Interim Report 2026 - 3 MB

Ireland

Bank of

Inside this report

Key performance highlights 3

Chief Executive's review 4

Operating and financial review 7

Summary consolidated income statement 7

Summary consolidated balance sheet 13

Divisional review 18

Principal Risks and Uncertainties 26

Asset quality 28

Capital adequacy risk 36

Statement of Directors' responsibilities 39

Independent review report 40

Consolidated interim financial

statements and notes (unaudited) 41

Other information 114

View this report online

The Interim Report and other information in relation to Bank of Ireland is available on the Investors page of our website at: https://www.bankofireland.com

The Group's forward-looking statement can be found on page 115

Bank of Ireland Interim Report 2026

2

Financial Review

Financial Statements

Other Information

‌Key performance highlights

Excellent momentum at start of new strategic cycle in H126.

Franchise Performance

▲7%

Irish loans

(Annualised vs Dec 25)

▲3%

Irish deposits

(Annualised vs Dec 25)

▲18%

AUM

(Annualised vs Dec 25)

Personal RNPS

+1ppt vs H125

Financial Performance

▲7%

▲2%

PBT

(H125: €0.7bn)

RoTE3

(H1254: 11.1%)

Further information on measures referred to in our key performance highlights can be found in the alternative performance measures section on page 116.

Capital generation

1 The Group's financial results are presented on an underlying basis. Underlying excludes non-core items which are those items that the Group believes obscure the underlying performance trends in the business. See non-core table on page 12 for further details. For calculation of underlying cost / income ratio (CIR) see page 122.

2 Comparative figures have been restated following changes to the Group's presentation of underlying performance measures. Transformation programme costs of €71 million are no longer considered to meet the definition of a non-core item and are now presented in operating expenses, increasing total underlying costs from €987 million to €1,058 million. In addition, the Group's share of results of associates and joint ventures is now included within total income to better align the CIR with market practice, increasing total underlying income by €9 million from €2,055 million to €2,064 million. As a result, the H125 underlying CIR increases from its reported level of 48% to a restated level of 51%.

3 Return on Tangible Equity (RoTE) is an alternative performance measure, for calculation see page 120.

4 As part of a refinement of the Group's performance reporting approach, comparative RoTE has been restated from 11.3% to 11.1% to reflect a simpler annualisation methodology.

5 The H126 pro forma CET1 ratio is 15.5%. In accordance with ECB guidance and EBA Q&A 2023_6887, the reported CET1 ratio (which excludes H126 interim profits) is 14.7%.

Bank of Ireland Interim Report 2026

3

Myles O'Grady

Group Chief Executive Officer

The Group had an excellent first-half performance, underpinned by our successful strategy execution, the breadth of our franchise, and a resilient Irish economy. 2026 is a year of further momentum for the Bank of Ireland Group, growing loans, deposits and wealth assets under management. This growth, combined with cost discipline and strong asset quality, has generated a 33% increase in profit before tax to €960 million compared to the same period last year. We remain alert to geopolitical developments and the risks for the global economy. A favourable Irish macroeconomic and demographic backdrop; our unrivalled position as Ireland's national champion bank; and a highly attractive home market driving growth offers confidence for H2 and beyond and supports an upgrade to our expected performance for 2026.

Introduction

2026 is another year of momentum for the Bank of Ireland Group. Loans, deposits and wealth assets under management (AUM) have all grown, supported by the resilient Irish economy and relentless execution of our new strategy announced earlier this year.

With this positive performance backdrop, the Group continues to invest and innovate, deploying digital and product enhancements across our franchises. Customer satisfaction in a growing customer base continues to improve, with our personal customer relationship net promoter score increasing to +31.

We are delivering for our shareholders, announcing an interim dividend of 39 cent per share and reaffirming guidance of a progressive dividend per share for the full year. The Group continues to execute the €530 million share buyback announced in March, with c.€229 million deployed to date. This is the fifth consecutive year of Group share buybacks, reducing the share count by c.13% over that period.

We conclude the half-year in a very

Strategic delivery

In March, we unveiled Strategy 2028, which is centred on three priorities: Driving growth in Ireland; Optimising capital allocation; and Investing for the future.

In our home market, we had another very good performance in mortgages, growing the book by 6% on an annualised basis and retaining our number one leadership position and the Group also delivered strong net lending growth of 14% on the same basis in our domestic Corporate and Commercial book.

AUM at our market leading wealth and insurance franchises, Davy and New Ireland, increased to a new all time high of €65.5 billion.

On capital allocation, we have demonstrated agility in the UK, which continues to be well served by our value over volume approach. The Retail UK net interest margin (NIM) rose 8 basis points year on year (YoY) to 2.37%. Planned deleveraging in non-core international corporate portfolios is tracking ahead of our expectations, with these books reducing 33% in H1.

Investment across our franchise in H1

platform; a pilot release of a new digital wealth platform; and payments enhancements for our customers in the UK.

We have a lot more planned. Over our strategic cycle, we are investing c.€1.5 billion to deepen and strengthen our franchise, expand customer propositions and increase operational resilience. Key focus areas include digital customer experience and proposition enhancements in Retail Ireland; a new savings platform in the UK; development of new Wealth and Insurance propositions, including for the imminent State-sponsored savings and investment account and corporate pensions capability; and a new digital platform for Corporate and Commercial Banking customers.

All of this positions the Group strongly in an evolving competitive environment.

Driving operating leverage is at the heart of Strategy 2028. In March, we said our plan to 2028 envisages c.€250 million of cost efficiencies, with three levers to unlock these:

• our operating model, with a redesigned and simplified

  strong capital position, generating a Return on Tangible Equity (RoTE) of 14.4% and a pro forma CET1 capital ratio of 15.5%, positioning the Group well for further balance sheet growth, ongoing investment in our business model, and shareholder distributions.

  resulted in a number of very important deliveries.

  These include our new Mobile App, with launch on a phased basis over the coming weeks; the launch of Zippay, a new peer-to-peer mobile payments

  organisation;

• AI-enabled process excellence, end-to-end journey redesign and process improvements; and

• consolidating, renegotiating and streamlining third party expenditure.

AI is an important element of our strategic plans, both in terms of revenue generation and cost initiatives, with AI supporting the delivery of c.20% of the targeted cost efficiencies.

I have set out separately on this page how the Group is fundamentally thinking about this new technology.

AI is making an impact on the Group. We have invested in establishing strong Enterprise AI foundations to support commercial outcomes.

Our AI pathfinders are delivering. Examples here include:

• KYC: Average handling time (AHT) 40% lower on targeted processes.

• Software development: AI tooling rollout to c.1,000 colleagues.

• Contact centre: 40% reduction in hand-offs.

• Chargeback: AI-supported processing reduced AHT by 38%.

We are targeting additional initiatives to support delivery of our efficiency objectives.

During H126, we also joined with 36 other European banks to help develop a euro-denominated stablecoin. Our purpose here is to meet the evolving needs of our customers, supporting large-scale digital payments and settlement on blockchain technology, helping money to move faster and more efficiently, settling quickly, operating 24/7 and relying on fewer intermediaries.

Delivering for Stakeholders

Our stated purpose is to help our customers, colleagues, shareholders and society to thrive. We delivered positive outcomes for all of our stakeholders in H126.

For customers, in addition to our digital deployments, we have made a number of important enhancements, including:

• improvements to the Business Borrowing Hub that simplifies the application process and speeds up decisions, with some approved in as little as one hour. For straightforward cases, funds can be in a customer's account within 24 hours;

• Enviroflex sustainability-linked loans, which have previously been made available to Irish dairy and tillage farmers, can now be accessed by beef farmers;

• in April, we launched a new AI-enabled tool, Benefits Finder, that helps customers identify tax credits and reliefs they may be missing; and

  How we think about AI in BoI

  AI is changing how people learn, work and make decisions.

  At Bank of Ireland, our business is built on the trust, governance and protection that our customers expect and deserve. AI agents advising people on their money need the same guardrails, accountability, and standard of care.

  We're deploying AI to work smarter, remove repetitive tasks, improve efficiency and free colleagues to focus on areas where human expertise matters most. Early-stage success has been encouraging, bringing significant improvements in protecting customers from fraud and in customer service. While AI will dramatically increase our capacity to process information and execute processes faster, our people remain central to accountability, judgement and ethical decision-making. That's hugely important and will remain the case. We recently announced the appointment of Prag Sharma as Chief AI Officer, with this appointment reflecting our ambition to position the Group at the forefront of responsible AI innovation and adoption.

  Alongside the business model positives, advances in AI are also creating new cyber security challenges that require organisations to strengthen their resilience, enhance security practices and continually evolve their defences. Frontier AI models are a growing cyber threat, and therefore protecting customers, maintaining trust and preserving the stability of the financial system is more critical than ever.

  Our view is that AI shouldn't be framed as inherently good or bad. It is simply a powerful technology that automates aspects of intelligence. As a National Champion Bank, our role is to harness that technology for good and pair it with the strengths that come with being a trusted financial services provider for generations of consumers and businesses - helping customers, supporting colleagues, and building a safer, more intuitive, resilient banking experience for the future.

• in June, we launched EV Marketplace, Ireland's first one-stop shop for customers to research, compare and switch to electric vehicles.

For our colleagues, we were the highest ranked Irish bank in both the Irish Independent Top 200 Employers 2026 and the Financial Times' Europe's Best Employers 2026 surveys.

In support of our hybrid working policy, we opened four new hubs to provide greater flexibility to colleagues.

For shareholders, our interim dividend of 39 cent equates to a 50% payout ratio, while we continue to execute against the share buyback that commenced in March.

At our AGM in May, shareholders approved an 'odd-lot' offer that provides holders of 30 or fewer shares in the Group the flexibility to sell their shares at a 5% premium to the market price without any transaction costs.

For society, Bank of Ireland is currently supporting the construction of around 26,000 homes across the country, up from 25,000 last year.

Our stock of sustainable finance lending grew 9% during H126 to €19.3 billion.

We are also continuing to progress a range of initiatives across fraud prevention and customer education.

Financial performance

Our financial performance in H126 is characterised by momentum, discipline and strong returns.

On momentum, net loans increased by

€1.5 billion to €84.0 billion, driven by an excellent performance in Ireland where net loans grew at a 7% annualised rate. This more than offset planned deleveraging in a number of international portfolios and a disciplined approach to UK lending.

The Group's deposit franchise performed strongly, with customer balances increasing by €1.0 billion during H126 to €108.5 billion. Our Irish Everyday Banking franchise was the key driver here, growing at a c.3% annualised rate. Flow to term reduced to €0.5 billion from €1.0 billion in the same period last year.

AUM in our Wealth and Insurance division grew at an annualised pace of 18% to a record €65.5 billion, supported by net customer inflows of

€1.6 billion in H126.

All of this momentum contributed to a 7% increase in the Group's total income in H126.

Net interest income (NII) was +2% YoY to €1.7 billion, with balance sheet growth and structural hedge dynamics more than offsetting the impact of lower interest rates and, as expected, a lower contribution from deleveraging portfolios. We now expect FY26 NII of c.

€3.5 billion, versus c.€3.4 billion previously, driven primarily by higher rates. We have also upgraded our FY27 and FY28 NII guidance to c.€3.75 billion and >€3.95 billion respectively from

>€3.6 billion and >€3.85 billion previously.

Total fee income, including JVs and associates, was up 6% YoY, driven by an excellent performance in Wealth and Insurance, which was up 11% YoY, and supported by investment gains in Corporate and Commercial. We expect FY26 fee income to be c.4% higher YoY.

Total costs increased by 2% YoY with higher staff and other costs, driven by inflation and investment, being partly offset by efficiencies and lower restructuring costs YoY. Our full year total cost guidance is unchanged at c.

€2.2 billion, up c.2% YoY.

The net impairment charge of €32 million equates to a cost of risk of 8 basis points, showing the strong asset quality across the Group's portfolios. Portfolio activity (net of credit insurance) accounted for €5 million of this charge, with macroeconomic and model updates of €11 million and post model adjustments of €16 million accounting for the balance. The Group's non-performing exposures (NPE) ratio improved to 2.0% from 2.2% at end-2025. We now expect a net impairment charge for FY26 in the mid-to-high teens basis points versus the previously guided low-to-mid 20s basis points. With a backdrop of geopolitical uncertainty and inflationary risk, our focus is to continue working closely

with our customers and maintain strong asset quality.

All of these items contributed to a PBT of €960 million for the half year, up 33% from the €721 million in H125.

We delivered a RoTE of 14.4% in H126, compared to 11.1% in H125 and now expect a RoTE of >14% for FY26, up from c.12.5% previously.

Our business model is highly capital generative and we achieved 135 basis points of net capital generation in H126, with a pro forma CET1 of 15.5% after accruing for the ordinary dividend (65 basis points) and RWA growth (35 basis points). We now expect net capital generation for FY26 of c.270 basis points, up from c.250 basis points previously.

Economy and geopolitics Notwithstanding the geopolitical backdrop, the Irish and UK economies are performing resiliently in 2026.

As a measure of the underlying strength of the Irish economy, tax receipts were +4.8% YoY in H126. UK GDP is estimated to have grown by 1.1% YoY in the three months to May 2026.

Our economists forecast Irish modified domestic demand, which reflects indigenous sectors, to expand by 3.5% in 2026 and 2.5% in 2027.

Investment will continue to perform well, supported by ongoing inward flows of FDI, homebuilding and the rollout of the €107 billion of public funds allocated for infrastructure out to 2030 under the National Development Plan.

Hence, Ireland is expected to have the fastest growth in construction over the next two years across the 19 European countries that Euroconstruct surveys.

The labour market is expected to remain tight, with employment growing and the unemployment rate remaining close to 5%.

House price inflation is expected to grow at a more moderate pace of 4% this year.

The Irish economy features strong investment, budget surpluses and a skilled workforce, balanced against some reliance on multinational tax revenues and an open economy exposed to global trade dynamics. It is in this context that the domestic economy is resilient and growing.

Conclusion

The Group made a positive start to our new strategic cycle, and we are very confident for the remainder of 2026 and beyond.

This confidence is illustrated by the higher interim dividend that we have announced today.

Our upgraded guidance for RoTE of

>14% and net capital generation of

c.270 basis points for 2026 underscores our ability to deliver continued attractive returns to our shareholders.

Ireland is a highly attractive market driving quality growth, and the Bank of Ireland Group has an unrivalled position as Ireland's national champion bank with complementary UK and international businesses. Our strategic execution to date, the momentum in our business model and a resilient Irish economy underpin the Group's unique position. They support confidence in the delivery of our medium-term target to build RoTE to greater than 16% in FY28, which represents a >500 basis point uplift on the 2025 outturn.

Finally, I would like to thank our customers for their continued trust, our colleagues for their dedication, and our shareholders for their valued support.

Myles O'Grady

Group Chief Executive Officer

Our vision is to offer unrivalled financial choice - now and for generations to come

The operating and financial review (OFR) is presented using IFRS and non-IFRS measures / alternative performance measures (APMs) to analyse the Group's performance. APMs include 'underlying' basis, which excludes non-core items the Group believes obscure the underlying performance trends in the business. Further information on measures referred to in the OFR is set out in the APMs section on page 116. The income statements are presented for the six months ended 30 June 2026 (H126) compared to the six months ended 30 June 2025 (H125). The balance sheets are presented for 30 June 2026 compared to 31 December 2025. Percentages presented throughout this document are calculated on the absolute underlying figures and so may differ from the percentage variances calculated on the rounded numbers presented. Where percentage changes exceed 100% and do not provide a meaningful basis for comparison, they are denoted as n/m, (not measured).

1 Comparative figures have been restated following changes to the Group's presentation of underlying performance measures. (i) Transformation programme costs of €71 million are no longer considered to meet the definition of a non-core item as they are no longer considered to be non-recurring and are now presented in operating expenses, increasing total underlying costs from €987 million to €1,058 million. (ii) The Group's share of results of associates and joint ventures is now included within total income to better align the CIR with market practice, increasing total underlying income by €9 million from €2,055 million to €2,064 million. As a result, the H125 underlying CIR increases from its reported level of 48% to a restated level of 51%, while the reclassification of transformation programme costs reduced underlying earnings per share from 65.1 cent to 58.9 cent. For calculation of underlying CIR and underlying EPS see APMs pages 122 and 123 respectively.

2 Performance is reported on an underlying basis and has been adjusted to exclude non-core items that the Group believes obscure the underlying performance trends in the business and is considered an APM. A reconciliation between the IFRS and summary consolidated income statement on an underlying basis is set out on page 19. For further information on APMs see page 116.

3 As part of a refinement of the Group's performance reporting approach, comparative RoTE has been restated from 11.3% to 11.1% to reflect a simpler annualisation methodology.

Profit before tax of €960 million was reported by the Group for H126, €239 million higher compared to H125.

Underlying profit before tax of €969 million was €236 million higher than H125.

Net interest income was €40 million or 2% higher than H125, with balance sheet growth and the benefits of structural hedging more than offsetting the impact of lower interest rates and planned deleveraging.

Net other income was €97 million or 26% higher period on period, with an increase in business income primarily driven by a strong performance in Wealth and Insurance (W&I) and a

€72 million positive movement on other valuation items.

Operating expenses (before levies and regulatory charges) including restructuring and other transformation costs increased by €17 million or 2%, reflecting inflation and investment, offset by efficiencies.

Levies and regulatory charges decreased by €11 million or 10%, primarily due to lower Deposit Guarantee Scheme (DGS) charges as the scheme is now fully funded.

Net impairment losses on financial instruments of €32 million decreased by €105 million or 77%, reflecting strong asset quality performance across our portfolios.

Share of results of associates and joint ventures (after tax)

remained in line with H125.

Non-core items decreased by €3 million compared to H125.

The tax charge of €177 million (H125: €113 million) reflected an effective statutory taxation rate of 18% (H125: 16%) for the Group. On an underlying basis, the effective taxation rate was 17% (H125 restated: 16%). The underlying effective tax rate was influenced by the jurisdictional mix of profits, adjustments in respect of the prior period and the Irish bank levy.

Net interest income

Net interest income was €40 million or 2% higher than H125, with balance sheet growth and the benefits of structural hedging more than offsetting the impact of lower interest rates and planned deleveraging.

The Group's net interest margin (NIM) was 2.68% (H125: 2.69%).

The gross customer yield has increased by 2 basis points to 4.08% compared to H125, due to higher lending volumes and higher income from the structural hedge, partially offset by the impact of lower interest rates.

The liquid asset yield has decreased by 37 basis points to 2.56% compared to H125, due to the impact of the lower interest rate environment.

Average cost of funds and gross yield represent the interest income or expense recognised on interest bearing items net of interest on derivatives which were in a hedge relationship with the relevant asset or liability. The average cost of funds decreased by 13 basis points from H125, primarily reflecting lower wholesale funding costs and lower deposit costs.

Net other income

1 Performance is reported on an underlying basis and has been adjusted to exclude non-core items that the Group believes obscure the underlying performance trends in the business and is considered an APM. For further information on APMs see page 116.

Net other income of €464 million was €97 million or 26% higher compared to H125.

Business income of €414 million increased by €24 million or 6% compared to H125:

• W&I increased by €21 million or 11%, with a particularly strong performance in the Davy wealth management business and higher income in New Ireland Assurance Company (NIAC) driven by a recovery in the claim experience on Group protection products, new business

  income, partially offset by €7 million gains on equity investments; and

• Retail UK income increased by €3 million primarily reflecting lower profit sharing partnership commissions relating to net interest income performance.

  Other expenses of €1 million (H125: €2 million) decreased due to lower loan sale expenses incurred in H126.

  Other valuation items resulted in a gain of €51 million (H125: loss of €21 million). This resulted from positive mark-to-market

  growth and higher AUM;

• Retail Ireland income decreased by €4 million or 3% primarily due to higher commissions paid relating to partnership agreements, partially offset by growth in current account maintenance fees and interchange income;

  movements on derivatives that are not in hedge accounting relationships, a fair value gain on hedged items and a removal of the liquidity discount previously applied to net asset value based fair values. In addition, there was a positive investment variance movement in W&I for H126, due to market impacts.

• Corporate and Commercial decreased by €2 million or 2% with lower upfront fee income and foreign exchange (FX)

  Summary consolidated income statement on an underlying basis (continued)

  Operating expenses

  Table: 3 Operating expenses2	6 months ended 30 June 2026 €m	Restated1 6 months ended 30 June 2025 Change €m %
  Staff costs (excluding pension costs)	463	450	3%
  Pension costs	35	38	(8%)
  Retirement benefit costs (defined benefit plans)	3	7	(57%)
  Retirement benefit costs (defined contribution plans)	32	31	3%
  Depreciation and amortisation	147	120	23%
  Transformation programme costs1	58	71	(18%)
  Cost of restructuring1	44	69	(36%)
  Other transformation costs1	14	2	n/m
  Other costs	372	379	(2%)
  Operating expenses (before levies and regulatory charges)	1,075	1,058	2%
  Levies and regulatory charges	102	113	(10%)
  Total operating expenses	1,177	1,171	1%

  1 Comparative figures have been restated following changes to the Group's presentation of underlying performance measures. Transformation programme costs of €71 million, comprising cost of restructuring of €69 million and other transformation costs of €2 million, are no longer considered to meet the definition of a non-core item as they are no longer considered to be non-recurring and are now presented in operating expenses, increasing operating expenses (before levies and regulatory charges) from €987 million to €1,058 million.

  2 Performance is reported on an underlying basis and has been adjusted to exclude non-core items that the Group believes obscure the underlying performance trends in the business and is considered an APM. For further information on APMs see page 116.

  Operating expenses (before levies and regulatory charges)

  including restructuring and other transformation costs were

  €17 million or 2% higher than H125.

  Staff costs (excluding pension costs) of €463 million were €13 million higher than H125 reflecting salary increases averaging between 3% to 4% which were effective from 1 January 2026 partially offset by ongoing efficiencies.

  At 30 June 2026, the number of staff on a full time equivalent (FTE) basis was 11,030, a decrease of 356 or 3% compared to 11,386 at 30 June 2025 and 2% lower compared to 31 December 2025. Average staff numbers employed by the Group in H126 of 11,122 were 146 or 1% lower compared to 11,268 in H125. The decrease in FTEs was primarily due to planned exits driven by transformation programmes and ongoing efficiencies.

  Pension costs of €35 million were €3 million or 8% lower than H125. Defined benefit pension costs have decreased by €4 million due to lower service costs. New joiners were added to the Group's defined contribution plans, the cost of which has increased by €1 million compared to H125.

  Depreciation and amortisation costs of €147 million were €27 million or 23% higher than H125. The increase was driven primarily by investment in strategic IT programmes.

  Transformation programme costs of €58 million (H1251: €71 million) related predominantly to the Simpler Business programme costs including associated redundancy scheme costs of €28 million (H125: €37 million) and €14 million (H1251:

  €2 million) of other transformation programme costs related to the design and development of key Retail UK initiatives supporting the Group's UK future-state operating model.

  Other costs including technology, property, outsourced services and other non-staff costs were €7 million or 2% lower than H125, net of efficiencies.

  Levies and regulatory charges of €102 million decreased by

  €11 million, primarily due to lower DGS charges as the scheme is now fully funded.

  Summary consolidated income statement on an underlying basis (continued)

  Net impairment (losses) / gains on financial instruments

  Table: 4 Net impairment (losses) / gains on financial instruments1	6 months ended 30 June 2026 €m	6 months ended 30 June 2025 €m	Change %
  Net impairment (losses) / gains on loans and advances to customers at amortised cost
  Residential mortgages	(3)	(12)	(75%)
  Retail Ireland	(1)	(13)	(92%)
  Retail UK	(2)	1	n/m
  Non-property SME and corporate	(3)	(94)	(97%)
  Republic of Ireland SME	6	- n/m
  UK SME	(1)	(4)	(75%)
  Corporate	(8)	(90)	(91%)
  Property and construction	(1)	(26)	(96%)
  Investment	7	(7) n/m
  Development	(8)	(19)	(58%)
  Consumer	(33)	- n/m
  Total net impairment losses on loans and advances to customers at amortised cost	(40)	(132)	(70%)
  Net impairment gains / (losses) on other financial instruments (excluding loans and advances to customers at amortised cost)	8	(5) n/m
  Total net impairment losses on financial instruments	(32)	(137)	(77%)
  Net impairment losses on financial instruments (bps) (annualised)	(8)	(33)	(76%)
  Net impairment losses on loans and advances to customers (bps) (annualised)	(10)	(32)	(69%)

  1 Performance is reported on an underlying basis and has been adjusted to exclude non-core items that the Group believes obscure the underlying performance trends in the business and is considered an APM. For further information on APMs see page 116.

  The Group recognised an underlying net impairment loss for H126 of €32 million.

  The total net impairment loss reflected a number of impairment dynamics:

• net impairment loss from portfolio activity of €5 million (H125: €97 million) includes updated credit risk assessments, recoveries, case specific loss emergence and NPE resolution activity. Included in the net portfolio activity loss is an offsetting €32 million gain related to credit insurance, primarily related to the Corporate loan

  The net impairment loss of €3 million in the residential mortgages portfolio in H126 was driven by a €5 million loss from updated macroeconomic outlook at 30 June 2026:

• a net impairment loss on the Retail Ireland mortgage portfolio of €1 million (H125: €13 million) included a net impairment loss of €4 million from impairment model updates including updated macroeconomic outlook (H125:

  €4 million gain), partially offset by a gain of €2 million from portfolio activity (H125: €5 million loss) and a small reduction in the quantum of PMAs applied at 30 June 2026

  portfolio, arising from financial guarantee contracts;

• impairment methodology and model updates incorporating the current macroeconomic outlook resulted in an €11 million net loss (H125: €22 million); and

• the application of an increased quantum of Group post-model adjustments (PMAs) at 30 June 2026 resulted in a

  €16 million net loss in the period (H125: €18 million) which reflected a number of potential risks not included in the modelled impairment loss allowances (ILA), partially offset by the release of a previously recognised PMA. See note 2 critical accounting estimates and judgements for further details.

  (H125: €12 million loss); and

• a net impairment loss on the Retail UK mortgage portfolio of €2 million (H125: €1 million gain) included a net impairment loss of €2 million from portfolio activity (H125:

€3 million gain), a €1 million loss from the application of an increased quantum of PMAs (H125: €1 million gain) and a

€1 million loss (H125: €5 million) driven from updated macroeconomic outlook. The overall loss was partially offset by a €2 million gain from impairment model updates (H125: €2 million).

Net impairment (losses) / gains on financial instruments (continued)

A net impairment loss of €3 million (H125: €94 million) on the non-property small and medium enterprise (SME) and corporate loan portfolio for H126 is net of gains related to credit insurance arising from financial guarantee contracts and reflects an €11 million loss from updated macroeconomic outlook and a €3 million loss from portfolio activity driven by some case specific loss emergence, primarily on defaulted cases in the Corporate portfolio. The loss was partially offset by a €10 million gain from impairment model updates and a small gain from PMA movements. The H126 loss included a net impairment loss of €14 million (H125: €49 million) on credit-impaired assets (net of credit insurance arising from financial guarantee contracts).

A net impairment loss of €1 million (H125: €26 million) on the property and construction loan portfolio for H126 included a net impairment gain of €5 million on credit-impaired assets (H125: €42 million loss). The €7 million net impairment gain in Investment Property in H126 reflects strong resolution activity

in the period and a €4 million gain related to impairment model updates. This was partly offset by the application of a new €11 million Investment Property PMA (see note 2 critical accounting estimates and judgements for further details) and a

€3 million loss from updated macroeconomic outlook. The gain in Investment Property was offset by an €8 million loss in the Development portfolio related primarily to portfolio activity.

There was a €33 million impairment loss on the consumer loans portfolio driven by a €23 million loss from portfolio activity reflecting loss emergence on defaulted assets, primarily in the UK Motor Finance portfolio. The loss also reflects the application of a new €7 million UK Motor Finance PMA (see note 2 critical accounting estimates and judgements for further details) in addition to a €4 million loss related to model updates. This compared with no impairment charge in H125 which reflected gains relating to impairment model updates which fully offset loss emergence on defaulted assets.

‌Non-core items

1 Comparative figures have been restated following changes to the Group's presentation of underlying performance measures. Transformation programme costs of €71 million are no longer considered to meet the definition of a non-core item as they are no longer considered to be non-recurring and are now presented in operating expenses. As a result, non-core items have decreased from €83 million to €12 million.

The Group uses 'underlying profit' as an APM, which excludes non-core items that it believes obscure the underlying performance trends in the business. In 2026, the Group no longer considers transformation programme costs to meet the definition of a non-core item, as they are no longer considered to be non-recurring and are now considered to be part of the ongoing operating activities of the Group. The Group considers that this change provides reliable and more relevant information on the Group's financial performance. As a result, comparative APMs have been restated to exclude transformation programme costs of €71 million, which are now presented in operating expenses, decreasing non-core items presented for H125 from €83 million to €12 million.

Acquisition costs

H126 costs comprised €7 million costs relating to the acquisition of Davy (including €3 million amortisation and €3 million deferred remuneration costs) and €13 million other project costs, compared to €13 million in H125.

Gross-up for policyholder and shareholder tax in the Wealth and Insurance business

IFRS requires that the income statement be grossed up for the total tax payable by W&I, comprising both policyholder and shareholder tax. In H126, this was a non-core gain of €13 million (H125: €2 million loss).

Non-core items (continued)

Customer redress charges

During H126, the Group recognised €1 million (H125: €nil) customer redress charges in connection with historical commission arrangements in the Group's UK motor finance business. For more details see note 25 provisions.

Investment loss on treasury shares held for policyholders The Group's income statement excludes the impact of the change in value of Bank of Ireland Group plc ('BoIG plc') shares held by W&I for policyholders. In H126, this resulted in a loss of

€1 million (H125: €2 million). At 30 June 2026, there were 0.5 million shares (H125: 0.6 million shares) held for the benefit of policyholders.

Portfolio divestments

The Group did not have a portfolio divestment gain or loss in H126. In H125, the Group recognised a net portfolio gain of €5 million related to the sale and migration of the UK personal loans portfolio.

The Group's loans and advances to customers (after ILAs) of

€84.0 billion were €1.5 billion higher than 31 December 2025. Net new lending of €1.2 billion and FX and other movements of

€0.4 billion were partially offset by impairment of €0.1 billion. On a constant currency basis, the loan book increased by €1.1 billion reflecting positive net new lending in the period.

The Group's portfolio of liquid assets at 30 June 2026 of €46.4 billion increased by €0.4 billion from 31 December 2025, primarily due to higher customer deposits of €0.7 billion (constant currency basis), higher wholesale funding volumes of

€0.3 billion, an FX gain €0.1 billion and other items of €0.4

billion, partially offset by higher lending volumes of €1.1 billion (constant currency basis). During H126, the Group purchased

€4.6 billion worth of bonds and had net maturities and sales of c.€1.8 billion.

The Group's asset quality has improved despite the impact of elevated economic uncertainty and geopolitical risk. NPEs reduced by €0.1 billion to €1.7 billion, representing 2.0% of gross loans at 30 June 2026 (31 December 2025: 2.2%). The reduction in NPEs reflected the execution of case specific resolution strategies, particularly in relation to a small number of large defaulted cases in Corporate portfolios. The reduction

in NPEs was partly offset by the emergence of new defaults in the period.

At 30 June 2026, Group customer deposit volumes of €108.5 billion were €1.0 billion higher compared to €107.5 billion at 31 December 2025, driven by an increase in Retail Ireland volumes of €1.9 billion, offset by a decrease in Corporate and Commercial volumes of €0.6 billion and a decrease in Retail UK balances of €0.3 billion. On a constant currency basis, Retail UK volumes decreased by €0.5 billion (£0.4 billion).

Wholesale funding balances of €9.5 billion at 30 June 2026 were €0.3 billion higher than 31 December 2025. This is primarily due to a net increase in MREL eligible senior debt of

€0.8 billion, partially offset by net repayment of Bank of England (BoE) Monetary Authority funding of €0.2 billion, a decrease in bank deposits of €0.2 billion and a decrease in other items of €0.1 billion.

The Group's pro forma fully loaded common equity tier 1 (CET1) ratio including H1 unaudited profits was 15.5% at 30 June 2026 (31 December 2025: 15.1%). The increase of c.35 basis points since 31 December 2025 is primarily due to net capital generation (c.+135 basis points), partially offset by a

foreseeable distribution deduction (c.-65 basis points) and risk weighted asset (RWA) growth (c.-35 basis points). For further information on capital ratios see Capital Adequacy risk section from page 36.

1 In accordance with ECB guidance and EBA Q&A 2023_6887, no interim profits have been recognised under Article 26 (2) of the Capital Requirements Regulation. The reported interim capital ratios at 30 June 2026 have therefore been presented excluding the benefit of H126 interim profits. Inclusion of H126 interim profits result in a CET1 ratio of 15.5% and a total capital ratio of 20.5%.

Loans and advances to customers

The Group's loans and advances to customers (after ILAs) of

€84.0 billion were €1.5 billion higher than 31 December 2025. The key driver of growth was the increase in our Irish lending portfolios (annualised growth of c.7%) and FX impacts, partially offset by a reduction in Retail UK and the planned contraction in our international non-core lending portfolios and impairment.

Net new lending of €1.2 billion and FX and other movements of

€0.4 billion were partially offset by impairment of €0.1 billion. On a constant currency basis, the loan book increased by €1.1 billion reflecting positive net new lending in the period.

Gross new lending of €9.0 billion was €0.3 billion lower than H125. The decrease of €0.3 billion reflected a decrease of 22% in Retail UK while Corporate and Commercial increased by 2% and Retail Ireland increased by 7% compared to the prior period.

Redemptions and repayments of €7.8 billion were €0.7 billion lower than H125. This was largely due to significant contraction in the Corporate Banking GB portfolio in the prior period.

Loans and advances to customers (continued)

The Group's IFRS 9 staging profile has improved. There was a net reduction of €1.0 billion of loans in Stage 2 (i.e. assets identified as having experienced a significant increase in credit risk since origination) to €8.0 billion (31 December 2025: €8.9 billion). This reflected the impact of portfolio activity in the period (including net repayments / redemptions) and the application of individually assessed risk ratings in the period.

Stage 3 balances reduced to €1.6 billion (31 December 2025:

€1.7 billion) with resolution activities in the period offsetting the emergence of new defaults (primarily in corporate portfolios).

During H126, the stock of ILAs has remained at €1.1 billion. The increase from the gross impairment loss on loans and advances to customers of €0.1 billion, was offset by impairment loss allowance utilisation.

NPEs reduced by €0.1 billion to €1.7 billion, representing 2.0% of gross loans at 30 June 2026 (31 December 2025 2.2%). The reduction in NPEs reflected the execution of case specific resolution strategies, particularly in relation to a small number

of large defaulted cases in the Corporate portfolio. The reduction in NPEs was partly offset by the emergence of new defaults in the period.

1 Excludes purchased or originated credit-impaired financial asset (POCI) assets of €54 million (31 December 2025: €57 million) which were no longer credit-impaired at the reporting date due to improvement in credit risk since purchase or origination. These loans will remain classified as POCI loans until derecognition.

Further information on APMs referred to above can be found in the alternative performance measures section on page 116.

Liquid assets

The Group's portfolio of liquid assets at 30 June 2026 increased by €0.4 billion from 31 December 2025 to €46.4 billion, primarily due to higher customer deposits of €0.7 billion (constant currency basis), higher wholesale funding volumes of €0.3 billion, an FX gain €0.1 billion and other items of €0.4 billion, partially offset by higher lending volumes of €1.1 billion (constant currency basis). During H126, the Group purchased €4.6 billion worth of bonds and had net maturities and sales of c.€1.8 billion. The decrease in cash balances in H126 is predominately due to bond purchases which is set out in note 29.

Other assets and other liabilities

Fair value movements of derivative assets and derivative liabilities were impacted by changes in interest rates, FX rates, equity markets and maturity of transactions during H126. The movement in fair value changes due to interest rate risk of the hedged items in portfolio hedges was attributable to interest rate moves between 31 December 2025 and 30 June 2026.

The deferred tax asset (DTA) at 30 June 2026 primarily related to unused historic tax losses and decreased in the period due

to utilisation against current period profits. See note 21 for further details.

The net pension position was a surplus of €0.8 billion at 30 June 2026 (31 December 2025: €0.9 billion). The movement in the pension during the period is primarily due to a decrease in RoI discount rates resulting in increased pension liabilities, partially offset by a decrease in euro and UK interest rates resulting in increased pension assets.

Customer deposits

Customer deposits (continued)

Wholesale funding

At 30 June 2026, Group customer deposit volumes of €108.5 billion were €1.0 billion higher compared to €107.5 billion at 31 December 2025, driven by an increase in Retail Ireland volumes of €1.9 billion, offset by a decrease in Corporate and Commercial volumes of €0.6 billion and a decrease in Retail UK balances of €0.3 billion. On a constant currency basis, Retail UK volumes decreased by €0.5 billion (£0.4 billion).

Wholesale funding balances of €9.5 billion at 30 June 2026 were €0.3 billion higher than 31 December 2025. This is primarily due to a net increase in MREL eligible senior debt of €0.8 billion, partially offset by net repayment of BoE Monetary Authority funding of €0.2 billion, a decrease in bank deposits of €0.2 billion and a decrease in other items of €0.1 billion.

The divisional review provides further information on the financial performance of the Group's divisions during H126 as well as some key performance metrics.

The divisional review is presented using IFRS and non-IFRS measures. Non-IFRS measures include 'underlying divisional contribution', an alternative performance measure the Group uses which reflects the underlying financial contribution of each division towards the consolidated Group underlying profit or loss, before tax, excluding non-core items which obscure the underlying performance of the divisions.

Other reconciling items represent transactions between operating segments which are eliminated upon consolidation and the application of hedge accounting at Group level.

1 Comparative figures have been restated to reflect (i) the transfer of Asset and Motor Finance from Corporate and Commercial to Retail Ireland effective from 1 January 2026 and (ii) the reclassification of €71 million of transformation programme costs, which are no longer considered to meet the definition of a non-core item as they are no longer considered to be non-recurring and are now presented in operating expenses. As a result, underlying profit increased by €15 million in Retail Ireland, decreased by €4 million in Wealth and Insurance, decreased by €5 million in Retail UK, decreased by €16 million in Corporate and Commercial and Group Centre's underlying loss increased by €61 million.

In 2026, the Group transferred its Asset and Motor Finance customer base from the Corporate and Commercial division to Retail Ireland. The transfer was driven by evolving business requirements, as many of these customers have banking needs that are more closely aligned with Retail Ireland's consumer banking proposition and customer profile. This realignment ensures that these customers are supported within the business division best suited to their financial and servicing requirements.

Further information on our alternative performance metrics referred to in the divisional review can be found on page 116.

Divisional income statement on an underlying basis - operating segments

The tables below provide a reconciliation of the income statement on an underlying basis (excluding non-core items on page 12) to the Group statutory profit / loss before tax.

1 Performance is reported on an underlying basis and has been adjusted to exclude non-core items that the Group believes obscure the underlying performance trends in the business and is considered an APM. For further information on APMs see page 116.

Divisional income statement on an underlying basis - operating segments (continued)

Net other income

Insurance

Total

Operating profit / (loss) before net impairment

Net impairment

Share of results of associates

Profit

Net interest

Insurance

investment

Other

operating

(losses) on

(losses) / gains

and joint

/ (loss)

1 Comparative figures have been restated to reflect (i) the transfer of Asset and Motor Finance from Corporate and Commercial to Retail Ireland effective from 1 January 2026 and (ii) the reclassification of €71 million of transformation programme costs, which are no longer considered to meet the definition of a non-core item as they are no longer considered to be non-recurring and are now presented in operating expenses. As a result, underlying profit increased by €15 million in Retail Ireland, decreased by €4 million in Wealth and Insurance, decreased by €5 million in Retail UK, decreased by €16 million in Corporate and Commercial and Group Centre's underlying loss increased by €61 million.

2 Performance is reported on an underlying basis and has been adjusted to exclude non-core items that the Group believes obscure the underlying performance trends in the business and is considered an APM. For further information on APMs see page 116.

Retail Ireland

Retail Ireland serves customers across a broad range of segments and sectors with financial products and services tailored to meet their needs.

Compared to H125:

• Operating income was €59 million higher primarily reflecting the impact of higher lending and deposit volumes, partly offset by the impact of lower interest rates.

• Operating expenses were €33 million higher primarily driven by higher IT investment spend.

• Net impairment loss was €14 million higher, primarily reflecting charges in the Consumer portfolio in H126 compared to gains arising from model parameter updates in H125, partially offset by a lower charge on the Mortgage portfolio.

  Compared to 31 December 2025:

• H126 reflected strong loan portfolio growth, notably in the mortgages portfolio, resulting in an overall net increase of €1.2 billion in the lending book.

• Customer deposits were €75.1 billion, €1.9 billion higher than 31 December 2025 with growth supported by our strong franchise and broad funding base.

1 Comparative figures have been restated to reflect the Asset and Motor finance transfer from Corporate and Commercial to Retail Ireland effective from 1 January 2026. As a result, net interest income increased by €21 million, operating expenses increased by €13 million, net impairment losses decreased by €7 million and loans and advances to customers increased by €2.0 billion.

Wealth and Insurance

Wealth and Insurance is a market leading wealth management, life, pensions and investments provider in Ireland and includes Davy and New Ireland.

During H126, W&I continued to support customers to meet their lifestyle and retirement goals and to manage their wealth, delivering an underlying contribution of

€87 million (H125: €60 million):

• Despite significant volatility, AUM at 30 June 2026 closed at €65.5 billion (31 December 2025: €60.0 billion) with positive market movements of €3.9 billion and net flows of €1.6 billion.

• Operating income was €20 million higher than H125, up 11% reflective of increased AUM growth, improved experience and positive trading activity.

• The contractual service margin (CSM) represents the unearned profit of a group of insurance and reinsurance contracts and is released in line with the insurance service provided. The CSM increased by €29 million to €609 million during H126 (31 December 2025: €580 million) driven by new business and positive market movements, partially offset by the release of CSM to the income statement. A total of €34 million (H125: €29 million) was released from the CSM to operating profit in the period. See note 6 for details.

• Operating expenses were €4 million higher than H125, supporting growth in AUM and continued investment in the business.

• Investment valuation movement was €12 million in H126 (H125: €1 million). This was driven by changes in expectations for future interest rates and strong equity performance.

• Included in net other income, are investment gains of €1,137 million (H125: losses of €129 million) on assets backing insurance policyholder liabilities, driven by strong market performance compared with the tariff-related volatility in H125. Consistent with these market movements, insurance contract liabilities also increased, resulting in finance expenses of €1,131 million (H125: income of €150 million) in the same period. See note 6 for more details.

  2

  1 Comparative figures have been restated following changes to the Group's presentation of underlying performance measures. Transformation programme costs of €4 million are no longer considered to meet the definition of a non-core item as they are no longer considered to be non-recurring and are now presented in operating expenses, increasing operating expenses from €123 million to €127 million.

  Performance is reported on an underlying basis and has been adjusted to exclude non-core items that the Group believes obscure the underlying performance trends in the business and is considered an APM. For further information on APMs see page 116.

  Divisional review (continued)

  Retail UK

  Achievements under the Group strategic pillars for H126:

  Stronger relationships

  • Strengthened mortgage offerings to improve affordability and expanded customer eligibility through enhanced lending criteria. This included broader interest only access, longer mortgage terms and increased new-build loan to values (LTVs).

  • Introduced a quicker payment solution on Business Online, enabling businesses to send same-day payments.

  • Launched a flexible business deposit product in Northern Ireland (NI) which gives the reassurance of a fixed rate, while maintaining a degree of flexibility for the customer.

  • Growth in Marshall Leasing through new corporate and SME customers, with fleet size surpassing 14,000 vehicles for the first time.

    Simpler business

  • Enhancements to the Mortgage Customer Hub registration journey, making it easier for customers to complete authentication checks and gain access to their account.

  • A new Northridge dealer stocking platform has been implemented, including delivery of a dealer self-serve app streamlining the process.

  • Personal Current Account application process has been further streamlined, delivering meaningfully reduced completion times.

  Resilient company

  • In Marshall Leasing, 22% of H126 orders were EVs.

  • Sustainable Business Coach launched in H126 to help NI SMEs identify and prioritise their environmental, social and corporate governance (ESG) actions.

  • Financial resilience was strengthened through more than 15,000 hours of financial literacy training, a 64% increase in Money Smart school participation, 41 fraud awareness events delivered, and enhanced accessibility and tailored support for vulnerable customers.

Retail UK provides banking services to customers in the UK, including mortgages, savings, foreign exchange, asset finance and contract hire. It has a partnership with the Post Office which includes our foreign exchange joint venture, FRES.

Compared to H125:

• Operating income was £19 million higher than H125, due to the structural hedge and swap valuation benefits and higher Northridge income offset by lower mortgage income given higher redemptions and lower new business.

• Operating expenses increased by £9 million, driven by investment in IT infrastructure / software to improve efficiency and support process simplification.

• Underlying impairment charge of £20 million is £11 million higher primarily reflecting the market trend of increased motor vehicle voluntary terminations.

  Compared to 31 December 2025:

• Loans and advances to customers (net) decreased by £0.4 billion, due to higher mortgage redemptions and lower new lending given the focus on returns.

• Customer deposits were £0.4 billion or 3% lower reflecting the division's lower funding requirements in the period.

  1 Comparative figures have been restated following changes to the Group's presentation of underlying performance measures. Transformation programme costs of £4 million are no longer considered to meet the definition of a non-core item as they are no longer considered to be non-recurring and are now presented in operating expenses, increasing operating expenses from £120 million to £124 million.

  2 Performance is reported on an underlying basis and has been adjusted to exclude non-core items that the Group believes obscure the underlying performance trends in the business and is considered an APM. For further information on APMs see page 116.

  Divisional review (continued)

  Corporate and Commercial

  Achievements under the Group strategic pillars for H126:

  Stronger relationships

  • Proactively contributed to addressing the Irish housing challenge with a €2.5 billion fund to enable the delivery of 30,000 homes and a €1 billion fund to underpin the construction of 15,000 social and affordable homes by 2028. At June 2026, we are backing the development of around 26,000 new homes including nearly 11,000 social and affordable homes, helping to address one of society's most important challenges through partnership and funding at scale.

  • Relationship management teams supported customers in navigating a changing geopolitical and economic environment through sector insights, thought leadership and engagement programmes.

  • Launched a new strategic partnership with Kennedy Lewis, providing tailored financing solutions to mid-market private equity sponsors.

  • Won 8 awards at Finance Dublin Deals of the Year Awards 2026.

    Simpler business

  • Continued to simplify the operating model through the centralisation of core fulfilment activities and enhanced telephony technology to improve customer service.

  • Reimagined the SME online lending journey, building on digital initiatives to create a simpler, faster customer experience.

  • Continued the planned deleveraging of non-core international corporate portfolios (US commercial real estate, US Leverage Acquisition Finance and Corporate GB), with total net lending reduced from €1.8 billion to €1.2 billion at H126.

    Resilient company

  • Enhanced organisational and leadership capability through targeted development initiatives, supporting long-term resilience and sustainable growth.

  • Continued to support customers in their transition to a lower-carbon economy through sustainable finance solutions, renewable energy financing and specialist advisory capabilities.

Corporate and Commercial Banking serves businesses across Ireland and selected international markets through dedicated relationship management teams, providing access to the full breadth of the Group's banking, lending, treasury risk management and specialist financial capabilities.

Compared to H125:

• Operating income decreased by €20 million, primarily due to the deleveraging of US and UK lending books as well as the lower interest rate environment, partially offset by higher lending in growth portfolios.

• Operating expenses were €26 million or 18% higher, with higher depreciation associated with investment in technology offsetting reduction in core staff costs due to lower FTE.

• Net impairment losses decreased by €131 million to a gain of €9 million, due to strong credit performance across the book in the period.

  Compared to 31 December 2025:

• The loan book was €0.3 billion or 2% higher, reflecting strong growth in portfolios offsetting reduction due to the planned deleveraging in non-core international corporate portfolios.

  1 Comparative figures have been restated to reflect (i) the transfer of Asset and Motor Finance from Corporate and Commercial to Retail Ireland effective from 1 January 2026 and (ii) the reclassification of €1 million of transformation programme costs, which are no longer considered to meet the definition of a non-core item as they are no longer considered to be non-recurring and are now presented in operating expenses. As a result, net interest income decreased by €21 million, operating expenses decreased by €12 million, net impairment losses increased by €7 million and loans and advances to customers decreased by €2.0 billion.

  Divisional review (continued)

  Group Centre

  Group Centre incorporates the Group's central support and control functions, overseeing the Group customer strategy, establishing clear governance and control frameworks as well as providing management services to the Group.

  Group Centre Income statement	6 months ended 30 June 2026 €m	Restated1 6 months ended 30 June 2025 €m
  Net other income / (expense)2	3	(34)
  Operating expenses (excluding levies and regulatory charges)1,2	(241)	(293)
  Levies and regulatory charges	(97)	(108)
  Underlying contribution	(335)	(435)

  Achievements under the Group strategic pillars for H126:

  Stronger relationships

  • Launched a new brand - Right with you - which reflects our role of enabling customers' financial confidence at every step and stage of their lives.

  • Bank of Ireland has launched its new Benefits Finder tool, an innovative service in Ireland that helps customers identify tax credits and reliefs they may be missing out on.

    Simpler business

  • Launched Coupa as our single, end-to-end procurement platform, creating one entry point for all sourcing, requisitioning, purchase order and invoicing activity across the Group and simplifying how we engage with suppliers and manage spend.

  • Successfully transitioned 2,500 contact centre colleagues across the Group onto our new telephony platform. This modernises our technology, strengthens resilience and unlocks future capability with AI reducing call transfers by 40%.

  • We are building AI capabilities across the organisation to enhance customer experiences and improve productivity. Early implementations are generating promising proof points and reinforcing the longterm value potential of AI-enabled transformation.

    Resilient company

  • Bank of Ireland Group became the first Irish bank to achieve the International Organization for Standardization (ISO) 22301 certification for business continuity.

  • Implemented a major upgrade (Strategic Authentication) to the sign-in journey on our mobile app, making it faster and more secure for millions of customers.

  • €1.25 billion raised across two green bond issuances in H126, attracting strong investor demand and tight pricing and supported by our top tier ESG Ratings (MSCI AAA, Sustainalytics Low Risk).

Group Centre's income and costs comprise income from capital and other management activities; mark-to-market movements on derivative instruments that economically hedge the banking book; unallocated Group support costs; impairment losses on financial instruments; costs associated with the Irish Bank levy and other regulatory levies.

Compared to H125:

• Net other expense decreased by €37 million to a net income of €3 million during H126, primarily driven by favourable mark-to-market adjustments on derivative instruments that economically hedge the banking book, partly offset by hedge accounting effects, in addition to foreign exchange revaluations resulting mainly from EUR / USD currency volatility.

• Operating expenses were €52 million or 18% lower, primarily due to lower restructuring and transformation costs.

• Levies and regulatory charges decreased by €11 million in H126, primarily due to the DGS levy.

1 Comparative figures have been restated following changes to the Group's presentation of underlying performance measures. Transformation programme costs of €61 million are no longer considered to meet the definition of a non-core item as they are no longer considered to be non-recurring and are now presented in operating expenses, increasing operating expenses (before levies and regulatory charges) from €232 million to €293 million.

2 Performance is reported on an underlying basis and has been adjusted to exclude non-core items that the Group believes obscure the underlying performance trends in the business and is considered an APM. For further information on APMs see page 116.

Principal risks and uncertainties facing the Group for the remaining six months of 2026 are set out below. This summary should not be regarded as a complete and comprehensive statement of all potential risks as other factors not yet identified, or not currently material, may also emerge and adversely affect the Group's operations, financial conditions, or reputation. The Group remains vigilant in monitoring the evolving macroeconomic environment and ongoing geopolitical developments, including but not limited to the US-Iran conflict and the emergence of Frontier Artificial Intelligence (AI) risks, and how these impact on the Group's risk profile. The Group horizon scans for emerging risk themes and issues, and addresses these through implementing any necessary and appropriate risk mitigating actions. For further details on risks facing the Group, see pages 224 to 235 of the Group's 2025 Annual Report.

Business and strategic risk is the risk of not delivering the agreed strategy and business and financial targets, designed to ensure the long-term sustainability of the Group's businesses. This can be as a result of internal or external factors. For example, implementing a strategy that does not support the Group's target outcomes, inadequate planning or implementation of the strategy, changes in the external environment or economic factors. Drivers include:

• macroeconomic conditions and geopolitical uncertainties. The potential impacts of these macroeconomic and geopolitical dynamics represent a risk to the Group in its markets and may result in a more adverse environment than assumed in the Group's plans. This may manifest in adverse impacts to pricing, customer confidence and credit demand, collateral values, and customers' ability to meet their financial obligations;

• the risk attached to the implementation of the Group Strategic Plan;

• changing business model for the Group including the evolving competitive landscape, accelerated digitisation, and changing consumer and business behaviours; and

• challenges and risks to the Group's strategy to transform, as well as customer considerations. Failure to transform successfully, or respond to the other risks above, could prevent the Group from realising its strategic priorities.

Capital adequacy risk is the risk that the Group does not hold sufficient capital to (i) remain compliant with regulatory capital requirements, (ii) support its business and medium-term strategic objectives, and (iii) absorb losses should unexpected events occur. While principal risks impact on the Group's capital adequacy to some extent, capital adequacy is primarily impacted by significant increases in credit risk or RWAs, materially worse than expected financial performance and changes to minimum regulatory requirements.

Conduct risk is the risk of poor outcomes for, or harm to, customers, clients, other stakeholders, or the markets, arising from the delivery of the Group's products and services and / or employee misconduct. The Group is exposed to conduct risk as a consequence of all the activities that the Group engages in during the normal conduct of its business. These risks may materialise from failures to comply with regulatory requirements or expectations, as an outcome of risk events in other principal risk categories, from changes in external market expectations or conditions, provision of products and services and the various activities performed by staff, contractors and third party suppliers. Conduct risk includes market integrity, customer protection, financial crime, data privacy, and employee conduct risks.

Credit risk is the risk of loss resulting from a counterparty being unable to meet its contractual obligations to the Group in respect of loans or other financial transactions, or any other deterioration in a counterparty's creditworthiness. This risk includes debt underwriting risk, loan origination risk, credit concentration risk, cross border transfer risk, credit quality deterioration risk, default risk, and collateral valuation risk. Credit risk arises from loans and advances to customers and from certain other financial transactions such as those entered into by the Group with financial institutions, sovereigns, and state institutions. Increased economic and trade policy uncertainty has led to a weaker macroeconomic outlook. The Group's Forward-looking information (FLI) scenarios and associated probability weights reflect, among other factors, the prevailing geopolitical environment. Post-model adjustments have been applied, where appropriate, to ensure the final impairment loss allowance appropriately reflects the Group's underlying credit risk profile.

Funding and liquidity risk is the risk that the Group will experience difficulty in financing its assets and / or meeting its contractual payment obligations as they fall due, or will only be able to do so at substantially above the prevailing market cost of funds. Liquidity risk arises from the differences in timing between cash inflows and outflows. Cash inflows are driven by, amongst other things, the maturity structure of loans and investments held by the Group, while cash outflows are driven by items such as the term maturity of debt issued by the Group and outflows from customer deposit accounts. The liquidity risk of the Group may also be impacted by external events which could result in a sudden withdrawal of deposits or the potential changes in customer behaviour. Funding risk can occur where there is an over-reliance on a particular type of funding, a funding gap, or a concentration of wholesale funding (including securitisations) maturities. The Group funds an element of its sterling balance sheet in part from euro (via cross currency derivatives), which creates an exposure to the cost of this hedging.

Life insurance risk is the risk of unexpected variation in the amount and timing of claims associated with insurance benefits. This variation, arising from changing customer mortality, life expectancy, health, or behavioural characteristics, may be short or long term in nature.

Market risk is the risk of loss arising from movements in interest rates, FX rates, equity, credit spreads, or other market prices. Market risk arises from the structure of the balance sheet, the Group's business mix, and includes discretionary risk taking. The Group permits discretionary risk taking activity in Davy and it can arise through market-making, whereby positions can be held to facilitate client orders. Market risk can also arise through the conduct of customer business, particularly in respect to fixed-rate lending and the execution of derivatives and FX business. The nature of the business mix and the Group's balance sheet profile can create interest rate risk in the banking book exposures which result in economic value of equity and net interest income sensitivities. Earnings for NIAC are directly exposed to movements in market prices as a sizeable portion of shareholder surplus is invested in high yield funds. In addition, NIAC's earnings are also indirectly exposed to changes in equity and property markets through fee income generated on unit-linked customer investments.

Operational risk is the risk of loss resulting from suboptimal or failed internal processes, systems, human factors, or from external events. These risks may arise from failures in technology, change management, information security and cyber threats, third party risk and outsourcing, data quality, transaction processing, talent recruitment and retention, financial and regulatory reporting, or legal and tax compliance. Operational risk may also arise from transformation initiatives, design or implementation errors, poor data handling, or a failure to meet regulatory obligations. The frequency and complexity of risks are increasing due to an evolving threat landscape, particularly in the area of cyber security, however, the Group continues to strengthen its operational resilience to identify, respond to, adapt to and recover from disruptions irrespective of whether the issue originated internally or from a third party.

Regulatory risk is the risk that the Group does not identify legal or regulatory change or appropriately manage its relationships with its regulators. The Group is exposed to regulatory risk as a consequence of all the activities that the Group engages in during the normal conduct of its business. Regulatory risk may materialise from failure to identify new or existing regulatory and / or legislative requirements or deadlines, ensure appropriate governance is in place to embed regulatory requirements into processes, or failure to appropriately manage the Group's regulatory relationships. Regulatory risk includes ineffective regulatory change governance and ineffective regulatory engagement risks.

Model risk is the potential for adverse consequences due to model design or implementation errors or the inappropriate use of model outputs. The Group uses models to support activities, including: determining capital and impairment requirements; informing business and credit decisions; valuing exposures; transaction monitoring and supporting customer analytics. The adverse consequences from model issues could include financial loss, negative customer outcomes, poor decision making, regulatory criticism or damage to the Group's reputation.

Other risk themes that span the Group's principal risk types include:

Environmental (Climate and Other Environmental), Social and Governance: ESG risk is the risk to the Group that ESG factors (environmental, social or governance matters) could cause a material negative impact on: the Group's earnings, capital, franchise value or reputation; the Group's regulatory standing; the long-term sustainability of our customers' operations and financial wellbeing; and the communities and environment in which we and our customers operate. ESG factors represent a common risk driver across the Group's Principal and Sub risk types. The Group applies a risk lens to ensure that the impact of ESG across the Group's risk types is considered on an ongoing basis and that the aggregate impact arising from ESG risk drivers is given appropriate consideration. ESG risks and opportunities will continue to impact how the Group implements its strategy, business model, customer offering, and how it manages risk in the Group. The Group's 2026 to 2028 Sustainability Strategy is fully aligned with the Group's broader 2026 to 2028 Strategy.

Transformation: major initiatives such as digital transformation, re-platforming of core technology and other significant structural changes that fundamentally alter how the Group operates or delivers its services.

Reputation: a negative impact on earnings and franchise value, the Group's relationship with its stakeholders and / or its ability to deliver its business strategy can result from a loss of trust in or adverse perception of the Group by its stakeholders.

Regulatory compliance: the Group is committed to conducting its activities in accordance with all applicable legal and regulatory requirements.

Operational resilience: the ability to identify and prepare for, respond and adapt to, recover, and learn from an operational disruption, including the risks presented by the emergence of Frontier AI.

Asset quality - Loans and advances to customers

The information in the Asset Quality section including referenced footnotes forms an integral part of the interim financial statements as described in the basis of preparation in note 1 to the financial statements.

The Group's asset quality reporting methodology is as set out on page 251 of the Group's 2025 Annual Report.

Approach to measurement of impairment loss allowances

The Group's methodology for loan loss provisioning under IFRS 9 is set out on pages 253 to 254 of the Group's 2025 Annual Report.

Assessment of the relationship between macroeconomic model factors and default rates during 2020 and 2021 considered default experience to be unrepresentative in portfolios due to COVID-19 related supports and payment breaks available to borrowers during this period. As a result, data points from the 2020 and 2021 period have been consistently excluded from the majority of Retail Probability of Default (PD) macro regression models.

The prepayment rate component of the Retail Ireland residential mortgage impairment model was enhanced during H126, to align prepayment rate assumptions with observed experience. The model update resulted in a c.€1 million increase in impairment loss allowance.

The probability weightings for FLI scenarios at H126 include consideration of economic uncertainty, primarily driven by elevated geopolitical risk and trade policy uncertainty.

The Group's critical accounting estimates and judgements, including those with respect to impairment of financial instruments, including FLI are set out in note 2 of the consolidated financial statements.

Credit Risk associated with geopolitical risk, economic uncertainty, and affordability rates

The impact of heightened geopolitical uncertainty has been integrated into individual credit assessments across the relationship-managed commercial portfolios during H126.

Targeted evaluations of energy price related risks have been conducted in H126 within relevant Corporate and SME lending portfolios. Where assessments identified exposures as being materially adversely affected by rising energy costs linked to the US-Iran conflict, the resulting increase in credit risk was reflected through reclassification to Stage 2.

The €40 million geopolitical risk PMA applied at 31 December 2025 has been retained to recognise ongoing potential second order economic impacts arising from the prevailing elevation in geopolitical risk and its impact on economic uncertainty which might not be fully captured in current internal PD ratings. This adjustment reflects the increased credit risk that may arise within internationally focused Corporate Non-Property lending portfolios as a result of broader macroeconomic uncertainty.

Additionally in H126, the Group continued to conduct a number of assessments in relation to credit risk associated with the impact of elevated affordability risk including impacts on UK residential mortgage interest only loans nearing scheduled maturity and the possible lag effect of higher interest rate pass through on both RoI and UK residential mortgage customers rolling off fixed rate contracts.

Accordingly, credit risk assessments were implemented across the residential mortgage and RoI consumer portfolios and the outputs have been utilised to identify significant increases in credit risk and the reclassification of Stage 1 assets to Stage 2. These credit risk assessments, which leveraged qualitative information not already captured in impairment models, resulted in a credit management decision to reclassify c.€1.0 billion of Stage 1 assets to Stage 2 at the reporting date (31 December 2025: c.€1.2 billion), with a corresponding c.€10 million increase in impairment loss allowance (31 December 2025: €11 million).

Furthermore, the final set of probability weightings applied to FLI scenarios utilised in the Group's impairment models incorporated the application of management judgement to initial modelled probability weightings to reflect economic uncertainty associated with factors including geopolitical risk. The application of updated macroeconomic variables and FLI scenario weights used in Expected Credit Loss (ECL) models at 30 June 2026 resulted in a c.€24 million increase in impairment loss allowance.

Further details on the selected FLI scenarios for the reporting period, Group PMAs and management judgement incorporated into impairment model parameters are provided in note 2 of the consolidated financial statements.

Composition and impairment

The tables on the following page summarise the composition, credit-impaired volumes and related impairment loss allowance of the Group's loans and advances to customers at amortised cost at 30 June 2026. These tables exclude €157 million (31 December 2025: €166 million) of loans and advances to customers that are measured at fair value through profit or loss (FVTPL) and are therefore not subject to impairment under IFRS 9.

Credit-impaired includes Stage 3 and Purchased or Originated Credit-impaired (POCI) assets of €65 million (31 December 2025: €67 million). €54 million of POCI assets (31 December 2025: €57 million) were no longer credit-impaired at the reporting date due to improvement in credit risk since purchase or origination. These loans will remain classified as POCI loans until derecognition.

Asset quality - Loans and advances to customers (continued)

Advances (pre-

Credit-impaired

Credit-impaired

Impairment loss allowance as %

At 30 June 2026, loans and advances to customers (pre impairment loss allowance) of €84.9 billion were €1.5 billion higher than 31 December 2025, primarily driven by positive net new lending in the period, particularly within the RoI mortgage portfolios, offset by the combined impacts of NPE resolution activity, utilisation of impairment loss allowances and net redemptions in the period.

Credit-impaired loans decreased to €1.7 billion or 2.0% of customer loans at 30 June 2026 from €1.8 billion or 2.2% at 31 December 2025, reflecting the execution of case specific resolution strategies, particularly in relation to a small number of large defaulted cases in the corporate portfolio. The reduction in NPEs was partly offset by the emergence of new defaults in the period.

There was a net reduction of €1.0 billion in loans categorised as Stage 2 (i.e. cases that are no longer identified as having experienced a significant increase in credit risk) in the year. The primary driver of this reduction was the net impact of portfolio activity (including net repayments / redemptions) which offset increases from the application of updated FLI and impairment model methodology updates.

The stock of impairment loss allowance on credit-impaired loans was €0.6 billion at 30 June 2026, unchanged from 31 December 2025. The increase in ILA stock from the gross impairment loss on credit-impaired loans of €0.1 billion was offset by impairment loss allowance utilisation.

Asset quality - Loans and advances to customers (continued)

The total impairment loss allowance at 30 June 2026 includes a total PMA of €122 million (31 December 2025: €106 million), which was recognised against loans and advances to customers. Details on the PMAs are provided in note 2 on pages 58 to 60.

Impairment loss allowance cover for credit-impaired loans increased slightly to 36% at 30 June 2026 compared to 35% at

31 December 2025. This primarily reflects changes in the underlying asset / portfolio mix of the Stage 3 population with the resolution of a number of corporate assets with lower coverage and the emergence of Stage 3 assets in the period, primarily from the corporate portfolios, with higher than average impairment requirements.

Risk profile of forborne loans and advances to customers

The Group's total risk profile of loans and advances to customers at amortised cost at 30 June 2026 of €84.9 billion (31 December 2025: €83.5 billion) is available in note 19. The tables below exclude €157 million of loans and advances to customers at 30 June 2026 (31 December 2025: €166 million) that are measured at FVTPL and are therefore not subject to impairment under IFRS 9. Exposures outlined in the table below are before impairment loss allowance.

At 30 June 2026, forborne POCI loans included €10 million (31 December 2025: €10 million) of loans which, while credit-impaired upon purchase or origination, were no longer credit-impaired at the reporting date due to improvement in credit risk. These loans will remain classified as POCI loans until derecognition.

Asset quality - Loans and advances to customers (continued)

31 December 2025

Stage 1 (not credit-

Stage 2 (not credit-

Stage 3 (credit-

Purchased / originated

credit-

Asset quality - Loans and advances to customers (continued)

Loan to value profiles - total Retail Ireland mortgages

The tables below set out the weighted average indexed LTV for the total Retail Ireland mortgage loan book. The tables include POCI loans of €119 million (31 December 2025: €124 million).

Weighted average loan to value ratios are calculated at a property level and reflect the average property value in proportion to the outstanding mortgage. Property values are determined by reference to the property valuations held, indexed to the Central Statistics Office (CSO) Residential Property Price Index (RPPI). The indexed LTV profile of the Retail Ireland mortgage loan book is based on the CSO RPPI at April 2026. The CSO RPPI for April 2026 reported that average national residential property prices were 25.2% above peak (October 2025: 23.7% above peak), with Dublin residential prices 10.1% above peak and outside of Dublin residential prices 28.0% above peak (October 2025: 8.9% above peak and 26.2% above peak respectively). In the four months to April 2026, residential property prices at a national level increased by 0.2% (October 2025: 5.8% increase).

At 30 June 2026, €38.5 billion or 99.9% of Retail Ireland mortgages were classified as being in positive equity, 99.9% for Owner occupied mortgages and 98.0% for Buy to let mortgages.

Asset quality - Loans and advances to customers (continued)

Asset quality - Loans and advances to customers (continued)

Loan to value profiles - total Retail UK mortgages

The tables below set out the weighted average indexed LTV for the total Retail UK mortgage loan book. Weighted average loan to value ratios are calculated at a property level and reflect the average of property values in proportion to the outstanding mortgage. Property values are determined by reference to the original or latest property valuations held, indexed to the published 'Nationwide UK House Price Index'.

Asset quality - Loans and advances to customers (continued)

The information below including referenced footnotes forms an integral part of the interim financial statements as described in the basis of preparation in note 1 to the financial statements.

1 The December 2025 capital ratios have been presented including the benefit of the retained profits in the period. Under Article 26 (2) of the Capital Requirements Regulation, financial institutions may include independently verified profits in their regulatory capital only with the prior permission of the competent authority, namely the ECB, and such permission has been obtained. The capital ratios are calculated using unrounded risk weighted asset amounts.

2 At 30 June 2026, a foreseeable distribution deduction of €761 million representing ordinary dividend of €373 million and remainder of share buyback (€388 million) was deducted. At 31 December 2025, a foreseeable distribution deduction of €958 million representing an ordinary dividend of €428 million and share buyback of €530 million was deducted.

3 In accordance with ECB guidance and EBA Q&A 2023_6887, no interim profits have been recognised under Article 26 (2) of the Capital Requirements Regulation. The reported interim capital ratios at 30 June 2026 have therefore been presented excluding the benefit of H126 interim profits. Inclusion of H126 profits results in a CET1 ratio of 15.5% and a total capital ratio of 20.5%.

4 Deduction relates to deferred tax assets on losses carried forward, net of certain deferred tax liabilities.

5 Includes technical items such as non-qualifying CET1 items, prudential valuation adjustment, calendar provisioning, cash flow hedge reserve, own credit spread adjustment (net of tax), coupon expected on Additional Tier 1 (AT1) instrument and securitisation deduction.

Risk weighted assets

RWAs were €57.3 billion at 30 June 2026 (31 December 2025:

€55.8 billion). The increase of €1.5 billion in RWAs is primarily due to the loan book movements, amortisation of credit insurance and FX. Further details on RWAs can be found in the Group's Pillar 3 disclosures which are available on the Group's website.

CET1 ratio

The Group's pro forma CET1 ratio with inclusion of the H1 unaudited profits was 15.5% at 30 June 2026 (31 December 2025: 15.1%). The increase of c.+35 basis points since 31 December 2025 is primarily due to net capital generation (c.

+135 basis points), partially offset by a foreseeable distribution deduction (c.-65 basis points) and RWA growth (c.-35 basis points).

The Group's reported CET1 ratio (excluding the H1 unaudited profits1) was 14.7% at 30 June 2026.

Leverage ratio

The Group's pro forma leverage ratio with inclusion of the unaudited profits was 7.1% at 30 June 2026 (31 December

2025: 6.9%).

The Group's leverage ratio, (excluding the H1 unaudited profits1) was 6.8% at 30 June 2026.

A binding leverage requirement of 3% is applicable. The Group expects to remain well in excess of this requirement.

Capital requirements / buffers

The table on the following page sets out the Group's CET1 capital requirements for 30 June 2026 and the authorities responsible for setting those requirements.

The Group is required to maintain a CET1 ratio of 11.39% on a regulatory basis at 30 June 2026. This includes a Pillar 1 requirement of 4.50%, CET1 Pillar 2 Requirements (P2R) of 1.35%, a Capital Conservation Buffer (CCB) of 2.50%, an Other

Systemically Important Institutions (O-SII) Buffer of 1.50% and a Countercyclical buffer (CCyB) of 1.54%. Pillar 2 Guidance (P2G) is not disclosed in accordance with regulatory preference.

The CCyBs are independently set in each country by the relevant designated authority.

The Central Bank of Ireland (CBI) has advised that the Group is required to maintain an O-SII buffer of 1.50% subject to annual review by the CBI.

The Group expects to maintain regulatory capital ratios significantly in excess of minimum regulatory requirements.

Minimum Requirement for Own Funds and Eligible Liabilities

The Group's interim binding MREL requirements, to be met at 30 June 2026, were 28.57% on a RWA basis and 7.56% on a leverage basis.

The MREL RWAs requirement consists of a Single Resolution Board (SRB) target of 23.03% (based on the Group's capital requirements at 30 June 2026) and the Group's Combined Buffer Requirement (CBR) of 5.54% on 30 June 2026 (comprising the Capital Conservation Buffer of 2.50%, an O-SII buffer of 1.50% and a Countercyclical buffer of 1.54%). The SRB target is subject to annual review; while the CBR is dynamic, updating as changes in capital requirements become effective.

The Group's pro forma MREL position at 30 June 2026 was 33.0% on a RWA basis and 13.3% on a leverage basis (32.3% and 13.0% excluding interim profits1). The Group expects to maintain a buffer over its MREL requirements.

1 In accordance with ECB guidance and EBA Q&A 2023_6887, no interim profits have been recognised under Article 26 (2) of the Capital Requirements Regulation. The reported interim capital ratios at 30 June 2026 have therefore been presented excluding the benefit of H126 interim profits.

Distribution policy

The Group paid an ordinary dividend in respect of the 2025 financial year of €428 million, equivalent to 45 cents per share, on 9 June 2026. This was paid to shareholders who appeared on the Company's register on 24 April 2026, the record date for the dividend.

In respect of H126, the Board has approved an interim distribution of 39 cents per share, equivalent to €373 million. The interim dividend will be paid on 23 October 2026 to ordinary shareholders who appear on the Company's register on 2 October 2026, the record date for the dividend.

The Group's objective is to maintain a progressive dividend per share supported by an ordinary dividend payout ratio of c.50% of attributable profits. The Board will also consider the distribution of surplus capital on at least an annual basis. The distribution level will reflect, amongst other things, the strength of the Group's capital and capital generation, the Board's assessment of the growth and investment opportunities available, any capital the Group retains to cover uncertainties (e.g. related to the economic outlook) and any impact from the evolving regulatory and accounting environments.

Share buyback

The Group commenced a share buyback programme of

€530 million on 3 March 2026. At 30 June 2026, 8.68 million shares had been repurchased for cancellation at a volume weighted average price of €17.00 per share.

Impediments to the transfer of funds

There is a requirement to disclose any impediment to the prompt transfer of funds within the Group. In respect of the Group's licensed subsidiaries, the Group is obliged to meet certain license conditions in respect of capital and / or liquidity.

These requirements may include meeting or exceeding appropriate capital and liquidity ratios and obtaining appropriate regulatory approvals for the transfer of capital or, in certain circumstances, liquidity. The Group's licensed subsidiaries would be unable to remit funds to the parent when to do so would result in such ratios or other regulatory permissions being breached. Apart from this requirement, there is no restriction on the prompt transfer of own funds or the repayment of liabilities between the subsidiary companies and the parent.

At 30 June 2026, own funds were in excess of the required minimum requirement.

Highlights

Financial Statements

Other Information

for the six months ended 30 June 2026

The Directors are responsible for preparing the interim financial report in accordance with the Transparency (Directive 2004/109/EC) Regulations 2007 ('Transparency Directive'), and the Central Bank (Investment Market Conduct) Rules 2019 ('Transparency Rules of the Central Bank of Ireland').

In preparing the condensed set of consolidated financial statements included within the interim financial report, the Directors are required to:

• prepare and present the condensed set of consolidated financial statements in accordance with IAS 34 Interim Financial Reporting as adopted by the EU, the Transparency Directive and the Transparency Rules of the Central Bank of Ireland;

• ensure the condensed set of consolidated financial statements has adequate disclosures;

• select and apply appropriate accounting policies;

• make accounting estimates that are reasonable in the circumstances; and

• assess the Group's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Directors either intend to liquidate the Group or to cease operations, or have no realistic alternative but to do so.

The Directors are responsible for designing, implementing and maintaining such internal controls as they determine are necessary to enable the preparation of the condensed set of consolidated financial statements that is free from material misstatement whether due to fraud or error.

Each of the Directors listed below confirm that to the best of each person's knowledge and belief:

1. The condensed set of consolidated financial statements included within the interim financial report of Bank of Ireland

   Group plc for the six months ended 30 June 2026 (the 'interim financial information') which comprises the condensed consolidated income statement, condensed consolidated statement of comprehensive income, condensed consolidated balance sheet, condensed consolidated statement of changes in equity, condensed consolidated cash flow statement and the related explanatory notes, have been presented and prepared in accordance with IAS 34 Interim Financial Reporting, as adopted by the EU, the Transparency Directive and Transparency Rules of the Central Bank of Ireland.

2. The interim financial information presented, as required by the Transparency Directive, includes a fair review of:

   • an indication of important events that have occurred during the first six months of the financial year, and their impact on the condensed set of consolidated financial statements;

   • a description of the principal risks and uncertainties for the remaining six months of the financial year;

   • related parties' transactions that have taken place in the first six months of the current financial year and that have materially affected the financial position or the performance of the Group during that period; and

   • any changes in the related parties' transactions described in the last annual report that could have a material effect on the financial position or performance of the Group in the first six months of the current financial year.

The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Group's website. Legislation in the Republic of Ireland governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Signed on behalf of the Board by 30 July 2026

Akshaya Bhargava Michele Greene Myles O'Grady

Chairman Deputy Chair Group Chief Executive Officer

Executive Directors: Myles O'Grady (Group Chief Executive Officer), Mark Spain (Group Chief Financial Officer).

Non-Executive Directors: Akshaya Bhargava (Chairman), Michele Greene (Deputy Chair), Giles Andrews, Pascal Boillat, Emer Finnan, Niamh Marshall, Hans van der Noordaa, Steve Pateman, Margaret Sweeney.

Bank of Ireland Interim Report 2026

39

Highlights

Financial Statements

Other Information

to Bank of Ireland Group plc

Conclusion

We have been engaged by Bank of Ireland Group plc (the 'Group') to review the Group's condensed set of consolidated financial statements in the half-yearly financial report for the six months ended 30 June 2026 which comprises the condensed consolidated income statement, condensed consolidated statement of comprehensive income, condensed consolidated balance sheet, condensed consolidated statement of changes in equity, condensed consolidated cash flow statement, a summary of material accounting policies and other explanatory notes.

Based on our review, nothing has come to our attention that causes us to believe that the condensed set of consolidated financial statements in the half-yearly financial report for the six months ended 30 June 2026 is not prepared, in all material respects in accordance with International Accounting Standard 34 Interim Financial Reporting ('IAS 34') as adopted by the EU, the Transparency (Directive 2004/109/EC) Regulations 2007 ('Transparency Directive'), and the Central Bank (Investment Market Conduct) Rules 2019 ('Transparency Rules of the Central Bank of Ireland').

Basis for conclusion

We conducted our review in accordance with International Standard on Review Engagements (Ireland) 2410 Review of Interim Financial Information Performed by the Independent Auditor of the Entity ("ISRE (Ireland) 2410") issued for use in Ireland. A review of interim financial information consists of making enquiries, primarily of persons responsible for financial and accounting matters, and applying analytical and other review procedures.

A review is substantially less in scope than an audit conducted in accordance with International Standards on Auditing (Ireland) and consequently does not enable us to obtain assurance that we would become aware of all significant matters that might be identified in an audit. Accordingly, we do not express an audit opinion.

Conclusions relating to going concern

Based on our review procedures, which are less extensive than those performed in an audit as described in the Basis for conclusion section of this report, nothing has come to our attention that causes us to believe that the Directors have inappropriately adopted the going concern basis of accounting, or that the Directors have identified material uncertainties relating to going concern that have not been appropriately disclosed.

This conclusion is based on the review procedures performed in accordance with ISRE (Ireland) 2410. However, future events or conditions may cause the Group to cease to continue as a going concern, and the above conclusions are not a guarantee that the Group will continue in operation.

Directors' responsibilities

The half-yearly financial report is the responsibility of, and has been approved by, the Directors. The Directors are responsible for preparing the half-yearly financial report in accordance with the Transparency Directive and the Transparency Rules of the Central Bank of Ireland.

The Directors are responsible for preparing the condensed set of consolidated financial statements included in the half-yearly financial report in accordance with IAS 34 as adopted by the EU.

As disclosed in note 1, the annual financial statements of the Group for the year ended 31 December 2025 are prepared in accordance with International Financial Reporting Standards as adopted by the EU.

In preparing the condensed set of consolidated financial statements, the Directors are responsible for assessing the Group's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Directors either intend to liquidate the Group or to cease operations, or have no realistic alternative but to do so.

Our responsibility

Our responsibility is to express to the Group a conclusion on the condensed set of consolidated financial statements in the half-yearly financial report based on our review.

Our conclusion, including our conclusions relating to going concern, are based on procedures that are less extensive than audit procedures, as described in the Basis for conclusion section of this report.

The purpose of our review work and to whom we owe our responsibilities

This report is made solely to the Group in accordance with the terms of our engagement to assist the Group in meeting the requirements of the Transparency Directive and the Transparency Rules of the Central Bank of Ireland. Our review has been undertaken so that we might state to the Group those matters we are required to state to it in this report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Group for our review work, for this report, or for the conclusions we have reached.

KPMG

Chartered Accountants,

1 Harbourmaster Place, IFSC Dublin 1, D01 F6F5

Ireland

30 July 2026

Bank of Ireland Interim Report 2026

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