Westpac Banking Corporation · ASX:WBC
Westpac Banking — FY2026 Earnings Presentation
155 slides from Westpac Banking's earnings presentation, Nov 2, 2026
Slide 1: Westpac 2026 Presentation and Investor Discussion Pack
Westpac Banking Corporation Level 18, 275 Kent Street Sydney, NSW, 2000 For personal use only ASX Release 2 November 2026 Westpac 2026 Presentation and Investor Discussion Pack Westpac Banking Corporation (“Westpac”) today provides the attached 2026 Presentation and Investor Discussion Pack. For fur
Slide 2: personal use only
personal use only Westpac Banking Corporation ABN 33 007 457 141
Slide 3: 2026 Full Year Results Index
WESTPAC 2026 Interim Results Presentation 3 personal use only Investor Discussion Pack 42 2026 FULL YEAR Earnings drivers 44 RESULTS INDEX UNITE 56 Supporting customers 59 Segment performance 69 The material contained in this presentation is intended to be Credit quality and provisions 95 general ba
Slide 4: Anthony Miller, Chief Executive Officer
personal use only Anthony Miller Chief Executive Officer This section compares the FY26 and FY25 periods for profit and loss items and FY26 movements for balance sheet items, unless otherwise stated.
Slide 5: Balance sheet strength, operating momentum, investing for returns
personal use only Balance sheet strength Operating momentum Investing for returns 4 Westpac Group 2026 Full Year Results Presentation & Investor Discussion Pack
Slide 6: Shifting drivers of economic growth
Shifting drivers of economic growth Business investment, the key source of economic activity1 Consumer spend resilient, confidence weak Westpac cards tracker index (%)2 personal use only Government demand Business investment Pre-conflict Post-conflict Latest 21.1 23.9 5.9 3.4 3.0 6.6 6.0 5.3 6.8 6.0
Slide 7: FY26 financial performance
FY26 financial performance $7.0bn $10.9bn 6% 154cps personal use only Net profit Pre-provision profit Deposit growth Ordinary ex Notable Items1 ex Notable Items1 over year dividends Flat to FY25 4% to FY25 to $766bn 1% to FY25 11.1% 51.9% 5% 12.5% ROTE Cost to income ratio Loan growth CET1 ex Notabl
Slide 8: FY26 business momentum
FY26 business momentum Balance sheet momentum1 Revenue Pre-provision profit personal use only Consumer 7% 2% 5% Business & Wealth 7% 7% 11% Institutional 16% 6% 8% New Zealand2 5% Flat 5% 1 Average growth of loans and deposits. 2 In NZD. 7 Westpac Group 2026 Full Year Results Presentation & Investor
Slide 9: Franchise scale, network and reach
Franchise scale, network and reach personal use only Consumer Business & Wealth Institutional New Zealand 15.5% Consumer MFI1 share 19.2% Business MFI1 share 33% Public Sector deposits 17% Lending share6 share4 619 ~1,700 #1 17% Branches2 Bankers3 AUD bonds & ABS5 Deposit share6 33% Contribution to
Slide 10: Supporting customers and communities
Supporting customers and communities 190k+ $100bn ~42,000 personal use only customers helped to 2030 housing target2 financial hardship assistance purchase a new home1 and disaster relief packages 1,000 14 ~$4m scholarships and additional regional locations to education-led future leaders since 2016
Slide 11: Driving value creation
Driving value creation personal use only Performance Customer Strong balance sheet and growth Customer service and advocacy Deposits and proprietary lending Transformation People Whole of bank to the customer Transform and simplify Risk 10 Westpac Group 2026 Full Year Results Presentation & Investor
Slide 12: Balance sheet strength is supporting growth
Balance sheet strength is supporting growth Capital strengthened Lending momentum (%)2 CET1 capital ratio (%) Change in ppts personal use only 12.5 3 18 12 7 Sep-26 10 years Housing 1 Business 2 Insitutional 3 Deposit funding increased Strong deposit growth (%)2 Deposit to loan ratio (%) Change in p
Slide 13: Investing in our people
Investing in our people Engaged 81 personal use only Supporting our people to grow, develop and 195 workforce deliver for customers employee engagement score processes simplified1 Future Building AI capability across #1 95% skills the Group Copilot adoption in Australia2 of employees use AI tools mo
Slide 14: Utilising data for better customer experiences
Utilising data for better customer experiences personal use only ADAPT Westpac Smarter experiences Intelligence for every interaction Mobile banking app Trusted customer and business data Connects data and AI Digital banker Digital contact centre 1 5x 6x governed data faster model build faster activ
Slide 15: Improving customer service and advocacy
Improving customer service and advocacy Simpler banking Digital customers are more engaged1 personal use only Halved Time to open a Choice account 4x 35% 1.3 65% Digital Complete view of customer needs banker More active More likely More products Lower cost with to be on to serve Westpac an MFI aver
Slide 16: Deeper customer relationships through quality deposits
Deeper customer relationships through quality deposits Peer leading growth in quality deposits1 Consumer 30% 81% 87% 18% personal use only Digital sales2, Behavioural savings New 18-40 year old up from 50% bonus rate transaction accounts via Spend & Save Digital first Rewarding customers Targeted de
Slide 17: Improving proprietary home lending
Improving proprietary home lending Disciplined home lending growth1 Proprietary focus areas: Balance System multiple 2 • Increase brand consideration personal use only 1.2x • Differentiate value proposition 0.8x 1.0x • Optimise lead quality using Westpac Intelligence $497bn $518bn $532bn • Increase
Slide 18: Momentum in Business & Wealth
Momentum in Business & Wealth Deepening relationships personal use only 74% 2ppts 8% 18% 7% of new increase in lending increase in FX client Business lending new proprietary revenue Global Investment growth with existing lending to 55% growth Services FUA customers Growth in target sectors (%) BizEd
Slide 19: Momentum in Institutional
Momentum in Institutional Deepening relationships personal use only 81% 82% 13% 27% 10% of new Institutional investment lending increase in Debt FX client lending with grade revenue Capital Markets growth existing customers growth income1 Supporting economic activity (loan growth, %) Westpac One Lea
Slide 20: Continuing to strengthen risk foundations
Continuing to strengthen risk foundations to support growth and confidence personal use only Credit Operational Responsible Cyber Risk Risk AI Maintaining Simplifying Safe and Strengthening disciplined processes and responsible resilience and underwriting and strengthening deployment of AI customer
Slide 21: UNITE
UNITE Objectives FY26 achievements • personal use only Completed invoice finance customer migration • Completed customer migration to Panorama Reduce Simplify Consolidate • Commenced Commercial Bank customer migration products processes technology Initiatives Products reduced >700 processes >180 app
Slide 22: St.George Data warehouse migration
St.George Data warehouse migration Migrating data Logic migrated to AI accelerated migration personal use only to ADAPT1 Westpac Intelligence by >2 years Expected outcomes Better customer experience Improved employee experience Increased shareholder return • Enables personalised offers using • Easie
Slide 23: Catalyst: Accelerating change execution
Catalyst: Accelerating change execution Delivery Units personal use only Yearly Persistent • • 21 new end-to-end delivery units Clear accountability for multi- funding funding • year outcomes Supported by Practices which provide expertise Slow Faster speed Objectives • Improve customer service execu
Slide 24: Nathan Goonan, Chief Financial Officer
personal use only Nathan Goonan Chief Financial Officer This section compares the 2H26 and 1H26 periods for profit and loss items and 2H26 movements for balance sheet items, unless otherwise stated.
Slide 25: FY26 financial performance
FY26 financial performance FY25 FY26 Change personal use only Net profit $6,916m $6,813 (1%) Notable Items ($56m) ($179m) Large Excluding Notable Items: Net profit $6,972m $6,992m 0% Earnings Per Share 204c 205c 1c Revenue $22.5bn $22.7bn 1% Expenses ($11.9bn) ($11.8bn) (1%) Expenses excluding FY25
Slide 26: Net profit excluding Notable Items
Net profit excluding Notable Items ($m) personal use only 161 (21) (121) 3,515 3,483 22 (15) 3,509 Pre-provision profit flat Down 1% Up 1% 2H25 1H26 Net interest Non-interest Expenses Impairment Tax 2H26 income income charges & NCI 1 1 Non-controlling interests. 25 Westpac Group 2026 Full Year Resul
Slide 27: Deposit growth
Deposit growth ($bn) personal use only 10.1 3.4 (1.4) 766.2 5.6 745.2 3.3 Up 0.7 in NZD 723.0 Consumer: 3 Consumer: 4 B&W: 4 Consumer: Flat B&W: (1) Institutional: 2 B&W: (2) Institutional: 4 Institutional: 7 Treasury: (2) Up 3% Up 3% Sep-25 Mar-26 Transaction Savings Term Mortgage New Zealand Sep-2
Slide 28: Loan growth
Loan growth ($bn) 7.1 (0.5) (0.2) 901.3 personal use only 8.9 14.2 871.7 Up 2.5 in NZD 834.7 Up 4% Up 3% Sep-25 Mar-26 Mortgages Business Institutional New Zealand Personal Sep-26 (in A$) This page excludes RAMS. 27 Westpac Group 2026 Full Year Results Presentation & Investor Discussion Pack
Slide 29: Operating income
Operating income ($m) Treasury ($47m) Fees $20m Markets ex DVA ($44m) Net Wealth Income $15m DVA $26m personal use only 341 (111) 11,471 35 (60) (65) 11,424 11,284 Income up 2.3%, excluding NZD movement and T&M Down 2% Up 1% 2H25 1H26 Balance sheet Core NIM Fee and Wealth NZD Treasury and 2H26 growt
Slide 30: Net interest margin
Net interest margin (%) Core NIM Treasury & Markets Higher rates 1bp Replicating portfolio 1bp Term deposits 1bp personal use only AU & NZ mortgages (2bps) Bonus rate uptake (2bps) Replicating portfolio 1bp Business & Institutional (1bp) Mix (2bps) 1.95 1.89 1bps (4bps) (1bps) - 1bps - - 1.86 0.13 0
Slide 31: Cost discipline
Cost discipline Sustained investment • Sustaining investment to grow and simplify the bank Investment % of revenue personal use only 8.5 9.4 • Managing cost growth while investing 8.1 • Stepping up productivity, targeting >$600m in FY27 • Progressing plan to structurally lower the cost base FY24 FY2
Slide 32: FY26 expenses
FY26 expenses ($m) GST benefit Increased cash spend Salary increases Unit cost savings and capacity to UNITE 74% expensed Investment in bankers absorb volume growth Lower capitalisation rate personal use only 11,916 (273) 11,643 347 95 4 (581) 273 11,781 Demand and workforce optimisation Operating m
Slide 33: Investment spend
Investment spend FY25 FY26 Investment spend ($m) 2,135 personal use only 11% 1,918 Investment spend expensed 60% 68% 937 660 Capitalised software balance ($m) 2,414 2,135 563 454 Amortisation expense ($m) 995 1,006 695 744 Key considerations FY27 • Investment spend ~$2.1bn • Expensed ~70% FY25 FY26
Slide 34: Credit quality
Credit quality Stressed exposures as a % of TCE1 Australian mortgage delinquencies (%) 2 Individually assessed Non-performing, 90+ days 90+ day delinquencies 30+ day delinquencies personal use only Non-performing, <90 days Watchlist & substandard 2.5 1.28 1.16 1.17 0.51 0.44 0.46 1.5 1.24 0.32 0.30
Slide 35: Impairment provisions $2.0bn above base case
Impairment provisions $2.0bn above base case Impairment provisions ($m) Provisions to gross loans of 0.58%, flat 5,199 5,198 CAP to credit RWA of 1.27%, down 2bps personal use only 4,987 282 347 CAP decreased 1%, key movements Overlays 238 Sale of the RAMS mortgage portfolio Stage 1 CAP 1,050 933 1,
Slide 36: Funding and liquidity
Funding and liquidity Maintained strong balance sheet settings LCR and NSFR (%) • LCR and NSFR at or above normal operating ranges 137 personal use only • Continued strong growth in quality customer deposits 113 • Raised $40bn in new long-term funding in FY26 Regulatory minimum 100% Deposit to loan
Slide 37: Strong capital
Strong capital CET1 capital ratio % personal use only Lending (31bps) Data refinement 9bps Credit quality (2bps) 74bps (57bps) 12.42 (28bps) (5bps) (3bps) 23bps 12.46 Mar-26 Net profit 1H26 RWA IRRBB Other 1 RAMS Sep-26 dividend Other considerations Sensitivities • Share buyback2 (22bps) • Energy in
Slide 38: Capital management
Capital management Ordinary dividends per share (cents) >11.25% $2.9bn personal use only 151 153 154 142 Target CET1 Capital above target capital ratio1 after 2H26 dividend 76 77 77 75.0% 65–75% 72 2H26 Target dividend payout ratio payout ratio range Dividend yield On market share 77 4.4%2 70 75 76
Slide 39: Anthony Miller, Chief Executive Officer
personal use only Anthony Miller Chief Executive Officer
Slide 40: Measuring progress
Measuring progress Metric Sep-26 Sep-29 Target personal use only Consumer: NPS1 #2 #1 SERVICE Business: NPS1 #3 #1 EXCELLENCE Institutional: RSI2 #3 #1 Complete UNITE on time In progress Complete ONE Complete UNITE on budget $1,744m3 ~40% BEST WAY of total investment over FY25 to 1H29 81 Employee en
Slide 41: Macroeconomic considerations
Macroeconomic considerations • Strong business investment supported by energy transition Australian housing cycles and data centres personal use only • Households resilient to higher interest rates and cost of House price Turnover Slowdown in living pressures decline decline credit growth2 • Current
Slide 42: Priorities
Priorities FY27 focus areas to personal use only drive value creation Performance Customer UNITE milestones Cost discipline to support investment Service excellence to improve advocacy Transformation People Proprietary growth and deposits Momentum in Business & Institutional Risk This page contains
Slide 43: Investor Discussion Pack
Investor personal use only Discussion Pack This section compares the 2H26 and 1H26 periods for profit and loss items and 2H26 movements for balance sheet items, unless otherwise stated.
Slide 44: Westpac FY26 highlights
Westpac FY26 highlights Highlights Solid financial performance1 Strong balance sheet Sound credit quality personal use only Net profit after tax $7.0bn Impairment charges 10bps Deposits +$43bn $7.0bn 5bps (ex Notable Items) FY25 in FY26 to average loans FY25 Net profit after tax $6.8bn 58b
Slide 45: Earnings drivers
personal use only Earnings drivers
Slide 46: 2H26 net profit excluding Notable Items
2H26 net profit excluding Notable Items Earnings Earnings Net profit 1H26 – 2H26 ($m) Salary and technology inflationary pressures personal use only AIEA up 3% due to loan growth Increase in UNITE investment Core NIM down 3bps Benefit from productivity initiatives Treasury & Markets NIM flat Lower s
Slide 47: FY26 net profit excluding Notable Items
FY26 net profit excluding Notable Items Earnings Earnings Net profit FY25 – FY26 ($m) personal use only Increase in UNITE investment spend Revised economic outlook AIEA up 5% due to loan growth Salary and technology inflationary pressures Increase in mortgages portfolio movements Core NIM down 5bps
Slide 48: Net profit excluding Notable Items and net profit reconciliation
Net profit excluding Notable Items and net profit reconciliation Earnings Net profit excluding notable items policy Adjustments to Statutory Net Profit ($m) • Net profit excluding Notable Items is a non-AAS financial performance measure personal use only FY25 FY26 1H26 2H26 used by Westpac for inter
Slide 49: Balance sheet
Balance sheet Earnings Loans ($bn) Loans by type (%) Loans by segment (%) Housing Business Consumer Business & Wealth personal use only Institutional Consumer Finance Institutional New Zealand 890 901 1 856 10 15 15 18 $901bn $901bn 60 66 15 Sep-25 Mar-26 Sep-26 Customer deposits ($bn) Customer depo
Slide 50: Australian deposit balances by interest rate bands
Australian deposit balances by interest rate bands1,2 Revenue Australian deposit balances by interest rate bands ($bn) Sep-25 Mar-26 Sep-26 395 personal use only 313 252 158 101 105 105 115 57 53 67 40 <=25bps 26<=200bps 201<=400bps 401bps+ Divisional deposit balances by interest rate bands ($bn) Co
Slide 51: Structural Hedging of Deposits and Capital
Structural Hedging of Deposits and Capital Revenue Structural hedges Domestic deposits and capital hedge (%) 1H26 Avg rate3 2H26 Avg rate3 Sep 26 Spot rate3 personal use only 1H26 Avg 2H26 Avg Sep 26 Spot Investment Balance Balance balance term Group Capital hedge 3.79 3.91 3.96 Group Capital hedge
Slide 52: Treasury and Markets income
Treasury and Markets income Revenue Treasury and Markets income by segment1 ($m) Treasury and Markets income by type ($m) Net interest income Non-interest income personal use only Treasury Markets 1,093 1,093 954 889 933 954 889 933 540 420 496 466 376 324 367 478 553 673 578 565 566 458 411 467 2H2
Slide 53: Non-interest income
Non-interest income Revenue Non-interest income by type ($m) Net fee income by segment ($m) 887 864 888 personal use only 2H25 1H26 2H26 887 864 7 51 (4) 3 888 (33) 438 409 350 242 248 262 Fees Wealth management Trading and other income 2H25 1H26 Consumer Business Institutional New Other 2H26 & Weal
Slide 54: 2H26 expenses
2H26 expenses ($m) Expenses Vendor inflation Workforce optimisation Higher UNITE spend Salary increases Volume growth Vendor and Reduced non-UNITE personal use only Investment in bankers AI and cyber capabilities discretionary savings amortisation 6,218 (323) 28 236 44 136 5,951 5,830 6% DECREASE (2
Slide 55: Investments
Investments Expenses Investment spend by category ($m) Capitalised software balance ($bn)1 Risk & regulatory Growth & productivity UNITE WBC Peer 1 Peer 2 Peer 3 personal use only 1,070 919 1,216 409 401 536 2.1 319 231 223 342 287 457 2H25 1H26 2H26 Sep-23 Sep-24 Sep-25 Mar-26 Sep-26 Investment spe
Slide 56: Impairment charges composition
Impairment charges composition Impairment charges Impairment charges ($m) NEW IAPS IAP WRITE-BACKS NET CAP CHARGES RECOVERIES TOTAL personal use only Largely within property services & business services, trade and construction 443 421 388 378 299 264 254 157 174 (106) (126) (115) (131) (118) (106) 2
Slide 57: UNITE
personal use only UNITE
Slide 58: Westpac invoice finance
Westpac invoice finance UNITE Migrated 330 Invoice Dedicated onboarding personal use only Finance facilities to and support Completed 2H26 new platform Expected outcomes Better customer experience Improved employee experience Increased shareholder return • Modern customer experience with • Simpler r
Slide 59: UNITE: Current focus areas
UNITE: Current focus areas UNITE Direct Objective Expected outcomes FY26 achievements Cost3 benefits4 • Establish products, fees and • Customers have access to • Westpac mortgage collateral data migrated Mortgage features on the target state mortgage ledger market leading products and features to st
Slide 60: Supporting customers
personal use only Supporting customers
Slide 61: Customer highlights
Customer highlights Supporting our customers Servicing Largest ATM Community Protecting personal use only cash network presence customers Spent ~$330m in FY26 to Westpac customers 619 branches2 across Our suite of digital support access to cash have access to Australia including 135 innovations help
Slide 62: Westpac Intelligence: whole of the bank to the customer
Customer Westpac Intelligence: whole of the bank to the Supporting our customers customer personal use only Personalised deposit offers to Smart digital leads Personalised intelligence Consumer customers – faster identifies Business banking surfaces insights for Business and at greater scale opportu
Slide 63: AI in action for our people and customers
Transformation AI in action for our people and customers Supporting our customers Home loans Consumer finance Website personal use only Application payslip and bank Real-time application AI-powered statement automation payslip automation customer search engine ~100k hrs ~50k hrs 75% increase in sele
Slide 64: Deepening digital engagement across customers
Deepening digital engagement across customers Supporting our customers $147M 6.8M 1.2M CUSTOMERS Using money management tools2 In value rewarded to customers Customer daily logins1 personal use only Digital customers are more engaged3 4x 35% 1.3 65% More active More likely More Lower cost with to be
Slide 65: Becoming digital first
Becoming digital first Integrated Service Model Digital sales1 (%) personal use only Consumer digital sales Business digital sales Service Expertise Safety 81 Digitally-Enabled High Service Personalised Digital Self Service Volume 51 50 54 26 30 Agentic AI, Chat and Voice FY24 FY25 FY26 Assisted Dig
Slide 66: Enhancing banking protection for customers
Enhancing banking protection for Customers personal use only Supporting our customers SafeCall Verify SaferPay SafeBlock JESS Spot genuine Payee name Alerts of Take control of AI assistant Westpac calls verification potential scams your security • Australian-first in- • Confirmation of • Challenged
Slide 67: Broad suite of security features driving down customer losses
Broad suite of security features driving down customer losses Supporting our customers Customer reported scam losses 23% lower compared to FY25 and 57% lower than FY23, with prevention measures saving $360m in customer scam losses FY26 personal use only SafeCall customer Industry confirmation of Ful
Slide 68: Cyber Security – a Layered Defence in the AI era
Cyber Security – a Layered Defence in the AI era Supporting our customers Employees Core Security personal use only Controls underpin who Core security capabilities we hire; how we grant across all systems, e.g. access; and safe use of malware prevention, approved AI tools firewalls, AI email defenc
Slide 69: Responsible by design
Responsible by design Embedding responsible AI principles through capability, controls and protection personal use only Educate • Board and Executive education on strategy and risks • Education for all employees Educate • Training for specialised activities Govern at scale • Provide clear visibility
Slide 70: Segment performance
personal use only Segment performance
Slide 71: Segment focus areas
Segment focus areas personal use only Segments Consumer Business & Wealth Institutional New Zealand Deliver personalised, digital-first Continue lending momentum Deepen customer relationships Deepen customer relationships experiences Leverage transaction banking Deepen customer relationships Invest
Slide 72: Consumer
Consumer personal use only Consumer ~10m 3,650+ 619 ~6,400 Customers Bankers1 Branches2 Largest fee-free ATM network3 #2 #2 #2 81% MFI4 NPS®4 Brand consideration5 Of sales are digital 1 Includes branch sales staff, virtual bankers and lenders. 2 Includes all points of presence including Advisory, Co
Slide 73: Consumer 2H26 financial performance
Consumer 2H26 financial performance Consumer Profit ($m) Cost to income ratio (%) Pre-provision profit Net profit personal use only 1,780 1,836 1,716 59.6 57.1 57.0 1,126 1,184 1,117 Up 7% Down 1% Down 260bps 2H25 1H26 2H26 2H25 1H26 2H26 2H25 1H26 2H26 Net interest margin (%) Impairment charges ($m
Slide 74: Consumer NPS and MFI
Consumer NPS and MFI Consumer NPS®1 New arrivals Youth and family # of transaction sales # of transaction sales 15 personal use only WBC Peers 10 5 0 Up 3% Up 20% -5 Sep-25 Mar-26 Sep-26 FY25 FY26 FY25 FY26 MFI (%)1 Affluent Small business # of customers with 3+ PPC1 NPS 15.4% 15.7% 15.5% Up 16% +4p
Slide 75: Consumer deposits
Consumer deposits Consumer Household deposits system multiple Transaction accounts (#,000) 1 WBC ex RAMS Peer 1 Peer 2 Peer 3 personal use only 1.2 8,749 8,254 8,512 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.9 0.7 0.7 0.4 UP 6% 2H25 1H26 2H26 Sep-25 Mar-26 Sep-26 Deposits by type (%) Savings mix (%)2 Transactio
Slide 76: Consumer home loans
Consumer home loans Consumer Mortgage balance by origination ($bn) Mortgage share growth and margin 1 2 Third party First party personal use only WBC ex RAMS system multiple RBA OO variable margin 1.91% 1.90% 1.89% 3 518 532 497 217 221 1.2x 212 1x 0.8x 285 311 301 Sep-25 Mar-26 Sep-26 2H25 1H26 2H2
Slide 77: Consumer operational efficiency
Consumer operational efficiency Consumer # FTE per 1000 customers Digital sales2 Sales (#m) % of total sales personal use only 81 74 0.81 50 0.65 0.46 Down 10% Up 76% 2H25 1H26 2H26 2H25 1H26 2H26 Settlements per banker (HoH)1 Digitally active customers (#m)3 5.9 6.0 5.7 Up 3% Up 5% 2H25 2H26 2H25 1
Slide 78: Business & Wealth
Business & Wealth Business & Wealth Business Banking Wealth Pacific personal use only 1.0m #3 #2 Customers1 NPS ®2 MFI2 378k Wealth customers3 320k Customers $128bn Loans $145bn $171bn $2bn Deposits Wealth FUA4 Loans 1 Customers relate to managed relationship customers and cumulation of entity level
Slide 79: Business & Wealth 2H26 financial performance
Business & Wealth 2H26 financial performance Business & Wealth Net profit ($m) Cost to income ratio (%) Pre-provision profit Net profit personal use only 1,842 1,913 45.7 42.7 42.3 1,690 1,230 1,096 1,137 Up 13% Up 12% Down 3ppts 2H25 1H26 2H26 2H25 1H26 2H26 2H25 1H26 2H26 Net interest margin (%) I
Slide 80: Business & Wealth building deeper customer relationships
Business & Wealth building deeper customer relationships Business & Wealth Customer advocacy Customer depth personal use only NPS®1 MFI Share – Sep-26 20 WBC Peers 26.7 #1 SME 19.2 18.7 10 17.3 0 #3 Small business -10 -20 #3 Commercial Westpac Peer 1 Peer 2 Peer 3 Sep-24 Mar-25 Sep-25 Mar-26 Sep-26
Slide 81: Business & Wealth deposits
Business & Wealth deposits Business & Wealth New transaction account sales (#,000s)1 Deposits mix by type (%) personal use only 158 134 19 119 Transactions $157bn 45 Term Sep-26 Savings Up 33% 36 FY24 FY25 FY26 Deposits mix by segment (%) Deposits growth ($bn) 152 156 157 8 14 Commercial 40 Regional
Slide 82: Business lending
Business lending Business & Wealth New lending flows by channel (%)1 Growth in sub-segments (%)3 First party mix up 2ppts personal use only Regional First party Third party Commercial & 18 Agriculture 47 45 Commercial 13 53 55 SME & Small 8 Business FY25 FY26 Business lending2 Growth in target secto
Slide 83: Wealth
Wealth Business & Wealth BT Panorama Private wealth personal use only $158.3bn $12.8bn FUA ($m)1 Global Investment Services FUA Asgard FUA migrated to Panorama in March 2026 12.8 11.9 158.3 10.8 147.6 132.7 Up 19% Up 18% Sep-25 Mar-26 Sep-26 Sep-25 Mar-26 Sep-26 One platform Award winner Super align
Slide 84: Business & Wealth operational efficiency
Business & Wealth operational efficiency Business & Wealth Average time to decision (days) Business lending cost per deal ($) personal use only 6.1 5.8 5.6 Down 6% 2H25 1H26 2H26 FY25 FY26 Average first time right (%) Banker productivity1 71 73 68 Lending per banker Deposits per banker Up 11% Up 3%
Slide 85: Institutional
Institutional Institutional Westpac personal use only +20% +18% +27% One Operational Lending Debt Capital Live in-pilot Deposits1 Markets Income #1 #1 #1 #1 Public Sector Project Finance AUD bonds & ABS4 Economics and deposits2 and Renewables3 Research5 1 Operational deposits per NSFR calculation as
Slide 86: Institutional 2H26 financial performance
Institutional 2H26 financial performance Institutional Profit ($m) Cost to income ratio (%) Pre-provision profit Net profit personal use only 1,146 1,196 1,137 42.4 41.5 42.3 895 800 735 Up 5% Up 12% Down 12bps 2H25 1H26 2H26 2H25 1H26 2H26 2H25 1H26 2H26 Net interest margin (ex markets) (%) Impairm
Slide 87: Institutional lending
Institutional lending Institutional Portfolio mix (%) 15% Compound annual lending growth over 5 years personal use only 29% 32% Real Estate & Health 81% New lending with existing customers1 $138bn Consumer & Industrials Energy Infrastructure & Resources Sep-26 Financial Institutions & Government Oth
Slide 88: Institutional deposits and payments
Institutional deposits and payments Institutional Deposits ($bn) #1 In Public Sector deposits1 personal use only Term Savings Transactional 150 131 137 >200% Increase in Superannuation deposits 2 71 74 81 8 12 13 1ST Real-time processing for super3 48 55 57 Sep-25 Mar-26 Sep-26 Operational Deposits
Slide 89: Markets
Markets Institutional #1 Bond house in Australia and New Zealand1 Debt Capital Markets income4 ($m) 138 personal use only #1 Institutional FX in Australia2 109 #1 Corporate Derivatives3 Markets income composition ($m) Up 27% FX Rates Credit Primary fees Commodities & Carbon Other DVA 540 19 496 6 16
Slide 90: Institutional operational efficiency
Institutional operational efficiency Institutional Revenue per Banker ($m) >50% Reduction in transaction account opening time1 personal use only 5.6 5.5 5.6 32% Reduction in time to client activation for FX1 27% Increase in change velocity1 Sep-25 Mar-26 Sep-26 Lending per Banker ($m) Deposits per B
Slide 91: New Zealand
New Zealand personal use only New Zealand ~1.5m Customers1 ~1,600 Bankers2 2nd In Corporate NPS 100% Business customers migrated and Corporate relationship to new Digital platform, manager satisfaction3 Westpac One Business 1.3x System in Household 1.0x System in Business 80 Employee engagement +62%
Slide 92: New Zealand 2H26 financial performance
New Zealand 2H26 financial performance New Zealand Net profit1 ($m) Cost to income ratio (%) Pre-provision profit Net profit personal use only 854 50.8 795 48.9 747 46.3 671 545 542 Down 13% Down 19% Up 4ppts 2H25 1H26 2H26 2H25 1H26 2H26 2H25 1H26 2H26 Net interest margin (%) Impairment charges ($m
Slide 93: New Zealand NPS
New Zealand NPS New Zealand Consumer NPS®1 Business blended NPS®2 personal use only Westpac Peer 1 Peer 2 Peer 3 Peer 4 Westpac Peer 1 Peer 2 Peer 3 38 39 37 33 35 30 32 31 28 28 29 29 26 25 27 27 26 24 25 25 21 22 18 18 18 14 15 Sep-25 Mar-26 Sep-26 Sep-25 Mar-26 Sep-26 Consumer channel satisfactio
Slide 94: New Zealand balance sheet
New Zealand balance sheet1 New Zealand Net loans ($bn) Customer deposits ($bn) 1.6 (0.9) personal use only 112.0 83.7 84.4 109.5 1.2 1.4 81.0 106.8 83.7 84.84 UP 2% UP 1% Sep-25 Mar-26 Consumer Business Sep-26 Sep-25 Mar-26 Consumer Business Sep-26 Loans by type (%) Customer deposits by type and sub
Slide 95: New Zealand operational efficiency
New Zealand operational efficiency personal use only New Zealand Digital Adoption Customer Experience Productivity AI and Automation Generative AI supporting 100% Westpac One SME onboarding Paperless programme same day broker Business migration from 17 days to ~1 day saving 72 tonnes of paper proces
Slide 96: Credit quality & provisions
personal use only Credit quality & provisions
Slide 97: Provisions for expected credit loss
Provisions for expected credit loss Credit quality Provisions for expected credit losses (ECL)1 ($m) Scenario weightings (%) personal use only $2.0bn in provisions 2.5 above the base case ECL 7,471 Upside 5,198 Base 3,153 Downside 47.5 50.0 Reported 100% 100% probability-weighted ECL base case ECL d
Slide 98: Provision cover
Provision cover Credit quality Exposures as a % of TCE Key ratios personal use only Stage 3 Stage 2 Stage 1 Sep-25 Mar-26 Sep-26 Provisions to gross loans (bps) 58 58 58 Individually assessed provisions 59 60 56 to individually assessed exposures1 (%) Collectively assessed provisions 125 129 127 Sta
Slide 99: Portfolio composition
Portfolio composition Credit quality Total committed exposure (TCE) by risk grade at 30 September 2026 ($m) Standard and Poor’s risk grade1 Australia NZ / Pacific Other overseas Group % of total personal use only AAA to AA- 203,946 20,048 25,660 249,654 19% A+ to A- 51,199 5,240 17,005 73,444 5% BBB
Slide 100: Credit quality metrics
Credit quality metrics Credit quality Stressed exposures as a % of TCE Movement in stress by segment (bps) personal use only Watchlist and substandard Non-performing, less than 90 days past due 5 1 0 (1) 116 (4) 117 Non-performing, 90+ days past due Individually assessed 1.45 1.28 1.16 1.17 0.59 Inc
Slide 101: Credit quality across sectors
Credit quality across sectors Credit quality Non-retail stressed exposures by industry sector (%) Sep-25 Mar-26 Sep-26 personal use only 6.0 5.0 4.0 3.0 2.0 1.0 0.0 Property Wholesale Property & Agriculture, Utilities Services Manufacturing Transport Construction Accommodation Mining & business fore
Slide 102: Sectors in focus: Transport & Storage
Sectors in focus: Transport & Storage Credit quality Transport & Storage Portfolio security composition (TCE) (%) personal use only Sep-25 Mar-26 Sep-26 TCE ($bn) 23.3 26.3 25.4 26 Fully secured % of Group TCE 1.79 1.94 1.88 Partially secured Lending ($bn) 14.1 16.5 16.4 61 Unsecured 13 Mostly Insti
Slide 103: Sectors in focus: Agriculture
Sectors in focus: Agriculture Credit quality Agriculture Portfolio security composition (TCE) (%) personal use only Sep-25 Mar-26 Sep-26 3 8 TCE ($bn) 28.3 29.4 31.6 Fully secured % of Group TCE 2.17 2.17 2.34 Partially secured Lending ($bn) 24.5 24.8 27.4 Unsecured % of portfolio graded as stressed
Slide 104: Sectors in focus: Construction
Sectors in focus: Construction Credit quality Construction Portfolio security composition (TCE) (%) personal use only Sep-25 Mar-26 Sep-26 21 TCE ($bn) 14.8 15.3 16.0 % of Group TCE 1.13 1.13 1.18 Fully secured Partially secured Lending ($bn) 9.2 9.4 9.5 57 Unsecured 22 >50% Institutional. The remai
Slide 105: Sectors in focus: Utilities
Sectors in focus: Utilities Credit quality Utilities Portfolio security composition (TCE) (%) personal use only Sep-25 Mar-26 Sep-26 TCE ($bn) 29.0 30.2 31.4 38 Fully secured % of Group TCE 2.22 2.23 2.32 45 Partially secured Lending ($bn) 13.0 14.3 15.4 Unsecured Mostly Institutional % of portfolio
Slide 106: Sectors in focus: Manufacturing
Sectors in focus: Manufacturing Credit quality Manufacturing Portfolio security composition (TCE) (%) personal use only Sep-25 Mar-26 Sep-26 TCE ($bn) 26.7 27.0 27.5 37 Fully secured % of Group TCE 2.04 1.99 2.03 45 Partially secured Lending ($bn) 13.8 14.2 14.6 Unsecured Mostly Institutional % of p
Slide 107: Sectors in focus: Commercial Property
Sectors in focus: Commercial Property Credit quality • Single credit policy, supported by industry sector Commercial property exposures Commercial property portfolio concentration limits (% of TCE) composition (TCE) (%) personal use only • Maintained credit standards, with close oversight of 7.6 por
Slide 108: Sectors in focus: Accommodation, Cafes and Restaurants
Sectors in focus: Accommodation, Cafes and Restaurants Credit quality Accommodation, Cafes and Restaurants Portfolio security composition (TCE) (%) personal use only Sep-25 Mar-26 Sep-26 3 12 TCE ($bn) 13.7 15.0 15.3 Fully secured % of Group TCE 1.05 1.11 1.13 Partially secured Lending ($bn) 11.9 12
Slide 109: Sectors in focus: Retail Trade
Sectors in focus: Retail Trade Credit quality Retail Trade Portfolio security composition (TCE) (%) personal use only Sep-25 Mar-26 Sep-26 TCE ($bn) 14.4 14.7 15.5 27 Fully secured % of Group TCE 1.10 1.08 1.15 44 Partially secured Unsecured Lending ($bn) 9.3 9.2 10.6 Mostly Institutional % of portf
Slide 110: Sectors in focus: Finance & Insurance
Sectors in focus: Finance & Insurance Credit quality Finance & Insurance Portfolio by segment (TCE) (%) personal use only Sep-25 Mar-26 Sep-26 2 7 Institutional TCE ($bn) 154.4 168.2 162.1 Treasury % of Group TCE 11.8 12.4 12.0 32 New Zealand Lending ($bn) 41.7 45.0 49.0 59 Business & Wealth % of po
Slide 111: Australian mortgage portfolio composition
Australian mortgage portfolio composition1 Mortgage credit quality Sep-25 Mar-26 Sep-26 2H25 1H26 2H26 Australian mortgage portfolio balance flow2 By product and repayment type (%) Sep-25 (Portfolio) Mar-26 (Portfolio) Sep-26 (Portfolio) personal use only Total portfolio ($bn) 497.0 517.7 531.9 61.0
Slide 112: Australian mortgage portfolio performance
Australian mortgage portfolio performance1 Mortgage credit quality Australian mortgage portfolio Sep-25 Mar-26 Sep-26 30+ day and 90+ day delinquencies (%)2 90+ day delinquencies (bps):2 personal use only 90+ day delinquencies 30+ day delinquencies Total portfolio3 67 62 67 2.5 Owner occupied loans
Slide 113: Australian mortgage portfolio composition and performance
Australian mortgage portfolio composition and performance1 Mortgage credit quality Portfolio by State (%) 90+ day delinquencies by State (%)2 2.0 ALL NSW/ACT personal use only 7 VIC/TAS QLD 9 WA SA/NT 1.5 NSW/ACT VIC/TAS 41 QLD WA 1.0 16 SA/NT 0.5 27 0.0 Sep-21 Sep-22 Sep-23 Sep-24 Sep-25 Sep-26 Deb
Slide 114: Australian mortgage portfolio
Australian mortgage portfolio Mortgage credit quality Loan-to-value Ratios (LVRs) and offset accounts1 Loan-to-value ratios (%) Serviceability assessment creates a buffer for borrowers • Loans are assessed at the higher of: personal use only 100 • The customer rate, including any life-of-loan discou
Slide 115: Australian mortgage portfolio repayment buffers
Australian mortgage portfolio repayment buffers1 Mortgage credit quality Buffer to balance ratio2 (%) Changes in customer buffers3 (%) Buffer = current limit – outstanding balance + offset balance Owner-occupied variable rate customers change in personal use only buffer over 12 months (by balances)
Slide 116: Australian mortgage portfolio underwriting
Australian mortgage portfolio underwriting1 Mortgage credit quality • Verified via payslips, tax returns or salary credits, with other supporting documentation such as PAYG payment summaries or ATO Income Statements (minimum standards Income apply) • Shading applies to less certain income sources e.
Slide 117: Australian mortgage portfolio
Australian mortgage portfolio1 Mortgage credit quality Hardship2 balances (% of portfolio) Average dynamic LVR and negative equity 1.50 % with Negative Equity Avg Dynamic LVR (%) personal use only 49 49 48 48 49 1.00 0.60 0.50 0.6 0.6 0.5 0.5 0.4 0.00 Sep-22 Sep-23 Sep-24 Sep-25 Sep-26 Sep-22 Sep-23
Slide 118: Australian mortgage portfolio interest only and investment property lending
Australian mortgage portfolio interest only Mortgage credit quality and investment property lending1 Interest only (I/O) lending by dynamic LVR and income band Investment property portfolio by number (% of total I/O lending) of properties per customer (%) personal use only Applicant gross income ban
Slide 119: Australian consumer finance
Australian consumer finance Credit quality Australian consumer finance portfolio ($bn) Australian consumer finance 90+ delinquencies (%) Credit cards Personal loans personal use only Sep-25 Mar-26 Sep-26 4.0 Portfolio write-offs Lending ($bn) 8.4 8.4 8.2 3.0 2.25 As a % of Group loans 1.0 0.9 0.9 2.
Slide 120: New Zealand credit quality
New Zealand credit quality New Zealand credit quality Mortgage portfolio Sep-25 Mar-26 Sep-26 Mortgage Unsecured consumer 90+ day delinquencies4 (%) 90+ day delinquencies4 (%) personal use only Total portfolio (NZ$bn)1 71.3 73.3 74.5 1.0 3.0 Owner occupied (%) 74.3 74.3 74.6 0.8 Investment property
Slide 121: Capital, Funding and Liquidity
personal use only Capital, Funding and Liquidity
Slide 122: CET1 Capital Ratio 12.46%
CET1 Capital Ratio 12.46% Capital, funding and liquidity Level 2 CET1 capital ratio movements (%, bps) Key capital ratios (%) Sep-25 Mar-26 Sep-26 personal use only Level 2 CET1 12.5 12.4 12.5 capital ratio 74 (57) Additional Tier 1 1.9 1.9 1.8 capital ratio Tier 1 capital ratio 14.4 14.3 14.3 (28)
Slide 123: Risk Weighted Assets
Risk Weighted Assets Capital, funding and liquidity RWA ($bn) Credit RWA up $1.1bn or 0.3% personal use only 11.4 1.2 0.9 (3.5) (1.4) (7.5) 1.8 0.6 0.3 462.1 458.3 450.0 UP $3.8BN OR 0.8% Sep-25 Mar-26 Lending1 Counter- Credit quality Data FX RAMS sale IRRBB Operational risk Market Sep-26 party cred
Slide 124: Internationally comparable capital ratio reconciliation
Internationally comparable capital ratio reconciliation1 Capital, Funding and Liquidity APRA’s capital requirements are more conservative than those of the Basel Committee on Banking Supervision (BCBS), leading to lower reported capital ratios by Australian banks. The following details the adjustmen
Slide 125: Regulatory capital changes
Regulatory capital changes Capital, Funding and Liquidity Implementation Change Details • AT1 instruments to be phased out, with the 1.5% AT1 requirement replaced by 1.25% Tier 2 and 0.25% CET1. Total CET1 increases from personal use only Additional Tier 1 capital and 10.25% to 10.50%, while total c
Slide 126: Tier 2 Capital and AT1
Tier 2 Capital and AT1 Capital, Funding and Liquidity Total capital AT1 and Tier 2 capital maturity/call profile1,2,3 ($bn) personal use only CET1 AT1 Tier 2 Additional Tier 1 Tier 2 11.8 21.5 18.25 18.25 AT1 instruments will Includes Includes 7.2 LAC (4.5%) LAC (4.5%) be eligible as Total 6.5 7.75
Slide 127: Funding composition
Funding composition Capital, Funding and Liquidity Funding by residual maturity (%) NSFR (%) • Stable funding settings maintained personal use only • Customer deposits 69% of total funding 1.8 (0.8) (5.6) 4.4 • Additional 20% from stable sources of long-term wholesale and equity 113 0.1 113 5 4 4 3
Slide 128: Liquidity Coverage Ratio (LCR)
Liquidity Coverage Ratio (LCR) Capital, Funding and Liquidity LCR ($bn) Movement in LCR (%) September 2026 quarterly average 137% 3.5 (1.5) personal use only 192 (0.9) (0.4) 137 (1.1) 137 140 Net cash outflows (NCOs) Other flows1 29 11 Wholesale funding 192 Customer deposits 100 Liquid assets HQLA N
Slide 129: Wholesale funding
Wholesale funding Capital, Funding and Liquidity Indicative wholesale funding costs Long term wholesale funding back book1 (%) (spread above 3mth Bank Bill Swap Rate) By program personal use only AUD Sep-26 AUD Sep-25 AT1 capital 5 USD Sep-26 USD Sep-25 100 80 Tier 2 capital 20 60 Covered bonds 23 4
Slide 130: Long term wholesale funding profile
Long term wholesale funding profile Capital, Funding and Liquidity Term debt issuance and maturity profile1,2 ($bn) personal use only Issuance Maturities Funding for Lending Programme (NZ) 42 40 Tier 2 capital 35 34 31 32 Additional Tier 1 capital 28 25 25 21 Covered bond Senior/Securitisation 6 FY2
Slide 131: Environment, Social & Governance
personal use only Environment, Social & Governance
Slide 132: Sustainability Strategy
Sustainability Strategy ESG Taking action now to create a better future personal use only What To be our customers’ #1 bank and partner through life Climate transition Housing affordability Regional prosperity Focus areas Decarbonisation and resilience Supply, access and ownership Growth in regional
Slide 133: Climate Transition progress
Climate Transition progress ESG Progress on our financed emissions sector targets1 Customer Climate Transition Plan evaluations We have 13 financed emissions sector targets and continue to monitor progress towards our 2030 targets, Customer Climate Transition Plan (CTP) evaluations apply to with the
Slide 134: Housing affordability
Housing affordability ESG Our housing target1: Our strategic housing ambition: To finance $100 billion by 2030 to help increase the supply of personal use only Contributing to Australia’s prosperity by supporting increased homes in Australia, including social and affordable housing availability and
Slide 135: Social – Strengthening Inclusion, Diversity and Wellbeing
Social – Strengthening Inclusion, Diversity and Wellbeing ESG Employee Engagement Index Supporting mental health Gender diversity Our comprehensive mental health strategy is overseen by Women % Sep-26 FY30 Target 81 personal use only the Chief Mental Health Officer. Non-Executive Directors1 40 as at
Slide 136: Economics
personal use only Economics
Slide 137: Indicators show housing activity slowing, consistent with prior cycles
Indicators show housing activity slowing, consistent with prior cycles Economics Average monthly mortgage applications (,000s) Monthly mortgage applications vintage (,000’s) personal use only 2021 2022 2023 2024 2025 2026 33 50 27 28 45 40 Down 15% 35 30 25 Up 4% 20 15 4Q 5yr average 4Q25 4Q26 Jan F
Slide 138: Deposit system composition
Deposit system composition Economics Change in deposit system composition ($trillion) System growth in recent halves ($bn) personal use only Households NFC + CSO FC Government Households NFC + CSO FC Government 3.5 69 61 65 65 3.0 4% 2.5 4% 18% 2.0 4% 19% 34 19% 27% 3% 28% 20 18 17 21% 30% 10 12 9 2
Slide 139: Australian and New Zealand economic forecasts
Australian and New Zealand economic forecasts – as at 28 October 2026 Economics Key economic indicators 2025 2026 2027 Calendar Years personal use only 1 Year average growth rates. 2 Through Q3 the year Q4 growth Q1 rates. Q2 Q3 Q4 Q1E Q2F Q3F Q4F 2025 2026F 2027F 2028F World GDP1 - - - - - - - - -
Slide 140: Housing correction remains consistent with historical cycles
Housing correction remains consistent with historical cycles Economics Real dwelling prices (3mth annualised % chg) personal use only 60 3mth annualised 40 20 0 (20) (40) (60) 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 Hist
Slide 141: New Zealand Housing Market – activity remains subdued
New Zealand Housing Market – activity remains subdued Economics Monthly house sales and prices Dwelling prices by regions Index = 1000 in 2007 Sales personal use only %YR Auckland Canterbury Sales (lhs) House prices (rhs) 14,000 40 Wellington Other regions 2750 12,000 30 10,000 2250 20 8,000 10 6,00
Slide 142: Household finances are improving, but consumers remain cautious
Household finances are improving, but consumers remain cautious Economics Household income and spending: selected periods1,2 Westpac-Melbourne Institute Consumer Sentiment Index Disposable income Consumer spend Consumer Sentiment Unemployment Expectations personal use only 3.5 160 1.7 140 0.4 120 0.
Slide 143: Business customer cashflow conditions
Business customer cashflow conditions Economics Cashflow trends Index 3Q24 to 2Q25 = 100, including debt servicing personal use only Commercial SME 105 Commercial starting to soften 100 SME’s cashflow conditions deteriorating 95 2022 2023 2024 2025 2026 Cashflow gauge (income to expense) Excluding d
Slide 144: Appendix
Appendix Ajuo asn seudsse ws
Slide 145: Appendix 1: Net profit excluding Notable Items
Appendix 1: Net profit excluding Notable Items Appendix Change $m 2H25 1H26 2H26 1H26 – 2H26 (%) personal use only Net interest income 9,904 9,763 9,924 2 Non-interest income 1,567 1,521 1,500 (1) Net operating income 11,471 11,284 11,424 1 Expenses (6,218) (5,830) (5,951) 2 Pre-provision profit 5,2
Slide 146: Appendix 1: Segments 2H26 net profit excluding Notable Items
Appendix 1: Segments 2H26 net profit excluding Notable Items Appendix 2H26 ($m) Consumer Business & Wealth Institutional New Zealand (A$) Group Businesses Net interest income 3,966 2,931 1,390 1,136 501 personal use only Non-interest income 299 383 681 113 24 Net operating income 4,265 3,314 2,071 1
Slide 147: Appendix 1: Segments FY26 net profit excluding Notable Items
Appendix 1: Segments FY26 net profit excluding Notable Items Appendix FY26 ($m) Consumer Business & Wealth Institutional New Zealand (A$) Group Businesses Net interest income 7,832 5,744 2,660 2,362 1,089 personal use only Non-interest income 585 782 1,371 226 57 Net operating income 8,417 6,526 4,0
Slide 148: Westpac Ratings
Westpac Ratings Appendix CREDIT ESG personal use only RATINGS1 RATINGS2 S&P GLOBAL RATINGS MSCI AA- A- Stable 8.57 0.17 points Senior Subordinated Outlook AA Score Score Unsecured Debt Debt improved MOODY’S INVESTORS SERVICE SUSTAINALYTICS Aa2 A3 (hyb) Stable 12.7 Senior Subordinated Outlook Low Ris
Slide 149: Appendix 2: Definitions – credit quality
Appendix 2: Definitions – credit quality Appendix Expected credit losses (ECL) are a probability-weighted estimate of the cash shortfalls Provision for expected expected to result from defaults over the relevant time frame. They are determined by Individually assessed personal use only Exposures wit
Slide 150: Appendix 2: Definitions – segments, earnings drivers, capital and liquidity
Appendix 2: Definitions – segments, earnings drivers, capital Appendix and liquidity Segments Capital and liquidity personal use only Consumer provides banking products and services, including mortgages, credit cards, Capital ratios As defined by APRA (unless stated otherwise) Consumer personal loan
Slide 151: Appendix 2: Definitions – Digital, MFI, NPS and Voice of Client
Appendix 2: Definitions – Digital, Main Financial Institution, and Appendix Net Promoter Score and Institutional Voice of Client Digital Net Promoter Score personal use only Australia: Consumer and business customers who have had an authenticated Net Promoter® Score measures the net likelihood of re
Slide 152: Appendix 2: Definitions – New Zealand
Appendix 2: Definitions – New Zealand Appendix Relationship management scores Active customers Digitally active customers New Zealand customers that have logged into the Westpac NZ digital personal use only Source: Ongoing online and phone survey among business owners and (Westpac NZ) banking platfo
Slide 153: Appendix 2: Definitions – New Zealand
Appendix 2: Definitions – New Zealand Appendix Net Promoter Score Net Promoter® Score measures the net likelihood of recommendation to others of the customer's main financial institution for retail or business banking. Net Promoter®, NPS®, NPS Prism®, and the NPS-related emoticons are registered tra
Slide 154: Investor Relations Team – Contact us
Investor Relations Team – Contact us Disclaimer Justin McCarthy Catherine Garcia personal use only General Manager, Investor Relations Head of Investor Relations, Institutional Shannon Thompson Lucy Wilson Head of Debt Investor Relations Head of Corporate Reporting and ESG James Wibberley Arthur Pet
Slide 155: Disclaimer
Disclaimer Disclaimer The material contained in this presentation is intended to be general background information on Westpac Banking Corporation (Westpac) and its activities. The information is supplied in summary form and is therefore not necessarily complete. It is not intended that it be relied