 YoY P&L FY26 YoY Total lending $87.1b 1.5% Net interest income $1,756.0m 4.6% Residential lending $66.4b (0.4%) Operating expenses $1,259.6m 4.2% Operating expenses Customer deposits1 $74.1b 2.
Slide 33: Cash earnings vs Statutory earnings
Cash earnings vs Statutory earnings Elevated non-cash items while regulatory matters are addressed FY26 ($m) 2H26 ($m) 1H26 ($m) Key items Cash earnings (after tax) 530.2 273.8 256.4 • Regulatory matters relate to costs associated with Risk Rectification Plan Non-cash items (after tax): as disclosed
Slide 34: Net interest margin
Net interest margin Result reflects tailwinds from deposit pricing and favourable funding mix, partially offset by lending pricing NIM FY26 v FY25 Deposit +2bp TD’s +5bps 1.96% 1.95% Wholesale +1bp 0.02% 0.05% (0.01%) 1.88% (0.05%) 0.06% Liability mix +4bps Lending Mix + Offset Dep (1bp) Liquidity +
Slide 35: BAU operating expenses
BAU operating expenses Targeting to limit business as usual expenses1 to no higher than inflation through the cycle BAU operating expenses1 - YoY ($m) +4.2% 9.3 1,259.6 1,209.4 -13.1 20.6 8.5 117.6 +4.7% (121.0) 1,132.7 16.2 34.7 (4.4) 1,082.1 3.6 0.5 (6.3) FY25 Inv. Spend Remediation FY25 BAU Staff
Slide 36: BAU operating expenses
BAU operating expenses Targeting to limit business as usual expenses1 to no higher than inflation through the cycle BAU operating expenses1 - HoH ($m) -2.1% 636.5 0.3 623.1 -13.1 20.6 8.5 (57.9) 59.7 -1.1% (9.0) 569.6 3.7 563.1 (14.2) 4.1 2.2 (2.3) 1H26 Inv. Spend Remediation 1H26 BAU Staff Occupanc
Slide 37: Investment spend
Investment spend (excl. non-cash items) – Half year ($m)3 Investment spend 4 % Opex Investment spend focused on risk, compliance and growth 49% 55% 65% 65% ($60m) Top initiatives by spend for 2H26: 111.8 119.0 9.3 13.9 • Data platform transformation (Foundational technology) 13.9 88.8 92.1 24.0 12.7
Slide 38: Segment summary
Segment summary B. Bendigo Bank
Slide 39: Consumer
Consumer Lower cost deposit growth increases margin and NII Balance sheet growth ($b)1 Divisional NIM (%) • Net interest income increased 4.7% for the year, reflecting the increase in margin (+7bps), driven by growth in lower cost deposits and disciplined pricing on lending volumes 64.7 65.7 64.1 65
Slide 40: Digital channels
Digital channels Digital deposit growth through Up and in-app onboarding % of residential lending settlements from digital1 Digital deposits2 ($m) Bendigo Bank Up 19.3% 19.1% $4,074 Originated through multiple channels Direct: 16.8% Digital Deposit Growth HoH YoY 16.3% Bendigo Bank 14% 29% 16.2% $3,
Slide 41: Residential lending
Residential lending Portfolio and state splits Residential lending portfolio ($b)1 Residential balance by state2 66.6 66.4 65.2 1.5 65.1 1.7 1.3 1.7 61.9 1.4 16% 10% 9% 63.9 65.1 64.6 63.4 60.5 25% 38% Jun-24 Dec-24 Jun-25 Dec-25 Jun-26 Resi Lending (excl Portfolio Funding) Portfolio funding 2% 1. R
Slide 42: Residential lending metrics
Residential lending metrics1 Flow Portfolio 2H26 1H26 Jun-26 Dec-25 Jun-25 Flow / Portfolio amount $9.1b $6.8b $66.4b $65.1b $66.6b 2 Retail lending 37% 47% 42% 45% 41% 3 Third Party Banking lending (White Label channels) 48% 36% 45% 43% 45% 4 Digital lending 15% 17% 13% 12% 11% Owner occupied 73% 7
Slide 43: Residential lending portfolio
Residential lending portfolio Growth versus system shows opportunity Loans to Households1 BEN market share Loans to Households1 vs System (HoH annualised) 10.7% 6.8% 6.5% 5.6% 2.74% 5.1% 2.73% 2.58% 4.6% 3.9% 2.55% (4.5%) Dec-24 Jun-25 Dec-25 Jun-26 Dec-24 Jun-25 Dec-25 Jun-26 BEN System 1. Loans to
Slide 44: Up profitable today
Up Up profitable today Customers Deposits Lending • 1.32 million Upsiders1 • $4.1 billion in deposits • $2.6 billion in home loans • 11% Customer growth (YoY) • 45% growth in deposits (YoY) • 56% growth in home loans (YoY) • +43.7 NPS2 • Grow & Flow interest rate structure • 63.2% average LVR (origi
Slide 45: Number of Customers
Up Up - # of customers by age June 2022 v June 2026 Strong deposit growth while Up demographic moves into home lending stage 80,000 18 – 35yo Number of Customers Home lending stage Up – Annual deposit growth ($b) 60,000 (25 – 55yo) 1.4 40,000 +$0.52b 20,000 1.2 0 20 30 40 50 60 70 80 90 100 1.0 Age
Slide 46: Business and Agribusiness
Business and Agribusiness Continued growth while margin remains a focus Balance sheet growth ($b)1 Divisional NIM (%) • Net interest income decreased 1.6% for the year, largely due to the 20bp (YoY) contraction in margin, reflecting heightened competition and retention-based pricing • Total lending
Slide 47: Business lending
Business lending Portfolio and state splits Business portfolio ($b)1 Business balance by state3,4 10.9 9.5 9.7 10.0 9.4 3.8 2.8 3.0 3.1 3.2 6.7 6.4 6.6 6.8 7.2 15% Jun-24 Dec-24 Jun-25 Dec-25 Jun-26 6% 7% Business lending (excl Portfolio Funding) Portfolio funding SME segment ($b)2 13% 5.3 5.0 5.1 5
Slide 48: Agribusiness lending
Agribusiness lending Portfolio and state splits Agri exposure by industry1,2 Agribusiness balance by state4 4% 7% Mixed Cropping 6% Mixed Livestock 34% Beef 6% Grain Sheep Dairy 18% Other 12% Hort./Vit. 12% 12% 17% Agribusiness portfolio ($b)3 15% 22% 7.1 7.3 6.8 7.6 6.7 32% Jun-24 Dec-24 Jun-25 Dec
Slide 49: Homesafe
Homesafe Summary of performance Homesafe portfolio & funding balance ($m) 1 Jun-26 split: • Increase in income (+$6.2 million) and portfolio balance Melbourne – 57% 1,055.9 reduction (-6.4%) for the half, driven by a 40% increase in Sydney – 43% completed contracts • Proceeds on contracts completed
Slide 50: Replicating portfolio impact on NIM
Replicating portfolio impact on NIM Capital and deposit hedges • Increased NIM impact in 2H26 due to higher interest rates Average hedged yield on capital and deposit replicating portfolio • Replicating deposits balance increased by ~$1 billion due to improved FY24 FY25 FY26 1H26 2H26 modelling for
Slide 51: Sustainability and Impact
Sustainability and Impact 51
Slide 52: Community Bank
Community Bank How the revenue share works ~50/50 split Community Interest Margin Bank FTP rate1 rate income footings between BEN and Community Banks Community Bank revenue: Community Bank Community Operating Operating ~50% costs Bank profit costs Margin income share plus a Distributions to Communit
Slide 53: Community Bank
Community Bank ‘Profit with purpose’ model Community Bank footings ($b)1 Aims: Community Bank branches are a significant source of deposits for the broader Group, • To secure branch banking services for participating increasing ~$1.1 billion in FY26 communities 37.9 39.0 • To empower and build confi
Slide 54: Setting the benchmark for trust and societal impact
Setting the benchmark for trust and societal impact Feeding into the prosperity of our customers and communities People Customers Communities Environment Belonging at BEN Fraud and Scams Community Banks Climate Strategy • Launched the Innovate • Blocked $58.8 million in fraud • $468 million returned
Slide 55: Community Bank impact
Community Bank impact Driving positive social and economic outcomes in communities across Australia +908,000 +1,500 +65,000 +1,500 209 301 Community Bank Community Bank Community Bank Community Bank Community Bank Community Bank and customers staff shareholders directors companies private franchise
Slide 56: Business Sustainability
Business Sustainability ESG metrics Approach Focus Area Commitment Status FY26 Outcomes FY27 Priorities Reduce Commercial Real Estate emissions to 11.86 kgCO2e/m2 (- FY25: 21.6 kgCO2e/m2 In progress 70%) by 2030 (-44% from baseline)1 Reduce Residential Mortgage emissions to 7.26 kgCO2e/m2 (-59%) by
Slide 57: Credit
Credit 57
Slide 58: Arrears
Arrears Business arrears at record low, residential arrears tick up Residential loan arrears Business loan arrears 1.2% 4.0% 0.82% 0.85% 3.0% 0.87% 0.8% 1.86% 1.47% 2.0% 0.4% 1.32% 1.0% 0.0% 0.0% Jun-22 Dec-22 Jun-23 Dec-23 Jun-24 Dec-24 Jun-25 Dec-25 Jun-26 Jun-22 Dec-22 Jun-23 Dec-23 Jun-24 Dec-24
Slide 59: Credit quality
Credit quality More than half of exposures in advance by >6 months % of exposures by payments in advance (including offsets)2 35 Current LVR of no buffer and Composition of no buffer and <1 month ahead (% of EAD) 30 <1 month ahead (% EAD) 25 37 20 33.8 32.9 31.5 8 15 40.1% 20 31.2% 10 15.0 13.6 13.1
Slide 60: Specific provisions and impaired assets
Specific provisions and impaired assets Increase in specific provision coverage through the half Specific provision balance ($m) Specific provisions breakdown ($m) 15.0 13.3 13.4 13.5 12.7 10.0 Represented by 9.4 9.6 31.3 33.8 31.7 5.0 4.8 5.0 4.4 1.9 2.3 1.8 1.9 - 1.4 1.3 Jun-25 Dec-25 Jun-26 Jun-2
Slide 61: Provisioning
Provisioning Increased provisioning given the current outlook Total provisions ($m) Collective provisions ($m)1 as % of gross loans2 381.2 368.5 362.1 366.4 356.7 0.42 0.40 0.39 0.38 0.38 95.2 95.2 95.2 95.2 95.2 341.6 334.7 331.7 330.8 322.9 39.6 36.8 31.3 31.7 95.2 33.8 95.2 95.2 95.2 95.2 38.5 37
Slide 62: Collective provisions and scenario outcomes
Collective provisions and scenario outcomes Total collective provision movements ($m)1 239.5 235.6 6.7 (11.1) 227.6 5.2 3.2 Jun-25 Changes resulting from Changes to overlays Dec-25 Changes resulting from Changes to overlays Jun-26 modelled outcomes modelled outcomes Scenario weightings continue to r
Slide 63: Collective provisions and scenario outcomes
Collective provisions and scenario outcomes Model inputs Unemployment (%) Gross domestic product (%) 12% 6% 10% 4% 8% 2% 6% 0% 4% -2% 2% -4% Mar-26 Jun-26 Sep-26 Dec-26 Mar-27 Jun-27 Sep-27 Dec-27 Mar-28 Jun-28 Sep-28 Dec-28 Mar-29 Jun-29 Mar-26 Jun-26 Sep-26 Dec-26 Mar-27 Jun-27 Sep-27 Dec-27 Mar-2
Slide 64: Credit profile - balance by industry
Credit profile - balance by industry Business lending balance by industry Agribusiness lending balance by industry (%) 57.9% Rental, Hiring And Real Estate Services +3% 31.7% 59.7% Mixed Cropping 34.4% +8% 7.8% Construction 7.4% 4.7% 13.9% Health Care And Social Assistance Mixed Livestock 4.8% 12.4%
Slide 65: Financial assets - credit risk exposures
Financial assets - credit risk exposures Jun-26 ($b) Dec-25 ($b) Stage 1 Stage 2 Stage 3 Total Stage 1 Stage 2 Stage 3 Total Residential/Consumer 60.88 4.85 0.96 66.69 59.24 5.39 0.77 65.40 Accommodation and food services 0.21 0.01 0.01 0.23 0.19 0.02 0.01 0.22 Administrative and support services 0.
Slide 66: Funding, liquidity and customer deposits
Funding, liquidity and customer deposits 66
Slide 67: LCR and NSFR
LCR and NSFR Funding and liquidity ratios remain well positioned Liquidity Coverage Ratio ($b)1 LCR full year (%)1 As at 30 June 2026 140.2% (2.0) 6.2 1.1 2.6 2.1 High quality 140.2 13.1 1.6 liquid assets 132.3 Other cashflows Wholesale funding 5.6 Customer deposits Jun-25 Qtr High quality Customer
Slide 68: Customer deposits
Customer deposits Deposit split and funding costs Customer deposits - by type Customer deposit – funding costs $74.1b $8.9b 0.1% Term Deposits 3.2% 43.1% 25.2% 27.9% <= 1.00% $24.6b > 1.00% - <= 2.00% 0.5% > 2.00% - <= 3.00% > 3.00% - <= 4.00% > 4.00% - <= 5.00% > 5.0% Savings 13.5% 16.5% 3.9% 52.9%
Slide 69: Capital
Capital 69
Slide 70: Dividend
Dividend Consistent returns for shareholders Dividends (cents per share) Payout ratio1 59% 60% 63% 69% 68% 63.0 63.0 63.0 61.0 • FY26 dividend in line with FY25 53.0 • Dividend levels managed across the year 32.0 33.0 33.0 33.0 • Target payout ratio 60-80% of cash earnings 26.5 • Prudently managing
Slide 71: Capital
Capital Strong CET1 capital position provides flexibility CET1 ratio – using standardised RWA1 S&P RAC Ratio2 BEN CET1 ratio approx. 28% BEN S&P RAC ratio approx. 27% higher than major bank average higher than major bank average 11.34% 13.80% 12.10% 8.98% 8.91% 9.04% 10.70% 10.70% 8.46% 10.10% BEN A
Slide 72: FY27 Focus areas
FY2/ Focus areas B. Bendigo Bank
Slide 73: Summary of RACQ Bank Book Acquisition
Summary of RACQ Bank Book Acquisition • BEN to acquire the retail loans and deposits of RACQ Bank at book value at completion • Strategic referral agreement will commence post-completion • At 30 June 2025, ‘transferring book’ comprised loans of $2.7 billion and retail deposits of $2.5 billion Earnin
Slide 74: RACQ - Driving shareholder value
RACQ - Driving shareholder value Deposits, productivity and sustainable growth +20bps +3pp 90k Customers 2 Uplift to lower cost deposits Queensland residential lending portfolio Integrated into one core banking system Optimise Deposit Franchise Sustainable Growth Productivity > Uplift to lower cost
Slide 75: Productivity enablers and benefits $65 million - $75 million
Productivity enablers and benefits Enabled by: Estimated gross cost savings from FY28 1. Embedment of operational excellence disciplines 2. Capability building through strategic partnerships $65 million 3. Increased usage of AI and automation, leveraging - $75 million Google partnership 4. Refinemen
Slide 76: Productivity enablers
Productivity enablers Embedment Capability building Increased usage of Refinement of of operational through strategic AI and automation, external spend excellence disciplines partnerships leveraging Google including property partnership footprint -42.9% 800 8k 40 120 > Reduced Tech partners from > E
Slide 77: Abbreviations
Abbreviations 1H26 – First half of financial year 2026 CAGR – Compound annual growth rate MFI – Main Financial Institution 1 Cash Earnings - Statutory earnings adjusted for non-cash 1H27 – First half of financial year 2027 NII – Net Interest Income items and other adjustments 2H26 – Second half of f
Slide 78: Important Information
Important Information This document is a presentation of general background information about the Group’s activities current at the date of the presentation. It is information in a summary form and intended to be read by a professional analyst audience and no representation or warranty is made as to
Slide 79: Shareholder Centre
Shareholder Centre BEN Financial Annual Corporate Investor Sustainability Results & Financial Report Governance Calendar Report Presentations Statement www.bendigobank.com.au/ www.bendigobank.com.au/ www.bendigobank.com.au/ www.bendigobank.com.au/ www.bendigobank.com.au/ results afr2026 cgs2026 inve
Bendigo & Adelaide Bank — FY2026 Earnings Presentation on 6ix