Annual report
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FOR THE YEAR ENDED 30 JUNE 2026 _________________________________________________________________________________________________________________________ Appendix 4E - 1 - humm Group Limited 25 August 2026 ABN 75 122 574 583 APPENDIX 4E 25 August 2026 RESULTS FOR ANNOUNCEMENT TO THE MARKET humm Group Limited (ASX: HUM) and its controlled entities (also referred to as the “Group” or “hummgroup”) results for announcement to the market are detailed below: Key information Year ended 30 June 2026 $m Year ended 30 June 2025 $m Change on previous period $m Change on previous period % Revenue from ordinary activities 634.4 666.6 (32.2) (5%) Net profit from ordinary activities after tax attributable to shareholders of humm Group Limited 15.7 39.6 (23.9) (60%) Net profit for the year attributable to shareholders of humm Group Limited 15.7 39.6 (23.9) (60%) Dividends Amount per security Franked amount per security Current period: 2026 Final dividend: payable on 7 October 2026 0.50 cent 100% Interim dividend: paid on 26 March 2026 1.50 cents 100% Previous corresponding period: 2025 Final dividend: paid on 7 October 2025 0.75 cent 100% Interim dividend: paid on 2 April 2025 1.25 cents 100% Record Date for Determining Entitlement to the Dividends 1 September 2026 for final FY26 dividend. Dividend Details Our final ordinary dividend in respect of the year ended 30 June 2026 will have a record date of 1 September 2026 with payment to be made on 7 October 2026. Eligible Shareholders will be able to participate in the Company’s Dividend Reinvestment Plan (“DRP”) in respect of the 2026 final ordinary dividend. The last date for elections under the DRP is 3 September 2026. Dividend or Distribution Reinvestment Plan Details The terms of the Dividend Reinvestment Plan were lodged with ASX on 26 August 2022 and can be found at https://investors.humm-group.com/investor-centre/?page=asx-announcements-HUM. Brief Explanation on Results Please refer to the 2026 Annual Report – Review of Operations on pages 10 to 26.
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FOR THE YEAR ENDED 30 JUNE 2026 _________________________________________________________________________________________________________________________ Appendix 4E - 2 - humm Group Limited 25 August 2026 ABN 75 122 574 583 Net Tangible Assets Per Security Year ended 30 June 2026 $ Year ended 30 June 2025 $ Ordinary shares 82 cents 77 cents Control Gained or Lost Over Entities in the Financial Year Name of entities where control was gained in the financial year Date control gained Nil N/A Name of entities where control was lost in the financial year Date control lost Nil N/A Investment in Associates and Joint Ventures Nil. Other Information Nil.
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FOR THE YEAR ENDED 30 JUNE 2026 humm Group Limited ABN 75 122 574 583
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 i Contents Listing Chair’s Letter .... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 1 Chief Executive Officer’s Report .... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..3 Board of Directors .... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 5 Executive Leadership Team. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..7 Company Secretary .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 9 Review of Operations .... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 10 Remuneration Report .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 27 2026 Sustainability Report .... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 49 Introduction. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..49 Directors’ Declaration . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..49 Limitations, Judgements and Uncertainties .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 50 Definition of Material Information .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 50 Our Group and Value Chain .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 50 Governance. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..52 Strategy . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..54 Risk Management .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 69 Metrics and Targets .... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 71 Independent Auditor’s Sustainability Assurance Report .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 74 Our Way of Working .... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 78 Directors’ Report . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..80 Auditor’s Independence Declaration .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 83
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 ii Contents Listing Annual Financial Statements 2026 .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 84 Consolidated Statement of Comprehensive Income .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..86 Consolidated Statement of Financial Position .... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..87 Consolidated Statement of Changes In Equity. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..88 Consolidated Statement of Cash Flows. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..89 Notes to the Consolidated Financial Statements .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 90 Independent Auditor’s Report .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .152 Shareholder Information .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .157 Consolidated Entity Disclosure Statement .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 160 Directors’ Declaration .... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .163 Corporate Directory .... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .164
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 1 Dear Shareholders, FY26 was an eventful year for hummgroup. The business operated against a challenging macroeconomic backdrop while navigating significant corporate activity. Despite these external factors, the underlying strength and resilience of the business, the quality of our leadership team and the commitment of our people have enabled us to navigate the year and provide a strong foundation for the future. During the year, hummgroup was the subject of two lengthy non-binding indicative offer processes relating to a potential change of control, together with proceedings before the Takeovers Panel. These matters required considerable time, effort and attention from the Board and senior management and resulted in significant additional corporate and legal costs. Despite the distraction of the corporate activity and broader economic headwinds, the underlying business remained resilient and our team remained committed and focused. Income streams were durable, credit quality remained strong and important strategic and operational initiatives continued to progress. With that period of corporate activity now behind us, the Board and management are focused on execution and on pursuing the considerable opportunities across the Group. GOVERNANCE AND RESILIENCE During FY26, the Board also undertook a program of governance and organisational renewal. This included a Board governance and effectiveness review, Board renewal resulting in a majority independent Board, enhancements to governance frameworks and committee oversight. These initiatives provide strong governance foundations for the next phase of hummgroup’s development and, importantly, support management in maintaining its focus on execution and long-term value creation. GROWTH OPPORTUNITIES The Board remains positive about the opportunities across hummgroup’s businesses. Our international businesses continue to demonstrate their potential. Ireland delivered another strong performance, the United Kingdom continued its path towards scale, Canada showed encouraging early signs following significant changes to its operating structure, and New Zealand continued to outperform mark et trends, delivering record volume. Commercial remains well positioned for sustainable growth, supported by strong credit quality, a loyal customer base and trusted broker relationships. There remains further opportunity to expand into attractive customer segments while maintaining the disciplined approach to risk and returns that has underpinned the business. Consumer is also nearing completion of a substantial multi-year transformation. Investment in technology, products and partnerships, together with our refreshed New Zealand brand and the completion of the cards re-platform, provides a significantly stronger platform for growth. DIVIDEND We are proposing a final fully franked dividend of 0.50 cent per ordinary share. Together with the interim fully franked dividend of 1.50 cents per share, this results in a total FY26 dividend of 2.00 cents per share, equivalent to an annualised shareholder return of 4.5%. This return reflects the Group's disciplined capital management and resilient performance through an extraordinary year. OUTLOOK We are conscious that macroeconomic conditions remain uncertain. Higher costs of living and interest rates continue to affect consumers and businesses across our markets, and we remain appropriately alert to those conditions. Chair’s Letter
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 2 At the same time, there is much to be positive about. hummgroup enters FY27 with a stronger governance framework, a fundamentally strong business, improving technology and operating platforms, and attractive growth opportunities across its portfolio. After a year in which the organisation absorbed both external economic pressures and significant corporate activity, the performance of our people and the business gives the Board confidence in the year ahead. Our priority now is clear: to provide management with the stability and support to execute the strategy, maintain disciplined risk and capital management, and convert the investments made over recent years into sustainable growth and long-term value for shareholders. On behalf of the Board, I would like to thank our shareholders for their continued support. I would particularly like to acknowledge our employees and leadership team for their professionalism, resilience and commitment throughout an unusually demanding year. Teresa Dyson Chair 25 August 2026
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 3 Dear Shareholders, FY26 tested hummgroup in ways few years have, but it also demonstrated what is strongest about our business: the resilience of our people, the trust of our cu stomers, merchants and brokers, and our capacity to keep progressing our strategy while navigating sustained external and corporate pressure. Against a backdrop of macroeconomic and geopolitical uncertainty, a changing interest rate environment, funding market volatility and complex regulatory change, h ummgroup also navigated an extraordinary level of corporate activity. This placed considerable pressure on management capacity, while requiring the business to remain focused on customers, merchants, brokers, employees and shareholders. This activity included two successive non-binding indicative proposals to acquire humm group, a shareholder requisition for changes to the Board culminating in Board renewal, extensive Tak eovers Panel proceedings, multiple ASIC investigations into historical matters, and the determination and settlement of the Forum Finance Federal Court proceedings. These matters required significant attention, but they did n ot define the year. hummgroup continued to deliver on our strategic priorities and strengthen the foundations for future growth. While profit was impacted by significant irregular costs, underlying performance demonstrated the strength of our business model, our diversified funding base, our disciplined approach to credit, our focus on customer experience and the depth of our merchant and broker rel ationships. As a result, our income streams remained resilient despite softer demand and weakened consumer confidence across many of our markets. STRATEGIC PROGRESS Execution discipline was maintained throughout FY26, enabling us to advance our transformation agenda and deliver key milestones. Continued progress was made in establishing new core technology and data platforms designed to improve customer experience, support operational efficiency and provide greater scalability for future growth. The cards re- platform, expected to be completed in FY27, is the next important milestone in our journey. Within Consumer Australia, the transition from humm classic to a new regulated humm loan product progressed, representing an important step in simplifying the business and creating a more sustainable and scalable platform. While this transition impacted FY26 volumes, we are pleased with the trajectory and are approaching the point where new growth will exceed legacy portfolio run-off. In Commercial, we continued to diversify across geography, industry sector and asset class, invested further in automating key processes and leveraged the Forward Flow program to deliver profitable growth in a capital-efficient manne r. EMPLOYEE AND CUSTOMER ENGAGEMENT The progress achieved this year reflects the quality, commitment and professionalism of our people. Their contribution ensured hummgroup remained focused on its customers, merchants, brokers and shareholders. Throughout the period, overall employee engagement was maintained at its highest level since reporting began more than a decade ago. Customer and merchant sen timent also remained positive, with the Group achieving its Customer Experience target, including Customer NPS and Broker Satisfaction measures. Chief Executive Officer’s Report
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 4 During the year, we successfully completed office relocations in Sydney and Adelaide, bringing our teams together on single floors within modern, centrally located workspaces. These moves strengthened collaboration and engagement while delivering cost efficiencies for the business. These results reflect trust earned over time, the strength of our established partnerships and a clear focus on delivering consistently for customers, merchants and brokers. Together, they provide a distinct competitive advantage and support long-term growth. FY26 PERFORMANCE The Commercial business was heavily impacted by macroeconomic conditions. Volumes were lower in FY26, affected by the conflict in the Middle East, global fuel prices, the rising interest rate environment and a reported slowdown in Australian machinery sales. While net operating income for the Commercial business was broadly flat year-on-year, fee income was lower in FY26 due to materially greater use of the Forward Flow arrangement in FY25, which had a flow-on impact on interest income in FY26. Despite volatile funding markets, sharp shifts in three-year swap rates and back-book run-off of assets originated at higher historical rates, net interest margin was only slightly down year-on-year. As forecast, Commercial losses were higher in FY26, reflecting a seasoning book and, in large part, lower credit-quality loans originated in FY22 and FY23 in the transport sector, which correlated with a period of elevated truck pricing due to supply constraints. Within Consumer Australia, the transition from humm classic to our regulated humm loan impacted FY26 volumes; however, we are approaching a point where new growth is expected to exceed legacy portfolio run- off. A key highlight of the year was the strength of our New Zealand business and the momentum across our international operations. In New Zealand, our Consumer business delivered record volume and outperformed the market, supported by strong brand equity, loyal customers and disciplined portfolio management, with reported results impacted only by FX due to the weakening New Zealand dollar. Ireland delivered another impressive year of growth, driven by strong partnerships and customer demand, while the United Kingdom continued its positive trajectory with expanding volumes and growing market presence. Canada also showed encouraging momentum following an operational reset and significant cost restructuring. LOOKING AHEAD FY27 will be a year of adjustment and disciplined execution for hummgroup. Throughout FY25 and FY26, we invested in simplifying the Group and modernising our core technology and data capabilities through platform transformation. With the cards re-platforming as the next important milestone on our journey, once complete, our focus will shift from building foundations to realising benefits. Looking ahead, we expect to unlock meaningful productivity improvements across the organisation, accelerate AI adoption, simplify and automate key processes, and deliver better experiences for customers, merchants and employees. These capabilities will support a more efficient, scalable and growth-oriented business, and ultimately a lower cost-to-income ratio. F Y27 will demand an intensified focus on optimising volume, margin and credit quality to further advance durable income streams and generate reliable risk- adjusted returns for shareholders. As we grow, we will maintain a persistent focus on capital-efficient assets under management growth, while continuing to leverage the Group’s efficient, cost-effective fundi ng platform to generate greater scale and revenue. CONCLUSION FY26 was a year of exceptional challenge, but also one of meaningful progress. We navigated significant external and corporate pressures, continued to serve our customers and partners, and established stronger foundations for the future. I sincerely thank our people for everything they have achieved this year. Their commitment, professionalism and focus on customers have been fundamental to the progress made and the stronger foundations we carry into FY27. To our shareholders, thank you for your continued trust and support. We enter FY27 with clearer focus, stronger capabilities and a defined pathway to creating sustainable value. Finally, thank you to the Board of Directors for your ongoing support and commitment. Angelo Demasi CEO & Managing Director 25 August 2026
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 5 Board of Directors TERESA (TERRY) FLEMING BA, AITI Independent, Non-Executive Appointed 30 June 2022 Terry Fleming has chaired the Group’s Irish business since 2016 where she has overseen its growth and success in the Irish market and the expansion of hummgroup into the UK. Since 2005 she has acted as a Non-Executive Director for a number of international and Irish companies across a range of industries including pharmaceuticals, infrastructure, medical research and e-commerce. She has extensive experience as a Non-Executive Director with deep knowledge of corporate governance and regulatory environments. She has also served on an Irish State Board. Terry’s background is in corporate tax consultancy with PwC Ireland. TERESA DYSON BA, LLB (Hons), MTax, MAppFin, FAICD, CPA Chair, Independent, Non-Executive Appointed 10 April 2026 // Appointed Chair 11 May 2026 Ms Dyson brings significant governance, legal, tax and transactional experience to the Board, as an adviser, a company director and as a member of regulatory bodies. She is an experienced director with a broad range of experience across public and private sectors. She is currently a director of Southern Cross Media Group Limited and of Shine Justice Limited, as well as a member of the Takeovers Panel. ANDREW DARBYSHIRE (AM) Independent, Non-Executive Appointed 21 October 2024 Mr Darbyshire has over 35 years’ proven experience in digital transformation and point of sale software development. He was CEO and founder of Pacsoft which developed unique inventory control for complex retail environments. Under his leadership, Pacsoft developed leading edge iOS applications for retail inventory control, point of sale and delivery tracking and management, beginning as far back as 2010. In 2017, Mr Darbyshire sold Pacsoft after an approach from ECI Software, a Dallas Fort Worth based competitor. In the 2012 Australia Day honours, he was made a Member of the Order of Australia (AM) for service to the community as a supporter of research into child-related brain conditions, through contributions to special needs children and their families, and to the arts. He envisioned and lobbied for the construction of the meerkat enclosure at the Royal Children’s Hospital in Melbourne and created an annual fellowship at the Howard Florey Institute to support their research into child related epilepsy.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 6 GARRY SLADDEN Independent, Non-Executive Appointed 11 May 2026 Garry Sladden has over 30 years of leadership across investment management, financial services and corporate governance. His career includes roles with major financial institutions such as National Australia Bank and Custom Credit Corporation. He has also held board positions across a number of ASX listed and private companies and is currently Chairman of Ignite Limited. Mr Sladden brings deep funds management expertise, having previously served as a Director of Folkestone Limited and Trafalgar Corporate Group Limited. ABIGAIL CHEADLE BBus CA Independent, Non-Executive Appointed 10 April 2026 Abigail is an experienced ASX Audit & Risk Committee Chair and Non-Executive Director with more than two decades of expertise in financial services, corporate finance, restructuring, and forensic accounting. She has led complex operational and financial restructures across Australia and Asia, with a strong focus on risk governance, and performance improvement. Abigail Chairs the Audit & Risk Committee for Metro North Health and serves on several ASX boards across highly regulated, consumer and technology sectors. A chartered accountant, Abigail brings strong commercial judgement, disciplined risk oversight and hands on financial analysis experience, with strength in stakeholder outcomes and capital allocation. RAJEEV DHAWAN BCom, CA, MBA Independent, Non-Executive Re-appointed 11 May 2026 Rajeev Dhawan is an experienced business leader with a strong track record in venture capital and private equity, particularly in the mid-market segment. He served as a Non- Executive Director of hummgroup from December 2006 until his retirement in June 2022. Currently a partner at Equity Partners, Mr Dhawan brings deep expertise in identifying, investing in and growing portfolio companies including HambroGrantham and Colonial First State Private Equity. Mr Dhawan has served on the boards of numerous listed and unlisted companies. ANGELO DEMASI Chief Executive Officer and Managing Director Angelo joined hummgroup in January 2024 and has led the Company as Chief Executive Officer since May 2025. He was appointed to the Board as Managing Director on 13 March 2026. Angelo has successfully led complex business units, built and launched new businesses, and executed large transformation programs across Australia, Asia and North America. Prior to joining hummgroup, Angelo was Chief Product and Technology Officer at Canstar, Chief Transformation and Ventures Officer at EZCORP Inc., a US listed company, and served as Partner and Managing Director with BCG Digital Ventures, the corporate innovation and business-building arm of Boston Consulting Group. He has also served on public and private boards as an advisor and Non-Executive Director.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 7 Executive Leadership Team OLIVIA MEO-GROSER LLB/BA, GAICD Group General Counsel With over 20 years of legal, risk, and operational experience in global financial markets, Olivia has a proven track record for driving complex change and embedding strong governance in fast-moving environments. Olivia started her legal career at a leading law practice in New Zealand, before joining global credit rating agency Standard & Poor’s (S&P) in London and Hong Kong. She first joined hummgroup from 2019 to 2023 as General Counsel for New Zealand and Head of Operational Risk & Compliance. Following that she was Chief Risk Officer and then Chief Operating Officer at Avanti Finance from 2023 to 2025 before rejoining hummgroup in August 2025. TIM LORD Group Chief Risk Officer Tim has an extensive background in credit risk management having spent 20 years with Dun & Bradstreet (D&B) where he held a number of leadership roles, including three years as President Australia & New Zealand. After finishing with D&B in 2014, Tim formed Anteris Consulting, a specialist agency with a primary focus on credit risk. During his time consulting, Tim undertook numerous assignments for publicly listed companies and government agencies. He joined hummgroup in July 2018. As GCRO, Tim is responsible for the identification, assessment, and mitigation of risks across the Group. ANTHONY TAYLOR Interim Chief Financial Officer Anthony is an accomplished financial services executive with strong capability in operational strategy, transformation programs, customer-centric service models, and governance in regulated environments. His career spans leadership roles across traditional and emerging financial services businesses. He has held senior positions at Oilmin, oil and gas service in Papua New Guinea, Financial Services Institute of Australasia, Xinja, a pioneering Australian fintech and neobank, Police Bank, and Credit Union Australia (CUA), one of Australia’s largest mutual financial institutions. Anthony is known for bridging strategic vision with practical execution, particularly in organisations undergoing growth, digital transformation, or structural change.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 8 BRENDAN WHITE Group Executive – Commercial Brendan is an experienced business executive having worked across a number of institutions including Commonwealth Bank, Bank of Queensland and British Petroleum, successfully leading multiple client facing business and product segments. He has developed a strong reputation for leading business and cultural transformation by building high-performing teams and businesses through a strong focus on people, culture, leadership, and the customer experience. JACQUI HOURIGAN Group Executive – Consumer New Zealand Jacqui has been integral in building the NZ Consumer Business into the leading non-bank issuer of credit cards in New Zealand by successfully leveraging customer insights, data segmentation, creative development, media strategy, product design, creative sales strategies and campaign performance metrics to deliver an exceptional end-to-end customer experience. An award-winning marketer with 30 years’ experience, Jacqui is known for her ability to build strong brands that acquire, engage and retain customers, drive revenue and exponential growth of both B2C & B2B in the financial services sector, and deliver year-on-year growth in line with business strategies. EMMA SKONDRAS Group Executive – Consumer Australia Emma is responsible for leading the growth and strategy of the consumer finance portfolio across Australia. With deep expertise in financial services and consumer lending, she has a proven track record for building high-performing teams, delivering customer-centric innovation, and driving sustainable business performance. Emma has held several senior leadership positions at hummgroup where she has been instrumental in leading transformation initiatives, enhancing customer experience, and scaling sales operations. With a clear focus on operational excellence, regulatory strength, and creating value for customers and shareholders alike, Emma is committed to delivering innovative consumer finance solutions that align with evolving customer needs and position hummgroup as a leader in the dynamic Australian market. Emma has a strong reputation for her collaborative leadership style, strategic mindset, and passion for great customer outcomes. DEAN FILETTI Group Executive – Digital & Transformation Dean joined hummgroup in November 2025 as Group Executive – Digital & Transformation, accountable for the Group’s digital, data, technology, and transformation agenda. With more than 25 years of experience, Dean is recognised for leading large-scale business transformation, technology modernisation and product development, and for driving disciplined execution that delivers sustainable commercial, operational and customer outcomes. Prior to joining hummgroup, Dean was General Manager at Lendi Group, where he played a key role in the merger of the Aussie and Lendi businesses, bringing together platforms, operations, and technology under a unified operating model. He subsequently led product and delivery across the Group’s digital platforms. Before Lendi, Dean held senior leadership roles at Westpac, leading product, technology, and digital transformation teams. He began his career at KPMG, delivering technology and business transformation initiatives before moving into senior leadership roles across financial services.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 9 CARLIE BANGS LLB (Hons), BSc, MA, Grad.Dip.Corp.Gov Company Secretary and Senior Legal Counsel Carlie joined hummgroup in May 2025. Carlie is a corporate lawyer and experienced governance professional. Carlie has previously acted as Company Secretary for multiple ASX-listed companies, bringing a strong background in corporate compliance, board advisory and governance matters. Company Secretary PJ BYRNE QFA, IOD CEO of International Markets (Ireland, UK & Canada) With a distinguished career spanning over two decades in the financial sector, PJ has established himself as a visionary leader known for his strategic acumen and commitment to driving growth. PJ’s journey with hummgroup began with shaping the company’s expansion strategy across the UK and Ireland markets. Under his leadership, hummgroup has experienced exponential growth, cementing its position as a trusted partner for consumers seeking flexible payment solutions. Prior to his role as CEO, PJ held several key leadership positions within the financial services sector. He is a staunch advocate for driving positive change within the financial industry and is actively involved in philanthropic initiatives aimed at supporting local communities and promoting financial literacy. Educated at Waterford Institute of Technology, UCD and the Law Society of Ireland, PJ holds qualifications in engineering, financial advisory and law.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 10 Review of Operations 1. BASIS OF PREPARATION Building on the reporting approach adopted in the half-year accounts for the period ended 31 December 2025, the Group continued to present its results for the financial year ended 30 June 2026 (“FY26”) on a statutory basis, prepared in accordance with Australian Accounting Standards and International Financial Reporting Standards. This approach provides investors with a clear and comparable view of performance across reporting periods. To assist investors in assessing the underlying earnings of the business, the Group also presents Underlying Net Profit (after tax) adjusted for non-cash items, calculated as Statutory profit (after tax) adjusted for non- cash depreciation, impairment, amortisation, AASB 9 provision movements and irregular items. This measure is not a statutory financial measure and is not presented in accordance with Australian Accounting Standards. Irregular items primarily relate to the concluded Forum Finance litigation and settlement, EGM and Takeovers Panel proceedings, M&A activities, ASIC investigations into historical matters, remediation and restructuring programs. 2. HEADLINE RESULTS FY26 performance demonstrated the resilience of the Group’s operating platform, with broadly stable net operating income, improved NIM and continued disciplined execution across credit, funding and portfolio management. Statutory profit after tax was $15.7 million, compared with $39.6 million in financial year ended 30 June 2025 (“FY25”), reflecting higher credit impairment charges and irregular items1 during the period. The Group maintained disciplined credit settings and active portfolio monitoring through the cycle. Higher impairment charges primarily reflected the forecast seasoning of the Commercial receivables book following strong volume growth in prior periods, together with softer SME conditions in the second half of FY26. At Group level, the higher credit impairment charge included a $10.6 million adverse year-on-year movement in expected credit loss (“ECL”) provisions, primarily reflecting an increase in Commercial ECL coverage rates in response to prevailing market conditions. More recent originations have been written to stronger credit criteria, supporting portfolio quality and resilience through the cycle. The result also reflected higher irregular items, including non-recurring regulatory, legal and compliance matters associated with the concluded Forum Finance litigation and settlement, EGM and Takeovers Panel proceedings, M&A activity and ASIC investigations into historical matters. These items were managed alongside continued investment in platform capability and business transformation initiatives designed to support long-term value creation.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 11 A$m FY26 FY25 FY26 vs FY25 Change2 Interest income 539.2 566.6 (4.8%) Interest expense (280.9) (302.1) 7.0% Net interest income 258.3 264.5 (2.3%) Fee and other income 95.2 100.0 (4.8%) Cost of origination (26.4) (34.0) 22.4% Net operating income 327.1 330.5 (1.0%) Net credit loss (95.3) (88.2) (8.0%) Operating expenses (169.7) (164.9) (2.9%) Cash depreciation (2.6) (2.9) 10.3% Underlying net profit (before tax) adjusted for non-cash items 59.5 74.5 (20.1%) Income tax expense on above (15.3) (17.4) 12.1% Underlying net profit (after tax) adjusted for non-cash items3 44.2 57.1 (22.6%) Irregular items (19.1) (6.0) (LRG) Depreciation and amortisation (15.2) (15.6) 2.6% AASB 9 provision movements (5.5) 5.1 (LRG) Impairment of Intangibles – (8.5) LRG Income tax expense on above 11.3 7.5 (50.7%) Statutory profit (after tax) 15.7 39.6 (60.4%) Volume 3,501.4 3,911.9 (10.5%) Assets under management4 5,259.7 5,497.3 (4.3%) 1. Irregular items comprise material items that are irregular in nature and not expected to recur in the normal course of the Group’s underlying operations. These items are individually significant and are identified to enhance transparency and explain period‑to‑period performance. See the Corporate segment for details. 2. Percentage movements are calculated against the prior corresponding period. Positive variances indicate favourable movements, and negative variances indicate unfavourable movements. 3. Underlying net profit (after tax) adjusted for non-cash items is calculated as Statutory profit (after tax) adjusted for non-cash depreciation, impairment, amortisation, AASB9 provision movements and irregular items. 4. Assets under management (“AUM”) comprises on‑balance sheet gross loans and advances and loans and advances managed under the Forward Flow arrangement, which are not recognised on the Group’s balance sheet ($542.7 million at 30 June 2026). It excludes other debtors, provision for impairment losses, contract liabilities and unamortised direct transaction costs. 3. RESILIENT POR TFOLIO PERFORMANCE SUPPORTS LONG-TERM VALUE CREATION Portfolio resilience and disciplined execution supported long-term value creation Group underlying performance remained resilient during FY26, underpinned by the strength of the Commercial portfolio, disciplined credit settings and the continued optimisation of the Consumer portfolio. AUM closed at $5.3 billion as at 30 June 2026, down $0.2 billion on pcp, while average AUM remained broadly stable. This reflected continued resilience in Commercial, including receivables growth and strong performance from humm Ireland and humm UK, partially offset by the planned runoff of the humm classic product and the translation impact of a weaker New Zealand dollar. NIM continues to improve through funding optimisation and consumer yield enhancement NIM improved by 10bps to 5.5% in FY26, reflecting lower funding costs and higher Consumer yields, while Group yield remained broadly stable. Commercial yield decreased by 20bps, reflecting a deliberate focus on higher‑quality credit assets with lower risk premiums. This was largely offset by a 50bps increase in Consumer yield, supported by a favourable product mix and improved pricing within the humm loan portfolio. Net interest income (“NII”) declined by $6.2 million to $258.3 million, primarily reflecting lower Consumer receivables as the humm classic portfolio continued its planned runoff. This was partly mitigated by improved NIM and continued funding cost discipline. $3.0b $2.0b 5.0b FY24 $0.6b $2.8b $2.2b 5.5b FY25 $0.5b $2.8b $1.9b 5.3b FY26 Commercial Commercial Forward Flow Consumer $251.4m 5.5% FY24 $264.5 5.4% FY25 $258.3m 5.5% FY26 Net Interest Income Net Interest Margin
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 12 Net credit loss remains well controlled Group net credit loss to Average Net Receivables (“net loss to ANR”) 1 remained well controlled at 2.0% in FY26, increasing 20bps on pcp, reflecting disciplined credit management and active portfolio monitoring across the Group. As anticipated, and previously communicated, Commercial net loss to ANR increased to 1.5% as the receivables book seasoned following higher volume growth in prior periods. The increase also reflected softer SME conditions in the second half of FY26 amid significant macroeconomic and geopolitical uncertainty. More recent originations have been written to stronger credit settings, supporting portfolio quality through the cycle. Consumer net loss to ANR increased modestly by 10bps to 2.9% on pcp, reflecting the planned transition of PosPP Australia and the impact of softer market conditions on Cards NZ, where credit impairment expense improved on FY25 and portfolio performance remained resilient. This was partly offset by improved Cards AU performance, where net loss to ANR improved by 30bps to 2.3% following credit scorecard optimisation initiatives implemented in prior years. Net Credit Loss as a % of ANR 1. Net Credit Loss to ANR is calculated as net credit losses for the last 12 months as a percentage of Average Net Receivables originated by the Group, excluding receivables under the Forward Flow arrangement. Operating cash Operating cash refers to unrestricted cash on the balance sheet. It provides flexibility to support prudent liquidity management, operating requirements and near-term growth opportunities. Operating cash balances comprise: • Minimum Liquidity Covenant ($40.0m): ongoing compliance with the covenants under our Corporate Debt Facilities. • Risk Appetite ($30.0m): additional buffer mandated by the Group’s risk appetite statement (RAS) liquidity metrics. • Working/Settlement Capital ($25.4m): operational working capital plus two days of origination settlements. • Strategic Capital ($5.1m): capacity to continue funding near-term growth. • FY26 operating cash of $100.5m, with corporate debt drawn of $63.9m at 30 June 2026. 0.7% 3.3% 1.8% FY24 2.7% 1.1% 1.8% FY25 2.9% 1.5% 2.0% FY26 Commercial Consumer $125.1m FY24 FY25 FY26 Operating Cash Min. Liquidity Covenant Risk Appetite Working Settlement Capital Strategic Capital $40.0m $125.4m $100.5m FY26 $30.0m $25.4m $5.1m Cost management – Operating expenses Operating expenses increased in FY26, reflecting inflationary cost pressures, continued investment in platform capability and business transformation, and $19.1 million of irregular items. These costs were managed alongside ongoing cost discipline and targeted initiatives to improve operating efficiency. $188.8m FY25 Inflation expense Canada non-payroll Third-party costs Specific items FY26 $170.9m $6.7m $19.1m ($1.9m) ($2.4m) Group workforce optimisation ($3.6m) $24.5m Forum Finance settlement
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 13 Irregular items comprised the following1: • $12.4 million of legal and regulatory compliance costs, including costs associated with the concluded Forum Finance settlement, ASIC investigation related costs and remediation activities. • $2.5 million related to M&A activities. • $2.6 million associated with the EGM and Takeovers Panel. • $3.6 million related to business restructuring and employment matters. • Partially offset by a $2.0 million benefit from the release of an onerous contract provision following the renegotiation and renewal of a key supplier agreement. Canada business restructure savings of $4.5 million comprise $2.4 million of non-payroll savings and $2.1 million of payroll savings already increased within the $3.6 million Group Workforce Optimisation program; the two amounts are not additive. Productivity and efficiency benefits continued to be realised through workforce optimisation initiatives and effective third-party vendor management. Together, disciplined cost management, prudent liquidity and capital efficiency continued to support the Group’s focus on long-term value creation. 1. Totals may not cast due to rounding. Capital flexibility supports growth and shareholder value The Group’s established funding platform continued to support capital flexibility and efficient capital deployment, delivering capital efficiency ratio1 of 10.8% in FY26. This provides the Group with capacity to allocate capital to attractive growth opportunities, while maintaining the flexibility to reduce funding costs through the targeted repayment of higher-cost mezzanine debt where appropriate. During FY26, the introduction of mezzanine funding arrangements in humm Ireland and humm UK further enhanced capital efficiency and increased available capital to support future growth initiatives across these businesses. The Group continued to benefit from prior capital management actions, including the repayment of the Perpetual Note in FY25, which removed preference shares from the Group’s capital structure and improved the efficiency of the equity base. Return on equity (“ROE”) 2 decreased to 3.1% in FY26 from 7.5% in FY25, reflecting lower statutory profit after tax for the period. 1. Capital efficiency ratio represents statutory equity divided by tangible assets for the period. 2. ROE is calculated as statutory profit after tax divided by average statutory equity, defined as total equity excluding reserves. Final dividend of 0.50 cents per share Subsequent to the financial year, on 25 August 2026, the Group determined a final dividend of 0.50 cents per ordinary share, totalling $2.5 million, to be paid on 7 October 2026. 1.5% 10.9% FY24 7.5% 9.6% FY25 3.1% 10.8% FY26 Return on Equity (ROE) Capital Efficiency Ratio
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 14 4. KEY PERFORMANCE METRICS Transaction Volume Full-year period ending June A$m FY26 FY25 FY26 vs FY25 Change Total lending volumes 3,501.4 3,911.9 (10.5%) New business volumes were $3.5 billion in FY26, 10.5% below pcp, reflecting disciplined origination in a softer market environment and the continued transition of the PosPP Australia portfolio. Commercial volumes decreased by 7.9% to $1.4 billion from $1.5 billion in FY25, reflecting a more challenging asset-backed SME lending environment. Despite softer market conditions, performance remained resilient, supported by strong broker relationships, disciplined origination and the Group’s established settlement and funding platform capabilities. Consumer volumes decreased by 12.2% to $2.1 billion from $2.4 billion in FY25. The reduction was primarily driven by the planned transition of the PosPP Australia portfolio, with volumes declining to $306.7 million from $700.0 million in the prior year. Excluding humm loan, Consumer volumes remained broadly resilient, supported by stable Cards performance and continued growth across the Group’s international businesses, particularly in Ireland and the UK. Assets under management Full-year period ending June A$m FY26 FY25 FY26 vs FY25 Change Loans and advances before ECL (on balance sheet)1 4,717.0 4,908.4 (3.9%) Assets managed under the Forward Flow arrangement 542.7 588.9 (7.8%) Assets under management 5,259.7 5,497.3 (4.3%) 1. The measure also excludes other debtors, provision for impairment losses, contract liabilities and unamortised direct transaction costs. AUM comprises on-balance sheet gross loans and advances together with assets managed under the Forward Flow arrangement, which are not included on the Group’s balance sheet. Under the Forward Flow arrangement, Commercial originates loans through its broker network and continues to undertake credit assessment, servicing and collections on behalf of investors, earning fee income and a residual return while limiting direct credit exposure. Group AUM closed at $5.3 billion in FY26, down 4.3% on pcp, while average AUM remained broadly stable. This reflected resilient Commercial performance, supported by receivables growth and continued contribution from the Forward Flow arrangement, together with growth momentum in humm Ireland and humm UK. These benefits were partly offset by lower Consumer receivables and foreign exchange translation impacts from a weaker New Zealand dollar, which reduced reported AUM by approximately $0.1 billion. Commercial AUM increased 0.1% to $3.3 billion, supported by $1.4 billion of new originations during FY26 and continued broker network strength. Despite softer conditions across the SME sector, the business maintained disciplined origination, strong customer service and a focus on higher-quality credit, supporting portfolio resilience and positioning the business for future growth as market conditions improve. PosPP loans and advances declined 14.4% to $0.9 billion, primarily reflecting the planned transition of PosPP Australia, where volumes declined as the portfolio moved to the new regulated Point of Sale product. This was partially offset by continued growth momentum in humm Ireland and humm UK, where receivables grew 19.9% on pcp. Cards NZ closing loans and advances declined 10.1% to $573.2 million from $637.6 million, reflecting foreign exchange translation impacts from a weaker New Zealand dollar. In local currency terms, loans and advances increased 1.0%, from NZD $686.6 million to NZD $693.4 million, highlighting the stable underlying performance of the portfolio. Cards AU loans and advances were $390.1 million, down 4.1% on pcp, reflecting disciplined underwriting and lower customer acquisition activity as the business continued to prioritise portfolio quality and returns.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 15 Net Interest Income (“NII”) Full-year period ending June A$m FY26 FY25 FY26 vs FY25 Change Interest income 539.2 566.6 (4.8%) Interest expense (280.9) (302.1) 7.0% Net interest income 258.3 264.5 (2.3%) Fee and other income 95.2 100.0 (4.8%) Cost of origination (26.4) (34.0) 22.4% Net operating income 327.1 330.5 (1.0%) Average net receivables (ANR)1 4,694.3 4,905.5 (4.3%) Gross yield2 11.5% 11.6% (10bps) Net Interest Margin3 5.5% 5.4% 10bps 1. Average Net Receivables excludes receivables managed under the Forward Flow arrangement. 2. Gross Yield is calculated as interest income divided by Average Net Receivables. 3. Net Interest Margin is calculated as net interest income divided by Average Net Receivables. NIM improved by 10bps to 5.5% in FY26, supported by lower funding costs and improved Consumer yields. At Group level, NII was $258.3 million, down 2.3% on pcp, with the benefit of improved margin partly offsetting a 4.3% reduction in ANR to $4.7 billion. Commercial NII was $93.3 million, 3.3% lower than pcp, reflecting a 1.8% reduction in ANR and a modest 5bps reduction in NIM. Commercial margins remained broadly stable, supported by funding cost discipline and the Group’s focus on higher-quality credit assets. Consumer NII reduced to $165.0 million, 1.8% lower than pcp. This reflected a 50bps improvement in NIM to 8.6%, supported by pricing and portfolio mix benefits, which partially offset the impact of a 7.8% reduction in ANR. Credit impairment charge ($m) Full-year period ending June A$m FY26 FY25 FY26 vs FY25 Change Net credit losses 95.3 88.2 (8.0%) Movement in AASB 9 provision 5.5 (5.1) (LRG) Credit impairment charge 100.8 83.1 (21.3%) Net loss to ANR1 2.0% 1.8% (20bps) 1. Group and Commercial net loss to ANR are presented on this basis at 2.0% and 1.5%, respectively. Including receivables under the Forward Flow arrangement, net loss to average AUM was 1.8% for the Group and 1.2% for Commercial. Credit impairment charges increased 21.3% to $100.8 million, while net loss to ANR remained controlled at 2.0%. The increase primarily reflected higher expected credit losses in the Commercial portfolio as receivables seasoned following several years of strong growth, together with continued macroeconomic pressure on SME customers and higher Commercial ECL coverage rates. This was partly offset by lower Consumer credit losses and a release of ECL provisions, supported by improved credit performance in Cards AU and lower receivables in PosPP Australia.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 16 Operating expenses ($m)1 Full-year period ending June A$m FY26 FY25 FY26 vs FY25 Change Operating expenses 188.8 170.9 (10.5%) 1. Operating expenses exclude depreciation, amortisation expenses and impairment of intangibles. Operating expenses increased by 10.5% to $188.8 million in FY26, primarily reflecting $19.1 million of irregular items, inflationary cost pressures of $6.7 million, continued investment in platform capability and business transformation. Excluding irregular items, the underlying cost base increased by 2.9%, with employment costs well managed throughout the year. These increases were partly offset by a $4.5 million reduction in Canadian operating costs, reflecting restructuring actions and the rightsizing of local operations, as the Group maintained ongoing cost discipline and targeted initiatives to improve operating efficiency. Cost to Income Ratio (“CTI”) 1 Full-year period ending June A$m FY26 FY25 FY26 vs FY25 Change Cost to income ratio 57.7% 51.7% (600bps) 1. Cost to income ratio (CTI) represents operating expenses as a percentage of Net Operating Income (“NOI”). The CTI ratio increased to 57.7% in FY26 from 51.7% in FY25, primarily reflecting materially higher irregular items incurred during the year. Excluding irregular items, underlying CTI was 51.9% in FY26, reflecting a largely stable underlying cost base supported by ongoing cost discipline and targeted efficiency initiatives, despite higher operating expenses driven by inflationary cost pressures and continued investment in platform capability and business transformation. Return on Equity (“ROE”)1,2 Full-year period ending June A$m FY26 FY25 FY26 vs FY25 Change ROE 3.1% 7.5% (440bps) 1. ROE is calculated as statutory profit after tax divided by average statutory equity, being total equity excluding reserves. 2. Underlying ROE is calculated as underlying net profit after tax adjusted for non-cash items, divided by average equity, definite as total equity excluding reserves. The Group maintained a disciplined approach to capital management, supported by its established funding platform and continued focus on efficient capital deployment. ROE decreased by 440 basis points to 3.1% in FY26, primarily reflecting lower statutory profit after tax for the year. Underlying ROE was 8.5% compared to pcp of 10.7%. Earnings Per Share1,2 Full-year period ending June A$m FY26 FY25 FY26 vs FY25 Change Earnings per share 3.2 7.1 (54.9%) 1. Earnings per share (EPS) is calculated as statutory profit after tax divided by the weighted average number of shares on issue during the period. The 3.2 c per share shown is the basic EPS measure, reported as ‘T otal basic earnings per share attributable to ordinary equity holders of the Company’ in Note 17 of the FY26 Annual Report. 2. Underlying EPS was 8.8 cents per share compared to pcp of 11.6 cents per share.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 17 Dividends on Ordinary Shares Full-year period ending June FY26 FY25 A$m Cents $m Cents $m Interim dividend 1.5 7.5 1.25 6.1 Final dividend 0.5 2.5 0.75 3.7 Total 2.0 10.0 2.00 9.8 The Group’s FY26 performance reflected disciplined origination, improved margins, resilient portfolio performance, ongoing cost discipline and enhanced capital flexibility. These themes provide the foundation for the segment performance discussion that follows. 5. SEGMENT PERFORMANCE The Directors have identified five reportable segments, providing investors with a clearer view of performance across the Group’s operating businesses and central corporate functions: • Commercial and Leasing (consisting of Australia and New Zealand Commercial Lending); • Point of Sale Payment Plans (a consolidation of PosPP A ustralia, humm Canada, humm Ireland and humm UK). • New Zealand Cards (including Farmers Finance, Farmers Mastercard®, Q Card, Q Mastercard® and Flight Centre Mastercard®); • Australia Cards (humm®90 and legacy L ombard); and • Corporate (a consolidation of central functions). SEGMENT ANAL YSIS Commercial and Leasing (“Commercial”) A$m FY26 FY25 FY26 vs FY25 Change Net interest income 93.3 96.5 (3.3%) Net operating income 124.8 126.0 (1.0%) Credit impairment charge (51.5) (30.9) (66.7%) Operating expenses (35.7) (30.8) (15.9%) Depreciation and amortisation expenses (4.5) (3.1) (45.2%) Statutory profit (before tax) 33.1 61.2 (45.9%) Income tax expense (9.9) (17.6) 43.8% Statutory profit (after tax) 23.2 43.6 (46.8%) Volume 1,406.0 1,525.9 (7.9%) Closing loans and advances 2,805.8 2,756.1 1.8% Assets under management1 3,348.5 3,345.0 0.1% 1. Includes $0.5 billion of loans and receivables managed under the Forward Flow arrangement, which are not recognised on the Group’s balance sheet. Commercial delivered statutory profit after tax of $23.2 million in FY26, supported by disciplined origination, resilient portfolio settings and long-standing broker relationships in a softer SME market. The result reflected elevated credit costs and more cautious customer investment activity, partly offset by stable AUM, strong servicing capability and active portfolio management . SME market conditions remained challenging throughout FY26, with elevated interest rates, higher operating costs and more cautious customer investment behaviour contributing to softer demand for asset finance and longer approval and settlement timeframes.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 18 Against this backdrop, management prioritised credit quality, pricing discipline and broker relationships over volume growth. This approach supported portfolio resilience through the cycle and positions the business to benefit as market conditions improve. FY26 performance was driven by: • Disciplined origination in softer market conditions. Lending volumes declined 7.9% to $1.4 billion, reflecting lower customer investment activity and extended decision-making cycles. Despite this, assets under management (AUM) remained stable, increasing 0.1% to $3.35 billion. Notwithstanding softer market conditions, Commercial recorded a monthly origination record of $160 million in June, supported by robust end-of-financial-year SME activity and deliberate pricing strategy. • Resilient net operating income. Net operating income declined 1.0% to $124.8 million, reflecting lower average net receivables and a change in portfolio yield mix as new originations were written to stronger credit criteria. Forward flow transactions have shifted a portion of earnings from interest income to fee and other income, reducing reported NIM while maintaining risk adjusted overall economic returns. Y ear-on-year movements may be impacted by the size and timing of receivable sales, as materially larger forward flow tranches were executed in FY25. • Higher credit impairment charges reflecting expected portfolio seasoning. Credit impairment expense increased to $51.5 million, with net credit losses rising to $40.6 million. Net loss to ANR increased from 1.1% to 1.5%, reflecting the expected maturation of earlier vintages, softer SME conditions and extended recovery timeframes. The impairment charge also included an $11.5 million adverse year-on-year movement in ECL provisions, reflecting a prudent provisioning approach amid prevailing market conditions. • Targeted investment in capability and portfolio management. Operating expenses increased 15.9% to $35.7 million, primarily reflecting continued investment in platform capabilities and operational infrastructure, higher portfolio management, recovery and workout activity, and a higher corporate cost allocation. Overall, Commercial remained focused on maintaining portfolio quality, preserving returns and strengthening long- term business value. The business enters FY27 with disciplined credit settings, stable AUM and a strong broker-led platform to support future growth as SME market conditions improve.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 19 Point of Sale Payment Plans (“PosPP”) A$m FY26 FY25 FY26 vs FY25 Change Net interest income 63.2 61.8 2.3% Net operating income 80.4 82.8 (2.9%) Credit impairment charge (22.5) (24.3) 7.4% Operating expenses (53.7) (53.5) (0.4%) Depreciation and amortisation expenses (7.0) (5.8) (20.7%) Impairment of intangibles – (8.5) 100.0% Statutory loss (before tax) (2.8) (9.3) 69.9% Income tax benefit 2.4 4.1 (41.5%) Statutory loss (after tax) (0.4) (5.2) 92.3% Volume 736.4 1,037.9 (29.0%) Closing loans and advances 947.9 1,108.0 (14.4%) PosPP performance in FY26 was supported by continued growth momentum across the Group’s PosPP international businesses and the planned transition of PosPP Australia to the new regulated Point of Sale product. Net interest income increased 2.3% to $63.2 million, supported by the volume growth of 27.8% in Ireland and 41.1% in the UK. This more than offset lower volumes and receivables in PosPP Australia. Credit impairment expense decreased 7.4% to $22.5 million, reflecting: • a $2.4 million reduction in expected credit loss provisions due to lower receivable balances, particularly in PosPP Australia; partially offset by • a $0.6 million increase in net credit losses, with net loss to ANR increasing to 2.7% as the legacy humm classic portfolio continued its planned runoff. Operating expenses were broadly stable at $53.7 million, increasing 0.4% on pcp. Investment in PosPP Australia growth initiatives and duplicate technology costs associated with legacy platforms were largely offset by the benefits of the humm Canada cost base reset, while humm Ireland and humm UK continued to scale with disciplined cost control. PosPP international, comprising of humm IRE, humm UK and humm CA, delivered net profit (after tax) adjusted for non- cash items of $8.1million, driven by net interest income growth of 27.8% to $33.6 million and disciplined cost control. • humm Ireland delivered statutory profit after tax of $12.6 million, underpinned by strong receivables growth, disciplined credit management and operating leverage, while humm UK closing receivables increased 51.7% on pcp. • Mezzanine debt facilities were introduced in Ireland and the UK during FY26, improving capital efficiency and increasing capacity to support future growth. • The operating model reset in humm Canada delivered a 42.5% reduction in operating expenses on pcp and broadened the addressable market, targeting returns consistent with the UK. humm IRE humm AU humm UK humm CA PosPP Total $14.3m ($5.3m) $3.3m ($0.9m) ($4.8m) INVESTMENT PHASE $6.2m FY26 Net Profit (after tax) adjusted for non-cash items by product
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 20 • Canada represents a significant growth opportunity for the Group, with a large addressable market and considerable potential to scale. The recent leadership changes have brought renewed focus, accountability and execution discipline, and we are confident that the proven playbook and success delivered across Ireland and the UK can be replicated in Canada, creating a strong platform for sustainable growth and improved performance. PosPP Australia continued its transition to the new regulated Point of Sale product, launched in response to the BNPL regulatory framework and as part of the Group’s broader technology transformation. The legacy humm classic product and platform are now in planned runoff. Looking ahead, the Group’s digital platforms, service offering and technology capability remain competitive advantages as the Group scales across its international markets. The new humm platform is expected to broaden merchant and customer propositions, enhance channel partner opportunities, and support improved profitability and returns over the medium term.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 21 New Zealand Cards (“Cards NZ”) A$m FY26 FY25 FY26 vs FY25 Change Net interest income 66.7 71.9 (7.2%) Net operating income 73.6 76.0 (3.2%) Credit impairment charge (20.1) (22.1) 9.0% Operating expenses (31.7) (33.0) 3.9% Depreciation and amortisation expenses (2.1) (5.8) 63.8% Statutory profit (before tax) 19.7 15.1 30.5% Income tax benefit (5.5) (4.0) (37.5%) Statutory profit (after tax) 14.2 11.1 27.9% Volume 870.1 857.8 1.4% Closing loans and advances 573.2 637.6 (10.1%) Cards NZ delivered statutory profit after tax of $14.2 million in FY26, an increase of 27.9% on pcp. Supported by the continued strength of the Mastercard portfolio, lower funding costs and disciplined cost management. The result was achieved despite a challenging New Zealand economic environment and foreign exchange translation headwinds. Underlying local currency performance remained resilient, with transaction volumes and loans and advances growing in New Zealand dollar terms. Reported Group results were impacted by the translation effect of a stronger Australian dollar relative to the New Zealand dollar during the period. FY26 performance was driven by: • Volume growth in local currency. Reported volumes increased 1.4% to $870.1 million, supported by continued growth in transactional spend. During FY26, Cards NZ achieved a significant milestone, surpassing NZD $1.0 billion in transaction volumes, reinforcing the strength and resilience of the portfolio in challenging market conditions. • NIM remained stable at 11.5%, reflecting lower funding costs and active funding management, offset by a 90bps reduction in gross yield. • Resilient income performance. Interest income decreased 11.6% to $99.7 million, primarily reflecting lower balances and interest earned from the declining non-Mastercard portfolio. This was partly offset by continued growth across Mastercard acquiring products. • Lower funding costs. Interest expense declined 19.3% to $33.0 million, reflecting improved pricing across funding facilities and ongoing funding optimisation. • Disciplined cost management. Operating expenses decreased 3.9% to $31.7 million, demonstrating the benefits of ongoing cost discipline and efficiency initiatives. • Lower depreciation and amortisation. Depreciation and amortisation expense fell 63.8% to $2.1 million, primarily due to the full amortisation of merchant and brand-related intangible assets in FY25. • Controlled credit performance. Net loss to ANR increased modestly to 3.5%, up 10bps on pcp, reflecting resilient credit performance despite softer economic conditions in New Zealand. Credit impairment expense decreased 9.0% to $20.1 million. • Stable underlying receivables. Closing loans and advances decreased 10.1% to $573.2 million on a reported basis; however, in local currency terms, loans and advances increased 1.0% from NZD $686.6 million to NZD $693.4 million, with the reported decline reflecting foreign exchange translation impacts.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 22 Australian Cards (“Cards AU”) A$m FY26 FY25 FY26 vs FY25 Change Net interest income 35.1 34.3 2.3% Net operating income 48.3 45.7 5.7% Credit impairment charge (6.7) (5.8) (15.5%) Operating expenses (21.2) (29.1) 27.1% Depreciation and amortisation expenses (1.6) (0.9) (77.8%) Statutory profit (before tax) 18.8 9.9 89.9% Income tax benefit (5.7) (2.6) (LRG) Statutory profit (after tax) 13.1 7.3 79.5% Volume 488.9 490.3 (0.3%) Closing loans and advances 390.1 406.7 (4.1%) Cards AU delivered statutory profit after tax of $13.1 million in FY26. An increase of $5.8 million, or 79.5%, on pcp, supported by disciplined portfolio management, improved credit performance and lower operating expenses. Consistent with FY25, management maintained a disciplined approach to customer acquisition throughout FY26, supported by minimal marketing expenditure and tighter credit settings. The business remained focused on increasing spend from existing customers while preserving portfolio quality and returns. This approach aligns with the planned replatforming of the Cards AU platform, with a launch expected in 2027. While disciplined credit settings contributed to lower customer numbers and reduced fee and other income, they supported improved credit quality, lower net credit losses and a reduction in credit impairment charges. FY26 performance was driven by: • Improved net operating income. Net operating income increased 5.7% to $48.3 million, supported by a 50bps expansion in NIM, reflecting improved funding terms. • Improved credit performance. Net credit losses decreased 15.7%, or $1.7 million, to $9.1 million, reducing net loss to ANR by 40bps to 2.3%. Credit impairment expense increased 15.5% to $6.7 million, as the benefit of lower net credit losses was outweighed by a smaller ECL provision release of $2.4 million in FY26 compared with FY25. • Operating expenses decreased 27.1% to $21.2 million, primarily reflecting the reduction of legal and advisory costs incurred in FY25 in relation to the ASIC inquiry. Closing loans and advances were $390.1 million, down 4.1% on FY25, reflecting disciplined underwriting and lower customer acquisition activity during the period as the business continued to prioritise portfolio quality, returns and readiness for the refreshed platform.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 23 Corporate A$m FY26 FY25 FY26 vs FY25 Change Operating expenses (46.5) (24.5) (89.8%) Depreciation and amortisation expenses (2.6) (2.9) 10.3% Statutory loss (before tax) (49.1) (27.4) (79.2%) Income tax benefit 14.7 10.2 44.1% Statutory loss (after tax) (34.4) (17.2) (LRG) The Corporate segment was introduced in FY25 to provide greater transparency over shared corporate costs and support a clearer assessment of underlying business segment performance. This structure enables central functions and specific corporate matters to be identified separately from operating segment results. Corporate recorded a statutory loss after tax of $34.4 million in FY26, primarily reflecting operating expenses of $46.5 million. The increase was largely driven by irregular items, including costs associated with the concluded Forum Finance litigation and settlement, EGM and Takeovers Panel proceedings, M&A activity and ASIC investigations into historical matters. These impacts were partly offset by the release of an onerous contract provision following the renegotiation and renewal of a key supplier agreement. Depreciation expense reduced slightly to $2.6 million, while the higher pre- tax loss was partially offset by an income tax benefit of $14.7 million, compared with $10.2 million in FY25. These FY26 impacts were separately identified within Corporate to preserve transparency over irregular matters and provide a clearer view of underlying segment performance. The Group continued to manage these matters alongside ongoing investment in governance, risk, compliance and strategic capability to support long-term value creation. 6. FUNDING AND CAPITAL hummgroup maintains a well-established, mature funding platform designed to support the Group’s growth and capital strategy. The Group’s funding strategy is focused on building and maintaining a committed, capital-efficient and cost- effective suite of funding facilities that support product growth and strengthen the Group’s debt capital markets presence. The Group accesses funding from and through a wide group of large local and international banks and wholesale fund managers across the capital structure for its various warehouse funding programs. The Group is supported by a large number of domestic and offshore institutional investors through its well-established public asset-backed securities programs in Australia and New Zealand. At balance sheet date, the Group had $5.4 billion of wholesale debt facilities funding assets, with $1.0 billion of undrawn facilities. The wholesale debt facilities include both public and private debt funding structures which are secured against underlying pools of loans and advances including chattel loans, customer loans, and finance lease receivables. All facilities provide for the ultimate repayment of outstanding debt through collections received in respect of the relevant loans and advances. In some cases, the Group’s wholesale debt facilities are structured to include a revolving period during which time committed limits can be continually drawn and collections can be used to fund originations of new loans and advances, ahead of repayment of outstanding borrowings. The remainder of facilities provide for repayment of outstanding borrowings in line with repayment of the underlying loans and advances. The Group continues to optimise its capital structure to maximise shareholder value with prudent management of liquidity and funding facilities, complemented by opportunistically accessing debt capital markets to increase funding capacity across its wholesale debt facilities while lowering funding costs. As of 30 June 2026, the Group had $63.9 million outstanding under the corporate debt facility, including $3.9 million of accrued interest capitalised.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 24 7. KEY RISKS hummgroup is exposed to a broad range of strategic, financial and non-financial risks. The risks described below are those the Directors consider most material to the Group’s performance and achievement of its strategic objectives. They are not intended to represent an exhaustive list of all risks facing the Group. The Board oversees the management of these risks through the Group Risk Management Framework, supported by the Board Audit & Risk Committee. Risk appetite settings, key risk indicators, material incidents and emerging risks are reported regularly to the Board. Credit Risk Description Management of risk Credit risk is the risk that customers, merchants, dealers, commercial counterparties or other obligors fail to meet their contractual obligations to the Group. The Group is exposed to credit risk across its point of sale consumer finance, credit card, commercial and asset finance portfolios. Credit risk may increase due to deterioration in economic conditions, rising unemployment, inflationary pressures, changing consumer behaviour, declining asset values, fraud events or weaknesses in underwriting and portfolio management practices. Sustained deterioration in portfolio performance could result in increased impairment expenses and credit losses; reduced profitability and returns; increased funding costs; pressure on liquidity and capital resources; and breaches of funding covenants or risk appetite limits. The Group’s credit performance is sensitive to macroeconomic conditions across Australia, New Zealand, Ireland, the United Kingdom and Canada and may be adversely impacted by changes in interest rates, consumer confidence, cost of living pressures and business activity. The Group manages this risk through: • Board-approved credit risk appetite settings • Product-specific credit policies and underwriting standards • Responsible lending and affordability assessments • Behavioural and bureau-based credit decisioning • Portfolio monitoring and stress testing • Risk-based pricing methodologies • Collections, hardship and recovery programs • Regular model validation and performance monitoring The Chief Risk Officer has primary responsibility for credit risk management, supported by delegated credit committees and Board oversight. Funding and Liquidity Risk Description Management of risk The Group’s ability to originate new receivables, refinance existing obligations and execute its strategic plan depends upon continued access to diversified and cost-effective funding sources. Funding and liquidity risks include the risk that the Group is unable to renew or refinance warehouse and securitisation facilities; access debt capital markets on acceptable terms; attract sufficient institutional funding support; maintain compliance with facility covenants; manage liquidity during periods of market disruption; maintain adequate funding capacity to support growth; or absorb increased funding costs arising from interest rate movements or market volatility. Adverse funding market conditions or deterioration in portfolio performance could restrict funding availability and materially impact profitability and growth. The Group manages this risk through: • Maintaining diversified funding sources across jurisdictions • Regular securitisation issuance programs • Committed warehouse facilities • Active liquidity management and forecasting • Stress testing and contingency funding planning • Ongoing covenant monitoring • Asset-liability management practices • Relationships with a range of domestic and international funding partners The Asset and Liability Committee (ALCO) oversees liquidity, funding and interest rate risk management, with regular reporting to the Board.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 25 Technology, Cybersecurity and Data Risk Description Management of risk The Group relies heavily on technology platforms, digital distribution channels, payment systems, data analytics and third-party service providers to originate, service and collect customer receivables. Potential risks include cyber-attacks and ransomware events; unauthorised access to customer information; fraud and identity theft; system outages and technology failures; data loss or corruption; failures of critical third-party providers; AI and algorithmic decisioning failures; and breaches of privacy and data protection obligations. A significant technology or cybersecurity incident could result in financial losses, customer remediation, operational disruption, regulatory action and reputational damage. The Group manages this risk through: • Board-approved cybersecurity and technology frameworks • Information security controls and monitoring • Independent penetration testing • Security awareness and training programs • Incident response and crisis management plans • Disaster recovery and business continuity capabilities • Technology governance and change management processes • Third-party risk oversight • Privacy and data protection controls The Chief Digital & Transformation Officer has responsibility for management of technology and cyber risks, supported by executive governance forums and Board oversight. Regulatory and Compliance Risk Description Management of risk The Group operates in highly regulated markets and is subject to extensive legal and regulatory obligations across multiple jurisdictions. Regulatory and compliance risks include failure to comply with obligations relating to consumer credit legislation; responsible lending requirements; consumer protection laws; anti-money laundering and counter-terrorism financing requirements; privacy and data protection obligations; product design and distribution obligations; anti-bribery and sanctions regimes; financial crime prevention; and market disclosure and governance requirements. Changing regulatory expectations, including increased scrutiny of consumer finance obligations, may increase compliance costs or require changes to the Group’s products and business practices. The Group manages this risk through: • Regulatory change management processes • Enterprise-wide compliance obligations registers • Compliance monitoring and assurance programs • Incident and breach reporting processes • Regulatory engagement programs • Staff training and awareness • Internal audit reviews • Board and management oversight The Group General Counsel has responsibility for regulatory compliance, supported by executive risk committees and Board oversight. Operational Risk Description Management of risk Operational risk is the risk of loss resulting from inadequate or failed internal processes, people, systems or external events. Operational risks include process failures; human error; internal and external fraud; financial crime; third-party service provider failures; conduct risk events; project and change delivery failures; model risk; payment processing failures; and business continuity disruptions. As the Group continues to invest in digital transformation, product innovation, artificial intelligence and international operations, operational complexity may increase. The Group manages this risk through: • Enterprise risk management frameworks • Risk and control self-assessments • Key risk indicator monitoring • Incident and issue management frameworks • Supplier governance programs • Fraud prevention controls • Business continuity and disaster recovery planning • Change risk assessments • Internal audit reviews Management regularly reports operational risk exposures and emerging trends to executive management and the Board.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 26 Strategic and Competitive Risk Description Management of risk The Group operates in competitive and rapidly evolving consumer finance markets. Strategic risk may arise from changes in customer preferences; emerging competitors; technological disruption; merchant concentration; failure to execute growth strategies; unsuccessful product launches; acquisitions and integration challenges; changes in consumer spending patterns; and adverse economic conditions. Failure to adapt to changing market conditions or execute strategic initiatives may adversely affect financial performance and shareholder returns. The Group manages this risk through: • Board-approved strategic planning processes • Regular market and competitor analysis • Customer and merchant insights • Disciplined investment and capital allocation • Performance monitoring against strategic objectives • Portfolio diversification • Governance over major projects and transformation initiatives Environmental, Social and Climate Risk Description Management of risk The Group is exposed to environmental, social and governance (ESG) risks arising from its operations, lending activities, customers, employees, investors and broader stakeholder expectations. Key ESG risks include climate-related physical and transition risks; changing sustainability expectations; employee attraction and retention; diversity and inclusion outcomes; responsible lending obligations; customer vulnerability and hardship; modern slavery risks within supply chains; and reputational impacts arising from ESG-related matters. Climate change may affect customer affordability, asset values, business operations and broader economic conditions in the markets in which the Group operates. The Group manages this risk through: • Board oversight of sustainability and climate matters • Climate risk assessments and scenario analysis • Customer support and hardship frameworks • Responsible lending principles • Employee engagement and wellbeing programs • Supplier due diligence processes • Modern slavery governance frameworks • ESG reporting and disclosure practices Management continues to assess climate-related risks and opportunities and strengthen the Group’s readiness for evolving sustainability reporting requirements and stakeholder expectations. Litigation and Dispute Risk Description Management of risk Litigation and Dispute Risk: The Group may be exposed to legal proceedings, regulatory actions, customer remediation programs, contractual disputes and other claims arising from its operations. Adverse outcomes could result in financial loss, penalties, operational disruption and reputational damage. • Strong legal and compliance frameworks • Active management of legal proceedings • Board and committee oversight of material matters • External legal support for significant disputes • Compliance monitoring • Customer remediation and complaints management processes Appropriate insurance arrangements where available The Group General Counsel has primary responsibility for legal and compliance management, supported by Board and committee oversight.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 27 Remuneration Report The Remuneration Report for the year ended 30 June 2026 (2026 Financial Y ear or FY26) forms part of the Directors’ Report. It has been prepared in accordance with the Corporations Act 2001 (Cth) (the “Act”), Corporations Regulation 2M.3.03, in compliance with AASB124 Related Party Disclosures, and audited as required by section 308(3C) of the Act. It also includes additional information and disclosures that are intended to support a deeper understanding for shareholders of remuneration governance and practices, where appropriate.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 28 1. PEOPLE COVERED BY THIS REPORT This report covers Key Management Personnel (“KMP”) which are defined as those who have the authority and responsibility for planning, directing and controlling the activities of hummgroup. Committee Membership1 Name Role at year-end Term of KMP Audit, Risk & Compliance Committee People & Remuneration Committee Nomination Committee IT Strategy Committee Independent Board Committee2 Non-Executive KMP Teresa Dyson3, 4 Board Chair, Independent Non-Executive Director Commenced 10/04/2026 – ✓ C ✓ C Teresa Fleming Independent Non-Executive Director Full year ✓ – ✓ – ✓ Andrew Darbyshire Independent Non-Executive Director Full year ✓ C – C ✓ Abigail Cheadle5, 6 Independent Non-Executive Director Commenced 10/04/2026 C ✓ – – ✓ Garry Sladden7 Independent Non-Executive Director Commenced 11/05/2026 ✓ – ✓ – ✓ Rajeev Dhawan8 Independent Non-Executive Director Commenced 11/05/2026 – ✓ – – ✓ Former Non-Executive KMP Robert Hines9, 10 Board Chair, Independent Non-Executive Director Ceased 11/05/2026 C ✓ – ✓ ✓ Andrew Abercrombie11, 12 Non-Executive Director Ceased 11/05/2026 – – C ✓ – 1. C denotes Chair; ✓ denotes member. 2. The Independent Board Committee (“IBC”) was established in June 2025 in respect of the non-binding indicative offer received from The Abercrombie Group Pty Ltd and was dissolved in November 2025. The IBC was then re-established in March 2026 in respect of the non-binding indicative offer received from Credit Corp Group Limited and was dissolved by the Board in August 2026. 3. Ms Dyson was appointed as Independent Non-Executive Director and Chair of the Independent Board Committee on 10 April 2026. 4. Ms Dyson was appointed Chair of Board and Chair of the Nomination Committee on 11 May 2026. 5. Ms Cheadle was appointed as Independent Non-Executive Director on 10 April 2026. 6. Ms Cheadle was appointed as Chair of the Audit, Risk and Compliance Committee on 20 April 2026. 7. Mr Sladden was appointed as Independent Non-Executive Director on 11 May 2026. 8. Mr Dhawan was appointed as Independent Non-Executive Director on 11 May 2026. 9. Mr Hines was appointed as Board Chair on 12 February 2026. 10. Mr Hines resigned as Director and Chair of the Board on 11 May 2026. 11. Mr Abercrombie elected to step down as Board Chair and Chair of the Nomination Committee on 12 February 2026. 12. Mr Abercrombie resigned as Director on 11 May 2026.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 29 Committee Membership Name Role at year-end Term of KMP Audit, Risk & Compliance Committee People & Remuneration Committee Nomination Committee IT Strategy Committee Independent Board Committee Executive KMPs Angelo Demasi1 Chief Executive Officer and Managing Director (“CEO & MD”) Commenced 09/05/2025 N/A N/A N/A N/A N/A Anthony Taylor2 Interim Chief Financial Officer (“Interim CFO”) Commenced 17/12/2025 N/A N/A N/A N/A N/A Former Executive KMP Adrian Fisk3 Chief Financial Officer (“CFO”) Resigned 16/12/2025 N/A N/A N/A N/A N/A 1. Mr Demasi was appointed as Managing Director on 13 March 2026. 2. Mr Taylor was appointed as Interim Chief Financial Officer on 17 December 2025. 3. Mr Fisk resigned as Chief Financial Officer at hummgroup on 16 December 2025. 1.1 EXECUTIVE KMP CHANGES The appointment of Angelo Demasi as Managing Director was announced to the ASX on 13 March 2026. Mr Demasi joined hummgroup in January 2024 as Group Executive – Digital & Transformation and was appointed to the role of CEO on 9 May 2025. Adrian Fisk resigned as Chief Financial Officer at hummgroup on 16 December 2025, and Anthony Taylor was appointed Interim Chief Financial Officer on 17 December 2025. 1.2 INTERIM CFO APPOINTMENT AND REMUNERATION ARRANGEMENT Anthony Taylor was appointed Interim Chief Financial Officer on 17 December 2025 with fixed remuneration of $600,000 per annum (including superannuation). Mr Taylor was initially employed under a maximum term contract ending 16 December 2026, which was extended during FY26 to 16 December 2027. Consistent with Mr Taylor’s maximum term employment arrangement and STI Policy, he was not invited to participate in the Company’s STI or LTI Plans.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 30 2. REMUNERATION OVERVIEW 2.1 EXECUTIVE REMUNERATION STRUCTURE The FY26 executive remuneration plan is provided in the table below. Element Fixed Remuneration (“FR”) Short Term Incentive Plan (“STI”) Long Term Incentive Plan (“LTI”) Purpose To attract and retain an appropriate calibre of executive talent in a way that positions Fixed Remuneration in the market in a manner comparable to peers, while representing a reasonable cost for shareholders. STI is a form of short-term variable remuneration that recognises that executives should share risk and success with shareholders. Short term incentives are partly at-risk (the portion up to Target) and partly an incentive (from Target to Stretch). STI is intended to align performance with reward over a financial year and aligned with the annual planning cycle. LTI is a form of long-term variable remuneration that recognises that executives should share risk and success with shareholders. Long term incentives are intended to align performance with reward over a multi-year period, and aligned with long-term, strategic planning cycles. Delivery FR consists of base salary, superannuation and allowances (where applicable). An STI Award, should it become payable, may be settled in cash and/or partly settled in equity. The Board reserves discretion to settle an STI award in any form as determined for any Financial Y ear. LTI is granted in the form of Performance Rights with a nil exercise price, which is an entitlement to a share. Such equity instruments may be subject to performance and service conditions intended to align vesting with long-term objectives of the Company, and with the outcomes of shareholders. 2.2 FY26 COMPANY PERFORMANCE AT-A-GLANCE Statutory Performance Disclosure Y ear end date Underlying Statutory profit (after tax)1 ($M) Underlying EPS1 Underlying return on equity1 Statutory profit after tax ($M) Share price (beginning of period) Share price (end of period) Change in share price Dividends per share (paid during period) 30/06/2026 $29.0 $0.06 5.5% $15.7 $0.57 $0.47 ($0.10) $0.023 30/06/2025 $41.6 $0.08 7.8% $39.6 $0.41 $0.57 $0.16 $0.025 30/06/2024 $8.7 $0.02 1.5% $7.1 $0.47 $0.41 ($0.06) $0.018 30/06/2023 N/A N/A N/A $2.9 $0.41 $0.47 $0.06 $0.024 30/06/2022 N/A N/A N/A ($170.3) $0.99 $0.41 ($0.58) $0.017 1. hummgroup introduced Underlying Statutory Profit (after tax) in FY26. Underlying Statutory Profit (after tax) is calculated as Statutory profit adjusted for Board approved irregular costs. For comparative purposes, Underlying Statutory Profit (after tax), Underlying EPS and Underlying Return on Equity have been recalculated for FY25 and FY24, however these measures were not used as Company level financial metrics for executive remuneration in those years. 2. Total Shareholder Return (TSR) for FY26 was 6.69%.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 31 3. RESPONSE TO THE STRIKE AGAINST THE FY25 REMUNERATION REPORT 3.1 RESPONSE TO FY25 FIRST STRIKE At the 2025 Annual General Meeting, 55.53% of votes cast on the resolution to adopt the FY25 Remuneration Report were voted against the resolution, resulting in a first strike under section 250U of the Corporations Act. The Board acknowledges the outcome, and the Company continues to extensively engage with its stakeholders and carefully consider feedback received from shareholders, and proxy advisers. A significant proportion of shareholder commentary focused on broader governance matters, including Board composition, Board independence, shareholder engagement, conflicts management and oversight of corporate control proposals. Minor feedback related to remuneration arrangements and executive accountability was also received. In response, the Board undertook a significant governance, leadership and remuneration renewal program during FY26, informed by shareholder feedback, an independent McGrathNicol Board Governance & Effectiveness Review (Governance Review) and governance initiatives implemented in relation to orders made by the Takeovers Panel on 10 April 2026. 3.2 STAKEHOLDER FEEDBACK AND BOARD RESPONSE Key themes raised by stakeholders Actions taken during FY26 Board Independence, Composition and Renewal Shareholders and proxy advisers highlighted the importance of Board independence, governance effectiveness and succession planning. During FY26, the Board implemented all recommendations arising from the Governance Review and undertook a significant Board renewal program. Teresa Dyson, Abigail Cheadle, Rajeev Dhawan and Garry Sladden joined the Board during FY26, resulting in a substantially refreshed and majority independent Board. T eresa Dyson subsequently assumed the role of Independent Chair. Executive Leadership Stability Shareholders emphasised the importance of clear executive leadership. In March 2026, Angelo Demasi was appointed Managing Director and joined the Board, following recommendations arising from the governance review and governance commitments implemented during FY26. The Board believes this strengthened accountability for strategic execution, operational performance and stakeholder outcomes. Oversight Of Strategic Proposals and Management of Conflicts Feedback received throughout FY26 focused extensively on Board independence, perceived conflicts of interest and governance arrangements associated with consideration of change of control proposals. In response, the Company re-established an Independent Board Committee comprising independent directors to oversee strategic transaction matters and implemented governance arrangements arising from Takeovers Panel proceedings and undertakings. These arrangements included formalised governance protocols, strengthened independence requirements and enhanced decision-making frameworks to support independent oversight and transparency. Board Effectiveness and Governance Framework Enhancements The Governance Review identified a range of opportunities to strengthen governance arrangements, Board effectiveness, decision-making processes and shareholder engagement. During FY26, the Board implemented all 13 recommendations arising from the independent McGrathNicol Board Governance & Effectiveness Review, including: • appointment of an independent Chair through the appointment of Teresa Dyson as Chair; • appointment of the Managing Director, Angelo Demasi, to the Board; • expansion of the Board through the appointment of additional independent Non-Executive Directors, including T eresa Dyson, Abigail Cheadle, Rajeev Dhawan and Garry Sladden; • completion of a Board skills assessment and refresh of the Board skills matrix, supported by director self-assessments; • implementation of Board Operating Model Guidelines clarifying the respective roles and responsibilities of the Board, Committees, the Managing Director and management; • strengthening governance processes to ensure Board deliberations and approvals are formally documented and recorded, with reduced reliance on circular resolutions and email-based decision-making; • implementation of processes to promote information symmetry between directors where decisions are considered outside formal meetings; • introduction of a refreshed governance calendar, rolling Board and Committee work plans and dedicated time for strategy, performance monitoring and action tracking;
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 32 Board Effectiveness and Governance Framework Enhancements (continued) • enhancement of the Securities Trading Policy, including specific approval requirements for non- independent directors dealing in Company securities; • formalisation of Board and Committee governance processes, including documentation supporting director appointments; • adoption of a standalone Diversity Policy; • review and refinement of the Company’s incentive frameworks; and • implementation of enhanced investor engagement arrangements to support two-way dialogue with shareholders, including increased direct engagement by the CEO & MD and CFO. Collectively, these initiatives were designed to strengthen Board independence, accountability, governance oversight, decision-making effectiveness, shareholder engagement and alignment with the ASX Corporate Governance Principles and Recommendations. Remuneration Framework, Disclosure and Alignment Proxy adviser feedback highlighted opportunities to enhance remuneration disclosure, strengthen the link between KMP remuneration outcomes and Company performance and leadership stability, and improve incentive design. During FY26, the Board reviewed the operation of the Group's remuneration framework, refined short-term incentive arrangements, introduced a new long-term incentive framework for key employees and enhanced remuneration disclosures to provide greater transparency regarding performance assessment, remuneration governance and incentive outcomes. Shareholder Engagement and Communication Shareholders sought greater transparency, communication and engagement throughout FY26. Feedback was received through shareholder correspondence, investor meetings, proxy adviser engagement and strategic transaction processes. The Board and management strengthened engagement arrangements during FY26, including increased direct engagement with shareholders and enhanced communication processes designed to improve transparency and responsiveness, and engagement of PGS to support these efforts. 3.3 ONGOING FOCUS The Board believes the actions undertaken during FY26 represent a substantial governance, leadership and remuneration renewal program. These actions included implementation of all recommendations arising from the Governance Review, significant Board renewal, the appointment of an independent Chair, appointment of a Managing Director to the Board, governance enhancements associated with oversight of strategic proposals, strengthened shareholder engagement practices and refinements to the Group’s remuneration framework and disclosures. The Board considers that these initiatives address the themes raised by shareholders and proxy advisers following the 2025 AGM and remains committed to ongoing engagement and continuous improvement in governance, remuneration and disclosure practices.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 33 4. THE HUMMGROUP REMUNERATION POLICY AND FRAMEWORK 4.1 EXECUTIVE REMUNERATION – FIXED REMUNERATION (“FR”), TOTAL REMUNERATION PACKAGE (“TRP”) AND THE VARIABLE REMUNERATION FRAMEWORK hummgroup‘s remuneration framework is underpinned by the following core principles as outlined in the Group Remuneration Policy: • Our people are rewarded appropriately for their contribution and performance. • Remuneration structures are linked to our business strategy and aligned with our values, risk appetite and long-term interests. • Remuneration programs are competitive so that we can attract, retain and engage the best people. • Decisions regarding remuneration variations are ethical, commercially responsible, and considerate of budget and business requirements. Elements of executive remuneration arrangements are designed to attract, retain and motivate high-quality senior Executives and to align their interests with hummgroup behaviours, principles and the creation of long-term shareholder value. Fixed Remuneration Fixed Remuneration (“FR”) comprises base salary plus any other fixed elements such as superannuation and allowances. The Board intends to review Fixed Remuneration annually which may have flow-on implications for variable remuneration which is expressed as a percentage of Fixed Remuneration. Variable Remuneration and Total Remuneration Package Total Remuneration Package (“TRP”) includes Fixed Remuneration, short term incentives (“STI”) and long- term incentives (“LTI”). Variable remuneration is intended to balance financial, risk and strategic or operational outcomes, using a blend of ‘at-risk’ remuneration and incentives. Metrics selected are intended to be linked to the primary drivers of value creation for stakeholders and the successful implementation of the Company’s long-term strategy. The Board has set Target and Stretch hurdles, with Target representing strong achievement and Stretch representing the achievement of challenging hurdles. Remuneration Mix for KMPs The CEO & Managing Director’s annual TRP comprises: • Fixed Remuneration of $750,000 • STI opportunity: 100% of FR at target, up to 125% of FR at maximum • LTI opportunity: up to 100% of FR The Interim CFO’s annual TRP comprises: • Fixed Remuneration of $600,0001 • No STI or LTI opportunity due to the maximum term employment arrangement 1. The Interim CFO is employed under a maximum term arrangement and is not invited to participate in the Company’s STI or LTI plans. Accordingly, all remuneration is provided as fixed remuneration. Remuneration Mix at Target for the CEO & Managing Director 33%CEO & MD Fixed Remuneration STI LTI 33% 33%
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 34 4.2 FY26 SHORT TERM INCENTIVE (“STI”) PLAN A description of the STI plan is set out below: Purpose To provide at-risk remuneration and incentives that rewards executives for performance against annual objectives set by the Board at the beginning of the financial year. Objectives selected are designed to support long term value creation for shareholders, regulatory compliance and link to hummgroup’s strategy on an annual basis. Measurement period The Financial Y ear of the Company (1 July – 30 June). Opportunity Opportunity as % of Fixed Remuneration: Metrics, Gate and Modifiers Annual STI outcomes are dependent on the achievement of a range of both financial and non- financial KPIs which are determined by the Board each year. Metrics that were selected have strong links to long term sustainable financial health and performance, and to long term sustainable growth. Gateway hurdles are set annually by the Board, and achievement of the gateway hurdles is required for any STI award payments to be made. If the minimum gateway hurdles are not achieved, no payments will be made unless the Board exercises its discretion. Two gateway hurdles were set for the FY26 STI awards: 1) Risk Gateway – no material regulatory breaches, no material breaches of Delegation of Authority, completion of mandatory personal and department compliance training, and remediation of all ‘red-rated’ operational risk incidents completed within timelines ag reed. 2) Culture – no material breaches of policies and aligned with the Company’s humm values. After the assessment of gateway hurdles, participants performance will be reviewed against performance measures. FY26 STI Weighting Changes STI performance is measured against a mix of corporate measures and personal measures. For FY26, the Board approved a change to the STI scorecard weighting from 60% Corporate / 40% Individual to 50% Corporate / 50% Individual. This adjustment reflects the need to better balance enterprise accountability with individual contribution particularly during a period of significant organisational change. For the CEO & MD, the Corporate Measures include a Company level financial metric being Underlying Statutory Profit (after tax) (50%) and two Company operational measures, being Customer Net Promoter Score (“NPS”) (25%), and an Employee Engagement Score (25%). The CEO & MD’s individual measures include a suite of objectives related to major initiatives to drive business performance, including financial, strategy, customer and broker, risk, engagement and operational efficiency. A modifier is then applied to determine the final STI outcome to be submitted for Board approval, which has the ability to scale the award outcome between 0% and 125%. STI outcome formula The following formula is used to determine the STI outcomes for FY26: STI Outcome = STI Target % x (Corporate + Personal measures) x Individual Modifier The Board exercised its discretion to moderate the FY26 STI pool, having regard to the Group’s overall financial performance, shareholder outcomes, and broader business considerations. As a result, STI outcomes were adjusted below the formulaic result to ensure remuneration outcomes remained aligned with performance and stakeholder interests. Target Stretch Note CEO & MD (Angelo Demasi) 100% 125% – Interim CFO (Anthony Taylor) – – Maximum term Interim CFO; Not invited to participate in the STI Plan CFO (Adrian Fisk) 50% 63% Ineligible for FY26 STI due to resignation on 16/12/2025
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 35 STI deferral For the CEO & MD, the STI award is paid fully in cash following the end of the relevant financial year (not subject to deferral), subject to continued employment up to the date the payment becomes payable and the Company’s STI plan rules. Under the STI Policy, all other KMP have not less than 25% of their STI award deferred in the form of Service Rights with a nil exercise price which will vest once a 12-month service period from the end of the prior performance year has been completed. Cessation of employment Treatment for a STI payment on cessation of employment will vary depending on the circumstances. Generally, employees who have ceased employment with hummgroup prior to payment and/or vesting date will not be eligible for any STI payment. In limited circumstances, including for example retirement or redundancy, the Board may exercise its discretion to determine the treatment of unvested performance rights. Malus and clawback In addition to retaining an overarching discretion in respect of award outcomes, the Board will have the power to trigger forfeiture of unpaid awards (i.e., malus) and/or deferred equity subject to restrictions (i.e. clawback). Malus and Clawback events may occur in multiple circumstances, including where a participant has engaged in fraud, dishonesty or misconduct, breach of duty or breach of terms of the employment contract, or where the financial results that led to the restricted shares being granted are subsequently shown to be materially misstated. Board discretion The Board has discretion to vary awards upwards or downwards, including to nil, in the circumstance that the award would otherwise be likely to be viewed as inappropriate given the circumstances that prevailed over the Measurement Period (such as in the case of harm to the Company’s stakeholders for which participants are accountable).
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 36 4.3 FY24-26 LONG TERM INCENTIVE (“LTI”) PLAN A description of the LTI plan, as it relates to Mr Demasi, which is operated under the hummgroup Senior Executive Long Term Incentive (“LTI”) Plan and applied to FY26, is set out below: Purpose The purpose of the LTI Plan is to create a strong link between performance and reward for senior executives over the long term and to align the interests of participants with key stakeholders, including customers, people and shareholders through share ownership and performance testing. Measurement period The LTI awards disclosed below were granted in prior years. The measurement period for the FY26 LTI tranche was between 1 July 2025 to 30 June 2026. CEO & MD (Angelo Demasi) – FY24 LTI Plan1 (FY24-26) 15 January 2024 to 30 September 2026 (service condition) 1 July 2025 to 30 June 2026 (performance conditions for FY26 tranche) 1. LTI performance rights granted to Mr Demasi on 12 April 2024 were granted in his capacity as Group Executive – Digital & Transformation based on his fixed remuneration at the time. Grant calculation The face value of the grant is determined by applying the applicable LTI opportunity percentage to fixed remuneration at the time of grant. The number of rights in a tranche of LTI to be granted are calculated by dividing the face value of the grant by the volume-weighted average price (“VWAP”) of the Company’s shares traded on the ASX in the 5 trading days up to the grant date of the relevant plan. Opportunity Maximum opportunity as % of Fixed Remuneration (at the time of grant): For the FY25 and FY26 tranches, Mr Demasi’s LTI opportunity will be aligned to his CEO & MD remuneration, and he will receive an LTI adjustment settled in cash for any positive difference in value between his CEO & MD opportunity and the prior grant, as determined by the Board in its sole discretion. Instrument The LTI is in the form of Performance Rights with a nil Exercise Price, which are subject to performance and service vesting conditions. Any Rights that do not vest will lapse. Performance metric, weightings and vesting scale The Board has discretion to set vesting conditions for each tranche of each LTI Invitation. Vesting is tested independently for each performance measure, and achievement of one performance measure does not impact vesting relating to the other performance measure. On 26 May 2026, the Board approved revisions to the performance hurdles applicable to certain unvested performance rights granted in prior years under the Group’s Long Term Incentive Plan (“LTIP”), including awards granted under the FY24-26 LTIP cycles. The existing non-market performance conditions based on Normalised Cash Earnings Per Share (“Cash EPS”) and Return on Cash Equity (“RoCE”) were replaced with a revised performance framework comprising three equally weighted performance hurdles: Underlying Earnings Per Share (“EPS”), Relative Total Shareholder Return (“rTSR”) and Business Transformation objectives. No changes were made to the vesting dates, performance periods or service conditions of the affected awards. The modification related solely to the performance hurdles, which were aligned with the revised FY26 LTIP framework described above. As a result, the affected awards became subject to the same performance measures as other unvested awards under the FY26 LTIP framework. The revised performance framework was introduced to further align executive remuneration with shareholder value creation, sustainable earnings growth and delivery of the Group’s strategic priorities. The three performance conditions for the FY26 LTI tranche are equally weighted at 1/3 each. Underlying Earnings Per Share: Earnings per share reflecting profitability derived from underlying statutory profit. The Board believes the introduction of an underlying calculation is appropriate to neutralise the impact of irregular costs that were incurred during the measurement period and were unrelated to the conduct or decisions of the CEO & MD. CEO & MD (Angelo Demasi) 100% Underlying Earnings Per Share (“Underlying EPS”) % of Tranche Vesting at Stretch >100% of Target 100% 75% - 100% of Target Sliding scale for vesting from 50% to 100% <75% of target EPS Nil
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 37 Performance metric, weightings and vesting scale (continued) Relative Total Shareholder Return (rTSR): Relative total shareholder return compared to a Peer Group over the performance period. * Peer Group: Latitude Group (LFS), Plenti Group (PLT), MoneyMe (MME), Credit Corp (CCP), Pepper Money (PPM), Zip Co (ZIP), EML Payments (EML), Tyro Payments (TYR), Beforepay Group (B4P), QuickFee (QFE), Liberty Financial Group (LFG). The Board believes the introduction of an rTSR metric supports alignment of executive remuneration with shareholder value creation through consideration of the Company’s Total Shareholder Return (TSR). Business Transformation: Execution of Business Transformation, as governed by the IT Strategy Committee. These metrics were selected because they have strong links to long term sustainable financial health and performance, and to long term sustainable growth. Service condition Awards under the LTI will be subject to continued employment with hummgroup until the Vesting Date. Settlement The Performance Rights are settled in the form of Company Shares, upon valid exercise. Term and lapse Rights that vest are automatically exercised into shares subject to fulfilment of the service and performance conditions. Rights that do not vest automatically lapse. Termination of employment In circumstances of redundancy, retirement or where a participant is absent from work for an approved period of unpaid parental leave or personal (sick or carer’s) leave of more than nine months, any unvested Rights will remain on foot pro-rata to the proportion (if any) of the Performance Period that has elapsed at the date of cessation of employment. Alternatively, unvested Rights will lapse unless otherwise determined by the Board. Retesting No retesting facility is available under the Rights Plan Rules. Change of control Unvested Rights will automatically vest and self-exercise, unless the Board determines otherwise and exercises discretion, depending on the circumstances surrounding the change of control event. Board discretion The Board has discretion to vary vesting upwards or downwards, including to nil, in the circumstance that the outcome would otherwise be likely to be viewed as inappropriate given the circumstances that prevailed over the Measurement Period (such as in the case of harm to hummgroup’s stakeholders for which participants are accountable). Disposal restrictions Participants must comply with hummgroup securities trading policy. Malus and clawback In addition to retaining an overarching discretion in respect of vesting outcomes, the Board may, at its discretion, and subject to law, for a period up to 3 years following the last vesting date, determine any treatment in relation to Rights or Shares allocated upon vesting and exercise of Rights in the event of malus and clawback circumstances. This includes the power to trigger forfeiture of unvested equity (i.e., malus) and/or the participant’s requirement to repay back to the Company as a debt any value of vested equity issues under the LTI Plan and or return shares subject to restriction (clawback). Malus and Clawback events may occur in multiple circumstances, including where a participant has engaged in fraud, dishonesty or misconduct, convicted of an offence, contributed to material reputational damage to any Group Company, or where the financial results that led to grants which are subsequently shown to be materially misstated. Relative Total Shareholder Return (rTSR) % of Tranche Vesting at Stretch > 75th percentile 100% 50th to 75th percentile Sliding scale for vesting from 50% to 100% < 50th percentile Nil Business Transformation % of Tranche Vesting at Stretch Ahead of plan 100% 75% to 100% of plan Sliding scale for vesting from 50% to 100% <75% of plan Nil
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 38 4.4 FY26-FY27 TARGETED RETENTION ARRANGEMENT A description of the FY26-FY27 targeted retention arrangement approved by the Board is set out below. Purpose To support the retention of a defined cohort of critical roles through FY26 and FY27. Rational During FY26, the Board approved a retention plan in response to elevated people risk arising from a period of significant corporate activity, heightened external market demand for key talent, and the delivery of critical strategic, operational and regulatory initiatives. The Board considered that the loss of a small number of key leaders and specialists during this period could have had a disproportionate impact on business continuity, execution of strategic priorities and the preservation of shareholder value. Retention payment calculation Eligible participants may receive a cash retention payment calculated on an objective basis, subject to satisfaction of the gateway hurdles set out below. Gateway hurdles Cessation of employment Participants must remain employed and not be serving notice at the applicable payment date to remain eligible for a retention payment. Payment timing Any retention payment, if payable, will be made in February 2027 following confirmation that all eligibility criteria have been satisfied. Application to KMP Of the KMP disclosed in this remuneration report, only the CEO & MD (Angelo Demasi) was an eligible participant in the FY26-FY27 Targeted Retention Arrangement. Gateway Components Performance Status • Must be employed and not serving notice at the time of payment. • Performance is indicative of a ‘meets expectation’ rating or better for the full year. • Manager confirms continued positive performance at the mid-year performance check-in. Risk • No material regulatory breaches. • No material breaches of Delegation of Authority. • Mandatory compliance training completed. • Remediation of all ‘red-rated’ operational risk incidents within agreed timeframe. Culture • No material breaches of policy and alignment with humm values.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 39 4.5 FY26 NON-EXECUTIVE DIRECTOR (“NED”) FEES The following outlines the principles that hummgroup applies to governing NED remuneration: Principle Non-Executive Directors’ fees are recommended by the People and Remuneration Committee and determined by the Board. Fees and payments to Non-Executive Directors reflect the demands that are made on, and the responsibilities of, the Non-Executive Directors. External advice may be sought to assist the Board in making informative decisions and to ensure such decisions are supported by independent market data. The following outlines the Board Fees that were applicable in FY26. Fees are exclusive of superannuation. The Chair of the Nomination Committee does not receive a separate fee for chairing the Committee. Teresa Dyson, as Board Chair, does not receive any additional fees for membership of, or chairing, any Committee. Teresa Fleming will be paid in Euros through the relevant Irish subsidiary, converted from AUD to EUR at an exchange rate of 0.6077. In addition to the above fees, Directors also receive compulsory superannuation contributions and are entitled to reimbursement for reasonable travel, accommodation and other expenses in attending meetings and carrying out their duties. Under clause 10.10 of the Company’s constitution, subject to the ASX Listing Rules and the Corporations Act, a Director at the request of the other Directors may be remunerated for performing additional or special duties for the Company. Aggregate board fees The total amount of fees paid to Non-Executive Directors in the year ended 30 June 2026 is within the aggregate amount of $1,200,000 per year (as approved by shareholders in 2006). Non-executive retirement Under clause 10.11 of the Company’s constitution, subject to the Listing Rules and the Corporations Act, the Company may pay a former Director, or the personal representatives of a Director who dies in office, a retirement benefit in recognition of past services of an amount determined by the Directors. The Company may also enter into a contract with a Director providing for payment of the retiring benefit. No such contracts have been entered into to date. Equity Despite having this clause in the Company’s constitution, the Company does not intend to pay such benefits to Directors. Non-Executive Directors may not receive Performance Rights. Minimum shareholding requirements There is no minimum shareholding requirement for Non-Executive Directors. Role Main Board Audit, Risk & Compliance Committee People & Remuneration Committee Nomination Committee IT Strategy Committee Independent Board Committee Chair $250,000 $30,000 $30,000 – $30,000 – Non-Executive Director $130,000 $15,000 $15,000 $15,000 $15,000 –
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 40 5. THE LINK BETWEEN PERFORMANCE AND REWARD IN FY26 The Board views the outcomes of remuneration for FY26 performance as appropriately aligned to stakeholder interests generally, given the group and individual performance against annual objectives, and progress towards strategic objectives made by the executive team. 5.1 FY26 STI OUTCOMES The STI plan is designed to reward executives for the achievement against financial targets as well as annual performance objectives set by the Board at the beginning of the performance period. The payment of an STI is dependent on delivery of performance against a range of outcome metrics. The performance metrics and outcomes of assessment against those metrics are summarised below: Gateway Two gateway hurdles were set for the FY26 STI awards: 1) Risk Gateway – no material regulatory breaches, no material breaches of Delegation of Authority, completion of mandatory personal and department compliance training, and remediation of all ‘red-rated’ operational risk incidents completed within timelines agreed. 2) Culture – no material breaches of policies and aligned with the Company’s humm values. Performance Measures For FY26, STI was measured using a mix of performance metrics set by the Board, with a 50% weighting for shared corporate measures and a 50% weighting for individual performance measures relevant to the role. Corporate Performance Metrics Corporate measures 50% Weighting Outcome Underlying Statutory Profit (after tax) 50% Not Achieved Customer Net Promoter Score 25% Achieved Employee Engagement Score 25% Achieved Corporate performance measures are assessed on a binary basis. Where a measure is achieved, the applicable weighting is awarded; where it is not achieved, no weighting is awarded. STI Outcomes Name Role Y ear1 Cash STI Award2 ($) STI award value that is subject to deferral following year end ($) Value of deferred STI award lapsed/ forfeited during the period ($) Angelo Demasi CEO & MD 2026 $412,500 – – CEO 2025 562,500 – – Anthony Taylor3 Interim CFO 2026 – – – Adrian Fisk4 CFO 2026 – – – CFO 2025 189,947 – – 1. STI outcomes for FY25 were assessed based on a weighting of 60% Corporate Performance Measures and 40% Individual Performance Measures. 2. In FY25, the Board determined to modify the delivery of FY25 STI awards for all Executive KMP, with awards delivered fully in cash and not subject to typical deferral requirements under the STI Policy. 3. Not invited to participate in the FY26 STI Plan due to maximum term employment. 4. Ineligible for a FY26 STI award due to resignation as Chief Financial Officer on 16 December 2025, prior to the STI payment date.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 41 5.2 FY26 LTI OUTCOMES The LTI structures that were eligible to vest in relation to the completion of FY26 is described below: Instrument The LTI is in the form of Performance Rights with a nil Exercise Price, which are subject to performance and service vesting conditions. Any Rights that do not vest will lapse. Performance outcome and vesting determination FY26 LTI outcomes and vesting determination will be assessed and confirmed by the Board at or around 30 September 2026. Based on performance to 30 June 2026, the underlying EPS hurdle was not achieved and the relative TSR hurdle was achieved. Assessment of the transformation objectives remains ongoing and is subject to Board determination. Final vesting outcomes will be approved by the Board following completion of the year-end performance assessment process. Board discretion The Board has the ability to apply any discretion to vesting. Settlement Any Performance Rights that do not vest will lapse immediately.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 42 6. STATUTORY TABLES AND SUPPORTING DISCLOSURES 6.1 EXECUTIVE KMP STATUTORY REMUNERATION FOR FY26 The following table outlines the statutory remuneration of executive KMP: Statutory Executive Remuneration Fixed remuneration Variable remuneration Y ear Salary Equity (as part of fixed remuneration) Super Benefits1 Total fixed pay Cash STI2 Deferred STI3 LTI3 Termination benefits Change in accrued leave TRP Variable remuneration as % of TRP Angelo Demasi, Chief Executive Officer and Managing Director4 2026 $720,000 – $30,000 – $750,000 $412,500 – $384,738 – $80,350 $1,627,588 49% 2025 $102,867 – $4,276 – $107,143 $104,793 – $53,715 – $9,455 $275,106 58% Anthony Taylor, Interim Chief Financial Officer5 2026 $258,952 – $15,789 – $274,741 – – – – $15,796 $290,537 – 2025 – – – – – – – – – – – – Adrian Fisk, Chief Financial Officer6 2026 $270,378 – $13,846 – $284,224 – $7,302 $176,402 – ($56,423) $411,505 45% 2025 $603,156 – $29,932 – $633,088 $189,947 $50,638 $671,617 – ($21,176) $1,524,114 60% Stuart Grimshaw, Chief Executive Officer and Managing Director7 2026 – – – – – – – – – – – – 2025 $928,846 – $29,932 $22,037 $980,815 – ($582,692) ($882,163) $383,654 $65,545 ($34,841) >LRG 1. Benefits include reportable fringe benefits associated with motor vehicle benefits and casual car parking. 2. Note that the cash STI value reported in this table is the STI that was accrued for during the reporting period. 3. Note that the deferred STI and LTI values reported in this table are the amortised accounting charge of all grants that have not lapsed or vested as at the start of the reporting period. Where a market-based measure of performance is used, no adjustments have been made to reflect actual STI and LTI vesting. 4. Mr Demasi was appointed to Group Chief Executive Officer on 9 May 2025. Mr Demasi’s FY25 remuneration disclosed in the table above has been pro-rated from his appointment date as Group Chief Executive Officer. 5. Mr Taylor was appointed as Interim Chief Financial Officer at hummgroup on 17 December 2025. Mr Taylor was not invited to participate in the Company’s STI and LTI Plans as he is employed under a maximum term contract. 6. Mr Fisk resigned as Chief Financial Officer at hummgroup on 16 December 2025. Remuneration has been disclosed in the table above for the period to his resignation date. 7. Mr Grimshaw finished with hummgroup on 9 May 2025. In accordance with the service condition outlined in the terms of the grant of LTI and STI Performance Rights made under ASX listing rule 10.14 at the Annual General Meeting on 16 November 2023, all tranches of unvested STI and LTI Rights granted to Mr Grimshaw lapsed. Note that the deferred STI and LTI values reported for Mr Grimshaw is negative to reflect the reversal of previously recognised expenses for these awards.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 43 6.2 NON-EXECUTIVE DIRECTOR (“NED”) KMP STATUTORY REMUNERATION FOR FY26 The following table outlines the statutory remuneration of NEDs: Statutory Non-Executive Director Remuneration Name Role(s) Y ear Board fees Committee fees Super Other benefits Equity grants Termination benefits Total Teresa Dyson1,2 Board Chair, Independent, Non- Executive Director 2026 $39,346 – $4,722 – – – $44,068 Independent, Non- Executive Director 2025 – – – – – – – Abigail Cheadle3 Independent, Non- Executive Director 2026 $25,500 $6,981 $3,898 – – – $36,379 Independent, Non- Executive Director 2025 – – – – – – – Teresa Fleming Independent, Non- Executive Director 2026 $130,000 $46,942 – – – – $176,942 Independent, Non- Executive Director 2025 $119,987 $34,712 – – – – $154,699 Andrew Darbyshire Independent, Non- Executive Director 2026 $130,000 $88,904 $26,268 – – – $245,172 Independent, Non- Executive Director 2025 $72,577 $36,500 $12,544 – – – $121,621 Garry Sladden4 Independent, Non- Executive Director 2026 $15,000 $2,192 $2,063 – – – $19,255 Independent, Non- Executive Director 2025 – – – – – – – Rajeev Dhawan5 Independent, Non- Executive Director 2026 $15,000 $1,096 $1,932 – – – $18,028 Independent, Non- Executive Director 2025 – – – – – – – Andrew Abercrombie6,7 Board Chair, Non- Executive Director 2026 $193,038 $13,327 $22,484 – – – $228,849 Board Chair, Non- Executive Director 2025 $174,231 $3,404 $20,089 – – – $197,723 Robert Hines8,9 Board Chair, Independent, Non-Executive Director 2026 $144,577 $49,673 $23,310 – – – $217,560 Independent, Non-Executive Director 2025 $107,269 $31,731 $16,091 – – – $155,091 Anthony Thomson10 Independent, Non- Executive Director 2026 – – – – – – – Independent, Non- Executive Director 2025 $44,231 $17,692 $7,121 – – – $69,044 Total 2026 $692,461 $209,116 $84,676 $986,254 Total 2025 $518,295 $124,039 $55,845 $698,178 1. Ms Dyson was appointed as Independent Non-Executive Director and Chair of the Independent Board Committee on 10 April 2026. 2. Ms Dyson was appointed Board Chair on 11 May 2026. 3. Ms Cheadle was appointed as Independent Non-Executive Director on 10 April 2026. 4. Mr Sladden was appointed as Independent Non-Executive Director on 11 May 2026. 5. Mr Dhawan was appointed as Independent Non-Executive Director on 11 May 2026. 6. Mr Abercrombie elected to step down as Board Chair on 12 February 2026. 7. Mr Abercrombie resigned as a Non-Executive Director on 11 May 2026. 8. Mr Hines was appointed as Board Chair on 12 February 2026. 9. Mr Hines resigned as Independent Non-Executive Director and Chair of the Board on 11 May 2026. 10. Mr Thomson resigned as Independent Non-Executive Director on 28 November 2024.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 44 6.3 KMP EQUITY INTERESTS AND CHANGES DURING FY26 Movements in equity interests held by executive KMP during the reporting period, including their related parties, are set out below: KMP – 2026 Name Instrument Number held at open Date granted (No.) Forfeited/ cancelled during the year (No.) Vested during the year (No.) Exercised (or shares received from exercising) (No.) Purchased/ other (No.) Sold (No.) Number held at close Angelo Demasi Shares Purchased/Other – – – – – – – – – Vested Rights – – – – – – – – – Unvested Rights 3,611,111 – (519,134) – – – – 3,091,977 Options – – – – – – – – – Anthony Taylor Shares Purchased/Other – – – – – – – – – Vested Rights – – – – – – – – – Unvested Rights – – – – – – – – – Options – – – – – – – – – Adrian Fisk Shares Purchased/Other 214,658 – – – – 4,589,045 2,318 – 4,806,0211 Vested Rights 174,341 – – – 4,414,704 (4,589,045) – – – Unvested Rights 5,052,780 – – (638,076) (4,414,704) – – – – Options – – – – – – – – – 1. As at 16 December 2025, being the date of Adrian Fisk’s resignation as CFO. KMP – 2025 Name Instrument Number held at open Date granted (No.) Forfeited/ cancelled during the year (No.) Vested during the year (No.) Exercised (or shares received from exercising) (No.) Purchased/ other (No.) Sold (No.) Number held at close Angelo Demasi Shares Purchased/Other – – – – – – – – – Vested Rights – – – – – – – – – Unvested Rights 3,611,1111 12/04/2024 – – – – – – 3,611,111 Options – – – – – – – – – Adrian Fisk Shares Purchased/Other 207,005 – – – – – 7,653 – 214,658 Vested Rights – – – – 174,341 – – – 174,341 Unvested Rights 5,136,951 30/09/2024 90,169 - (174,341) – – – 5,052,780 Options 237,500 – – (237,500) – – – – – Stuart Grimshaw Shares Purchased/Other – – – – – – 75,000 75,0002 Vested Rights – – – – – – – – – Unvested Rights 22,366,460 – – (22,366,460) – – – – – Options – – – – – – – – – 1. As at appointment as CEO on 9 May 2025. 2. As at resignation date of 9 May 2025. Granted Granted
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 45 Movements in equity interests held by non-executive KMP during the reporting period, including their related parties, are set out below: Non-Executive Directors – 2026 Name Instrument Number held at open Date granted (No.) Forfeited/ lapsed during the year (No.) Vested during the year (No.) Exercised (or shares received from exercising) (No.) Net purchased/ (sold) (No.) Number held at close Teresa Dyson Shares – – – – – – – – Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Abigail Cheadle Shares – – – – – – – – Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Teresa Fleming Shares – – – – – – – – Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Andrew Darbyshire Shares 4,508,913 – – – – – – 4,508,913 Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Garry Sladden Shares – – – – – – – – Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Rajeev Dhawan Shares 175,1531 – – – – – – 175,153 Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Andrew Abercrombie Shares 131,151,347 – – – – – 18,271,203 149,422,5502 Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Robert Hines Shares 375,000 – – – – – – 375,0003 Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Totals 136,210,413 – – – – – 18,271,203 154,481,616 1. As at 11 May 2026, being the date of Rajeev Dhawan’s appointment as a Director. 2. As at 11 May 2026, being the date of Andrew Abercrombie’s resignation as a Director. 3. As at 11 May 2026, being the date of Robert Hines’ resignation as a Director. Granted
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 46 Non-Executive Directors – 2025 Name Instrument Number held at open Date granted (No.) Forfeited/ lapsed during the year (No.) Vested during the year (No.) Exercised (or shares received from exercising) (No.) Net purchased/ (sold) (No.) Number held at close Andrew Abercrombie Shares 131,251,957 – – – – – (100,610) 131,151,347 Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Teresa Fleming Shares – – – – – – – – Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Anthony Thomson Shares – – – – – – – – Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Robert Hines Shares 200,000 – – – – – 175,000 375,000 Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Andrew Darbyshire Shares 4,508,9131 – – – – – – 4,508,913 Vested Rights – – – – – – – – Unvested Rights – – – – – – – – Options – – – – – – – – Totals 135,960,870 – – – – – 74,390 136,035,260 1. As at appointment date of 21 October 2024. KMP Equity Grants The following outlines the accounting values and potential future costs of equity remuneration granted for executive KMP in FY26 and FY25. No additional equity grants were made to Executive KMP during FY26. During FY26, the Board approved modifications to the performance conditions applicable to the FY26 tranche of Angelo Demasi’s FY24-26 Long Term Incentive Plan. The FY26 tranche was originally subject to Earnings Per Share (EPS) and Return on Cash Equity (RoCE) performance hurdles and was amended to Underlying EPS, Relative Total Shareholder Return (rTSR) and Business Transformation measures. Further details are provided in Section 4.3. 2025 Equity Grants Name Tranche Grant type Vesting conditions Grant date Total fair value of performance rights ($) Fair value of performance rights per unit at grant date ($) Value expensed in FY25 ($) Maximum value to be expensed in future years ($) Key Management Personnel Angelo Demasi1 – – – – – – – – Adrian Fisk FY24 Deferred STI Restricted Rights Deferred STI Service 30/09/2024 72,425 0.8032 50,638 21,787 1. Angelo Demasi was appointed to the Group Chief Executive Officer on 9 May 2025. No additional grants were made to Mr Demasi in FY25. Granted
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 47 KMP SERVICE AGREEMENTS Executive KMP Service Agreements The following outlines current executive KMP service agreements: Name Position held at close of FY26 Employing company Duration of contract Period of notice (from company) Period of notice (from KMP) Termination payments1 Angelo Demasi Chief Executive Officer and Managing Director Humm Global Pty Ltd Permanent 6 months 6 months 6 months Anthony Taylor Interim Chief Financial Officer Humm Global Pty Ltd 16/12/2025- 16/12/2027 4 weeks 4 weeks 4 weeks 1. Under the Corporation Act the T ermination Benefit Limit is 12 months average Salary (over prior 3 years) unless shareholder approval is obtained. Non-Executive Director (“NEDs”) Service Agreements The appointment of Non-Executive Directors is subject to a letter of engagement. NEDs are not eligible for any termination benefits following termination of their office, nor any payments other than those required under law such as in respect of superannuation. There are no notice periods applicable to either party under the service agreement.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 48 6.4 OTHER STATUTORY DISCLOSURES Loans to KMP and their Related Parties During the financial year and to the date of this report, the Company made no loans to directors and other KMP and none were outstanding as at 30 June 2026. Other Transactions with KMP There were no other disclosable transactions with KMP during FY26. External Remuneration Consultants During FY26, the Board engaged The Reward Practice (TRP) to provide remuneration advice to the Board and People & Remuneration Committee, including remuneration recommendations and other remuneration-related advisory services, as outlined below. Provider Description Amount ($A) The Reward Practice (“TRP”) Advice on executive incentive and performance management design $68,750 + GST Advice on executive KPI and performance frameworks Long-term incentive design and implementation support Remuneration advice and support The People and Remuneration Committee has protocols in place to ensure that all engagements with independent external remuneration consultants, and recommendations pertaining to any Key Management Personnel (if any) are free from undue influence. External remuneration consultants are engaged through the General Counsel on behalf of the Committee and provide their advice directly to the Committee. At times, remuneration consultants may be required to interact with management (other than Key Management Personnel) to obtain the relevant information needed to form any remuneration recommendations. The Board confirms that remuneration recommendations made during FY26 were made free from undue influence as these procedures were adhered to.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 49 2026 Sustainability Report This Sustainability Report includes a complete set of climate statements for humm Group Limited and its subsidiaries, for the financial year ended 30 June 2026. The climate statements are provided to comply with the Corporations Act 2001 and AASB S2 Climate-related Disclosures (AASB S2), the mandatory Australian Sustainability Reporting Standard that has been issued by the Australian Accounting Standards Board (AASB). As this is the first year in which the Group has applied AASB S2, we have elected to apply the transitional reliefs in AASB S2 and not disclose comparative information or scope 3 greenhouse gas (GHG) emissions, which includes the additional information about its financed emissions. This report has been prepared for the same consolidated reporting entity and reporting period as our Consolidated Financial Statements, and was authorised for issue in accordance with a resolution of the directors on 25 August 2026. DIRECTORS’ DECLARATION In the opinion of the directors of humm Group Limited (the Company), the Company has taken reasonable steps to ensure that the substantive provisions of the Sustainability Report of the Company and its subsidiaries (collectively the Group) for the financial year ended 30 June 2026, as presented on pages 49 to 73, are in accordance with the Corporations Act 2001, including: a. Complying with Australian Sustainability Reporting Standard AASB S2 Climate-related Disclosures and any further requirements determined under section 296C(2) of the Corporations Act 2001; and b. Containing the climate statement disclosures required by section 296D of the Corporations Act 2001. Made in accordance with a resolution of the directors of humm Group Limited pursuant to section 296A(6) of the Corporations Act 2001, as modified by section 1707C(2) of the Corporations Act 2001. On behalf of the board. Teresa Dyson Chair 25 August 2026
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 50 LIMITATIONS, JUDGEMENTS AND UNCERTAINTIES LIMITATIONS ON FORWARD-LOOKING INFORMATION This report contains climate-related and other forward-looking statements based on management’s expectations, estimates, and assumptions at the time of publication. These statements are subject to uncertainties, risks, and external factors, including market, regulatory, technological, and economic changes, which may cause actual outcomes to differ materially. Scenario analysis and climate-related disclosures inherently rely on assumptions, data, methodologies, and third-party information that may be subject to limitations and uncertainties. Given the evolving nature of climate-related risks, opportunities, and the energy transition, future impacts cannot be predicted with certainty. JUDGEMENTS In preparing this climate-related financial disclosure, we have applied judgement across several key areas, including the identification and assessment of climate-related risks and opportunities, determination of relevant time horizons, definition of greenhouse gas (GHG) emission boundaries, selection of methodologies, and identification of material information. Certain aspects of climate-related reporting remain subject to evolving regulatory and methodological guidance. Accordingly, this disclosure reflects the information and interpretations available at the time of preparation. The preparation of this disclosure also requires the use of estimates and assumptions, particularly where data cannot be directly measured. This includes information relating to value chain activities, forward-looking scenario analysis, and areas where data availability or quality is limited. As such, actual outcomes may differ from those estimates. DEFINITION OF MATERIAL INFORMATION In preparing this Sustainability Report, the Group applied the concept of materiality to determine information appropriate for disclosure in accordance with AASB S2. Material information is information that, if omitted, misstated or obscured, could reasonably be expected to influence decisions of primary users of this report. In assessing whether information was material for disclosure, the Group considered both quantitative and qualitative factors, including: • the likelihood and financial consequences of potential impacts on the Group; or • whether primary users would reasonably expect information about the matter to be addressed in this Sustainability Report; or • whether primary users might not otherwise be aware of the Group’s mitigation activities, including in relation to risks that have been assessed as being effectively addressed. OUR GROUP AND VALUE CHAIN We operate a non-bank financial services model focused on consumer finance products and commercial asset finance solutions. Our business model is underpinned by external funding sources and a distributed origination network. BUSINESS MODEL Operations are described using the same reporting structure as presented in the humm Group Limited Annual Financial Report 2026, which comprises five reportable segments, across the Commercial, Consumer and Corporate business areas. Commercial Our Commercial business comprises the Commercial and Leasing segment, which focuses on providing asset finance solutions to small to medium-sized enterprises (SMEs) through our flexicommercial asset finance business, in Australia and New Zealand. The portfolio primarily consists of finance provided for transport assets and equipment, including heavy vehicles and machinery (such as trucks, tractors and other plant and equipment), many of which are powered by internal combustion engines (ICE).
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 51 Consumer Our Consumer business area comprises of three segments: • Point of sale Payment Plans (PosPP): Comprising humm Australia, humm Canada, humm Ireland and humm UK. • New Zealand Cards: Comprising Farmers Finance, Farmers Mastercard, Q Card, Q Mastercard and Flight Centre Mastercard. • Australia Cards: Including humm90 and legacy Lombard. Together, these segments provide retail finance and payment solutions across Australia, New Zealand, Canada, Ireland and the United Kingdom. Corporate The Corporate business area comprises Group-level functions that support the operation and governance of the business, including executive management, treasury, risk and compliance, legal, human resources, investor relations and other corporate support functions. The Corporate business area does not generate material external revenue and primarily exists to support the Group’s Commercial and Consumer operations. UPSTREAM VALUE CHAIN Our operations depend on continued access to external funding to support lending activities. Key funding sources include wholesale banks, asset-backed securitisation (ABS) investors, and forward-flow funding partners. These channels may be sensitive to emerging market conditions, regulatory settings and, increasingly, investor ESG expectations. Since 2016, we have issued Climate Bonds through term securitisation transactions to re-finance solar receivables, including residential solar PV systems and supporting infrastructure. These issuances are governed by our Climate Bond Framework. DOWNSTREAM VALUE CHAIN Funding provided through our upstream funding sources is ultimately deployed across our Commercial and Consumer lending portfolios. Commercial Commercial lending is primarily provided to small and medium-sized enterprises (SMEs) seeking finance for transport assets, heavy vehicles, agricultural equipment and construction machinery. Sector contributions to FY26 loans and advances (excluding forward flow) was mainly in road transport (including heavy vehicles) (approx. 26%), construction services (25%), agriculture (7%), and heavy and civil engineering construction (7%). Consumer Consumer lending supports a range of customer purchases, including retail goods and services, home improvements, healthcare services and renewable energy solutions through credit cards and PosPP. Within the humm AU, financed products are concentrated in solar and renewable energy products (approx. 49% of FY26 balance distribution), and medical services (approx. 28% of FY26 balance distribution). SCOPE AND ORGANISATIONAL BOUNDARY Our Sustainability Report draws on two assessments that were undertaken using distinct boundaries reflecting the objectives, methodologies, and intended uses of each respective assessment. Greenhouse gas emission boundary The operational boundary for greenhouse gas emission calculations covers all activities under the Group’s direct operational control, including activities at our five corporate offices: • Sydney, Australia • Adelaide, Australia • Auckland, New Zealand • Toronto, Canada • Dublin, Ireland. During the reporting period, the Group relocated its Sydney and Adelaide offices. Data for both the former and current office locations have been included for the relevant occupancy periods. Climate risk and opportunity assessment boundary The Climate Change Risk and Opportunity assessment focused on our Group’s business model, strategy and value chain.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 52 GOVERNANCE Climate-related risks and opportunities are managed within our Group’s Risk Management Strategy as a component of Strategic Risk, which includes Environment, Social and Governance (ESG) Risk. ESG Risk is defined as the environmental, sustainability, social, or governance events or conditions, such as climate impacts, ecosystem degradation, resource scarcity, human rights issues, or weak corporate conduct, that negatively impact our financial performance, value, or reputation across our value chain. The figure below illustrates our Group’s governance structure as it relates to climate-related risks and opportunities, with responsibilities distinguished across three levels of involvement: 1. The Board of Directors and the Board Audit, Risk and Compliance Committee (BARCC) hold ultimate oversight of climate-related risks and opportunities. At management committee level, the Group Enterprise Risk Management Committee (ERMC) and Executive Committee (Exco) exercises oversight of climate-related risks as part of its enterprise risk mandate. 2. All senior management roles represented in the chart hold direct management responsibility for climate-related risks and opportunities in their capacity as members of the ERMC. 3. The People and Remuneration Committee, Nomination Committee, IT Strategy Committee, CEO International, and Group Executive People and Culture hold indirect involvement in climate-related matters, their activities and decisions may be influenced by or impact our Group’s climate risk profile. Figure 1. Our climate governance structure The climate-related responsibilities of each governance body and individual referenced above are formally documented: • The Board Charter sets out the Board’s overarching risk oversight responsibilities, including for ESG and climate- related risk. • The BARCC Charter sets out the Committee’s explicit mandate for ESG and climate oversight on behalf of the Board, summarised under oversight and decision making below. • The ERMC’s Terms of Reference incorporate climate-related risk within its enterprise risk mandate.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 53 OVERSIGHT AND DECISION-MAKING The Board of Directors holds ultimate responsibility for oversight of climate-related risks and opportunities. The Board establishes, oversees and regularly reviews the systems and frameworks used to identify, assess, monitor and manage material financial and non-financial risks across the Group, including those relating to ESG and climate. The Board sets and approves the Group’s risk appetite and tolerance, approves the Risk Management Strategy, and satisfies itself that the Risk Management Strategy is appropriate, adequate and operating effectively. The Board is supported in this oversight role by the BARCC and at the management level by the ERMC. The BARCC has an explicit mandate to oversee ESG and climate-related matters on behalf of the Board. This includes: • Reviewing significant ESG developments and trends • Monitoring the Group’s ESG performance against future targets • Overseeing compliance with ESG reporting obligations including disclosure under the Australian Sustainability Reporting Standards (ASRS) • Evaluating the effectiveness of the Group’s ESG risk management • Reviewing and making recommendations to the Board in relation to ESG position statements, strategic ESG initiatives, and stakeholder communications regarding the Group’s ESG approach. The BARCC meets at least five times per year, with an agenda structured to ensure key risk areas are addressed at each meeting, including any new developments or required escalations in relation to ESG and climate matters. The BARCC Chair reports to the full Board following each Committee meeting, ensuring that climate and ESG matters are escalated to Board level on a regular basis. In FY26, the ESG definition was updated to include climate-related matters. The BARCC and the Board have continued to be kept informed of risks and opportunities, including ESG matters, between scheduled meetings. From FY26, this now extends to climate-related risks and opportunities as part of ongoing oversight, management and monitoring responsibilities. This includes updates from the Group Chief Risk Officer (Group CRO) and ad hoc escalation reports, where required, by the Group CRO, the Risk and Compliance Functions or business units where a climate-related risk or opportunity exceeds the Group’s risk appetite or otherwise requires Board-level attention outside the standing cycle. This process ensures the Board and BARCC are informed of climate-related matters on an ongoing basis, and not only at scheduled meetings. The ERMC’s Terms of Reference formally mandate the Committee to oversee climate-related risks and opportunities as a component of its enterprise risk remit, including reviewing climate risk exposures against the Group’s risk appetite and escalating material matters to the BARCC and Board. The ERMC, chaired by the Group Chief Risk Officer, meets in the intervening months between BARCC meetings, at a minimum of six times a year, to ensure that material enterprise risk matters receive timely management and Board attention. The Committee’s standing agenda incorporates an enterprise risk update covering key risks and emerging themes, including analysis of matters impacting the Group’s strategy and objectives. Climate-related risks are considered within this update as a component of strategic risk, which the Risk Management Strategy defines as including ESG risk. The BARCC and Board consider ESG and climate- related risks and opportunities as part of their oversight of the Group’s corporate strategy and operations. When overseeing strategy, major transactions, and risk management policies, the Board and BARCC assess competing priorities and consider trade-offs where applicable, with such discussions recorded in meeting minutes. The Group Risk Appetite Statement, which establishes the Board’s risk expectations including the appetite for ESG risk, serves as a reference point for strategic and operational decision-making. Oversight of major capital expenditure, acquisitions, divestitures and financing arrangements similarly takes into account the Group’s material risk profile, including ESG and climate considerations. During FY26, the BARCC received updates on at least two occasions regarding the climate risk and opportunity assessment and the progress of the Sustainability Report. The Board was also updated on the requirements under AASB S2 and what these entail for the Company. With respect to skills and competencies, the BARCC Charter requires that Committee members collectively hold the expertise necessary to discharge the Committee’s responsibilities, with provision for members to attend relevant training at the Company’s expense. The Board Charter similarly provides for the Board to maintain an appropriate range of skills and experience, including through succession planning. The Group is currently developing a structured assessment process of ESG and climate-related skills and competencies across the Board, BARCC, ERM, Exco and relevant
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 54 management roles. This assessment will identify the most relevant individuals to participate and address any gaps through a targeted upskilling program. The BARCC is mandated to monitor the Group’s ESG performance against targets and review the Group’s risk management of ESG risks. While the Group has not established specific ESG metrics and targets, BARCC is responsible for overseeing the development, approval and future monitoring of ESG and climate- related metrics and targets as the Group’s sustainability reporting framework matures. MANAGEMENT’S ROLE AND RESPONSIBILITIES The Board has delegated to the Chief Executive Officer authority to manage the day-to-day affairs of the Group, including oversight of the Risk Management Strategy, with authority to further sub-delegate to the management team. Within this structure, management is responsible for the implementation and operation of the Risk Management Strategy, and for the controls and procedures used to monitor and manage the Group’s key risks including ESG and climate-related risks. The Group CRO chairs the ERM Committee, which holds primary management-level responsibility for the development and maintenance of the Risk Management Strategy, risk appetite and risk monitoring across the Group. The Committee provides objective oversight of management’s conduct of risk activities while remaining independent from their performance and advises the Board’s delegated risk committee on the Group’s enterprise risk position and management strategy. The Risk and Compliance Functions maintain independent reporting lines to the Group CRO and Group General Counsel, ensuring objective challenge and timely escalation of key risk matters. Management-level responsibility for ESG risk is currently allocated across three pillars, each with a designated owner accountable for monitoring, managing and reporting on risks and opportunities within their pillar during the reporting period. The Group CRO holds responsibility for the Environment pillar, including climate-related risks and opportunities, and is accountable for monitoring the Group’s exposure to the risks, overseeing the implementation of associated controls and mitigation measures, and reporting to the ERMC and BARCC. The Social pillar is overseen by the Group Executive People and Culture, and the Governance pillar is managed by the Group General Counsel. This allocation of pillar ownership reflects management’s current operating model for ESG and climate risk governance for the reporting period. Beyond this pillar-level ownership, more detailed management-level responsibilities for ESG and climate risk oversight, monitoring and reporting are being formalised within the Risk Management Strategy as part of the Group’s governance uplift program. Management uses the Group’s Enterprise Risk Management Strategy, consistent with ISO 31000:2018, to identify, assess, evaluate, treat, monitor and report on key risks, including ESG and climate-related risks. Risk registers are maintained by each business unit and capture risks at an operational level. Performance against the Risk Appetite Statement is monitored and reported regularly to the ERM Committee and BARCC. Reports cover the Group’s risk position, emerging risks, compliance matters and exceptions. Assurance is provided through the Risk and Compliance Functions as the second line of defence, encompassing oversight of risk and control assessments, monitoring, escalation and regulatory engagement. Climate-related risks are managed within this framework as a component of ESG risk, and the integration of climate risk management with internal functions including Finance, Strategy and Operations is being formalised as part of the Group’s ongoing AASB S2 implementation. STRATEGY Our strategy is centred on transforming from a product- led lender into a customer-focused financial solutions provider that helps customers achieve their goals sooner by finding more ways to say yes, quickly. We aim to simplify our operations, modernise our technology platforms, and leverage data-driven insights to deliver faster, more personalised credit solutions across both our Consumer and Commercial businesses. This transformation is supported by four strategic priorities: Establishing modern technology and data platforms, building new organisational capabilities, resetting and strengthening our Consumer business, and diversifying and growing our Commercial business through product expansion and innovation. Our strategy is underpinned by continued investment in people and culture, digital capabilities, credit decisioning, partnerships, funding, and risk management. By simplifying our operating model and enhancing customer experience, we seek to drive sustainable growth, strengthen customer relationships, improve operational efficiency, and create long-term value for our customers, shareholders, employees, and business partners.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 55 CLIMATE-RELATED RISKS AND OPPORTUNITIES This year we undertook our inaugural Climate Risk and Opportunity Assessment, to prepare for reporting in alignment with AASB S2. We found that climate change and the transition to a lower-carbon economy present both risks and opportunities for the Group and may affect our customers, loan portfolio, funding markets, and broader operating environment. As part of the Climate Risk and Opportunity Assessment, a scenario analysis was undertaken to evaluate how climate- related risks and opportunities may evolve under different future pathways and to assess the resilience of the Group’s strategy and business model to climate-related changes, developments, and uncertainties. The scenario analysis considered how our climate-related risks and opportunities might evolve over the short (2030), medium (2040) and long (2050) term, under two different future scenarios: • Physical risks were considered under the Network for Greening the Financial System (NGFS) Current Policies scenario, that has a global warming level (GWL) of approximately 3°C. • Transition risks and opportunities were explored under the NGFS Net Zero 2050, which has a GWL of 1.5°C. Further information on these scenarios and time horizons is provided in the ‘Risk management’ section. Climate-related risks and opportunities are summarised in the table below, with more details in the sections following. Climate-related risks and opportunities Impact horizon Physical P01. Increased Commercial loan defaults and Consumer credit defaults due to physical climate impacts and disruptions. Medium to long term Transition T01. Transition measures straining high emissions Commercial customers, resulting in increased loan default and credit risk Medium to long term T02. Commercial asset devaluation due to the transition to a low carbon economy, resulting in increased loan default and credit risk Medium to long term Opportunity Op01. Expanding green finance offerings to both Consumer and Commercial customers Short, medium and long term
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 56 Physical risks Our principal physical climate risk relates to the potential impacts of both acute and chronic climate hazards on Commercial and Consumer customers across Australia and New Zealand. Climate-related events, including drought, extreme rainfall and flooding, bushfires and extreme heat, may adversely affect the financial position and operating performance of small and medium-sized enterprise (SME) customers, as well as the income and financial resilience of individual consumers. These impacts may reduce customers’ capacity to meet their repayment obligations, resulting in higher arrears, increased credit losses and elevated default rates across the Group’s lending portfolio. Physical risks impacting our customers will gradually increase, with impacts mainly felt in the medium and especially the long term. Category Climate hazard Physical risk Business area most exposed Risk management Acute & Chronic Drought Extreme rainfall/ flood Fire weather Heat stress P01. Increased Commercial loan defaults and Consumer credit defaults due to physical climate impacts and disruptions Mass loan and credit default risk may arise if physical climate events disrupt Consumer customer household incomes, Commercial customer’s business prosperity, damage property or vehicles, and/or increase living expenses. Customers impacted by these events may be unable to meet repayment obligations, leading to elevated arrears and defaults. Value chain (downstream), with flow on impacts to: • Consumer business (Australia and New Zealand) • Commercial business (Australia) To mitigate the credit risk and loan defaults from consumers and SMEs, the Group applies a structured risk management framework supported by governance, credit controls, and portfolio monitoring. Oversight from the Credit Committee and the Board, Audit, Risk and Compliance Committee (BARCC), together with a Board-approved credit risk appetite incorporating limits and triggers, supports disciplined exposure management under our Credit Risk Policy and Flexicommercial Credit Policy. Minimum credit rating and serviceability requirements, alongside responsible lending and credit screening practices, help ensure borrower capacity to withstand financial shocks. Customer hardship and vulnerability frameworks, supported by customer insurance, provide targeted assistance to borrowers affected by extreme weather events. Integration of ESG considerations into the Risk Management Strategy and defined ESG risk appetite and tolerances further embed climate risk into enterprise-wide decision-making, while portfolio health reports and credit hind sighting provide ongoing visibility of emerging stress and portfolio performance. Pricing for risk also allows the Group to partially compensate for exposures to higher-risk segments.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 57 Transition risks Our transition risks arise across both the upstream and downstream components of our value chain and are primarily concentrated within our Commercial and Leasing segment. These risks are principally associated with the potential for increased credit losses resulting from the transition to a lower-emissions economy. Risk T01 relates to the challenges faced by SME customers in adapting to changing market, regulatory and policy conditions associated with the low-carbon transition. Potential new policy and regulatory measures, such as carbon pricing, emissions standards, and restrictions on high-emission technologies, may increase operating costs and place financial strain on SMEs. This may weaken their capacity to service debt obligations and increase credit risk within the portfolio. Risk T02 relates to the potential decline in the value of financed assets as markets transition away from higher-emitting technologies. As the economy shifts towards lower- emissions technologies such as electric or hydrogen-powered alternatives, higher-carbon assets may depreciate more rapidly. This could result in reduced resale values, increasing the likelihood that SME customers are unable to meet balloon payments at loan maturity. In addition, lower asset values could reduce recovery outcomes in the event of repossession, increasing loss severity. While Risks T01 and T02 arise from different drivers, both have the potential to increase credit risk within the Commercial portfolio through their effects on borrower financial resilience and the value of underlying collateral. These two transition risks are unlikely to have significant impacts in the short term but could become increasingly pressing due to sudden regulatory changes, technological advancements, and shifts in market direction. As carbon prices may be introduced and rise and policy responses strengthen, these risks are expected to become more pronounced in the medium and long term. Category Transition risk Business area most exposed Risk management Policy and legal Technology Market Reputational T01. Transition measures straining high emissions Commercial customers, resulting in increased loan default and credit risk Our Commercial lending is concentrated in SME sectors exposed to climate transition risks, particularly those reliant on emissions-intensive equipment, with risks expected to increase particularly in the medium and long term. When these sectors are impacted by transition measures, such as carbon pricing, emission regulations, bans on high emission technologies, changed legislation and restrictions, borrowers may experience reduced profitability and repayment capacity, increasing loan default and increased credit risk. • Value chain (downstream) • Flow on impacts to entity’s Commercial business area To mitigate credit risk and loan default, we apply a structured risk management framework supported by governance, credit controls, and portfolio monitoring. Oversight from the Credit Committee and BARCC, together with a defined limits framework and minimum credit rating requirements, helps manage exposure within a Board-approved risk appetite under the Flexicommercial Credit Policy and Credit Risk Management Framework. Ongoing portfolio health reporting provides visibility of emerging stress in higher-risk segments, while customer hardship and vulnerability frameworks support borrowers experiencing financial pressure. In addition, business continuity planning strengthens operational resilience to climate-related disruptions, and we maintain the ability to gradually pivot our portfolio toward more sustainable asset classes in response to evolving market demand and regulatory change.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 58 Category Transition risk Business area most exposed Risk management Policy and legal Technology Market T02. Financed commercial asset devaluation due to the transition to a low carbon economy, resulting in increased loan default and credit risk The shift in asset finance portfolios from internal combustion engine (ICE) vehicles to electric vehicles (EVs) increases credit risk due to faster-than-expected depreciation and declining residual values of ICE vehicles. Accelerating changes in regulation, technology, and consumer preferences may reduce demand for ICE vehicles and lower resale prices over shorter timeframes. As a result, in the event of a customer default or at loan maturity (balloon payment), we may be unable to fully recover the outstanding loan balance from the sale of the asset. • Value chain (downstream) • Flow on impacts to entity’s Commercial business area To mitigate credit risk and loan defaults, we apply a multi layered risk management framework. This includes robust credit and serviceability assessments under the Flexicommercial Credit Policy, supported by defined credit limits and ongoing oversight from the Credit Committee and BARCC within a Board approved risk appetite. ESG considerations, including transition risks, are progressively embedded into enterprise risk management through clearer risk tolerances and strengthened governance structures. We are also able to manage asset level risks through dynamic, risk based pricing and regular reassessment of residual values to reflect shifting market conditions. Our relatively short loan tenors and agile operating model provide flexibility to respond to evolving risks, enabling a gradual reallocation of the portfolio toward more resilient and sustainable asset classes as regulation and carbon pricing frameworks develop. Downstream risk is mitigated through disciplined recovery and loss management practices, including efficient repossession processes, ongoing monitoring of recovery rates, prudent provisioning, and securitisation programs. Together, these measures help limit potential losses associated with declining values in higher risk assets, such as internal combustion engine vehicles, while supporting overall portfolio resilience.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 59 Climate-related opportunities Our key climate-related opportunity is to leverage our established sustainable finance capabilities to diversify and grow our lending portfolio. Op01 focuses on expanding our green finance offering by building on our Climate Bond Framework and experience in renewable energy financing. This includes broadening the range of green finance products available to Consumer customers and extending financing solutions within the Commercial and Leasing segment to support SMEs as they invest in lower-emission technologies and equipment. Examples may include financing for electric and low-emission vehicles, energy-efficient equipment, renewable energy technologies and related infrastructure. By expanding these offerings, there is potential to strengthen customer relationships, access additional funding opportunities, and support sustainable long-term growth across our lending portfolio. Although the opportunity is not yet fully realised in the short term, early preparation and readiness for the transition can provide valuable first-mover advantages. As a result, meaningful opportunities already exist in the short term, with their scale and value expected to increase substantially over the medium and long term as market, regulatory, and technological shifts accelerate. Over time, this opportunity is likely to become increasingly significant and strategically important. Category Opportunity Business area most exposed Adaptation potential Resource efficiency Energy source New goods and services Markets Resilience Op01. Expanding green finance offerings to both Consumer and Commercial customers We are an established market leader in consumer green financing. We can expand on this, to finance the green transition across both Consumer and Commercial business areas and actively decarbonise our lending portfolio. This includes transitioning existing SME asset-finance exposure away from high-emission internal-combustion construction equipment (including heavy and yellow equipment) towards electric and low-emission alternatives such as electric commercial vehicles, charging infrastructure, EV-transition equipment, renewable energy assets, solar and battery solutions. This strengthens asset and business resilience, aligns with investor net-zero and ESG expectations, positions the Group as a leader in the green transition, and meets growing demand for clean energy solutions in a low-carbon economy. • Primary: Commercial business area (new opportunity) • Secondary: Consumer business area (expansion) • Strategy • Value chain (downstream) hummgroup is well positioned to capture opportunities arising from the green transition through a range of existing adaptive capabilities embedded in its business model. A key strength is its short loan duration profile (typically 2–5 years), which enables relatively rapid portfolio rebalancing. This reduces long-term exposure to high-emission assets and allows hummgroup to progressively shift lending toward low- and zero-emission technologies as market conditions and policy settings evolve. hummgroup also demonstrates operational agility, with the ability to respond quickly to changing consumer preferences and emerging market demand. This is supported by active portfolio monitoring and credit risk reassessment on a frequent basis, allowing for early identification of transition risks and timely adjustments to lending practices. The business already has a strong foothold in green financing, particularly through its PosPP segment, where solar-related products represent a significant share. This provides an established platform to scale into adjacent segments such as battery storage, energy efficiency solutions, and broader renewable energy technologies. In addition, hummgroup maintains a proactive approach to market development, remaining open to new green financing opportunities as they emerge. This includes expanding into areas such as electric vehicles, charging infrastructure, and SME decarbonisation equipment, allowing the portfolio to evolve alongside the transition. Overall, these characteristics reflect a high adaptive capacity, enabling hummgroup to progressively decarbonise its lending portfolio, manage emerging risks, and capitalise on growing demand for clean energy and low-emission solutions.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 60 Resilience assessment Results indicate that the Group’s resilience is strong in the short term, but becomes increasingly dependent on active portfolio transitioning under the Net Zero 2050 scenario, and progressively more constrained under the Current Policies scenario as physical risks become more widespread and complex over time. Physical risk ratings: Inherent (current) and residual (short, medium and long term, under NGFS Current Policies scenario) Residual rating (Current policies) Physical risk Inherent rating 2030 2040 2050 P01. Increased Commercial loan defaults and Consumer credit defaults due to physical climate impacts and disruptions. Low Low Medium High Transition risk and climate-related opportunity ratings: Inherent (current) and residual (short, medium and long term (NGFS Net Zero 2050) Residual rating (Current policies) Physical risk Inherent rating 2030 2040 2050 T01. Transition measures straining high emissions Commercial customers, resulting in increased loan default and credit risk. Low Medium High High T02. Commercial asset devaluation due to the transition to a low carbon economy, resulting in increased loan default and credit risk. Medium Medium High High Op01. Expanding green finance offerings to both Consumer and Commercial customers. Medium Medium Very High Critical
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 61 Resilience to physical risks (Current Policies, GWL 3OC scenario) in the short, medium and long term Short term (2030) Medium term (2040) Long term (2050) Physical risk: Low Physical risk: Medium Physical risk: High In the short term, physical climate risks are present but remain relatively contained, with gradual rather than severe changes in hazard intensity. Data shows early increases in climate stressors, including labour productivity losses from heat reaching around 12.2% in Australia by 2030, and drought affecting approximately 25% of land annually. Rainfall intensity also increases modestly (around 5.7% above baseline), while extreme fire weather days rise slightly. At this stage, impacts are indirect and largely manageable. Our SME borrowers may experience occasional disruptions from heat, drought, or storms, but most are able to absorb these shocks through savings, insurance, or short term adjustments. Consumers similarly tend to prioritise repayments in the short term despite temporary financial stress. Our resilience is therefore strong in this period. Our existing credit frameworks, geographic diversification, and customer support mechanisms provide a sufficient buffer against isolated climate events in Australia and New Zealand. Overall, physical risks remain low and are unlikely to materially affect portfolio performance in the near term. By 2040, physical risks increase to a medium level. Drought conditions expand, with affected land increasing to around 37% annually, while heat related productivity losses rise to approximately 12.6%. Extreme rainfall intensity increases further (around 6.2% above baseline), contributing to more severe flooding events, and bushfire weather days continue to rise. These changes begin to affect our core SME borrowers, particularly in agriculture, transport, and construction, and may lead to income shocks, operational disruptions, and liquidity pressure for SMEs, increasing the risk of arrears and defaults. At the same time, flow on effects, such as reduced employment and higher living costs, may begin to place greater financial strain on consumer borrowers. Our resilience in this period is moderate. While existing controls (credit monitoring, hardship frameworks, and portfolio management) continue to provide support, their effectiveness is increasingly tested by the frequency and scale of events. By 2050, physical climate risks become more severe and widespread. Based on this scenario, drought conditions intensify substantially, affecting up to ~50% of land annually, while rainfall intensity increases to around 6.9% above baseline, driving more severe flooding in Australia. Heat related productivity losses reach approximately 12.9%, and extreme fire weather days increase to around 26 days per year in Australia. These hazards increasingly occur in combination, with compounding and cascading effects amplifying overall impact. Our SME customers, particularly in high exposure regions, may face income instability, asset damage, and rising operating costs, increasing default risk. At the same time, consumers may be affected through reduced employment, higher living costs, and asset damage, weakening repayment capacity. Our resilience in the long term may be constrained. Our risk framework, hardship support, and portfolio monitoring are designed to mitigate these risks, however they may be less effective against widespread, repeated, and overlapping climate events. The interconnected nature of impacts also increases the likelihood of correlated defaults across sectors and regions. As a result, physical risks transition from incremental and manageable to structural and systemic, with potentially more persistent impacts on loan performance and default probability.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 62 Resilience to transition risks and opportunities (GWL 1.5OC scenario) in the short, medium and long term Short term (2030) Medium term (2040) Long term (2050) Physical risk: Not assessed Transitional risk: Medium Opportunities: Medium Physical: Not assessed Transitional risk: High Opportunities: Very high Physical risk: Not assessed Transition risk: High Opportunities: Extreme By 2030, transition risks are emerging but remain manageable, with indicators pointing to early pressure rather than structural disruption. NGFS modelling suggests carbon prices, increasing fuel, energy, and compliance costs for emissions-intensive SMEs. Macroeconomic conditions also weaken, placing some pressure on borrower repayment capacity. However, the shift in underlying assets remains gradual: transport energy use is still dominated by liquid fuels relative to electricity, indicating continued reliance on internal combustion engine (ICE) vehicles. As a result, asset devaluation risk remains limited in the short term, with ICE vehicles still retaining most of its resale value. Although more investors may be increasingly interested in ESG and low carbon investments, there remains sufficient investment appetite in traditional sectors. At the same time, while SMEs begin to experience cost pressures, most remain financially viable, meaning credit risk increases only marginally. Our resilience is therefore strong during this period. Our existing controls, including robust credit assessments, pricing for risk, and residual value monitoring, are effective in managing early impacts, and its short loan durations (2–5 years) allow for relatively fast portfolio adjustment. Overall, transition risks are present but contained, and we remain well within our risk appetite. In the short term, the opportunity to finance the green transition begins to emerge as rising carbon prices make low-emission technologies more attractive and drive early demand for green finance. We are well positioned to capture this through expanding our existing solar financing platform and leverage our short loan durations, which support gradual portfolio rebalancing. By 2040, transition risks become more pronounced and begin to shift from cyclical pressure to structural change. Carbon prices are projected to rise sharply, which increasing operating costs for emissions-intensive sectors. Electrification is also accelerating, while liquid fuel use is declining, indicating a clear shift away from internal combustion engine (ICE) vehicles. By 2035 the heavy vehicle industry also starts to rapidly decarbonise and structurally change according to Australia’s transport sector plan. Broader economic conditions weaken further, reducing both consumer and SME financial resilience. These developments intensify our transition risks. First, asset devaluation becomes more material as declining demand for ICE vehicles weakens resale values and increases loss- given-default risk where collateral must be recovered. Second, high emitting SMEs face growing financial stress from higher operating costs, transition-related capital expenditure, and slower revenue growth. This creates a dual pressure of higher costs and lower income, weakening repayment capacity and may increase default risk across our portfolio. These pressures are amplified by our current concentration in emissions-intensive sectors such as transport, construction, and agriculture. Although we retain some resilience through our ability to adjust our lending strategy and gradually rebalance the portfolio, this flexibility becomes more constrained once loans are originated and cannot be readily repriced or restructured. As a result, our resilience weakens in the medium term, and transition risk is expected to rise to a high level for loan defaults. Without more proactive diversification and forward-looking portfolio management, and increased ESG alignment, we become increasingly exposed to structural transition shocks and correlated SME defaults. By 2050, transition risks become fully structural and significantly more severe, driven by large-scale transformation across the economy and energy system. Under the NGFS Net Zero 2050 scenario, carbon prices are rising , reflecting progressively more costly emission reduction measures that would be required to achieve economy-wide net zero emissions. This would impose substantial cost burdens on emissions-intensive sectors. At the same time, fossil fuel use declines sharply, and oil demand drops considerably. In transport, electricity use rises, while liquid fuel consumption declines, confirming widespread electrification and displacement of ICE vehicles. This transformation elevates our transition risks to a systemic level. Asset devaluation becomes severe as ICE vehicles and other high-emission equipment in our loan portfolio face rapid, and potentially non-linear, depreciation, with some assets at risk of becoming stranded. At the same time, our SME customers in emissions-intensive sectors face sustained financial pressure from very high operating costs, declining demand, and structural change within their industries. This raises the risk of correlated defaults across sectors, particularly where we have concentrated exposure. The combined effect of lower collateral values and higher default rates creates a compounding financial risk. We retain some structural resilience through our short loan- duration model, which supports ongoing portfolio rotation toward lower-emission assets. However, this resilience depends on effective execution. Legacy exposures, sector concentration, and uncertainty in transition pathways mean financial impacts could still be substantial. By 2050, we likely face a high-risk environment in which both asset-related losses and borrower credit deterioration become systemic, and resilience depends heavily on our success in shifting away from high-emission sectors.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 63 Resilience to transition risks and opportunities (GWL 1.5OC scenario) in the short, medium and long term (continued) Short term (2030) Medium term (2040) Long term (2050) Physical risk: Not assessed Transitional risk: Medium Opportunities: Medium Physical: Not assessed Transitional risk: High Opportunities: Very high Physical risk: Not assessed Transition risk: High Opportunities: Extreme An opportunity during this period is to build our capability, scale existing green products, and develop a network of brokers and ESG investors interested in sustainable asset sectors. Our opportunity to leverage better borrowing conditions by pivoting into ‘green’ investments and financing the energy transition increases as electrification accelerates and demand for electric vehicles, charging infrastructure, battery storage, and other low carbon technologies also increase. In this environment, our ability to rotate our portfolio relatively quickly becomes a key strategic advantage. During this time, we can take advantage of the transition by scaling our green lending by progressively reducing exposure to high emission asset classes and expanding into low carbon segments such as EVs, renewable energy, and supporting infrastructure. Our short loan cycles enable faster portfolio rebalancing, allowing the business to respond to shifting market demand while limiting legacy exposure. This period presents a significant opportunity for us to transform our portfolio, diversify our revenue streams, strengthen our position in green finance, and potentially secure a first-mover advantage in emerging low-carbon markets. Therefore, our opportunity to pivot into more sustainable asset classes becomes critical, as financing demand shifts structurally toward low emission assets and clean energy systems. By 2050, the transition is fully embedded in the economy, with widespread electrification and near complete decarbonisation driving sustained demand for electric vehicles, renewable energy, electrified equipment, and supporting infrastructure. This creates a strong long term growth platform, as financing demand increasingly concentrates in low carbon technologies and green infrastructure. It also supports closer alignment with ESG focused investors and enables the development of a more future proof and resilient asset base. However, as electrification becomes mainstream and sustainable finance markets mature, increased competition from banks, non-bank lenders and specialist financiers may place downward pressure on margins and limit the extent to which growth in financing demand translates into earnings growth. As a result, our resilience will depend not only on the scale of the transition opportunity, but also on our ability to maintain competitive positioning, develop relevant financing products, and effectively allocate capital to emerging low- carbon sectors. Our ability to realise this opportunity will therefore depend on the effectiveness and timing of our actions, particularly how successfully we transition our portfolio away from high- emissions sectors and position ourselves to capture growth in emerging low-carbon markets.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 64 Financial implications Overall, our exposure to climate-related transition and physical risks is not currently considered material from a financial perspective over the reporting period (FY2026) or short term (to 2030), with credit losses and asset values remaining within risk appetite and broadly aligned with expected performance. However, the assessment identifies a clear trajectory of increasing financial impact over time, driven by structural changes associated with the low carbon transition and the growing severity of physical climate events. The most significant emerging financial pressures are expected to arise from: • Rising credit losses, as SMEs and consumers in emissions intensive sectors face increasing cost pressures and reduced repayment capacity. • Higher loss given default (LGD) due to the accelerated depreciation of high emission assets, particularly ICE vehicles, reducing recovery values. • Growing borrower stress linked to physical climate impacts, particularly SMEs within sectors vulnerable to climate hazards, which may lead to more widespread and correlated defaults over time. While short term impacts are expected to remain limited, these financial effects are projected to increase across the medium to long term, with the potential to exceed current credit risk tolerance thresholds over time. Importantly, these impacts do not directly affect our balance sheet in isolation, but instead flow through the performance of our loan portfolio and the financial resilience of our SME and consumer borrowers. As a result, the financial implications are highly uncertain and difficult to quantify with precision. There is no clear or stable correlation between macroeconomic variables (such as GDP, unemployment rate, and housing prices) and realised credit losses, particularly in the context of climate driven transition and physical risks. However, our relatively short loan duration (typically 2–5 years) provides a degree of adaptive capacity, enabling us to respond dynamically to emerging credit risks. This allows for the gradual rebalancing of the loan portfolio over time, including shifting away from higher risk exposures and towards more resilient or sustainable asset classes if loss thresholds are breached over multiple periods. As such, while we may experience increasing credit losses, these impacts are unlikely to be structurally long term, given our ability to adjust origination strategy, pricing, and asset mix in response to evolving risk conditions. Therefore, the scale and timing of financial impacts remain inherently unpredictable, and are heavily dependent on: • The resilience and adaptive capacity of SMEs and households, including their financial buffers and access to support. • The pace and uneven nature of the economic transition. • Our ability to actively rebalance and adapt our portfolio, shifting exposure toward more sustainable and resilient asset classes over time. At the same time, the transition presents a financial opportunity for us, with increasing demand for green financing (e.g. solar, batteries, EVs, and energy efficient technologies) already contributing to revenue growth and improved portfolio performance. This creates potential for our loan book expansion and diversification, although the magnitude and timing of these benefits remain uncertain. Overall, the assessment highlights a shift from currently immaterial financial impacts to increasingly material but highly uncertain outcomes, characterised by both downside risks and upside opportunities, with future financial performance strongly dependent on our borrowers’ resilience and our portfolio adaptability.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 65 Climate-related risk or opportunity Current financial effects (Reporting period FY2026) Anticipated financial effects P01. Increased Commercial loan defaults and consumer credit defaults due to physical climate impacts and disruptions Currently, there is no material financial impact from climate related hazards or acute events. Currently, we do not systematically capture data on the underlying causes of defaults or hardship applications across our Consumer and Commercial portfolios. As a result, there is insufficient evidence to attribute any portion of losses directly to climate related events, and overall SME loan as well as consumer credit losses are not currently considered material. Related line item in financial report: • Not applicable Impact horizon: 2040, 2050 Overall, physical climate risks are expected to drive a gradual but sustained increase in credit losses, although the timing, scale, and severity of impacts remain uncertain. In the short term, financial effects are likely to be limited, with losses broadly stable as climate events remain localised and borrowers are generally able to manage temporary disruptions through savings, insurance, or current support measures. In the medium to long term, however, risks are expected to build as climate hazards become more frequent, severe, and geographically widespread. This includes expanding drought conditions, more intense rainfall, and rising heat related productivity losses, all of which may begin to affect multiple regions simultaneously. As a result, financial stress is likely to become more cumulative and systemic rather than event driven, increasing the risk of higher arrears and default rates, particularly across climate exposed and regional Commercial and Consumer business areas. Importantly, in a scenario where major climate events occur simultaneously across multiple Australian states, impacts could become material and may significantly exceed our credit risk appetite by driving correlated defaults and elevated loss levels across large portions of our portfolio. These pressures may disrupt business operations, reduce income stability, and indirectly affect household financial resilience through employment and cost of living impacts. However, the extent to which this translates into credit losses remains difficult to quantify, given variation in borrower resilience, adaptation capacity, insurance coverage, and government support responses. This uncertainty makes it challenging to quantify potential increases in credit losses we may encounter in the future. Related line items in financial report: • Commercial: – Net credit losses (potential increase) – Statutory profit (after tax) (potential decrease) • PosPP: – Net credit losses (potential increase) – Statutory profit (after tax) (potential decrease) • Cards NZ: – Net credit losses (potential increase) – Statutory profit (after tax) (potential decrease) • Cards AU: – Net credit losses (potential increase) – Statutory profit (after tax) (potential decrease)
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 66 Climate-related risk or opportunity Current financial effects (Reporting period FY2026) Anticipated financial effects T01. Transition measures straining high emissions Commercial customers, resulting in increased loan default and credit risk Currently, there is no material financial impact from climate related hazards or acute events. Currently, we do not systematically capture data on the underlying causes of defaults or hardship applications across our Consumer and Commercial portfolios. As a result, there is insufficient evidence to attribute any portion of losses directly to climate related events, and overall SME loan as well as consumer credit losses are not currently considered material. Related line item in financial report: • Not applicable Impact horizon: 2040, 2050 Our lending portfolio is exposed to climate transition risk primarily through our Commercial business area (SME borrowers), many of which operate in sectors reliant on emissions intensive equipment. As transition pressures increase, including tightening emissions regulations, higher carbon costs, and declining demand for fossil fuel–based activities, these businesses may face rising operating costs and weaker revenue growth, elevating the risk of borrower stress and correlated defaults within our portfolio. This exposure is indirect but has the potential to become material over time if borrowers are unable to service their loans under changing economic conditions. In the short term, impacts are expected to remain limited, but in the medium term, pressures are likely to build as transition policies and market shifts take effect. Over the long term, these risks could become more pronounced as structural decarbonisation accelerates and business models reliant on high emission activities become less viable. However, the extent of this risk and financial loss remains uncertain, particularly given our potential to progressively adjust our portfolio, shifting toward more resilient sectors and more sustainable commercial lending exposures in response to evolving market and policy signals. While current commercial losses are within our risk appetite, sustained transition pressures could drive a gradual increase in credit losses over time that could well exceed the critical threshold of 4%. The magnitude and timing of these impacts remain difficult to quantify, as outcomes will depend on the pace of Australia’s transition to net zero and the ability of our SMEs customers to adapt to regulatory, technological, and market changes. Related line items in financial report: • Commercial: – Net credit losses (potential increase) – Statutory profit (after tax) (potential decrease)
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 67 Climate-related risk or opportunity Current financial effects (Reporting period FY2026) Anticipated financial effects T02. Commercial asset devaluation due to the transition to a low carbon economy, resulting in increased loan default and credit risk Currently, there is no material financial impact from the depreciation of internal combustion engine (ICE) vehicles, with resale values continuing to follow expected, normal depreciation trends. Related line item in financial report: • Not applicable Impact horizon: 2040, 2050 We are facing increasing financial risk from the accelerated depreciation of internal combustion engine (ICE) vehicles within our asset finance portfolio. As electrification expands and fossil fuel demand declines, resale values for ICE vehicles are likely to come under sustained pressure, with depreciation potentially becoming more rapid and non linear over time. This would increase loss given default (LGD), as recoveries from asset sales may fall short of outstanding loan balances, particularly for longer tenor or balloon payment structures, meaning even stable default rates could translate into higher realised losses. In the short term, however, impacts are expected to be limited, as heavy vehicle segments, where we have most exposure, are slower to electrify due to technological and infrastructure constraints. In the medium term, transport sector trends point to a structural decline in liquid fuel demand and increasing adoption of low and zero emission vehicles, placing growing pressure on ICE asset values. Therefore, over the long term, this transition is expected to accelerate, potentially driving more pronounced and non linear declines in resale values as regulatory tightening, technological obsolescence, and shifting market preferences take hold. Despite this trajectory, there remains significant uncertainty around the timing and magnitude of these effects, driven by variability in policy implementation, adoption rates, and market dynamics. Additionally, there is uncertainty regarding the extent to which our portfolio may have already begun transitioning away from emissions-intensive assets and sectors. This makes it difficult to accurately assess potential financial losses due to asset depreciation in the future portfolio. Related line items in financial report: • Commercial: – Net credit losses (potential increase) – Statutory profit (after tax) (potential decrease)
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 68 Climate-related risk or opportunity Current financial effects (Reporting period FY2026) Anticipated financial effects Op01. Expanding green finance offerings to both Consumer and Commercial customers At present, we are already deriving a meaningful share of our Consumer business area from green-related assets. Solar financing represents a significant proportion of humm AU, estimated at approximately 49% of funded contract balances, providing an established and growing revenue base. This is reflected in the performance of the PosPP segment, which generated $80.4 million in net operating income with a $948 million loan book on 30 June 2026. While loans and advances declined during the year, growth across the global portfolio was more than offset by lower origination volumes in the newly regulated humm loan product and the runoff of the unregulated humm classic portfolio. The expanding mix of solar assets has also contributed to improved credit quality and overall segment performance, supporting a return to profitability in PosPP during the period. This existing exposure places us in a strong position to capitalise on growing demand for renewable energy solutions, while supporting the gradual transition of our portfolio away from more cyclical and high-emissions sectors. Related line items in financial report: • PosPP: – Net operating income – Closing loans and receivables Impact horizon: 2030, 2040, 2050 The scale and projected growth of renewable energy, electrification, and sustainable finance present a significant revenue opportunity for us, extending beyond our traditional consumer focus into commercial and infrastructure financing. Green industries are projected to grow significantly generating $109–178 billion in annual exports by 20501, creating a sustained pipeline of financing demand. This supports our continued growth in our PosPP portfolio, particularly in residential solar, while highlighting a clear opportunity for us to expand into SME and commercial lending, including financing business electrification, rooftop solar, energy upgrades, and larger scale assets such as distributed solar and green construction. However, the timing, scale, and ultimate shape of this opportunity remains uncertain, and will depend on a range of external factors including policy development, transition pathways, customer demand, technological advancement, and capital availability. This makes it difficult to quantify the financial implications of this opportunity with a high degree of precision. Despite this uncertainty, and the likelihood that impacts may not be fully reflected in the short term, the anticipated growth and scale of investment in the sustainable economy in the medium and long term suggest that the opportunity could be transformational from a financial perspective, but early positioning remains critical. By moving proactively, we can build capability, relationships, and market presence ahead of competitors. In the medium and long term, we expect this opportunity to increase to ‘very high’ and ‘extreme’, respectively. This could enable us not only to capture significant financial upside through loan book growth and larger transaction values, but also to strengthen our reputation, enhance our long-term resilience, and align our business with the structural economic shift towards a low-carbon future. Related line items in financial report: • Commercial: – Statutory profit (after tax) (potential increase) – Closing loans and advances (potential increase) • PosPP: – Statutory profit (after tax) (potential increase) – Closing loans and advances (potential increase) 1. Australia’s Net ZERO Transformation: Treasury Modelling and Analysis, 2025.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 69 Material adjustment within the next annual reporting period Based on the assessment performed, no climate-related risks or opportunities have been identified that are considered likely to result in a material adjustment to the carrying amounts of assets or liabilities recognised in the financial statements, within the next annual reporting period. Resourcing We will begin to examine resourcing implications during FY2027 as our efforts mature in this space. RISK MANAGEMENT During the reporting period, the Group integrated the management of climate-related risks and opportunities into its enterprise Risk Management Framework (refer to the ‘Governance’ section for further details). In addition to this, we undertook our inaugural Climate Risk and Opportunity Assessment to identify, assess and evaluate climate-related risks and opportunities that could reasonably be expected to affect the Group’s prospects. The assessment considered climate-related physical and transition risks, as well as climate-related opportunities, across relevant business activities and value chain participants. Steps included: 1. Context scan Preliminary climate-related risks and opportunities that could reasonably be expected to affect the Group’s prospects were identified through an assessment of both internal and external sources of information, including through business model and value chain mapping, PESTLE analysis, peer review, review of our Risk Management Framework, and internal documents. 2. Shortlisting and risk and opportunity assessment Through internal stakeholder consultation, we reduced the long list of 17 climate-related risks and opportunities to a short list of three transitional risks, two physical risks and two opportunities. We prioritised these based on the proportion of business revenue potentially affected and the relevance of each climate-related risk or opportunity to our stakeholders. Therefore, the scenario analysis, resilience assessment, and assessment of financial implications focused on the Group’s main revenue-generating geographies, Australia and New Zealand. 3. Scenario analysis We undertook scenario analysis to evaluate how climate-related risks and opportunities may evolve under two scenarios: (i) NGFS Net Zero 2050, with a global warming level of around 1.5°C, to assess transitional risks and opportunities; and (ii) NGFS Current Policies, with a global warming level of around 3°C, to assess physical risks. We considered how those scenarios may impact our business model and strategy over the short (2030), medium (2040), and long term (2050). 4. Resilience assessment We assessed the resilience of our strategy and business model to climate-related risks under the selected scenarios and timeframes. This included evaluating potential vulnerabilities, the effectiveness of existing risk management and mitigation actions, and our capacity to adapt to changing conditions. We considered whether our strategy remains robust across a range of climate scenarios and highlighted areas where further actions or adjustments may be required. 5. Define material information We then defined ‘material information’ to support our assessment of the information to be disclosed in our Sustainability Report, based on quantitative and qualitative factors (see section ‘Definition of material information’). As part of this assessment, one physical risk, two transitional risks and one opportunity were considered to have the potential to affect the Group’s prospects, and were deemed to be material information. 6. Financial implications assessment We undertook a financial implications assessment, considering both current impacts and anticipated effects over the short, medium, and long term. We assessed financial implications through a multi-step approach combining internal analysis, review of external data sources, and expert consultation. We engaged key stakeholders, including the Treasurer, the Credit Department, and the Acting Head of Enterprise Risk, to provide insights into current and expected climate- related financial impacts. SCENARIOS Scenarios considered as part of the scenario analysis were: • NGFS Current Policies (GWL of approximately 3°C) – to assess physical risks. This scenario assumes that only currently implemented policies are preserved, while emissions grow until 2080, leading to severe physical risks. To further support the assessment of physical risks relating to GWL of ~3°C, supplementary, non-NGFS information was also explored (see ‘Supporting information to assess physical risks’ section). • NGFS Net Zero 2050 (GWL=1.5°C) – to assess transitional risks and opportunities. Under this scenario, stringent climate policies and innovation enable society to reach global net zero GHG emissions around 2050. This scenario assumes
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 70 that ambitious climate policies are introduced immediately. Carbon Dioxide Removal is used to accelerate decarbonisation but kept to the minimum possible and broadly in line with sustainable levels of bioenergy production. Net GHG emissions reach zero around 2050, giving at least a 50% chance of limiting global warming to below 1.5°C by the end of the century, with limited overshoot (< 0.2 °C) of 1.5°C in earlier years. Physical risks are relatively low, but transition risks are high. Supplementary information that provided additional context to assess transition risks and opportunities under a GWL of 1.5°C was also considered (see ‘Supporting information to assess transition risks and opportunities’ section). TIME HORIZONS Time horizons reflect both internal business considerations and external climate and policy milestones. Time horizons could not be based solely on the Group’s formal strategic planning cycles, as the organisation operates within a dynamic business environment where planning, credit risk settings, and policy frameworks are reviewed and updated on a continuous basis. Therefore, time horizons were also defined with reference to the expected timing and progression of climate-related risks and opportunities in Australia and New Zealand, and the different stages at which they may require a response from the entity. All risks and opportunities were assessed using the same short, medium, and long term time horizons, as these timeframes were considered relevant for the reasons outlined below. Time horizons Short: 2030 Medium: 2040 Long: 2050 Aligns with the Group’s typical loan durations (approximately 2–5 years) and the dynamic nature of its loan portfolio, which is subject to ongoing revision. Appropriate for assessing near-term risk exposure and potential impacts on lending practices. Both transition and physical climate risks are expected to become more pronounced. Includes the progression of sectoral transition pathways, such as the acceleration of transport decarbonisation initiatives, including increased electrification and adoption of alternative fuels in the heavy vehicle sector. Relevant to assess impacts of emerging structural changes in the economy. Aligned with global and national net zero commitments, including those adopted by Australia and New Zealand. Decarbonisation of key sectors such as the heavy vehicle industry is expected to be largely realised. Transition risks can be more comprehensively stress tested, as policy, technology, and market shifts are anticipated to be fully embedded, while physical climate risks are also expected to be more severe and fully realised. Appropriate to assess long-term resilience and alignment with decarbonisation objectives. INPUTS USED DURING THE ASSESSMENT The assessment used inputs from the NGFS long-term scenarios sourced from the NGFS website2. More details and assumptions can be found in the NGFS Climate Scenarios Technical Documentation3. Supporting government and industry information To enhance the robustness of the assessment, supplementary inputs were also drawn from a range of government and industry publications. These sources provide additional context to support assessment of: • Transition risks and opportunities – through examining sectoral transition pathways, and macroeconomic and industry impacts; • Physical risks relevant to the Group’s operating environment – through exploring additional context on climate impacts projected for Australia. Supporting information to assess transition risks and opportunities The Australian Government’s Sectoral Plans and Net Zero policy framework provide a credible, decision-useful reference pathway aligned with Australia’s commitment to achieve net zero emissions by 2050 under the Paris Agreement. These plans are informed by extensive industry consultation and incorporate relevant socio-economic considerations, setting clear expectations for how key sectors are expected to transition. 2. NGFS long term scenarios, 2024. 3. NGFS Climate Scenarios Technical Documentation, 2024.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 71 This policy framework has been used alongside the NGFS Net Zero 2050 scenario to support the assessment of transition risks and climate-related opportunities. A list of all supplementary that informed the assessment of transition risks and opportunities is provided below: • Australia’s Net Zero Transformation: Treasury Modelling and Analysis4 • Australia’s Net Zero Plan5 • Australian Climate Transition Index (CEFC)6 • Australian Sustainable Finance Institute: Taxonomy- Aligned Debt Guidance7 • Transport and Infrastructure Net Zero Roadmap and Action Plan8 • Electricity and Energy Sector Plan9 Supporting information to assess physical risks Australia’s National Climate Risk Assessment provided high level, supplementary information on climate impacts across the country. This information supported understanding the context of Australia’s climate projections under a GWL of 3°C. A list of all supplementary that informed the assessment of physical risks is provided below: • Australia’s National Climate Risk Assessment10 • Climate Change and the Agricultural Sector11 • The Treasury, Intergenerational Report12 • National Disaster and Emergency Management Technical Report 13 METRICS AND TARGETS SCOPE 1 AND 2 EMISSIONS The Group is committed to measuring and managing its greenhouse gas emissions (GHG). For the FY26 reporting period, emissions are reported across Scope 1 and Scope 2. This includes: • Scope 1: Direct emissions from sources owned or controlled by the Group, such as fuel used in fleet vehicles. • Scope 2: Indirect emissions from the generation of purchased electricity consumed across the Group’s global offices. Scope 1 and 2 emissions are summarised in the table below. Scope 1 and 2 emissions Scope Total emissions Scope 1 62.1 tCO2-e Scope 2 - location based 131.8 tCO2-e Total 193.9 tCO2-e The Group did not use any contractual instruments throughout the reporting period. The emissions tabulated above relate to the consolidated accounting Group. The Group does not have any other investees. Methodology for the calculation of Scope 1 and Scope 2 GHG emissions The Group’s GHG emissions have been measured in accordance with the principles and methodologies of the Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (2004). Emissions are presented in tonnes of carbon dioxide equivalent (tCO₂-e) and include gases covered by the Kyoto Protocol. The Global Warming Potentials (GWP) factors from the Intergovernmental Panel on Climate Change (IPCC) Sixth Assessment Report (AR6) have been adopted. The relevant gases included in this assessment were: • Carbon dioxide (CO₂): GWP 1 • Methane (CH₄): GWP 27 • Nitrous oxide (N₂O): GWP 273 Scope 2 calculations use the National Greenhouse Accounts14 (NGA) state-based grid emission factors as well as available international grid factors from the NZ Ministry for the Environment, Sustainable Energy Authority of Ireland, and the Environment and Climate Change Canada (location-based method). 4. Australian Government, The Treasury, 2025. 5. Australian Government Department of Climate Change, Energy, the Environment and Water, 2025. 6. Clean Energy Finance Corporation, 2022. 7. Australian Sustainable Finance Institute, 2026. 8. Australian Government Department of Infrastructure, Transport, Regional Development, Communications, Sport and the Arts, 2025. 9. Australian Government Department of Climate Change, Energy, the Environment and Water, 2025. 10. Australian Climate Service, 2025. 11. Department of Agriculture, Fisheries and Forestry, 2023. 12. Australian Government, The Treasury, 2023. 13. Australian Climate Service, 2025. 14. Australian National Greenhouse Accounts Factors, 2025.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 72 Operational boundary The Group applied an operational control approach to define its GHG emissions boundary, as this approach best aligns with the availability and accessibility of our operational activity data. The operational boundary includes all activities under the direct control of the Group. This encompasses activities conducted at the 5 corporate office locations in Sydney, Adelaide, Dublin, Toronto and Auckland. The Group relocated offices in both Sydney and Adelaide within the reporting period and therefore data for two sites per these locations has been accounted for across the relevant occupancy periods. Scope 1 and 2 measurement approach The applied calculation methodology is summarised in the table below. Scope 1 and 2 calculation methodology Inclusions Exclusions Calculation method and emission factors Activity data source Fuel combustion: Fuel used in Group owned or leased vehicles. Purchased electricity: Electricity sourced from the grid at office facilities. Diesel generator: No recorded use within the reporting period. Refrigerants: Refrigerant leakage relates to landlord-controlled HVAC maintenance, not the Group’s use of heating or cooling. Under the GHG Protocol operational control approach for leased assets, these emissions sit under the landlord’s operational control and therefore sit outside this year’s boundary. Calculated using methods consistent with GHG Protocol, including AR6 GWPs. Australian National Greenhouse Accounts (NGA) emission factors have been used for Australian based emission sources. Internal emission sources use emission factors from the New Zealand Measuring Emissions Catalogue 2026 (fuel and electricity), the Sustainable Energy Authority of Ireland (electricity), and the Environment and Climate Change Canada Data Catalogue (electricity). Vehicle fleet fuel consumption was provided from complete fuel purchase transaction history (high data quality, low uncertainty). Electricity invoice history was used for two of the five sites (high data quality, low uncertainty). Due to data unavailability/billing arrangements, estimation was used for the remaining three sites based on local industry benchmarks (low data quality, high uncertainty). Estimations and uncertainties Primary electricity data was unavailable for leased sites in Auckland, Dublin, and Toronto, requiring the use of regional floor-area and full time equivalent (FTE) energy intensity benchmarks. Because it is unknown whether these benchmarks reflect tenant-only consumption or include base building services outside the Group’s operational control, reported Scope 2 emissions carry inherent measurement uncertainty and may be overstated. As primary data becomes available in future periods, subsequent disclosures may show a perceived reduction in emissions for these sites. The Group will clearly disclose where any year-on-year variances stem from data refinements rather than operational performance gains. SCOPE 3 EMISSIONS For this inaugural reporting period, the Group’s Scope 3 emissions have not yet been quantified as the Group has elected to utilise the transition relief provided under AASB S2, which allows for the phased introduction of Scope 3 disclosures. Assets or business activities vulnerable to physical and transition risks We define ‘vulnerability’ in accordance with the definition published by the Intergovernmental Panel on Climate Change (IPCC) and adopted in AS 5334:2013 Climate change adaptation for settlements and infrastructure – A risk-based approach: • The degree to which a system is susceptible to, or unable to cope with, adverse effects of climate change including climate variability and extremes. It is a function of the character, magnitude, and rate of climate variation to which a system is exposed, its sensitivity, and its adaptive capacity.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 73 Vulnerability has been assessed for each identified climate-related risk, at the short term time horizon. Consideration was given to the business areas exposed to the risk and the corresponding residual risk rating. Business areas, and their associated receivables, were considered vulnerable where they were exposed to a climate-related risk assessed as having a residual risk rating of ‘High’ or above at the short term time horizon. Where a business area was exposed to a climate- related risk with a residual risk rating below ‘High’ at the short term, that business area and its receivables were not considered vulnerable to that risk. A residual risk rating refers to the level of risk remaining after existing controls have been taken into account. For all vulnerability metrics, receivables have been used as the primary asset measure, as they represent the Group’s core financial exposures. Vulnerable to physical risks The table below presents the amount and percentage of receivables exposed to physical climate risks at the short term time horizon, by business area. Amount (A$m) and % of loans and advances of the Group vulnerable to physical risk (P01) Business area Short term (2030) Commercial lending Receivables: $0 (0%) Consumer lending Receivables: $0 (0%) Vulnerable to transition risks The table below presents the amount and percentage of receivables exposed to transition risks at the short term time horizon, by business area. Amount (A$m) and % of loans and advances of the Group vulnerable to transition risk (T01 and T02) Business area Short term (2030) Commercial lending Receivables: $0 (0%) Consumer lending Receivables: $0 (0%) Assets aligned with climate-related opportunities For the purposes of the Group’s financial reporting, ‘alignment with climate-related opportunities’ is defined as the percentage (%) and dollar value ($) of FY26 receivables that are already aligned with green financing for the short term time horizon. Receivables have been used as the primary asset measure, as they represent the Group’s core financial exposures. Amount (A$m) and % of total loans and advances of the Group aligned to climate-related opportunities (Op01) Business area Short term (2030) Commercial lending Receivables: $0 (0%) Consumer lending Receivables: $291.515 (6.2%) Capital deployment No capital expenditure, financing or investment was deployed specifically towards climate-related risks and opportunities. Internal carbon pricing No internal carbon pricing is applied internally to aid investment decisions, transfer pricing and scenario analysis. Climate-related targets The Group does not currently have any formal climate- related targets in place. Remuneration The Group does not consider climate-related factors in our remuneration. 15. This figure represents the receivables from the PosPP humm Australia business, which has a specific focus on solar financing. While solar- related financing may also be present within the humm Canada, humm Ireland, and humm UK PosPP portfolios, it is not a core or defining component of those businesses and receivables are minimal. Consequently, receivables from these portfolios have not been included in these figures.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 74 Independent Auditor’s Sustainability Assurance Report A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation Ernst & Y oung 200 George Street S ydney NS W 2000 Australia G PO Box 2646 S ydney NS W 2001 T el: +61 2 9248 5555 F ax: +61 2 9248 5959 ey.com/au Independent auditor’s review report to the members of humm Group Limited Conclusion We have conducted a review of the following information in the Sustainability Report of humm G roup Limited (the Company) and its subsidiaries (collectively the Group) for the year ended 30 June 2026 (the ‘selective sustainability information’) as required by Australian Standard on Sustainability Assurance ASSA 5010 Timeline for Audits and Reviews of Information in Sustainability Reports under the Corporations Act 2001 issued by the Auditing and Assurance Standards Board (AUASB): Selective sustainability information Criteria: Reporting requirement of AASB S2 Climate-related Disclosures (AASB S2) (including related general disclosures required by Appendix D) Location in Sustainability Report Governance Paragraph 6 Sect ion“ Governance”on pages 52 to 54 Strategy (risk and opportunities) Subparagraphs 9(a), 10(a) and 10(b) Sect ions “ Cli mat e-Relat ed Risks and Opportunities” and “ Risk Management” on pages 54 to 59 Scope 1 and 2 emissions Subparagraphs 29(a)(i)(1) to (2) and 29(a)(ii) to (v) Sect ion “Scope 1 and 2 Emissions” on pages 71 to 72 The requirements of AASB S2 identified in the table above form the criteria relevant to the selective sustainability information and apply under Division 1 of Part 2M.3 of the Corporations Act 2001 (the Act). We have not become aware of any matter in the course of our review that makes us believe that the selective sustainability information specified in the table above does not comply with Division 1 of Part 2M.3 of the Corporations Act 2001. Basis for conclusion Our review has been conducted in accordance with Australian Standard on Sustainability Assurance AS S A 5000General Requirements for Sustainability Assurance Engagements (AS S A 5000) issued by the AUASB. Our review includes obtaining limited assurance about whether the selective sustainability information is free from material misstatement. In applying the relevant criteria, we note that subsection 296C(1) of the Act includes a requirement to comply with AASB S2. Our conclusion is based on the procedures we have performed and the evidence we have obtained in accordance with ASSA 5000. The procedures in a review vary in nature and timing from, and are less in extent than for, an audit. Consequently, the level of assurance obtained in a review is substantially lower than the assurance that would have been obtained had an audit been performed. See the S ummary of the W ork performed section of our report.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 75 A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation Page 2 Our responsibilities under ASSA 5000 are further described in the Auditor’s responsibilities section of our report. We are independent of the Company in accordance with the auditor independence requirements of the Act and the ethical requirements of APES 110 Code of Ethics for Professional Accountants (including Independence Standards) issued by the Accounting Professional & Ethical Standards Board Limited (November 2018 incorporating all amendments to June 2024) (the C ode) that are relevant to reviews of the selective sustainability information of public interest entities in Australia. We have also fulfilled our other ethical responsibilities in accordance with these requirements and the Code. Our firm applies Australian Standard on Quality Management ASQM 1 Quality Management for Firms that Perform Audits or Reviews of Financial Reports and Other Financial Information or Other Assurance or Related Services Engagements, which requires the firm to design, implement and operate a system of quality management, including policies and procedures regarding compliance with ethical requirements, professional standards, and applicable legal and regulatory requirements. We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. Other information The directors of the Company are responsible for the other information. The other information comprises the Company’s Annual Report, but does not include the selective sustainability information and our review report thereon. Our conclusion on the selective sustainability information does not cover the other information and we do not express any form of assurance conclusion thereon in this review report. We have issued a separate auditor’s report on the Financial Report and the Remuneration Report. In connection with our review of the selective sustainability information, our responsibility is to read the other information identified above and, in doing so, consider whether the other information is materially inconsistent with the selective sustainability information, or our knowledge obtained when conducting the review, or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. W e have nothing to report in this regard. Responsibilities for the selective sustainability information The directors of the Company are responsible for: The preparation of the selective sustainability information in accordance with the Act; and Designing, implementing and maintaining such internal control necessary to enable the preparation of the selective sustainability information, in accordance with the Act that is free from material misstatement, whether due to fraud or error.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 76 A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation Page 3 Inherent limitations As discussed on page 50 of the Report, climate-related risk management is an emerging area, and often uses data and methodologies that are developing and uncertain. The Report contains forward looking statements, including climate-related scenarios, targets, assumptions, climate projections, forecasts, statements of future intentions and estimates and judgements that have not yet occurred and may never occur. We do not provide assurance on the achievability of this prospective information. G reenhouse gas emissions quantification is subject to significant measurement uncertainty, which arises because of incomplete scientific knowledge used to determine emissions factors and the values needed to combine emissions of different gases. The comparability of sustainability information between entities and over time may be affected by inconsistencies in the methods to estimate or measure those emissions, due to different, but acceptable, methods applied. Auditor’s responsibilities Our objectives are to plan and perform the review to obtain limited assurance about whether the selective sustainability information, defined in the Conclusion section of our report, is free from material misstatement, whether due to fraud or error, and to issue a review report that includes our conclusion. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the selective sustainability information. As part of a review in accordance with ASSA 5000, we exercise professional judgement and maintain professional scepticism throughout the engagement. We also: Perform risk assessment procedures, including obtaining an understanding of internal control relevant to the engagement, to identify and assess the risks of material misstatements, whether due to fraud or error, at the disclosure level but not for the purpose of providing a conclusion on the effectiveness of the entity’s internal control. Design and perform procedures responsive to assessed risks of material misstatement at the disclosure level. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Summary of the work performed A review is a limited assurance engagement and involves performing procedures to obtain evidence about the selective sustainability information. The nature, timing and extent of procedures selected depend on professional judgement, including the assessed risks of material misstatement at the disclosure level, whether due to fraud or error. In conducting our review, the procedures we performed included, but were not limited to: Considered the completeness of humm Group Limited’s assessment of climate-related risks and opportunities
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 77 A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation Page 4 Conducted interviews with key personnel to understand the process for collecting, collating and reporting the selective sustainability information during the reporting period Read minutes of relevant committees to understand matters discussed and decisions made with respect to climate-related disclosures Assessed the appropriateness of the reporting boundaries applied Undertook analytical review procedures to support the reasonableness of the selective sustainability information Evaluated the appropriateness of emission factors applied in the greenhouse gas emission processes Agreed the selective sustainability information disclosures made in the report with the underlying records Evaluated the presentation and disclosure of the selective sustainability information against the requirements of AASB S2 Ernst & Young Richard Balfour Partner 25 August 2026
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 78 Our Way of Working 1. SOCIAL HO W WE WORK The hummgroup Code of Conduct applies to all Directors, officers, employees, contractors, consultants and associates of the Company. It outlines how we expect our representatives to behave and conduct business in the workplace. In addition to our Code of Conduct, we have a range of policies and procedures in place to mitigate anything that might compromise these standards, including a Whistleblower Protection Policy, which in turn is supported by an external independent whistleblower reporting service. OUR PEOPLE hummgroup employs 529 people across five countries. We are committed to providing all employees with a safe, inclusive and supportive working environment, along with opportunities to grow their careers. Bullying and discrimination humm group has a zero-tolerance approach to bullying, harassment or discrimination of any kind. Our Equal Employment Opportunity Policy outlines our position on what to do if we witness or experience these behaviours. Employees have the option to register incidents via a confidential third-party platform. Employee wellbeing We partner with the Centre for Corporate Health for our EAP service in all locations so that our people and their immediate families have access to both proactive and reactive wellbeing support when they need it. Employees also have a ‘humm Day’ (paid day of additional leave) to spend as they wish. Diversity and inclusion We review diversity in key areas – including parental leave statistics, career movement by gender and pay parity – to make better informed decisions and plan some events to support different communities. This includes learning opportunities, cultural events and virtual seminars. hummgroup complies with the Workplace Gender Equality Act 2012 (Cth) and is committed to ensuring strong and practical support for gender diversity. Support for victims of domestic violence hummgroup supports employees who are victims of domestic violence with leave options including the provision of up to 10 additional paid leave days per year, access to unpaid leave, and leave to support family members who are victims of domestic violence. Supporting families Our parental leave policy provides for 12 weeks’ paid parental leave in Australia and New Zealand, paid adoption leave, paid foster care leave and paid special parental leave for other pregnancy related circumstances in all humm locations. Employee learning and development In addition to mandatory learning modules, we provide a wide range of on-demand learning modules, development opportunities, workshops and support materials to assist employees in growing their skills. This includes access to Udemy, psychosocial hazard training, mental health first aid certification, financial literacy workshops and leadership development. REWARD AND RECOGNITION Eligible employees participate in an short-term incentive scheme that aligns remuneration outcomes with our values, risk framework, long-term interests, and commitment to fair, competitive and responsible reward practices. In addition, employees are recognised throughout the year through Reward Gateway, our employee recognition platform, which enables peers and leaders to celebrate contributions and reinforce our values in action.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 79 2. OUR CUSTOMERS To support customer service excellence, all employees in customer facing roles receive extensive training on our products and services, along with dedicated soft skills training including active listening, speaker responsibilities, listener responsibilities, telephone standards and etiquette, effective communication and conflict management. Calls are recorded for training and quality assurance purposes. Providing customers with greater choice and control is very important to us. We offer a wide range of options for customers to get in touch with us including phone, email, in app chats and via social media. Our Complaint Management Policy is supported by a robust complaints management process and we have a dedicated hotline for customer complaints. Supporting vulnerable customers hummgroup’s Financial Hardship Policy which sets out guidelines on how to appropriately support customers facing financial difficulty. Privacy hummgroup is dedicated to protecting the personal information of its customers in line with relevant legislation and codes in all locations where it operates. hummgroup has published a Privacy Policy for each of Australia and New Zealand – available on hummgroup’s website – outlining the types of personal information we collect, and the purposes for which we collect, how we manage all personal information collected, how customers can seek access to and correction of that information and if necessary, how customers can make a complaint relating to our handling of that information. Cyber security hummgroup recognises that cyber security is critical to protecting customer trust, information security and operational resilience. We maintain a group-wide cyber security framework supported by internal security capability, defined policies and standards, and specialist external partners where required. Cyber security remains an ongoing priority as the threat environment evolves, and hummgroup continues to strengthen its program to support customer trust, regulatory confidence, and secure growth. Fraud and scams hummgroup has continued to make targeted investments into the Company’s group fraud platform, enhancing its real time fraud detection and prevention capability. The fraud platform supports a multi-layered fraud mitigation approach balancing risk and customer experience to apply friction where it is needed most. Responsible lending We regularly engage with regulators and industry bodies on a wide range of responsible lending issues. We have a stringent process for selecting and onboarding merchants to ensure alignment with hummgroup polices relating to the protection of consumer interests. We regularly monitor amongst other things, credit quality and can quickly adapt acceptance criteria to meet changing macro-economic factors and will proactively decrease credit limits where appropriate to protect our customers from financial risk. 3. OUR COMMUNITIES hummgroup offers a volunteering program whereby employees can take paid leave to volunteer for a cause that inspires them. 4. MODERN SLAVERY hummgroup supports and complies with the mandatory reporting required under Modern Slavery legislation. We review our supply chain and operations to ensure that hummgroup and its suppliers are compliant.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 80 Directors' Report We, the Directors, are pleased to present this report for the year ended 30 June 2026. ABOUT HUMMGROUP humm Group Limited ACN 122 574 583 (ASX: HUM) (“Company”, and with its other group and consolidated entities “hummgroup” or “Group”) is a non-bank financial services company that provides flexible payment and lending solutions to businesses and consumers. hummgroup operates in Australia, New Zealand, Ireland, Canada and the United Kingdom. Our principal activities include the provision of: • Commercial Lending in Australia and New Zealand; • Point of Sale Payment Plans; • Australia Cards (humm90); and • New Zealand Cards (including Farmers Finance Card, Farmers Mastercard®, Q Card, Q Mastercard® and Flight Centre Mastercard®). hummgroup employs 529 people across five countries. DIRECTORS Set out below are the details of the Directors of the Company during the year and as at the date of this report, unless specified otherwise. CURRENT DIRECTORS • Teresa Dyson, BA, LLB (Hons), MTax, MAppFin, FAICD, CPA Chair, Independent, Non-Executive • Teresa Fleming, BA, AITI Independent, Non-Ex ecutive • Abigail Cheadle, BBus CA Independent, Non-Ex ecutive • Andrew Darbyshire (AM) Independent, Non-Executive • Rajeev Dhawan, BCom, CA, MBA Independent, Non-Executive • Garry Sladden Independent, Non-Executive • Angelo Demasi Chief Executive Officer and Managing Director Former Directors • Andrew Abercrombie, LLB, BEc, MBA Non-Independent, Non-Executive • Robert Hines, B.Fin.Admin, Grad.Dip.Adv.Acc, Grad. Dip .App.Fin, FAICD, SF Fin, FCPA, FCA Independent, Non-Executive COMPANY SECRETARY • Carlie Bangs, LLB (Hons), BSc, MA, Grad.Dip.Corp. Gov
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 81 MEETINGS OF DIRECTORS Board Audit, Risk & Compliance Committee Nomination Committee People & Remuneration Committee IT Strategy Committee Independent Board Committee A B A B A B A B A B A B Teresa Dyson1 7 6 + + 1 1 0 0 1 1 9 9 Teresa Fleming 26 24 10 10 2 2 3 3 + + 28 27 Abigail Cheadle2 7 6 2 2 + + 0 0 + + 9 9 Andrew Darbyshire 26 25 10 10 2 2 3 3 4 4 28 24 Rajeev Dhawan3 3 3 + + + + 0 0 + + 6 6 Garry Sladden4 3 3 1 1 0 0 + + + + 6 6 Angelo Demasi5 9 8 + + + + + + + + + + Andrew Abercrombie6 24 22 + + 0 0 + + 3 2 + + Robert Hines7 24 23 9 9 1 1 3 3 3 3 22 22 A = Number of meetings held during the time the Director held office or was a member of the committee during the Reporting Period. B = Number of meetings attended. + = Not a member of the committee. 1. Ms Dyson was appointed as a director on 10 April 2026. 2. Ms Cheadle was appointed as a director on 10 April 2026. 3. Mr Dhawan was appointed as a director on 11 May 2026. 4. Mr Sladden was appointed as a director on 11 May 2026. 5. Mr Demasi was appointed as a director on 13 March 2026. 6. Mr Abercrombie resigned as a director on 11 May 2026. 7. Mr Hines resigned as a director on 11 May 2026. REVIEW OF OPERATIONS We have provided on pages 10-26 above, a Review of Operations, an update on the key performance measures and financial position of the Group for the year ended 30 June 2026, including an update on the hummgroup strategy, and summary of the key risks and challenges facing the Group. REMUNERATION REPORT We have presented in the Remuneration Report (pages 27-48 above) information on hummgroup’s remuneration policies and practises as they relate to our key management personnel (“KMP”), including in respect of the relationship between remuneration and the Company’s performance. DECLARATION OF INTERESTS Other than as disclosed in the financial statements, no Director of the Company has received or become entitled to receive a benefit other than remuneration by reason of a contract made by the Company or a related corporation with a Director or with a firm of which he or she is a member, or with a company in which he or she has a substantial financial interest. DIVIDENDS AND OPTIONS During the year the Company declared a dividend of 1.50 cents per share in respect of the half year ended 31 December 2025. On 25 August 2026 a final franked dividend of 0.50 cent per share was declared for the full year ended 30 June 2026.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 82 ENVIRONMENTAL REGULATION hummgroup’s operations are not regulated by any significant environmental regulation under a law of the Commonwealth or of a State or Territory. PROCEEDINGS ON BEHALF OF COMPANY No person has applied to the court under section 237 of the Corporations Act for leave of the court to bring proceedings on behalf of the Company, or intervene in any proceedings to which the Company is a party, for the purpose of taking responsibility on behalf of the Company for all or any part of those proceedings. The Company was not a party to any such proceedings during the year. No proceedings have been brought or intervened in on behalf of the Company with leave of the court under section 237 of the Corporations Act. AUDITOR Ernst & Y oung continues to act as the Company’s auditor in accordance with section 327 of the Corporations Act. INDEMNITY OF AUDITORS hummgroup has agreed to indemnify our auditors, Ernst & Y oung, to the extent permitted by law against any claim by a third party arising from the Company’s breach of their agreement. The indemnity stipulates that hummgroup will meet the full amount of any such liabilities including a reasonable amount of legal costs. NON-AUDIT SERVICES hummgroup may sometimes decide to employ the auditor on assignments additional to its statutory audit duties where the auditor’s expertise and experience with the Company and/or the Group are important. Details of the amounts paid to the auditor for audit and non-audit related services provided during the year are set out in note 28 of the financial statements. The Board was satisfied that: 1. The provision of the above non-audit services during the year by the Auditor was compatible with the general standard of independence for auditors imposed by the Corporations Act 2001 (Cth). 2. The provision of such non-audit services during the year did not compromise the Auditors independence requirements of the Corporations Act 2001 (Cth) because: a. The Auditors independence declaration was signed pursuant to section 307C of the Corporations Act 2001 (Cth); b. The fees paid for such non-audit services were modest; and c. The nature of the non-audit services provided was not inconsistent with those requirements. INSURANCE During the year ended 30 June 2026 hummgroup paid insurance premiums in respect of a contract for Directors’ and Officers’ Liability insurance. The policy prohibits hummgroup from disclosing the total amount of the premium and the nature of the liabilities covered by the insurance. ROUNDING OF AMOUNTS The Company is of a kind referred to in ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016/183 relating to the ‘rounding off’ of amounts in the Directors’ Report and the Financial Statements. Some amounts in the Directors’ Report and the Financial Statements have been rounded off in accordance with that instrument to the nearest hundred thousand dollars. MATTERS SUBSEQUENT TO THE END OF THE FINANCIAL YEAR Other than the matters discussed in note 32, there are no other matters or circumstances that have arisen since 30 June 2026 which have significantly affected, or may significantly affect: a. The Company’s operations in future financial years; b. The results of those operations in future financial years; or c. The Company’s state of affairs in future financial years. This Report is made in accordance with a resolution of the Directors. Teresa Dyson Chair 25 August 2026
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 83 Auditor’s Independence Declaration A copy of the auditor’s independence declaration, as required by section 307C of the Corporations Act, is set out below on page 83. A member firm of Ernst & Y oung G lobal Limited Liability limited by a scheme approved under Professional Standards Legislation Ernst & Y oung 200 George Street S ydney NS W 2000 Australia G PO Box 2646 S ydney NS W 2001 T el: +61 2 9248 5555 F ax: +61 2 9248 5959 ey.com/au Auditor’s independence declaration to the directors of humm Group Limited As lead auditor for the audit of the financial report of humm Group Limited and for the review of the selective sustainability information in the sustainability report for the financial year ended 30 June 2026, I declare to the best of my knowledge and belief, there have been: a. No contraventions of the auditor independence requirements of the Corporations Act 2001 in relation to the audit and review; b. No contraventions of any applicable code of professional conduct in relation to the audit and review; and c. No non-audit services provided that contravene any applicable code of professional conduct in relation to the audit and review. This declaration is in respect of humm G roup Limited and the entities it controlled during the financial year. Ernst & Young Richard Balfour Partner 25 August 2026
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 84 Annual Financial Statements 2026 These financial statements are the consolidated financial statements for the Group consisting of humm Group Limited (“the Company”) and its subsidiaries and controlled entities (collectively “hummgroup” or the “Group”). A list of subsidiaries and controlled entities is included in note 25. The financial statements are presented in Australian dollars. humm Group Limited is a company limited by shares, incorporated and domiciled in Australia. Its registered office and principal place of business is: Level 14, 255 Pitt Street, Sydney NSW 2000 A description of the nature of the consolidated entity’s operations and its principal activities is included in the Review of Operations on page 10, which is not part of these financial statements. The financial statements were authorised for issue by the Directors on 25 August 2026. The Directors have the power to amend and reissue the financial statements. Through the use of the internet, we have ensured that our corporate reporting is timely, complete, and available globally at a minimum cost to the Company. All press releases, financial statements and other information are available at our Investor Centre on our website: https://investors.humm-group.com/Investor- Centre/ hummgroup and its Controlled Entities Annual Financial Statements – 30 June 2026 ABN 75 122 574 583
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 85 CONTENTS >> Consolidated statement of comprehensive income ........................................................................................................................ 86 >> Consolidated statement of financial position .................................................................................................................................... 87 >> Consolidated statement of changes in equity ................................................................................................................................... 88 >> Consolidated statement of cash flows ................................................................................................................................................ 89 >> Notes to the Consolidated financial statements ............................................................................................................................... 90 1. Summary of material accounting policies .......................................................................................................................................... 90 2. Critical accounting estimates and judgements ................................................................................................................................. 94 3. Segment information .............................................................................................................................................................................. 96 4. Interest income ........................................................................................................................................................................................ 98 5. Fee and other income ............................................................................................................................................................................ 99 6. Expenses ................................................................................................................................................................................................. 100 7. Income tax expense .............................................................................................................................................................................. 101 8. Loans and advances ............................................................................................................................................................................. 104 9. Allowance for expected credit loss .................................................................................................................................................... 106 10. Right-of-use assets and lease liabilities ............................................................................................................................................. 113 11. Goodwill and other intangible assets ................................................................................................................................................ 115 12. Borrowings ............................................................................................................................................................................................. 117 13. Provisions ................................................................................................................................................................................................ 119 14. Contributed equity ................................................................................................................................................................................ 120 15. Reserves .................................................................................................................................................................................................. 122 16. Dividends ................................................................................................................................................................................................ 124 17. Earnings per share ................................................................................................................................................................................ 125 18. Cash flow information .......................................................................................................................................................................... 126 19. Shared-based payments ...................................................................................................................................................................... 128 20. Derivative and hedge accounting ..................................................................................................................................................... 132 21. Financial risk management ................................................................................................................................................................ 133 22. Fair value of financial assets and financial liabilities ....................................................................................................................... 138 23. Commitments ........................................................................................................................................................................................ 140 24. Contingent liabilities ............................................................................................................................................................................. 140 25. Investments in subsidiaries .................................................................................................................................................................. 141 26. Key management personnel disclosures ......................................................................................................................................... 144 27. Related party transactions ................................................................................................................................................................... 146 28. Remuneration of auditors .................................................................................................................................................................... 147 29. Closed group ......................................................................................................................................................................................... 148 30. Parent entity financial information ..................................................................................................................................................... 150 31. Securitisation and special purpose vehicles .................................................................................................................................... 151 32. Events occurring after the reporting period .................................................................................................................................... 151 >> Independent Auditor’s Report ............................................................................................................................................................ 152 >> Shareholder Information ...................................................................................................................................................................... 157 >> Consolidated Entity Disclosure Statement ....................................................................................................................................... 160 >> Directors’ Declaration ........................................................................................................................................................................... 163
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 86 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME For the year ended 30 June 2026 A$m Notes 2026 2025 Interest income 4 539.2 566.6 Fee and other income 5 95.2 100.0 Gross income 634.4 666.6 Cost of origination (26.4) (34.0) Interest expense (280.9) (302.1) Net operating income 327.1 330.5 Credit impairment charge 9 (100.8) (83.1) Marketing expenses (10.3) (10.7) Employment expenses (87.8) (91.4) Operating and other expenses 6(a) (90.7) (68.8) Depreciation and amortisation expenses 6(b) (17.8) (18.5) Impairment of intangibles 6(c) – (8.5) Profit before income tax 19.7 49.5 Income tax expense 7(a) (4.0) (9.9) Profit for the year attributable to shareholders of humm Group Limited 15.7 39.6 Other comprehensive income Items that may be reclassified to profit and loss: Exchange differences on translation of foreign operations (21.2) 8.8 Changes in the fair value of cash flow hedges, net of tax 15 41.5 (53.6) Items that will not be reclassified to profit and loss: Changes in fair value of equity investments at fair value through other comprehensive income 0.1 0.2 Other comprehensive income/(loss) for the year, net of tax 20.4 (44.6) Total comprehensive income/(loss) for the year attributable to shareholders of humm Group Limited (Net of tax) 36.1 (5.0) Earnings per share Cents Cents Basic earnings per share 17 3.2 7.1 Diluted earnings per share 17 3.1 6.7 The above Consolidated statement of comprehensive income should be read in conjunction with the accompanying notes.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 87 CONSOLIDATED STATEMENT OF FINANCIAL POSITION As at 30 June 2026 A$m Notes 30 June 2026 30 June 2025 Assets Unrestricted cash 100.5 125.4 Restricted cash 146.3 197.9 Loans and advances 8 4,596.7 4,789.6 Other assets 17.7 21.1 Plant and equipment 1.8 1.7 Right-of-use assets 10 12.4 6.5 Goodwill and other intangible assets 11 122.6 126.3 Derivative financial instruments 20 18.3 1.4 Deferred tax assets 7(d) 48.1 68.4 Total assets 5,064.4 5,338.3 Liabilities Trade and other payables 48.8 57.9 Current tax liabilities 1.6 7.6 Contract liabilities 5.6 8.2 Lease liabilities 10 15.8 9.8 Borrowings 12 4,434.2 4,670.8 Provisions 13 18.4 34.0 Derivative financial instruments 20 4.5 46.8 Total liabilities 4,528.9 4,835.1 Net assets 535.5 503.2 Equity Contributed equity 14(a) 460.0 445.1 Reserves 15 4.8 (11.4) Retained earnings 70.7 69.5 Total equity 535.5 503.2 The above Consolidated statement of financial position should be read in conjunction with the accompanying notes.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 88 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY For the year ended 30 June 2026 2026 A$m Notes Contributed equity Reserves Retained earnings Total Balance at the beginning of the year 445.1 (11.4) 69.5 503.2 Profit for the year – – 15.7 15.7 Other comprehensive income – 20.4 – 20.4 Total comprehensive income for the year 20.4 15.7 36.1 Transfer to share capital from share-based payment reserve for treasury shares 14 8.0 (8.0) – – Transfer to retained earnings 3.3 – (3.3) – Share based payment expense 15 – 3.8 – 3.8 Dividend reinvestment plan 14, 16 3.6 – (3.6) – Dividends provided for or paid – Ordinary Shares 16 – – (7.6) (7.6) Balance at the end of the year 460.0 4.8 70.7 535.5 2025 A$m Notes Contributed equity Reserves Retained earnings Total Balance at the beginning of the year 499.1 30.0 49.8 578.9 Profit for the year – – 39.6 39.6 Other comprehensive income – (44.6) – (44.6) Total comprehensive loss for the year – (44.6) 39.6 (5.0) Transfer to share capital from share-based payment reserve for treasury shares 14 0.6 (0.6) – – Purchase of treasury shares 14 (1.7) – – (1.7) Share based payment expense 15 – 3.8 – 3.8 Dividend reinvestment plan 14 0.7 – (0.7) – Dividends provided for or paid – Ordinary Shares 16 – – (11.5) (11.5) Dividends provided for or paid – Perpetual note 16 – – (7.7) (7.7) Repayment of perpetual note 14 (53.6) – – (53.6) Balance at the end of the year 445.1 (11.4) 69.5 503.2 The above Consolidated statement of changes in equity should be read in conjunction with the accompanying notes.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 89 CONSOLIDATED STATEMENT OF CASH FLOWS For the year ended 30 June 2026 A$m Notes 2026 2025 Cash flows from operating activities Interest income received from customers 540.1 566.8 Fee and other income received from customers less cost of origination 66.8 69.4 Payment to suppliers and employees (202.0) (173.9) Borrowing costs (280.6) (302.8) Income tax paid (7.0) (4.5) Cash inflow from operating activities before movement in Loans and advances 117.3 155.0 Net credit loss 9 (95.3) (88.2) Proceeds from the sale of loan portfolios 151.5 682.8 Other net movement in loans and advances (81.5) (570.6) Cash (outflow)/inflow from movement in Loans and advances (25.3) 24.0 Net cash inflow from operating activities 18 92.0 179.0 Cash flows from investing activities Payment for purchase of software 11 (21.4) (21.3) Payment for purchase of plant and equipment (1.1) – Net cash outflow from investing activities (22.5) (21.3) Cash flows from financing activities Dividends paid (7.6) (19.2) Purchase of treasury shares – (1.7) Cash payments relating to lease liabilities 10 (3.0) (3.6) Drawdown of corporate borrowings – 15.0 Repayment of corporate borrowings – (15.0) Repayment of perpetual note – (53.6) Net movement in secured borrowings (128.2) (37.1) Net cash outflow from financing activities (138.8) (115.2) Net (decrease)/increase in cash and cash equivalents (69.3) 42.5 Cash and cash equivalents at the beginning of the year 323.3 281.2 Effects of exchange rate changes on cash and cash equivalents (7.2) (0.4) Cash and cash equivalents at the end of the year 246.8 323.3 The above Consolidated statement of cash flows should be read in conjunction with the accompanying notes.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 90 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 1. SUMMARY OF MATERIAL ACCOUNTING POLICIES This financial report of hummgroup and its subsidiaries for the year ended 30 June 2026 was authorised for issue by the Board of Directors on 25 August 2026. The Directors have the power to amend and reissue the financial report. The principal accounting policies adopted in the preparation of this financial report are set out below or in the accompanying notes to the financial statements. These policies have been consistently applied to all the years presented, unless otherwise stated. BASIS OF PREPARATION These general-purpose financial statements have been prepared in accordance with Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board and the Corporations Act 2001 (Cth). humm Group Limited is a for-profit entity for the purpose of preparing the financial statements. The Consolidated financial statements of hummgroup also comply with International Financial Reporting Standards (“IFRS”) Accounting Standards as issued by the International Accounting Standards Board. These financial statements have been prepared under the historical cost convention, as modified by the revaluation of financial assets and liabilities (including derivative instruments) at fair value. The Consolidated statement of financial position has been prepared in order of liquidity, including the comparatives. Comparative information has been reclassified for any changes to presentation made in the current year. Amounts in the financial statements have been rounded to the nearest hundred thousand dollars, except where indicated, as allowed by ASIC Corporations Instrument 2016/183. NEW AUSTRALIAN ACCOUNTING STANDARDS AND INTERPRETATIONS There were no new or amended accounting standards or interpretations adopted during the year that had a material impact on the Group. BUSINESS COMBINATIONS The Group accounts for business combinations using the acquisition method when the acquired set of activities and assets meets the definition of a business and control is transferred to the Group. In determining whether a particular set of activities and assets is a business, the Group assesses whether the set of assets and activities acquired includes, at a minimum, an input and substantive process and whether the acquired set has the ability to produce outputs. The Group has an option to apply a ‘concentration test’ that permits a simplified assessment of whether an acquired set of activities and assets is not a business. The optional concentration test is met if substantially all of the fair value of the gross assets acquired is concentrated in a single identifiable asset or group of similar identifiable assets. The consideration transferred in the acquisition is generally measured at fair value, as are the identifiable net assets acquired. Any goodwill that arises is tested annually for impairment. If the fair value of the net assets acquired is in excess of the aggregate consideration transferred, the Group re-assesses whether it has correctly identified all of the assets acquired and all of the liabilities assumed and reviews the procedures used to measure the amounts to be recognised at the acquisition date. If the reassessment still results in an excess of the fair value of net assets acquired over the aggregate consideration transferred, then the gain is recognised in profit or loss. Transaction costs are expensed as incurred, except if related to the issue of debt or equity securities. Any contingent consideration is measured at fair value at the date of acquisition. If an obligation to pay contingent consideration that meets the definition of a financial instrument is classified as equity, then it is not remeasured and settlement is accounted for within equity. Otherwise, other contingent consideration is remeasured at fair value at each reporting date and subsequent changes in the fair value of the contingent consideration are recognised in profit or loss. ___________________________________________________________________________________________________________________________
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 91 PARENT ENTITY FINANCIAL INFORMATION The financial information for the parent entity, hummgroup, disclosed in note 30 has been prepared on the same basis as the consolidated financial statements. Investments in subsidiaries are accounted for at cost less allowance for impairment in the financial statements of hummgroup. No receivables nor loans are originated by the parent. INVESTMENTS IN SUBSIDIARIES Subsidiaries are entities controlled by the Group. The Group ‘controls’ an entity when it is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. The financial statements of subsidiaries are included in the consolidated financial statements from the date on which control commences until the date on which control ceases. Non-controlling interests are measured initially at their proportionate share of the acquiree’s identifiable net assets at the date of acquisition. Changes in the Group’s interest in a subsidiary that do not result in a loss of control are accounted for as equity transactions. FOREIGN CURRENCY TRANSLATION a) Functional and presentation currency Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary economic environment in which the entity operates (‘’the functional currency”). The consolidated financial statements are presented in Australian dollars, which is hummgroup’s functional and presentation currency. b) Transactions and balances Foreign currency transactions are translated into the functional currency using average exchange rates for the respective month (unless this is not a reasonable approximation of the cumulative effect of the rates prevailing on the transaction dates, in which case income and expenses are translated at the date of the transaction). Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation of monetary assets and liabilities denominated in foreign currencies at year end exchange rates are generally recognised in the Consolidated statement of comprehensive income. Translation differences on assets and liabilities carried at fair value are reported as part of the fair value gain or loss. Non-monetary items that are measured based on historical cost in a foreign currency are translated using the spot exchange rate at the date of the transaction. Foreign exchange gains and losses are presented in the Consolidated statement of comprehensive income on a net basis within other income or other expenses. c) Group companies The results and Consolidated statement of financial position of all Group entities (none of which has the currency of a hyper inflationary economy) that have a functional currency different from the presentation currency are translated into the presentation currency as follows: • Assets and liabilities in the Consolidated statement of financial position presented are translated at the closing rate at the date of the Consolidated statement of financial position, • Income and expenses in the Consolidated statement of comprehensive income are translated at average exchange rates for the respective month (unless this is not a reasonable approximation of the cumulative effect of the rates prevailing on the transaction dates, in which case income and expenses are translated at the dates of the transactions), and • All resulting exchange differences are recognised in Other comprehensive income. On consolidation, exchange differences arising from the translation of any net investment in foreign entities, and of borrowings and other financial instruments designated as hedges of such investments, are recognised in other comprehensive income. When a foreign operation is sold or any borrowings forming part of the net investment are repaid, a proportionate share of such exchange difference is recognised in the Consolidated statement of comprehensive income, as part of the gain or loss on sale.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 92 Goodwill and fair value adjustments arising on the acquisition of a foreign operation are treated as assets and liabilities of the foreign entities and as a result are expressed in the functional currency of the foreign operation and translated at the closing rate. When a foreign operation is disposed, the cumulative amount in the translation reserve related to that foreign operation is reclassified to profit or loss as part of the gain or loss on disposal. INDIRECT TAXES Indirect taxes comprise of the below: • Goods and Services Tax (“GST”) in Australia, New Zealand and Canada; and • Value Added Tax in Ireland and UK. Revenues, expenses and assets are recognised net of the amount of indirect taxes, unless the amount incurred is not recoverable from the taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense. Receivables and payables are stated exclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the taxation authority is included with other receivables or payables in the Consolidated statement of financial position. Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the taxation authority, are presented as operating cash flows. COST OF ORIGINATION Cost of origination includes placement costs, sales commissions and rebates, and transaction processing costs associated with the Group’s revolving products in the Consumer business and Commercial business. Placement costs relate to payments made to merchants to access their customers through e-commerce platforms or in store. Transaction processing costs comprise credit reference costs, bank fees and other transaction processing fees. CURRENT AND NON-CURRENT A portion of an asset that can be converted to cash and liabilities payable within one year are classified as current. A portion of an asset that can be converted to cash and liabilities payable after one year are classified as non-current. STANDARDS ISSUED BUT NOT YET EFFECTIVE A number of new accounting standards and amendments to standards are effective for annual reporting periods beginning after 1 July 2026 and have not been early adopted by the Group in preparing these Consolidated Financial Statements (a) AASB 18 Presentation and Disclosure in Financial Statements In June 2024, the Australian Accounting Standards Board (AASB) issued AASB 18 Presentation and Disclosure in Financial Statements, which replaces AASB 101 Presentation of Financial Statements. AASB 18 introduces new presentation and disclosure requirements intended to improve comparability in the statement of profit or loss, enhance the transparency of management-defined performance measures and improve the grouping of information in financial statements. The standard does not change the recognition or measurement requirements applicable to items in the financial statements. AASB 18 will be effective for the Group for annual reporting periods beginning on or after 1 July 2026 and will be applied retrospectively. The Group is continuing to assess the impact of the standard on the presentation and disclosure of its financial statements. The following new and amended standards are not expected to have a significant impact on the Group’s Consolidated financial statements. (b) Amendments to AASB 9 Financial Instruments and AASB 7 Financial Instruments: Disclosures In August 2024, the AASB issued AASB 2024-2, which amends AASB 9 Financial Instruments and AASB 7 Financial Instruments: Disclosures. The amendments: • provide additional guidance on assessing whether contractual cash flows meet the SPPI criterion, including for instruments with contingent features, contractually linked instruments and certain non-recourse arrangements;
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 93 • clarify the derecognition requirements for financial assets and financial liabilities, including an accounting policy choice for certain financial liabilities settled through electronic payment systems; and • introduce disclosures for certain instruments with contractual terms that may change their cash flows. The amendments are effective for annual reporting periods beginning on or after 1 July 2026 and are generally applied retrospectively, subject to transitional provisions. Based on the assessment performed to date, the Group does not expect the amendments to have a material impact on its Consolidated Financial Statements. (c) Other amendments to existing standards The Group has reviewed other standards and amendments that have been issued but are not yet effective. The Group does not expect these standards and amendments to have a material impact on its Consolidated Financial Statements.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 94 2. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS Management believe that the estimates used in preparing these Consolidated financial statements are reasonable. Actual results in the future may differ from those reported and it is therefore reasonably possible, on the basis of existing knowledge, that outcomes within the next financial year are different from management’s assumptions and estimates could require an adjustment to the carrying amounts of the reported assets and liabilities in future reporting periods. The estimates and judgements applied in the preparation of consolidated financial statements, where relevant, are disclosed in the notes to the consolidated financial statements. Where specific areas of judgement and uncertainty exist, we have included increased disclosure in the accompanying notes to the financial statements. Information about judgements made in applying accounting policies that have the most significant effects on the amounts recognised in the financial statements are included in the following notes: EXPECTED CREDIT LOSSES The Group estimates expected losses on its loans and advances in accordance with the policy set out in note 9. This judgement has been applied in the form of the re-assessment of macro-economic model overlays including scenario weightings and hardship and watchlist overlays. Refer to note 9 for ECL judgemental inputs and overlays. ASSESSMENT OF IMPAIRMENT OF GOODWILL, ACQUIRED INTANGIBLES, INVESTMENTS IN SUBSIDIARIES AND CAPITALISED SOFTWARE The Group performs an annual assessment as to whether there has been any impairment of its goodwill and indefinite life intangible assets. In addition, the Group uses judgement to perform an impairment assessment of other assets in the event it identifies indicators of impairment. Details of the basis of performance of the assessment of goodwill and the assumptions made are set out in note 11. ACQUIRED INTANGIBLE ASSETS The assets and liabilities of businesses acquired through a business combination are to be measured at their acquisition date fair values. The Group applies judgements in selecting valuation techniques and setting valuation assumptions to determine the acquisition date fair values and to estimate the useful lives of these assets as set out in note 11. Changes in the expected useful life or the expected pattern of consumption of future economic benefits embodied in the asset are considered to modify the amortisation period or method, as appropriate, and are treated as changes in accounting estimates. The amortisation expense on intangible assets with finite lives is recognised in the Consolidated statement of comprehensive income in the expense category that is consistent with the function of the intangible assets. SHARE-BASED PAYMENT EXPENSE In determining the share-based payments expense for the year, the Group makes various assumptions in determining the fair value of the instruments, the probability of non-market vesting conditions being met, and the likelihood of employees meeting tenure conditions. Refer note 19. TAXATION Judgement is required in determining recoverability of deferred tax assets held and also in respect of uncertain tax positions. The Group estimates its tax liabilities based on its understanding of the relevant tax law in each of the countries in which it operates and seeks independent advice to support the assessment where required. Refer note 7. PROVISION FOR CUSTOMER REMEDIATION Judgement is required in determining provisions held in respect of customer and other regulatory remediation obligations, including the determination of cash outflows for penalties associated with regulatory breaches. The Group estimates these provisions based on its understanding of likely outcome, considering expert opinions and on-going discussions with regulatory bodies. Refer note 13.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 95 FORWARD FLOW ARRANGEMENT The Group entered into a forward flow program to fund the growth for the Commercial business. Under this program, it transfers a pool of eligible receivables to a special purpose vehicle (“SPV”) sponsored by MA Financial Group in exchange for cash consideration, which allows the Group to continue to originate, credit assess and service receivables with no capital requirement and does not expose the Group to direct credit losses. The Group has a contractual obligation to pay the cash flows arising from the forward flow receivables to the SPV. At each forward flow sale date, the Group quantitatively evaluates whether it has transferred or retained the risks and rewards associated with the forward flow receivables by performing cashflow variability tests and determines whether the arrangement qualifies for derecognition to the extent that the variability of cash flows post the forward flow transfer is not greater than 10% of that before the transfer. The forward flow SPV is assessed for consolidation under AASB 10: Consolidated Financial Statements. The Group performs the economic return analysis and concludes that the SPV is not controlled by the Group given the lack of linkage between its power over the SPV and its exposure to variable returns being less than 20% under a range of scenarios. For financial assets subject to sale under the forward flow sale, the Group assesses the business model at individual contract level and concludes that the business model for receivables to be sold under the forward flow arrangement is “held for sale and cashflow” and these financial assets in scope are measured at fair value through OCI. During the year, any changes in fair value in loans “held for sale” were immaterial. The Group derecognises the carrying amount of receivables transferred and recognises any gain or loss in profit or loss for the difference between consideration received and carrying amount. Post the forward flow sale, the Group continues to act as the servicer of the receivables, including collection and customer service. At each forward flow sale, the Group novates the interest rate swaps from its existing securitisation vehicles to the SPV as part of the forward flow arrangement. The impact on hedge effectiveness as a result of the novation is considered immaterial.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 96 3. SEGMENT INFORMATION a) Description of segments Management has determined the operating segments based on the reports reviewed by the Board of Directors (“Board”) that are used to make strategic decisions. The financial information presented in the tables that follow has been prepared in accordance with Australian Accounting Standards with Statutory profit representing the profit or loss for the period attributable to shareholders of humm Group Limited. The Board considers the business from a product perspective and have identified five reportable segments: • Commercial and Leasing (consisting of Australia and New Zealand Commercial Lending); • Point of Sale Payment Plans (a consolidation of PosPP Australia, humm® Canada, humm® Ireland and humm® UK); • New Zealand Cards (including Farmers Finance, Farmers Mastercard®, Q Card, Q Mastercard® and Flight Centre Mastercard®); • Australia Cards (humm®90 and legacy Lombard); and • Corporate (a consolidation of central functions). The Group operates in Australia, New Zealand, Ireland, United Kingdom and Canada. The operating segments are identified according to the nature of the products and services provided, with New Zealand Cards disclosed separately (based on its product offering) and Ireland included within PosPP. b) Operating segments The segment information provided to the Board for the reportable segments for the full year ended 30 June 2026 is below: Year ended 30 June 2026 A$m Commercial PosPP Cards NZ Cards AU Corporate Total Net Interest income 93.3 63.2 66.7 35.1 – 258.3 Fee and other income 33.8 26.2 17.0 18.2 – 95.2 Cost of origination (2.3) (9.0) (10.1) (5.0) – (26.4) Net operating income 124.8 80.4 73.6 48.3 – 327.1 Credit impairment charge (51.5) (22.5) (20.1) (6.7) – (100.8) Operating expenses (35.7) (53.7) (31.7) (21.2) (46.5) (188.8) Depreciation and amortisation expenses (4.5) (7.0) (2.1) (1.6) (2.6) (17.8) Statutory profit/(loss) before income tax 33.1 (2.8) 19.7 18.8 (49.1) 19.7 Income tax (expense)/benefit (9.9) 2.4 (5.5) (5.7) 14.7 (4.0) Statutory profit /(loss) for the year 23.2 (0.4) 14.2 13.1 (34.4) 15.7 Total loans and advances at 30 June 2026 2,805.8 947.9 573.2 390.1 – 4,717.0 AASB 9 provision (120.3) Net loans and advances per the Statement of financial position 4,596.7
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 97 Year ended 30 June 2025 A$m Commercial PosPP Cards NZ Cards AU Corporate Total Net interest income 96.5 61.8 71.9 34.3 – 264.5 Fee and other income 35.9 28.9 15.4 19.8 – 100.0 Cost of origination (6.4) (7.9) (11.3) (8.4) – (34.0) Net operating income 126.0 82.8 76.0 45.7 – 330.5 Credit impairment charge (30.9) (24.3) (22.1) (5.8) – (83.1) Operating and other expenses (30.8) (53.5) (33.0) (29.1) (24.5) (170.9) Depreciation and amortisation expenses (3.1) (5.8) (5.8) (0.9) (2.9) (18.5) Impairment of intangibles and right-of-use assets – (8.5) – – – (8.5) Statutory profit/(loss) before income tax 61.2 (9.3) 15.1 9.9 (27.4) 49.5 Income tax (expense)/benefit (17.6) 4.1 (4.0) (2.6) 10.2 (9.9) Statutory profit/(loss) for the year 43.6 (5.2) 11.1 7.3 (17.2) 39.6 Total loans and advances at 30 June 2025 2,756.1 1,108.0 637.6 406.7 – 4,908.4 AASB 9 provision (118.8) Net loans and advances per the Statement of financial position 4,789.6
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 98 4. INTEREST INCOME ACCOUNTING POLICY Customer loan interest income is recognised in the Consolidated statement of comprehensive income using the effective interest method. The effective interest rate is the rate that exactly discounts estimated future cash payments or receipts through the expected life of the financial instrument or when appropriate, a shorter period, to the net carrying amount of the financial asset or financial liability. When calculating the effective interest rate, the Group estimates cash flows considering all contractual terms of the financial instrument but does not consider future credit losses. The calculation of the effective interest rate includes all fees such as merchant services fees and establishment fees, transaction costs and all other premiums or discounts that are an integral part of the effective interest rate. Merchant services fees and establishment fees are amortised over the expected life of the contractual arrangements. Interest income from finance lease receivables is recognised by applying discount rates implicit in the lease to the receivable balance at the beginning of each period. Initial direct costs incurred in the origination of the lease are included as part of finance lease receivables in the Consolidated statement of financial position and form part of the effective interest rate calculation. Chattel loans are originated with maturities ranging between one and five years and generally require the customer to make equal monthly payments over the life of the contract. Interest income is recognised in the Consolidated statement of comprehensive income using the effective interest method. A$m 2026 2025 Interest income1 539.2 566.6 Total interest income 539.2 566.6 1. Included within interest income is $5.0m of interest income related to loans classified as “held for sale” and recorded at fair value through other comprehensive income. (2025: $5.7m)
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 99 5. FEE AND OTHER INCOME ACCOUNTING POLICY AASB 15 Revenue from Contracts with Customers applies to contracts with customers except for revenue arising from items such as financial instruments, insurance contracts and leases. The majority of the Group’s revenue arises from financial instruments and leases. The type of revenue earned by the Group from its contracts with customers primarily consists of the below categories. Revenue is measured based on the consideration specified in the contract with a customer and is recognised when it transfers control of the services to a customer. Account service fee Account servicing fees involve fees earned for managing and administering facilities for customers. Revenue is recognised over the service period on an accrual basis as the performance obligations are satisfied. Contract liabilities in the Consolidated statement of financial position relate to unearned account service fee income. Transaction processing fee Transaction processing fees involve fees charged when transactions are carried out for the customers, when payments are dishonoured and when payments are late. Revenue is recognised when the fee is charged to customers; this is typically a single performance obligation. Leasing related income Secondary lease income including rental income on extended rental assets (or inertia income) is recognised on an accrual basis. Gains from the sale of rental assets are recognised upon disposal of the assets. Forward Flow Servicing fee The Servicer fee is recognised over time during the life of the forward flow receivables due to the ongoing servicing performance obligations. Fee and other income are summarised in the table below: A$m 2026 2025 Account service fees 43.8 47.3 Transaction processing fees 18.8 17.6 Leasing related income 21.5 22.1 Other income1 11.1 13.0 Total fee and other income 95.2 100.0 1. Other income contains fees earned under the Forward Flow arrangement of $10.3m (2025: $12.1m).
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 100 6. EXPENSES ACCOUNTING POLICY Expenses are recognised in the Consolidated statement of comprehensive income on an accrual basis unless otherwise stated. a) Operating and other expenses A$m 2026 2025 Information technology and communication 35.3 33.9 Professional, consulting and servicing 1 17.1 14.7 Office, insurance and travel 15.5 13.3 Legal expenses2 9.9 (6.2) Customer and regulatory provision 2.5 3.9 Transaction costs3 2.5 – Other 7.9 9.2 Total operating expenses 90.7 68.8 1. Included within professional, consulting and servicing expenses are costs of $2.6 million associated with the Shareholder-convened general meeting. The meeting was announced on 23 December 2025 under Section 249F of the Corporations Ac t 2001 (Cth). Prior to the meeting scheduled for 19 February 2026 and a djourned to 13 May 2026, hummgroup reached an agreement with the conveni ng shareholders. As a result of this agreement two directors resigned, and two new No n-Executive Directors were appointed. 2. On 30 January 2026 the Federal Court of A ustralia delivered judgment i n proceedings commenced by SMBC against Flexirent Capital Pty Ltd and hummgroup in relation to Forum Finance. As has previously been announc ed, the proceedings arose from a fraud perpetrated by Mr Bill Papas through his associa ted Forum Group of Companies. During FY26, the Group settled approximately $22.5 million with SMBC in connection with the judgment, including damages, interest and legal costs, and paid approximately $2.0 million of its own legal costs in relation to the Forum Finance matter. The proceedings have now concluded and all obligations have been satisfied. The Group determined not to appeal the judgment or any related orders. No further liability is expected to arise in relation to this matter. 3. Transaction costs of $2.5 million relate to due diligence costs incurred in connection with the assessment of the TAG non-binding and the Credit Corp non-binding indicative proposals. b) Depreciation and amortisation expenses A$m 2026 2025 Depreciation of plant and equipment 0.9 0.8 Depreciation of right-of-use assets 2.6 2.7 Amortisation of other intangible assets 14.3 15.0 Total depreciation and amortisation expenses 17.8 18.5 c) Impairment of intangible and right-of-use assets A$m 2026 2025 Impairment of intangible assets – 8.5 Total impairment of intangibles – 8.5
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 101 7. INCOME TAX EXPENSE ACCOUNTING POLICY The income tax expense (or benefit) for the period is the tax payable (or receivable) on the current period’s taxable income based on the applicable income tax rate for each jurisdiction adjusted by changes in deferred tax assets and liabilities. Current tax comprises the expected tax payable or receivable on the taxable income or loss for the year and any adjustment to the tax payable or receivable in respect of previous years. The amount of current tax payable or receivable is the best estimate of the tax amount expected to be paid or received that reflects uncertainty related to income taxes, if any. It is measured using tax rates enacted or substantively enacted at the reporting date. Current tax also includes any tax arising from dividends. Current tax assets or liabilities are offset only if they fall within the same jurisdiction. Deferred tax is recognised in respect of temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and their tax base. Deferred tax assets are recognised for unused tax losses and deductible temporary differences to the extent that it is probable that future taxable profits will be available against which they can be utilised. Deferred tax assets are reviewed at each reporting date and are reduced to the extent that it is no longer probable that the related tax benefit will be realised. Deferred tax assets and liabilities are offset only if they fall within the same jurisdiction. Current and deferred tax is recognised in the income tax expense except to the extent that it relates to items recognised directly in equity, in other comprehensive income. Tax consolidation legislation hummgroup and its wholly owned Australian controlled entities are part of a tax consolidated group. humm Group Limited is the head entity in the tax consolidated group. The members of the tax consolidated group have entered into tax funding and tax sharing agreements, which set out the funding obligations of members. Any current tax liabilities/assets and deferred tax assets from unused tax losses of subsidiaries in the tax consolidated group are recognised by humm Group Limited and funded in line with the tax funding arrangements. a) Income tax expense A$m 2026 2025 Current tax expense Current tax 8.3 8.6 Changes in estimate related to prior years (5.3) (1.7) Deferred tax expense Reversal of temporary differences 1.0 3.0 Total income tax expense 4.0 9.9
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 102 b) Numerical reconciliation of income tax expense A$m 2026 2025 Profit before income tax 19.7 49.5 Prima facie income tax at 30% (2025:30%) 5.9 14.8 Tax effect of amounts which are not deductible/(taxable) in calculating taxable income: Effect of differences in tax rates in foreign jurisdictions (2.3) (1.5) Prior period adjustments (0.3) (2.6) Other1 0.7 (0.8) Total income tax expense 4.0 9.9 1. Includes deduction for share-based payments cash contribution to the Employee Share Plan Trust in FY26. c) Amount recognised directly in equity A$m 2026 2025 Cash flow hedge reserve 17.6 (22.7) Deferred income tax benefit related to items taken directly to equity 17.6 (22.7) d) Deferred tax assets and liabilities Deferred tax assets A$m 2026 2025 Payables and provisions 3.9 10.7 Expected credit allowance 36.7 35.9 Lease liabilities 2.9 1.9 Derivative financial instruments 1.3 13.4 Software 4.9 7.5 Unearned income 0.9 4.7 Tax losses 5.9 – R&D offset carried forward 1.4 – Depreciation on leased assets 1.0 – Others 1.9 2.7 Total deferred tax assets 60.8 76.8
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 103 Deferred tax liabilities A$m 2026 2025 Depreciation on leased assets – 0.8 Initial direct transaction costs 3.1 5.3 Derivative financial instruments 5.5 – Plant and equipment 0.1 0.1 Other intangible assets – 1.1 Right-of-use assets 3.0 1.1 Others 1.0 – Total deferred tax liabilities 12.7 8.4 Net deferred tax assets A$m 2026 2025 Deferred tax assets and liabilities disclosed on balance sheet: Deferred tax assets 60.8 76.8 Deferred tax liabilities 12.7 8.4 Net deferred tax assets 48.1 68.4 e) Carry forward tax losses As at 30 June 2026, the Group is carrying a deferred tax asset of $5.9m (2025: $Nil) in respect of $20.0m (30 June 2025: $0.2m) carry forward tax losses in Australia, UK and Canada. f) Uncertain tax positions During the year, the Group has continued to work on matters where significant tax risks may arise, including seeking external advice where appropriate. The Group has assessed these risks and considers that it has made appropriate provisions for these matters and therefore does not have any material uncertain tax matters not otherwise provided for as at 30 June 2026 (30 June 2025: $Nil).
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 104 8. LOANS AND ADVANCES ACCOUNTING POLICY Loans and advances are measured at amortised cost as they: • are held within a business model to collect contractual cash flows; and • have contractual terms which give rise to cash flows that are solely payments of principal and interest on specified dates. The Group has two classes of assets measured at amortised cost being Chattel loans and Customer loans. i) Customer loans Customer loans are financial assets for which the contractual cash flows are solely repayments of principal and interest and that are held in a business model with the objective of collecting contractual cash flows. Customer loans are initially recognised at fair value plus transaction costs directly attributable to the origination of the loan or advance. Subsequently, Customer loans are measured at amortised cost using the effective interest rate method, net of any provision for credit impairment. ii) Chattel loans Chattel loans are secured equipment finance arrangements, measured at amortised cost. The Group may take possession of the financed asset in circumstances where the customer is unable to meet financial commitments under the terms of the loan contract. Income is recognised on an effective interest basis. Loans and advances 2026 A$m Gross loans & advances Unearned future income Unamortised initial direct transaction costs Loans & advances before ECL ECL Net loans & advances Finance lease receivables 29.7 (3.3) 0.2 26.6 (0.5) 26.1 Chattel loans 3,290.4 (507.6) 17.3 2,800.1 (66.0) 2,734.1 Customer loans 1,984.1 (93.8) – 1,890.3 (53.8) 1,836.5 5,304.2 (604.7) 17.5 4,717.0 (120.3) 4,596.7 2025 A$m Gross loans & advances Unearned future income Unamortised initial direct transaction costs Loans & advances before ECL ECL Net loans & advances Finance lease receivables 49.1 (5.6) 0.3 43.8 (0.8) 43.0 Chattel loans 3,207.6 (512.7) 17.4 2,712.3 (55.0) 2,657.3 Customer loans 2,270.6 (118.3) – 2,152.3 (63.0) 2,089.3 5,527.3 (636.6) 17.7 4,908.4 (118.8) 4,789.6
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 105 Maturity profile The following tables set out the maturity profile of Chattel loans and Customer loans before ECL: Chattel loans A$m 2026 2025 Current 1,075.4 1,018.4 Non-current 2,232.3 2,206.6 Unearned future income (507.6) (512.7) Investment in chattel loans before ECL 2,800.1 2,712.3 Customer loans A$m 2026 2025 Current 1,112.8 1,354.5 Non-current 871.3 916.1 Unearned future income (93.8) (118.3) Investment in customer loans before ECL 1,890.3 2,152.3 Apart from the revolving products which are classified in their entirety as current, all other products are classified as current and non-current based on the remaining maturity. Derecognition During the year ended 30 June 2026, the Group executed a second forward flow program arrangement which provided a new one year committed facility of $500m for capital-lite funding of Commercial assets. On 14th January 2026, the first tranche was settled for a consideration of $151.5m and the financial assets were derecognised. As at 30 June 2026, loans classified as “held for sale” were $Nil (2025: $Nil). Loans and advances are derecognised when the contractual rights to the cash flows from the financial asset expire, or it transfers the rights to receive the contractual cash flows in a transaction that qualifies as a pass-through arrangement and in which substantively all of the risks and rewards of ownership are transferred (e.g. a whole loan sale). Significant judgement is involved in assessing the Group’s exposure to cashflow variability, before and after the transfer, particularly in relation to credit risk and prepayment risk from customers. Upon derecognition of a financial asset measured at amortised cost, the difference between the asset’s carrying amount and the sum of the consideration received, and receivable is recognised as a gain or loss on the consolidated income statement.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 106 9. ALLOWANCE FOR EXPECTED CREDIT LOSS ACCOUNTING POLICY The impairment requirements of AASB 9: Financial Instruments apply to Chattel loans, Finance lease receivables and Customer loans. The model applies to on balance sheet financial assets as well as off-balance sheet items such as undrawn loan commitments and undrawn committed credit facilities for the revolving products. The carrying amount of the financial assets represents the maximum credit exposure. Model inputs The Group has developed credit models at a product or sub-product level based on risk characteristics using a collectively assessed approach. Individually assessed provisions are considered for larger single name exposures. The key model inputs used in measuring the ECL include: Model input Measurement Exposure at Default (“EAD”) Represents the estimated exposure in the event of a default. The EAD is estimated taking into consideration drawn position at reporting date, expected repayments and future drawdowns of unutilised commitments up to the expected default. Probability of Default (“PD”) The development of PDs for retail exposures at a product or sub-product level considering credit risk characteristics. In calculating the PD, 3 to 5 years of historical delinquency transition matrices are used. For commercial exposures external customer scorecard data is applied to derive PDs. Loss Given Default (“LGD”) The LGD is the magnitude of the expected credit loss in a default event. The LGD is estimated using 3-5 years of historical recovery experience. Three-stage approach Under the ECL model, the Group applies a three-stage approach to measure the ECL based on credit quality. ECL is modelled collectively for portfolios of similar exposures (products or sub-products). ECL is calculated as the product of PD, LGD and EAD and includes forward-looking or macroeconomic information and product overlay. ECL requires judgement and the use of estimates and assumptions. Actual outcomes in the next financial period may differ to management’s assumptions and estimates. Stage Measurement Stage 1: 12-month ECL – No significantly increased credit risk Loans and advances that have not had a significant increase in credit risk (“SICR”) since initial recognition require a provision for ECL to account for PD events occurring within the next 12 months (“12-month ECL”). Stage 2: Lifetime ECL – Significantly increased credit risk In the event of a SICR since initial recognition, a provision is required for losses over the life of Loans and advances (“lifetime ECL”). Lifetime ECL includes exposures that are at least 30 days past due. For revolving facilities, the Group exercises judgement based on the behavioural maturity rather than contractual maturity. Stage 3: Lifetime ECL – Defaulted Loans and advances that move into Stage 3 Defaulted require a lifetime ECL provision. This stage includes exposures that are at least 90 days past due. Method of determining SICR Loans and advances move from Stage 1 to Stage 2 when there is a SICR since initial recognition. The Group applies a combination of quantitative and qualitative factors to assess whether a SICR has occurred. These include: • Forbearance status: including requests for repayment relief coupled with risk indicators in bureau data and relevant application attributes such as employment type, employment tenure and disposable income that indicate higher risk of default; • Watch list status: loans on the watch list are individually assessed for Stage 2 classification; and • More than 30 days past due backstop for Stage 1 to Stage 2 transfers.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 107 SICR, which requires judgement, is used to determine whether an exposure’s credit risk has increased significantly and requires higher PD factors. Definition of default Default is generally defined as the point when the borrower is unlikely to pay the credit obligations in full or the borrower is more than 90 days past due. Modification of financial assets The Group may modify the terms of Loans and advances from time to time in order to maximise recovery. Such restructuring activities may include extended payment term arrangements, payment holidays and payment forgiveness. When the contractual cash flows of Loans and advances are renegotiated or otherwise modified as a result of commercial restructuring activity rather than due to credit risk and impairment considerations, the Group performs an assessment to determine whether the modifications result in the derecognition of that financial asset. Write-off policy The Group writes off financial assets in whole or in part when it has exhausted all practical recovery efforts and/or the assessed cost of further recovery action is considered prohibitive or uneconomical. The Group’s strategy for late-stage arrears includes in sourced collection activities, outsourced collection activities and debt sales. Indicators that there is no reasonable expectation of recovery include: i) ceasing enforcement activity due to bankruptcy, fraud, compliance issues and debt being uneconomical to pursue; ii) realisation of the security and any short falls are deemed unrecoverable; and iii) sale of debt to external parties. Products are written off at pre-defined points except where further investigation is underway or opportunities for recovery still exist: • Revolving cards products – 180 days in arrears • Legacy PosPP products – 120 days in arrears • Regulated PosPP products (Australia) – 180 days in arrears • International PosPP products (regulated and non-regulated) – 120 days in arrears • Chattel loans and finance lease products – 180 days in arrears Forward-Looking Information (“FLI”) FLI is incorporated in calculating ECL for both consumer and commercial businesses. Macro-economic factors taken into consideration include unemployment rate, inflation and Gross Domestic Product (“GDP”). The relationship between these key indicators and the model inputs have been established by reference to historical data as part of the model build, calibration and validation process. hummgroup has also considered information about past events, current conditions, reasonable and supportable information about future events and economic conditions at the reporting date. Final determination of FLI is based on publicly available data and internal forecasts/judgements. Economic outlook In Australia, the economic outlook remains characterised by below-trend economic growth, elevated interest rates and inflationary pressures. Australian GDP growth is forecast to moderate to approximately 1.6% by June 2028, reflecting the impact of higher borrowing costs and cost-of-living pressures on household consumption and business investment. Labour market conditions are expected to soften gradually, with unemployment increasing from 4.3% to around 4.4% by June 2027. While inflation is expected to decline over the forecast period, underlying inflation is forecast to remain above the midpoint of the RBA's target range until 2027, and interest rates are expected to remain elevated. Overall, the economic outlook reflects a slowing but resilient economy, with modest deterioration in labour market conditions and ongoing pressure on household and business cash flows. The New Zealand economy is expected to experience a prolonged period of below-trend growth over the next 12 months, with higher fuel and import costs, elevated interest rates and weak consumer confidence continuing to weigh on household spending and business investment. Inflation is forecast to increase to a peak of approximately
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 108 4.3% in September 2026 before moderating as energy price effects unwind, returning closer to the Reserve Bank's 2% target midpoint during 2027. Labour market conditions are expected to remain subdued, with unemployment projected to remain elevated at around 5.4% through to mid-2027. The Reserve Bank also expects monetary policy to tighten further, with the Official Cash Rate increasing over the forecast period to contain medium-term inflationary pressures. Overall, the outlook reflects a slow-growth environment characterised by persistent pressure on household disposable incomes, weak demand conditions and elevated credit risk relative to historical averages. The outlook for Ireland remains characterised by moderate economic growth, elevated inflation and a gradually softening labour market. Inflation is expected to remain above target through much of 2026 before moderating during 2027, while higher energy costs and ongoing cost-of-living pressures are expected to weigh on household disposable income and consumer spending. Although employment conditions remain relatively resilient, unemployment is forecast to increase modestly over the forecast horizon and financing conditions are expected to remain restrictive. In the UK and Canada, economic factors are incorporated within the base model methodology. As receivables balances in these jurisdictions represent a relatively small proportion of the Group's total receivables, the impact of incorporating economic factors on the Group's ECL provision is not material.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 109 ECL measurement uncertainties The Group’s ECL measurement is derived from a probability weighted average of three distinct scenarios (central estimate, best case and worst case) applied across each of the Group’s major loan portfolios. The probability of each scenario is determined by considering relevant macro-economic outlooks and their likely impact on the Group’s credit portfolio. The key assumptions applied for Australia and New Zealand macro-economic overlay are set out below: Scenario Weighting Expectation Central Estimate A 100% weighting to this scenario would result in a decrease to total ECL provision on balance sheet at the reporting date by $7.7m. AU: 55% probability (55% probability in 2025) NZ: 50% probability (50% probability in 2025) Ireland: 55% probability (2025: N/A) The base case scenario reflects the current expected macroeconomic view. AU Inflation is expected to continue moderating towards the RBA target range, while unemployment is forecast to remain below 5%. GDP growth is expected to gradually improve as economic activity strengthens and monetary policy easing supports demand. Only relevant macroeconomic factors are incorporated, depending on the underlying portfolio. NZ Inflation is expected to remain moderate during 2027 with GDP growth gradually recovering as the economy emerges from a period of subdued activity. Unemployment is expected to range in mid 5%, reflecting a resilient labour market despite ongoing economic challenges. Only relevant macroeconomic factors are incorporated, depending on the underlying portfolio. Ireland Inflation is expected to moderate economic growth, although it may remain above target in the near term due to ongoing energy price pressures. Underlying domestic economic activity is expected to remain resilient, supported by strong labour market conditions, with unemployment forecast to remain moderate. Economic growth is expected to continue at a moderate pace as consumer spending and investment activity recover. Only relevant macroeconomic factors are incorporated, depending on the underlying portfolio. Best Case A 100% weighting to this scenario would result in a decrease to total ECL provision on balance sheet at the reporting date by $17.9m. AU: 5% probability (10% probability in 2025) NZ: 5% probability (5% probability in 2025) Ireland: 5% probability (2025: N/A) The best case scenario reflects a positive expectation for the economy. AU Under this scenario, GDP is expected to be higher than pre-pandemic level while the increase to unemployment remains lower than central forecast. The upside scenario is based on a historical 1.0 standard deviation improvement in key macroeconomic variables. Although projected inflation remains above the RBA target range, the scenario reflects a stronger economic outlook and improved borrower resilience, leading to lower expected credit losses compared with the base case. Under the best case scenario, credit losses are expected to decrease due to the strengthening economy. Only relevant factors are considered, depending on the underlying portfolio. NZ Under this scenario, GDP remains slightly lower than the pre-pandemic level while the unemployment remains lower than central forecast. Inflation is expected to reduce the RBNZ target range. Under the best case scenario, credit losses are expected to decrease due to the strengthening economy. Only relevant factors are considered, depending on the underlying portfolio. Ireland Under this scenario, domestic economic activity is expected to strengthen, supported by higher consumer spending, business investment and a resilient labour market. GDP growth is expected to exceed the central forecast, while unemployment remains below the base-case projection. Inflation is expected to moderate towards target levels. Under the best-case scenario, credit losses are expected to decrease due to the strengthening economy. Only relevant factors are considered, depending on the underlying portfolio. Worst Case A 100% weighting to this scenario would result in an increase to total AU: 40% probability The worst case scenario reflects a negative expectation for the economy. AU
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 110 Scenario Weighting Expectation ECL provision on balance sheet at the reporting date by $12.4m (35% probability in 2025) NZ: 45% probability (45% probability in 2025) Ireland: 40% probability (2025: N/A) Under this scenario, economic growth is expected to weaken significantly, with the economy experiencing a prolonged period of subdued or negative growth. The labour market is expected to deteriorate, resulting in unemployment rising above the base case assumptions. Inflation is expected to remain elevated for longer, placing further pressure on household and business finances. Only relevant macroeconomic factors are incorporated, depending on the underlying portfolio. NZ Under this scenario, unemployment is expected to increase more than five per cent, which is higher than central forecast. Inflation remains at elevated levels for the year ahead. Only relevant factors are considered, depending on the underlying portfolio. Ireland Under this scenario, economic growth is expected to weaken materially, with domestic demand and investment activity slowing as economic conditions deteriorate. The labour market is expected to soften, resulting in unemployment rising above the base-case assumptions. Inflation is expected to remain elevated for longer, placing pressure on household spending and business profitability. Credit losses are expected to increase under these conditions due to the weaker economic environment. Only relevant macroeconomic factors are incorporated, depending on the underlying portfolio. Drivers of loan impairment charge The table below disaggregates impairment expense into ECL provision movements and net write offs (gross bad debt less recoveries): A$m 2026 2025 Net credit loss1 95.3 88.2 ECL provision movement 5.5 (5.1) Credit impairment charge 100.8 83.1 1. Net loss comprises of gross write offs less bad debt recoveries. Expected Credit Loss provision at balance date The table below presents the gross exposure and related ECL allowance for each class of asset and off-balance sheet item subject to impairment requirements of AASB 9: A$m As at 30 June 2026 As at 30 June 2025 Gross ECL allowance Net Gross ECL allowance Net Finance lease receivables 26.6 (0.5) 26.1 43.8 (0.8) 43.0 Chattel loans 2800.1 (66.0) 2,734.1 2,712.3 (55.0) 2,657.3 Customer loans 1,890.3 (53.8) 1836.5 2,152.3 (63.0) 2,089.3 Total loans and advances 4,717.0 (120.3) 4,596.7 4,908.4 (118.8) 4,789.6 Undrawn exposure on customer loans – (7.7) (7.7) – (8.1) (8.1) Total 4,717.0 (128.0) 4,589.0 4,908.4 (126.9) 4,781.5
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 111 The following table explains the movement in gross carrying amount between the beginning and the end of the reporting period: 30 June 2026 A$m Stage 1 12-month ECL Stage 2 Lifetime ECL Stage 3 Lifetime ECL Total Gross carrying amounts as at 1 July 2025 4,736.4 82.3 89.7 4,908.4 Movements with P&L impact Net transfers to/(from): Stage 1 (177.0) 81.6 95.4 – Stage 2 21.7 (33.0) 11.3 – Stage 3 11.8 2.6 (14.4) – Net of new financial assets and repayments during the year 124.7 (38.1) (38.8) 47.8 Effect of movements in exchange rate (113.8) (2.0) (2.2) (118.0) Write-offs (22.0) (31.2) (68.0) (121.2) Gross carrying amount as at 30 June 2026 4,581.8 62.2 73.0 4,717.0 30 June 2025 A$m Stage 1 12-month ECL Stage 2 Lifetime ECL Stage 3 Lifetime ECL Total Gross carrying amounts as at 1 July 2024 4,905.5 64.4 47.4 5,017.3 Movements with P&L impact Net transfers to/(from): Stage 1 (150.7) 67.3 83.4 – Stage 2 25.4 (35.0) 9.6 – Stage 3 9.0 1.2 (10.2) – Net of new financial assets and repayments during the year (20.0) 14.6 6.3 0.9 Effect of movements in exchange rate 9.2 0.1 0.1 9.4 Write-offs (42.0) (30.3) (46.9) (119.2) Gross carrying amount as at 30 June 2025 4,736.4 82.3 89.7 4,908.4
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 112 The following table explains the changes in loss allowance between the beginning and the end of the reporting period: 30 June 2026 A$m Stage 1 12-month ECL Stage 2 Lifetime ECL Stage 3 Lifetime ECL Total Loss allowance as at 1 July 2025 72.7 20.6 33.6 126.9 Movements with P&L impact Net transfers to/(from): Stage 1 (2.4) 16.1 32.8 46.5 Stage 2 0.4 (6.0) 4.0 (1.6) Stage 3 0.1 0.4 (4.8) (4.3) Net of new financial assets and repayments during the year 5.1 (1.6) 0.5 4.0 Changes in PDs and LGDs and overlays 8.2 (4.6) (4.4) (0.8) Effect of movements in exchange rate (2.3) (0.8) (1.0) (4.1) Write-offs (8.7) (8.4) (21.5) (38.6) Loss allowance as at 30 June 2026 73.1 15.7 39.2 128.0 30 June 2025 A$m Stage 1 12-month ECL Stage 2 Lifetime ECL Stage 3 Lifetime ECL Total Loss allowance as at 1 July 2024 88.3 21.8 20.8 130.9 Movements with P&L impact Net transfers to/(from): Stage 1 (3.0) 20.6 27.4 45.0 Stage 2 0.6 (9.8) 3.6 (5.6) Stage 3 0.2 0.4 (4.8) (4.2) Net of new financial assets and repayments during the year 4.0 2.1 1.2 7.3 Changes in PDs and LGDs and overlays (2.1) (3.2) 3.2 (2.1) Effect of movements in exchange rate 0.4 0.2 0.2 0.8 Write-offs (15.7) (11.5) (18.0) (45.2) Loss allowance as at 30 June 2025 72.7 20.6 33.6 126.9
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 113 10. RIGHT-OF-USE ASSETS AND LEASE LIABILITIES ACCOUNTING POLICY The Group leases property and motor vehicles in the ordinary course of business. Leases are recognised as a right-of-use asset and corresponding liability at the date at which the leased asset is available for use by the Group. Each lease payment is allocated between the liability and finance cost. The finance cost is charged to the Statement of comprehensive income over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. The right-of-use asset is depreciated over the shorter of the asset’s useful life and the lease term on a straight-line basis. Assets and liabilities arising from a lease are initially measured on a present value basis. Lease liabilities include the net present value of the following lease payments: • fixed payments (including in-substance fixed payments), less any lease incentives receivable; • variable lease payments that are based on an index or a rate; • amounts expected to be payable by the lessee under residual value guarantees; • the exercise price of a purchase option if the lessee is reasonably certain to exercise that option; and • payments of penalties for terminating the lease, if the lease term reflects the lessee exercising that option. The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be determined, the lessee’s incremental borrowing rate is used, being the rate that the lessee would have to pay to borrow funds necessary to obtain an asset of similar value in a similar economic environment with similar terms and conditions. Right-of-use assets are measured at cost comprising the following: • the amount of the initial measurement of lease liability; • any lease payments made at or before the commencement date less any lease incentives received; • any initial cost; and • restoration costs. Payments associated with short-term leases and leases of low-value assets are recognised on a straight-line basis as an expense in profit or loss. Short-term leases have a lease term of 12 months or less. Low-value assets with a value of less than $10,000 comprise IT equipment and small items of office furniture. Some property leases contain extension options exercisable by the Group before the end of the non-cancellable contract period. Where practicable, the Group seeks to include extension options in new leases to provide operational flexibility. These extension options are exercisable only by the Group and not by the lessors. The Group assesses at the lease commencement date whether it is reasonably certain to exercise the extension options and includes the extension period in the lease term where this threshold is met. The Group reassesses whether it is reasonably certain to exercise the options if a significant event or significant changes in circumstances occurs that is within the Group’s control. Movement in right-of-use assets at net book amount A$m Note 2026 2025 Balance at the beginning of the year 6.5 6.8 Depreciation 6 (2.6) (2.7) Additions1 9.7 3.1 Derecognition2 (0.7) – Effect of movements in exchange rate (0.5) (0.7) Balance at the end of the year 12.4 6.5 1. Additions relate to the new lease agreements entered during the period, for the Group’s Sydney head office and Adelaide office. 2. Derecognition relates to the surrender of one floor under the New Zealand property lease agreement.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 114 Lease liabilities A$m 2026 2025 Balance at the beginning of the year 9.8 10.5 Repayment (3.0) (3.6) Interest expense 0.8 0.7 Additions 9.5 2.1 Derecognition1 (0.4) – Effect of movements in exchange rate (0.9) 0.1 Balance at the end of the year 15.8 9.8 1. Derecognition relates to the surrender of one floor under the New Zealand property lease agreement.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 115 11. GOODWILL AND OTHER INTANGIBLE ASSETS ACCOUNTING POLICY Goodwill Goodwill arises on the acquisition of an entity and represents the excess of the consideration paid over the fair value of the identifiable net assets acquired. Other intangible assets a) IT development and software External and internal costs that are incurred on software development projects are capitalised and recognised as an intangible asset if the capitalisation criteria are met under AASB 138. Capitalised software costs are amortised using straight line method from the point at which the asset is ready for use over its useful life from 3 to 7 years. Configuration or customisation costs in a Cloud Computing Arrangement are recognised as an intangible asset only if the implementation activities create an intangible asset that the entity controls and the intangible asset meets the recognition criteria. Costs that do not result in the creation of intangible assets are expensed as incurred, unless they are paid to the suppliers of the Software-as-a-Service arrangement to significantly customise the cloud-based software for the Group, in which case the costs are recorded as a prepayment for the service and amortised over the expected renewable term of the arrangement. b) Merchant and customer relationships Merchant and customer relationships acquired as part of a business combination are recognised separately from goodwill. The assets are measured at fair value at the date of acquisition less accumulated amortisation and impairment losses. Amortisation is calculated based on the timing of the projected cash flows of the relationships. Merchant relationships: from 3 to 9 years (2025: 3 to 9 years) Customer relationships: from 3 to 9 years (2025: 3 to 9 years) Impairment of goodwill and intangible assets Goodwill and intangibles are measured at cost and intangible assets not yet available for use less accumulated amortisation and impairment losses. Goodwill and intangible assets that have an indefinite useful life are not subject to amortisation and are tested annually for impairment or more frequently if events or changes in circumstances indicate that they might be impaired. Other assets are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount of an asset is the higher of an asset’s fair value less costs to sell and value in use. For the purpose of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash inflows, which are largely independent of the cash inflows from other assets or groups of assets’ cash-generating units (“CGUs”). Non-financial assets other than goodwill that suffered an impairment are reviewed for possible reversal of the impairment at each reporting period. Recoverable amounts of CGU The recoverable amount of the CGUs is based on a value in use calculation using cash flow projections for the next 3 years based on management forecasts. Cash flows for a further two-year period are extrapolated using flat growth rate which does not exceed the long-term average for the sector and economy in which the CGU operates. In the final year, a terminal growth rate of 2% (30 June 2025: 2%) is applied in perpetuity. These forecasts use management estimates to determine income, expenses, capital expenditure and cash flows for the CGU. Discount rate The discount rate applied was 12.0% for the NZ Cards CGU and 12.5% for all other CGUs (2025: 12.0% and 12.5% respectively). These rates reflect the market determined, risk adjusted, post-tax discount rates and incorporate risks specific to each CGU and its operating jurisdiction.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 116 Sensitivity conclusion The Directors and management have considered and assessed reasonably possible changes for other key assumptions and have not identified any instances that could cause the carrying amounts of the CGUs to exceed the respective recoverable amounts. In the prior year ended 30 June 2025, humm AU introduced a new regulated hybrid Point of Sale product aligned with BNPL regulations and technology transformation while placing the legacy humm Classic product into runoff. Due to slower-than-expected uptake driven by regulatory impacts and platform changes, and forecast economic performance being below pre-launch expectations, a software impairment of $8.5 million was recognised in FY2025. No further impairment was recognised in FY2026. The Group is satisfied that no impairment is required for goodwill or intangible assets. Movement analysis 2026 A$m Goodwill2 IT development & software Merchant & customer relationships Brand name Total Balance at the beginning of the year 87.5 34.8 – 4.0 126.3 Additions1 – 21.4 – – 21.4 Amortisation – (14.3) – – (14.3) Effect of movements in exchange rates (10.0) (0.3) – (0.5) (10.8) Balance at the end of year 77.5 41.6 – 3.5 122.6 1. During the year ending 30 June 2026, hummgroup invested $21.4m (30 June 2025: $21.3m) in IT development and software, with the primary focus being on transformation to create better customer experience and performance of our key products. 2. Goodwill comprises of $77.5m for NZ Cards CGU (30 June 2025: $87.5m). 2025 A$m Goodwill2 IT development & software Merchant & customer relationships Brand name Total Balance at the beginning of the year 86.3 34.8 2.2 4.0 127.3 Additions1 – 21.3 – – 21.3 Impairment3 – (8.5) – – (8.5) Amortisation – (12.8) (2.2) – (15.0) Effect of movements in exchange rates 1.2 – – – 1.2 Balance at the end of year 87.5 34.8 – 4.0 126.3 1. During the year ending 30 June 2025, hummgroup invested $21.3m in IT development and software, with the primary focus being on transformation to create better customer experience and performance of our key products. 2. Goodwill comprises of $87.5m for NZ Cards CGU as at 30 June 2025. 3. During the year ending 30 June 2025, $8.5m of software costs were impaired due to slower-than-expected uptake driven by regulatory impact and platform changes, and the forecast economic performance being worse than expected pre-launch.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 117 12. BORROWINGS ACCOUNTING POLICY Borrowings are initially recognised at fair value, net of transaction costs incurred. Borrowings are subsequently measured at amortised cost. Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in the Consolidated statement of comprehensive income over the period of the borrowings using the effective interest method. Fees paid on the establishment of loan facilities, which are not an incremental cost relating to the actual draw-down of the facility, are recognised as other assets and amortised on a straight-line basis over the term of the facility. Borrowings are removed from the Consolidated statement of financial position when the obligation specified in the borrowings contract is discharged, cancelled or expired. The difference between the carrying amount of a financial liability that has been extinguished or transferred to another party and the consideration paid, including any non-cash assets transferred or liabilities assumed, is recognised in the Consolidated statement of comprehensive income. Secured loans, which comprise of wholesale public and private debt facilities are secured against underlying pools of Finance lease receivables, Chattel loans and Customer loans. The terms of these debt facilities vary depending on the nature of the facility and the type of Finance lease receivables, Chattel loans and Customer loans held in these facilities. These facilities provide for the ultimate repayment of outstanding loans through receipts from customers in respect of the relevant Finance lease receivables, Chattel loans and Customer loans held in these facilities. Private warehouse debt facilities are typically structured to include a revolving period during which debt can be drawn to fund originations of new Finance lease receivables, Chattel loans and Customer loans, ahead of the repayment of outstanding debt. It is typical for these revolving periods to continue to be extended, as required, by agreement between the Group and the relevant funder. Warehouse facilities with limit of $2,749.5m (drawn to $2,171.5m as at 30 June 2026) have revolving periods expiring within 12 months. The debt drawn under these facilities is not contractually due for repayment upon expiry of the revolving period but is subject to repayment over subsequent periods of typically up to 5 years after the expiry of the revolving period (such period being the amortisation period). During the amortisation period, debt can no longer be drawn and all receipts from customers are directed to repayment of the outstanding debt. Public debt arrangements are structured to provide for repayment of outstanding loans in line with the repayment of the Finance lease receivables, Chattel loans and Customer loans held in these facilities. In addition, there is one public debt arrangement structured to include a revolving period, which can be extended further. The debt facilities used to fund the Commercial and Consumer businesses typically have final repayment terms that are in line with or extend beyond the maturity of the funded assets, with repayments generated through receipts from customers. The debt facilities comprise of either revolving structures, which provide funding availability for further origination, or short-term structures that fund previous originations. Revolving structures typically have an availability period covering new origination for 1 to 2 years (or as otherwise negotiated with the relevant funder). Interest is payable at a wholesale funding cost benchmarked to an interest rate (BBSW or equivalent) plus a margin. In the Commercial business, these debt facilities are generally structured to match the maturity profile of the longest-tenor receivables. In the Consumer businesses, these debt facilities may have contractual maturities ranging from 2 to 10 years.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 118 A$m 2026 2025 Corporate debt 63.9 63.0 Secured debt 4,370.3 4,607.8 Total borrowings 4,434.2 4,670.8 Expected repayment profile of secured borrowings:1 Expected repayment within one year 1,327.8 1,574.3 Expected repayment after one year but not later than five years 3,103.8 3,079.3 Expected repayment after five years 2.6 17.2 Total borrowings 4,434.2 4,670.8 1. Expected maturity profile of secured debt presented based on the expected repayment profile of the underlying Loans and advances or in the case of Cards AU and Cards NZ, taking into consideration the contractual amortisation from soft bullet dates and/or revolving periods. Assets pledged as security The borrowings subject to recourse funding arrangements are secured by payments receivable in respect of the underlying Loan and advances. Financing arrangements Unrestricted access was available at balance date to the following lines of credit: A$m 2026 2025 Total loan facilities available 5,436.8 5,887.2 Loan facilities used at balance date (4,434.2) (4,670.8) Loan facilities unused at balance date 1,002.6 1,216.4
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 119 13. PROVISIONS ACCOUNTING POLICY Provisions are recognised when the Group has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources will be required to settle the obligation and the amount has been reliably estimated. Provisions are not recognised for future operating losses. Provisions are measured at the present value of management’s best estimate of the expenditure required to settle the present obligation at the balance date. The discount rate used to determine the present value reflects current market assessments of the time value of money and the risks specific to the liability. The increase in the provision due to the passage of time is recognised as interest expense. A$m Notes 2026 2025 Litigation and other provision 24 2.3 13.7 Undrawn exposure on customer loans 9 7.7 8.1 Employee entitlements 7.6 7.6 Customer and regulatory provision1 0.8 3.0 Onerous contracts – 1.6 Total provisions 18.4 34.0 1. As at 30 June 2026, the Group has set aside provisions of $0.8m in respect of known customer and regulatory remediation matters.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 120 14. CONTRIBUTED EQUITY ACCOUNTING POLICY Ordinary shares and subordinated perpetual notes are classified as equity. Incremental costs directly attributable to the issue of new shares or options are shown in equity as a deduction, net of tax, from the proceeds. Where any Group company purchases the Company’s equity instruments as the result of a share buy-back or a share-based payment plan the consideration paid (including any directly attributable incremental costs net of income taxes) is deducted from equity attributable to the owners of hummgroup, as treasury shares, until the shares are cancelled or reissued. Where such ordinary shares are subsequently reissued any consideration received net of directly attributable incremental transaction costs is included in equity attributable to the owners of hummgroup. a) Contributed equity Ordinary share capital 30 Jun 26 A$m 30 Jun 25 A$m Shares on issue: Opening balance 452.5 451.8 Ordinary shares issued 4.3 – Issuance of shares under the dividend reinvestment plan 3.6 0.7 Total shares on issue 460.4 452.5 Less treasury shares: Opening balance (7.4) (6.3) Purchase of treasury shares (4.3) (1.7) Vesting of treasury shares 8.0 0.6 Transfer to retained earnings 3.3 – Total treasury shares (0.4) (7.4) Closing balance 460.0 445.1
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 121 b) Number of shares on issue Number of shares on issue 30 Jun 26 # Shares 30 Jun 25 # Shares Shares on issue: Opening balance (excluding treasury shares deduction) 492,495,340 491,371,345 Ordinary shares issued 7,025,995 – Issuance of shares under the dividend reinvestment plan 5,393,119 1,123,995 Closing balance (excluding treasury shares deduction) 504,914,454 492,495,340 Less treasury shares: Opening balance (12,801,228) (11,383,906) Purchase of treasury shares (7,025,995) (3,000,000) Vesting of treasury shares 19,332,969 1,582,678 Total treasury shares (494,254) (12,801,228) Closing balance 504,420,200 479,694,112 Ordinary shares entitle the holder to participate in dividends and the proceeds on winding up of the Company in proportion to the number of, and amounts paid on, the shares held. On a show of hands every holder of ordinary shares present at a meeting in person or by proxy is entitled to one vote, and upon a poll each share is entitled to one vote. As at 30 June 2026, there was shares purchased by the Share Plan Trust to satisfy vested share-based payments. Treasury shares are shares in hummgroup that are held by the hummgroup Employee Share Plan Trust for the purposes of issuing shares under the hummgroup Long Term Incentive Plan (see note 19). c) Movement subordinated perpetual notes Number of shares A$m Balance at 1 July 2024 49,129,075 53.6 Repayment of perpetual notes (49,129,075) (53.6) Balance at 30 June 2025 – – Balance at 1 July 2025 – – Movement of perpetual notes – – Balance at 30 June 2026 – – The Group had no subordinated perpetual notes on issue as at 30 June 2026 (2025: nil). The subordinated perpetual notes were fully repaid during FY25. d) Capital risk management The Group’s objectives when managing capital are to safeguard its ability to continue as a going concern, so that it can continue to provide returns for shareholders and to maintain an optimal capital structure to facilitate growth in the business. In order to maintain or adjust its capital structure, the Group considers the issue of new capital, return of capital to shareholders and its dividend policy as well as its plans for acquisition and disposal of assets.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 122 15. RESERVES ACCOUNTING POLICY Share-based payment reserve The share-based payment reserve is used to recognise: • the fair value of options and rights issued to employees but not exercised; • the fair value of shares issued to employees; and • other share-based payment transactions. Foreign currency translation reserve Foreign currency translation of the foreign controlled entities is taken to the foreign currency translation reserve as described in note 1. The reserve is recognised in profit and loss when the net investment is disposed of. Cash flow hedge reserve The hedging reserve is used to record gains or losses on a hedging instrument in a cash flow hedge that are recognised in Other Comprehensive Income as described in note 20. Amounts are reclassified to profit or loss when the associated hedge transaction affects profit or loss. Equity investment revaluation reserve The equity investment revaluation reserve is used to record gains or losses on investments carried at FVTOCI. Amounts will be transferred to retained earnings on disposal. A$m 2026 2025 Share-based payment reserve 4.7 8.9 Foreign currency translation reserve (7.2) 14.0 Cash flow hedge reserve 9.5 (32.0) Equity investment revaluation reserve (2.2) (2.3) Balance at 30 June 4.8 (11.4) Movements: Share-based payment reserve A$m 2026 2025 Balance at 1 July 8.9 5.7 Share-based payment expense 3.8 3.8 Transfer to share capital (8.0) (0.6) Balance at 30 June 4.7 8.9 Movements: Foreign currency translation reserve A$m 2026 2025 Balance at 1 July 14.0 5.2 Other comprehensive income (21.2) 8.8 Balance at 30 June (7.2) 14.0
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 123 Movements: Cash flow hedge reserve A$m 2026 2025 Balance at 1 July (32.0) 21.6 Other comprehensive income 41.5 (53.6) Balance at 30 June1 9.5 (32.0) 1. Negative cash flow hedge reserve in FY25 is due to mark to market movement as a result of the decrease in interest rate. Movements: Equity investments revaluation reserve A$m 2026 2025 Balance at 1 July (2.3) (2.5) Other comprehensive income 0.1 0.2 Balance at 30 June (2.2) (2.3)
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 124 16. DIVIDENDS ACCOUNTING POLICY A provision is made for the amount of any dividend declared, being appropriately authorised and no longer at the discretion of the Group, on or before the end of the financial year but not distributed at balance date. Final dividends accrued or paid A$m Parent entity 2026 2025 Ordinary shares 2025 final dividend of 0.75 cents (2024 final dividend of 1.25 cents) per ordinary share franked to 100% 3.7 6.1 Preference shares Unsecured subordinated perpetual notes – 6.4 Total final dividends accrued or paid 3.7 12.5 Interim dividends accrued or paid A$m Parent entity 2026 2025 Ordinary shares 2026 interim dividend of 1.50 cents (2025 interim dividend of 1.25 cents) per ordinary share franked to 100% 7.5 6.1 Preference shares Unsecured subordinated perpetual notes – 1.3 Total interim dividends accrued or paid 7.5 7.4 Final dividends proposed but not recognised at year-end A$m Parent entity 2026 2025 2026: 0.50 cent (2025: 0.75 cent) per ordinary share franked to 100% 2.5 3.7 Franked dividends Franking credits available at 30 June 2026 comprised: A$m Consolidated Parent entity 2026 2025 2026 2025 Franking credits available for subsequent financial years based on a tax rate of 30% (2025: 30%) 15.0 19.8 15.0 19.8 The above amounts are calculated from the balance of the franking account as at the end of the reporting period, adjusted for franking credits and debits that will arise from the settlement of liabilities or receivables for income tax and dividends after the end of the year. The consolidated amounts include franking credits that would be available to the parent entity if distributable profits of subsidiaries were paid as dividends.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 125 17. EARNINGS PER SHARE ACCOUNTING POLICY Basic earnings per share Basic earnings per share is calculated by dividing: • the profit attributable to equity holders of the Company less preference dividends accrued or paid, • by the weighted average number of ordinary shares outstanding during the financial year, adjusted for bonus elements in ordinary shares issued during the year and excluding treasury shares. Diluted earnings per share Diluted earnings per share adjusts the figures used in the determination of basic earnings per share to take into account: • the after-income tax effect of interest and other financing costs associated with dilutive potential ordinary shares, and • the weighted average number of additional ordinary shares that would have been outstanding assuming the conversion of all dilutive potential ordinary shares. a) Earnings per share Cents 2026 2025 Total basic earnings per share attributable to the ordinary equity shareholders of the Company 3.2 7.1 Total diluted earnings per share attributable to the ordinary equity shareholders of the Company 3.1 6.7 b) Reconciliation of earnings used in calculating earnings per share A$m 2026 2025 Profit attributable to the ordinary equity shareholders of the Company used in calculating basic and diluted earnings per share Profit for the year 15.7 39.6 Less: preference share dividend (net of tax) – (5.4) Profit after preference share dividend 15.7 34.2 c) Weighted average number of ordinary shares 2026 2025 Weighted average number of ordinary shares used in calculation of basic earnings per share 492,916,403 481,848,109 Weighted average number of ordinary shares used in calculating diluted earnings per share 500,491,158 492,495,340 There have been no transactions involving ordinary shares or potential ordinary shares between the reporting date and the date of authorisation of these financial statements.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 126 18. CASH FLOW INFORMATION ACCOUNTING POLICY For the purpose of presentation in the Consolidated statement of cash flows, cash and cash equivalents includes cash on hand, deposits held at call with financial institutions and other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash. Included in cash at bank was $146.3m (2025: $197.9m) which is held as part of the Group’s funding arrangements and is not available to the Group. The restricted cash balances are distributed to various parties, including members of the Group, at a future date and are not available to the Group for any other purpose. a) Reconciliation of profit after income tax to net cash inflow from operating activities A$m 2026 2025 Net profit for the year after tax 15.7 39.6 Credit impairment charge 100.8 83.1 Depreciation and amortisation 17.8 18.5 Impairment of goodwill and other intangible assets – 8.5 Share-based payment expense 3.8 3.8 Foreign exchange gains and losses 0.3 (1.5) Net cash inflows from operating activities before changes in operating assets and liabilities 138.4 152.0 Change in operating assets and liabilities: (Decrease)/ Increase in loans and advances (22.9) 23.9 Decrease in other assets 3.3 2.2 Increase in payables, contract liabilities and provisions (23.2) (4.5) (Increase)/ Decrease in current tax liabilities (5.8) 5.0 Increase in net deferred tax asset 2.2 0.4 Net cash inflows from operating activities 92.0 179.0
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 127 b) Net debt reconciliation This section sets out an analysis of net debt and the movements in net debt for each of the periods presented. A$m Cash at bank Borrowings & lease liabilities due within 1 year Borrowings & lease liabilities due after 1 year Total Net debt as at 1 July 2024 281.2 (1,203.0) (3,515.3) (4,437.1) Cash flows 42.5 (374.0) 412.1 80.6 Effect of movements in exchange rates (0.4) (0.2) (0.2) (0.8) Net debt as at 30 June 2025 323.3 (1,577.2) (3,103.4) (4,357.3) Cash flows (69.3) 214.6 (91.9) 53.4 Effect of movements in exchange rates (7.2) 32.3 75.2 100.3 Net debt as at 30 June 2026 246.8 (1,330.3) (3,120.1) (4,203.6)
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 128 19. SHARE-BASED PAYMENTS ACCOUNTING POLICY The fair value of share-based compensation arrangements are recognised as employment expenses in the Consolidated statement of comprehensive income with a corresponding increase in equity. The fair value is measured at grant date and recognised over the period during which the relevant party becomes unconditionally entitled to the instruments. The fair value of the instruments granted is adjusted to reflect market vesting conditions but excludes the impact of any non-market vesting conditions (for example, earnings per share). Non-market vesting conditions such as relative TSR are included in assumptions about the number and value of instruments that are expected to become exercisable. The share-based payment expense recognised each period takes into account the most recent estimate. The share-based payments reserve relating to those instruments is transferred to share capital and the proceeds received (if any), net of any directly attributable transaction costs, are credited to share capital. The Group’s share-based payment arrangements are fulfilled through the delivery of a fixed number of equity instruments or on occasion settled in cash at the Board’s discretion. As the Group has no obligation to settle in cash, they are considered as equity settled plans. LONG-TERM INCENTIVE PLAN hummgroup’s Long Term Incentive Plan (“LTIP”) was approved by the founding shareholders on 20 November 2006, and subsequently updated on 4 October 2019. The LTIP is designed to provide relevant employees with an incentive for future performance, with conditions for the vesting and exercise of options and performance rights and under the LTIP encouraging those executives to remain with hummgroup and contribute to the future performance of the Company. Under the plan, participants are granted rights, which only vest if certain performance standards are met. The Board may determine which persons will be eligible to participate in the LTIP from time to time. Eligible persons may be invited to apply to participate in the LTIP. The Board may in its discretion accept such applications. Modification of Existing Performance Rights During the second half of FY26, the Board approved revisions to the performance hurdles applicable to certain unvested performance rights granted in prior years under the Group's Long-Term Incentive Plan ("LTIP"), including awards granted under the FY24-26 and FY25-27 LTIP cycles. The existing non-market performance conditions based on Normalised Cash Earnings Per Share ("Cash EPS") and Return on Cash Equity ("RoCE") were replaced with a revised performance framework comprising three equally weighted performance hurdles: Underlying Earnings Per Share ("EPS"), Relative Total Shareholder Return ("rTSR") and Business Transformation objectives. Under AASB 2 Share-based Payment, rTSR represents a market condition, while the EPS and Business Transformation measures represent non-market vesting conditions. No changes were made to the vesting dates, performance periods or service conditions of the affected awards. The modification related solely to the performance hurdles, which were aligned with the revised FY26 LTIP framework described above. As a result, the affected awards became subject to the same performance measures as other unvested awards under the FY26 LTIP framework. The revised performance framework was introduced to further align executive remuneration with shareholder value creation, sustainable earnings growth and delivery of the Group's strategic priorities. The amendments applied to existing performance rights that remained subject to future performance conditions. The affected awards continued to remain outstanding following the amendments and were not cancelled, forfeited, settled or replaced. Accordingly, the Group determined that the changes represented a modification of the terms and conditions of existing equity-settled awards and accounted for the amendments in accordance with the modification provisions of AASB 2 Share-based Payment. The Group assessed the fair value of the awards immediately before and after the modification date in accordance with AASB 2 and concluded that there was no incremental fair value. Accordingly, the Group continues to recognise the original grant-date fair value of the affected awards over the remainder of their respective vesting periods. No material additional share-based payment expense was recognised as a result of the modification.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 129 Significant Judgement Judgement was required in determining the appropriate accounting treatment of changes made to the performance conditions of the existing LTIP awards. In assessing the amendments, the Group considered whether the FY26 amendments represented a modification of the terms and conditions of existing awards, or the cancellation of the original awards and grant of replacement awards under AASB 2. The Group concluded that the amendments represented a modification of existing awards because the underlying performance rights remained on issue, participants continued to retain their rights under the original awards, and no new rights were granted to replace the original awards. On this basis, the changes were accounted for as modifications to existing awards in accordance with AASB 2 Share-based Payment. The tables below show options, performance rights and deferred STI rights granted under the different plans: Consolidated and Parent Entity – 2026 Tranche Exercise price Balance at start of the period Granted during the period Exercised during the period Forfeited during the period Cancelled during the period Balance at end of the period Vested & exercisable at the end of the period Number Performance rights1 $0.00 33,551,167 3,374,240 (18,916,345) (5,689,127) – 12,319,935 – Deferred STI $0.00 416,624 – (416,624) – – – – Total 33,967,791 3,374,240 (19,332,969) (5,689,127) – 12,319,935 – Weighted average exercise price $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 1. The Group may grant performance rights to employees located in overseas jurisdictions, including Ireland, New Zealand, Canada and the United Kingdom. The taxation treatment of these awards varies by jurisdiction and may give rise to employee income tax, payroll withholding, social security contributions and other local reporting obligations upon vesting, exercise or settlement of the awards. The Group complies with applicable local tax withholding and reporting requirements in each jurisdiction and may implement arrangements, including the sale of a portion of vested shares, to satisfy employee tax obligations where permitted by local law. Consolidated and Parent Entity – 2025 Tranche Exercise price Balance at start of the period Granted during the period Exercised during the period Forfeited during the period Cancelled during the period Balance at end of the period Vested & exercisable at the end of the period Number Performance rights $0.00 49,457,428 4,681,922 (898,730) (19,689,453) – 33,551,167 – Share Options $1.21 697,114 – – (697,114) – – – Deferred STI $0.00 8,823,511 561,425 (683,948) (8,284,364) – 416,624 – Total 58,978,053 5,243,347 (1,582,678) (28,670,931) – 33,967,791 – Weighted average exercise price $0.01 $0.00 $0.00 $0.02 $0.00 $0.00 $0.00
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 130 PERFORMANCE RIGHTS Unvested performance rights held by current participants in the LTIP, together with performance rights granted under the FY26 LTIP, are subject to the revised FY26 LTIP performance conditions described above. Vesting remains subject to both achievement of the applicable performance conditions and continued employment until the relevant vesting date. The performance rights will be subject to achieving the following performance hurdles: Underlying EPS Hurdle – 33.3% weighting The Vesting schedule below sets out the number of performance rights in the Underlying EPS Hurdle tranche that may Vest: Underlying Earnings Per Share (“Underlying EPS”) % of Tranche Vesting at Stretch >100% of Target 100% 75% to 100% of Target Sliding scale for vesting from 50% to 100% <75% of target EPS Nil Relative Total Shareholder Return Hurdle – 33.3% weighting The Vesting schedule below sets out the number of performance rights in the Relative Total Shareholder Return Hurdle tranche that may Vest: Relative Total Shareholder Return (rTSR) % of Tranche Vesting at Stretch > 75th percentile 100% 50th to 75th percentile Sliding scale for vesting from 50% to 100% < 50th percentile Nil Business Transformation Hurdle – 33.3% weighting The Vesting schedule below sets out the number of performance rights in the Business Transformation Hurdle tranche that may Vest: Business Transformation % of Tranche Vesting at Stretch Ahead of plan 100% 75% to 100% of plan Sliding scale for vesting from 50% to 100% <75% of plan Nil Vesting is assessed independently for each performance hurdle. No vesting occurs below threshold performance. At threshold performance, 50% of the relevant tranche vests, increasing on a straight-line basis to 100% vesting at target or stretch performance, as applicable. The fair value of performance rights granted during FY26 was determined as $1.6 million. Fair value was determined by discounting humm’s closing share price at grant date at expected dividend yield, representing that the right holder does not receive dividends while holding the rights. Performance rights were granted to eligible senior leaders under the FY26 LTIP and are subject to the 2026 performance period and continued employment until the relevant vesting date. The model inputs for FY26 LTIP performance rights granted during the year ended 30 June 2026 included: • Exercise price: Nil • Grant date: 30 June 2026 • Vesting Date: 30 September 2026, 30 September 2027, 30 September 2028 • Share price at grant date: $0.47 • Expected dividend yield: 4.75%
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 131 DEFERRED STI Under the Deferred STI scheme, a portion of eligible executives' STI awards are deferred into share rights subject to a one-year deferral period. Deferred STI awards relating to FY23 and FY24 vested on 30 September 2024 and 30 September 2025 respectively. EXPENSES ARISING FROM SHARE-BASED PAYMENT TRANSACTIONS Total expenses arising from share-based payment transactions recognised during the period as part of employee benefit expense were as follows: A$m 2026 2025 Options, performance rights, sign-on incentive and deferred STI rights issued under LTIP 3.8 3.8
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 132 20. DERIVATIVE AND HEDGE ACCOUNTING ACCOUNTING POLICY Derivatives are initially recognised at fair value on the date a derivative contract is entered and are subsequently remeasured to their fair value at the end of each reporting period. The Group designates all derivatives held as at 30 June 2026 and 30 June 2025 as hedges of cash flows of recognised liabilities and highly probable forecast transactions (cash flow hedges), for further details refer to note 21. At the inception of the hedging transaction, the Group documents the relationship between hedging instruments and hedged items, its risk management objective and strategy. The Group has designated separate hedge groups for its interest rate exposures for the Commercial and Consumer borrowing portfolios and derivatives have been executed to separately hedge its interest rate exposures in Australia, New Zealand and Ireland. All interest rate swaps used for hedging were 100% effective in offsetting changes in cash flows of the hedged items as at 30 June 2026. The fair values of derivative financial instruments used for hedging purposes are disclosed below. Movements in the hedging reserve in shareholders' equity are shown in note 15. The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges is recognised in Other Comprehensive Income and accumulated in reserves in equity. The gain or loss relating to the ineffective portion is recognised immediately in profit or loss within other income or other expense. Amounts accumulated in equity are reclassified to interest expense within profit or loss in the periods when the hedged item affects profit or loss (for instance when the interest payment that is hedged takes place). When a hedging instrument expires or is sold or terminated, or when a hedge no longer meets the criteria for hedge accounting, any cumulative gain or loss existing in equity at that time remains in equity and is recognised when the forecast transaction is ultimately recognised in profit or loss. When a forecast transaction is no longer expected to occur, the cumulative gain or loss that was reported in equity is immediately reclassified to profit or loss. Changes in the fair value of any derivative instrument that does not qualify for hedge accounting are recognised immediately in profit or loss and are included in other income or other expenses. A$m 2026 2025 Interest rate swaps used for hedging – assets 18.3 1.4 Interest rate swaps used for hedging – liabilities (4.5) (46.8) At the reporting date, the Group had credit risk exposure to derivative counterparties. Credit limits for counterparties are based on external ratings and the Group manages this credit risk by setting limits on the amount of risk it is willing to accept.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 133 21. FINANCIAL RISK MANAGEMENT OVERVIEW The Group’s activities expose it to liquidity risk, funding risk, credit risk and market risk (including foreign exchange risk and interest rate risk). The Board is responsible for approving hummgroup’s risk management strategy, determining the risk appetite and monitoring the effectiveness of risk management practices. The Board has delegated responsibility for financial and operational risk management to the Board Audit, Risk and Compliance Committee which assigns responsibility, in respect of financial risk management, to the following sub committees: • hummgroup Credit Committee – responsible for overseeing credit risk and credit loss performance; and • Asset and Liability Committee (ALCO) – responsible for managing liquidity, funding and market risk. hummgroup uses policies, risk limits and stress testing to manage risks. Monthly reporting of risk exposure against designated limits occurs to the designated sub committees and risk exposures outside of appetite are reported to the Board Audit, Risk and Compliance Committee and the Board. a) Liquidity and funding risk Liquidity risk is the risk that the Group is unable to meet its financial liabilities, including payments to merchants, customers, suppliers and other third parties, as required. Funding risk is the risk that the Group is unable to access funding to support new originations and business growth. The Board Audit, Risk and Compliance Committee oversees liquidity and funding risk and delegates day to day responsibility to ALCO and Group Treasury, under the responsibility of the Chief Financial Officer. Group Treasury ensures the Group has continuous access to funds in accordance with policies established and monitored by the Board. hummgroup’s liquidity risk management is executed under its risk management policy which is designed to ensure that the Group maintains sufficient liquidity to meet its obligations as they fall due and ensure that cash liquidity is maintained and managed to prevent disruption to business activities. hummgroup’s liquidity risk appetite is designed to ensure that the Group is able to meet all of its liquidity obligations over a twelve-month period under a range of operating circumstances. Surplus funds are only invested with highly rated banks in the countries in which the Group operates. The Group’s funding risk, to support new asset origination and maturing liabilities over a defined period, is managed through ensuring sufficient availability of funds via a combination of excess cash, undrawn warehouse facilities, public and private transactions and pre-agreed asset sale facilities. Group Treasury monitors local and global funding markets to determine the risk of potential restrictions in accessing capital via public and private markets. hummgroup sets out strategies in its contingency funding plan which is designed to address any liquidity shortfalls in emergency situations. These strategies include details of available funding sources, prioritisation procedures and lead time needed to access funds. hummgroup develops an annual Group funding strategy monitored by ALCO which manages and updates plans with reference to business growth and market conditions. The funding strategy aims to maintain a diversity of current and projected funding sources, ensure ongoing compliance with all risk management policy requirements and support forecast asset growth within both expected and stressed funding market environments. Undrawn credit lines To mitigate against funding and liquidity risk, the Group maintains cash reserves and committed undrawn debt facilities to meet anticipated funding requirements for new business and unexpected commitments. In addition, the Group can redraw against its committed debt limits where borrowings are reduced including in the case of recourse funding arrangements through receipt of customer payments in connection with Loans and advances. Details of unused available loan facilities at 30 June 2026 are set out in note 12. Amounts due to funders are repaid directly through repayments received from the Group’s customers. Capital markets issuance The Group did not access the Australian public debt capital markets during the current year (2025: $1,028.9 million raised through the Australian asset-backed securitisation program). In New Zealand, the Group raised NZ$247.0 million through the public asset-backed securitisation program (2025: NZ$369.0 million)
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 134 Loan covenants The Group had corporate debt outstanding of $63.9m at 30 June 2026 (2025: $63.0m) and has complied with all corporate debt covenants throughout the reporting period. Contractual maturity of financial liabilities on an undiscounted basis Borrowings which relate to corporate debt and/or wholesale debt facilities, have been presented based on the contractual obligations under the structures and expected repayment profile of Loans and advances. The balances in the table will not agree to amounts presented in the Consolidated statement of financial position as amounts incorporate net cash flows on an undiscounted basis and include both principal and associated future interest payments. A$m Less than 1 year 1 to 2 years 2 to 5 years 5 years+ Total At 30 June 2026 Non-derivative financial liabilities Trade and other payables 48.8 – – – 48.8 Lease liabilities 3.3 3.7 9.8 1.6 18.4 Borrowings 1,566.4 1,655.1 1,696.7 2.7 4,920.9 Total undiscounted financial liabilities 1,618.5 1,658.8 1,706.5 4.3 4,988.1 At 30 June 2025 Non-derivative financial liabilities Trade and other payables 57.9 – – – 57.9 Lease liabilities 3.5 2.0 5.0 2.1 12.6 Borrowings 1,800.0 1,539.2 1,772.3 17.4 5,128.9 Total undiscounted financial liabilities 1,861.4 1,541.2 1,777.3 19.5 5,199.4 b) Credit risk Credit risk is the risk that the Group may not receive amounts owing when they fall due and that there may be a sh ortfall from the sale of the assets financed, or payments by guarantors and other sources. The effective management of credit risk is essential to hummgr oup’s long-term success. Responsibility of credit risk spans the business and Group Risk and is delivered through specialist teams which maintain credit, fraud and collections expertise as a core competency for the Group. Credit risk strategies are developed in response to market or risk appetite settings and verified through comprehensive data analysis and performance testing. The use of credit scorecards, credit scoring and serviceability models provides consistency at th e point of decisioning. Credit settings can be adjusted based on risk appetite, with ne cessary c ontrols embedded in contemporary fraud and credit de cisioning platforms. Within the Commercial business there are collateral requirements established by policy requirements. The extent of collateral held in support of lending activity is based on a combination of valuation sources for such collateral and ma nagement’s assessment of orderly liquidation value. This analysis also takes into consideration any other relevant information available to management at the time and updated valuations are obtained when appropriate. In most circumstances, guarantees are also provided by directors of the clients and their related parties to the financial arrangement. Credit risk strategies are captured within the Credit Policy, which documents hummgroup’s approach to the effective management of credit risk. The hummgroup Credit Committee has responsibility for the monitoring and reporting of credit risk performance and must also approve material changes to credit settings or credit risk appetite. This Committee meets monthly and reports into the Board Audit, Risk and Compliance Committee, who retain oversight of performance, and ensuring the appropriate governance and assurance measures exist to mitigate the potential for ___________________________________________________________________________________________________________________________
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 135 credit risk. In approving the annual credit loss budget, the Board confirms its expectations in respect of group credit performance. c) Market risk Market risk is the risk of an adverse impact on Group earnings resulting from changes in market factors such as interest rates and foreign exchange rates. The Group uses interest rate swaps to partially hedge interest rate exposures from borrowings. Derivatives are exclusively used for hedging purposes and in no circumstances are used as trading or other speculative instruments. Where deemed appropriate, the Group uses forward exchange contracts to hedge foreign exchange exposure from intercompany borrowings in non-functional currencies. Market risk management is overseen by the Board Audit, Risk and Compliance Committee with day-to-day responsibility assigned to Group Treasury under the management of the Chief Financial Officer.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 136 i) Interest rate risk Interest rate risk results principally from the repricing risk or differences in the repricing characteristics of the Group’s receivable portfolio and borrowings. The Group’s Loans and advances consist of: • fixed rate commercial contracts where the interest rate is fixed for the life of the contract. Lease contracts and chattel loans are typically originated with maturities ranging between one and five years and require the customer to make equal monthly payments over the life of the contract; • an interest free and fixed rate consumer loan portfolio where the payments are fixed for the term of the loan; and/or • revolving credit card portfolios where the payments may vary for the term of the loan. Borrowings are on variable rates where the rates are reset monthly. Interest rate risk is managed by entering into interest rate swaps whereby the Group pays a fixed rate and receives a floating rate. The hedging contracts generally require settlement of the swap amount receivable or payable monthly. The settlement dates coincide with the dates on which interest is payable on the underlying borrowings. At the end of the reporting period, the Group had the following variable rate borrowings outstanding: A$m 2026 2025 Floating rate borrowings (variable rate) 4,434.2 4,670.8 Interest rate swaps amount (fixed rate)1,2 (3,800.8) (4,340.4) Unhedged variable borrowings 633.4 330.4 1. hummgroup has notional $3,800.8m of pay fixed, receive floating interest rate swaps at 30 June 2026 (30 June 2025: notional $4,340.4m). 2. As at 30 June 2026, the Group has executed $ 292m of forward start interest rate swaps to hedge our exposure to variability in future cash flows arising from highly probable floating rate debt drawdown. Interest rate risk sensitivity analysis The Group held the following assets and liabilities at 30 June 2026, that are exposed to variable interest rate risk. The revolving credit card portfolios are excluded because customer rates do not automatically reprice with movement in a specified market benchmark. A$m 2026 2025 Unrestricted cash 100.5 125.4 Restricted cash 146.3 197.9 Unhedged variable-rate borrowings (633.4) (330.4) If interest rates changed by, +/– 200 basis points from the year end rates with all other variables held constant, the impact on the Group’s after-tax profits and equity on above exposures would have been $5.4m lower/$5.4m higher (2025: $0.1m lower/$0.1m higher). Cash flow hedges At 30 June 2026 the Group hedged 86% (2025: 93%) of the variability in future cash flows attributable to the interest rate risk on floating rate borrowings using interest rate swaps. There were no forecast transactions for which cash flow hedge accounting had to be ceased as a result of the forecast transaction no longer being expected to occur in the current or prior period. ii) Foreign exchange risk Foreign exchange risk results from an impact on the Group’s profit (after tax) and equity from movements in foreign exchange rates. Changes in value would occur in respect of translating the Group’s capital invested in overseas operations in the form of underlying assets and liabilities into Australian dollars at the reporting date (translation risk).
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 137 Currently the Group’s exposure to this risk arises from its investment in its New Zealand, Ireland, UK and Canadian businesses. The foreign exchange gain or loss on translation of the investment in foreign subsidiaries to Australian dollars at the end of the reporting period is recognised in other comprehensive income and accumulated in the foreign currency translation reserve, in shareholders’ equity.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 138 22. FAIR VALUE OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES Fair value reflects the amount for which an asset could be exchanged or a liability settled, between knowledgeable, willing parties in an arm’s length transaction. Quoted prices or rates are used to determine fair value where an active market exists. If the market for a financial instrument is not active, fair values are estimated using present value or other valuation techniques, using inputs based on market conditions prevailing on the measurement date. There were no transfers between levels for recurring fair value measurements during the year. Fair value hierarchy Financial instruments measured at fair value are categorised under a three-level hierarchy as outlined below: Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities. Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices). Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs). The Group has assessed its financial instruments recorded at fair value and are categorised as per below under fair value hierarchy. The table below summarises the carrying amount and fair value of financial assets and financial liabilities. The methodology and assumptions used in determining fair values are as follows: 2026 A$m Notes Carrying amount Fair value Level of Fair Value Hierarchy Financial assets Loans and advances 8 4,596.7 4,665.2 3 Derivative financial instruments 20 18.3 18.3 2 Financial liabilities Borrowings (Floating interest rate)1 12 4,434.2 4,441.8 3 Derivative financial instruments 20 4.5 4.5 2 1. Refer to note 21 for further information on how the Group manages its interest rate risk. 2025 A$m Notes Carrying amount Fair value Level of Fair Value Hierarchy Financial assets Loans and advances 8 4,789.6 4,912.9 3 Derivative financial instruments 20 1.4 1.4 2 Financial liabilities Borrowings (Floating interest rate)1 12 4,670.8 4,683.2 3 Derivative financial instruments 20 46.8 46.8 2 1. Refer to note 21 for further information on how the Group manages its interest rate risk.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 139 Valuation technique The following table shows the valuation techniques used in measuring fair values for financial instruments in the Consolidated statement of financial position. A$m Valuation technique Loans and advances The fair values are estimated by discounting the future contractual cash flows at the current market interest rate that is available to the customers. Borrowings The fair value is estimated by discounting the future contractual cash flows at the current market interest rate that is available to the Group. Interest rate swaps The fair value is estimated as the present value of the future cash flows. Cash flows are discounted using yield curves reflecting benchmark interbank rate used by market participants. The fair value is subject to a credit risk adjustment to reflect the credit risk of hummgroup and that of the counterparty.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 140 23. COMMITMENTS hummgroup extends credit to customers in th e n o rmal course o f business and the gross undrawn exposure on loans and advances at 30 June 2026 is $801.3m (2025: $887.3m). Refer note 9 for provision for undrawn exposure on Customer loans. 24. CONTINGENT LIABILITIES Forum Finance During the year, the Federal Court of Australia delivered judgment in proceedings commenced by SMBC against Flexirent Capital Pty Ltd and hummgroup in relation to Forum Finance. As has previously been announced, the proceedings arose from a fraud perpetrated by Mr Bill Papas through his associated Forum Group of Companies. The Group recognised provisions and settled amounts totalling approximately $22.5 million in connection with the judgment, including damages, interest and legal costs. The proceedings have now concluded, and all obligations have been satisfied. The Group determined not to appeal the judgment or any related orders. No further liability is expected to arise in relation to this matter. Remediati on and regulatory enforcement The Group is exposed to contingent risks and liabilities arising from reviews, investigations or inquiries (some of which may be industry wide) carried out internally or by regulatory authorities and where necessary, the Group undertakes remediation programs and reports such matters to the regulatory authorities. Ther e is a risk that any regulatory investigation or inquiry may lead to penalties or other costs if determined by a regulator or by a court in any legal proceedings. Whilst the Group has provided for exposures related to known matters arising, due to the inherent complexity, uncertainty and ongoing nature of its business, outcomes and potential liability to the Group of these and any emerging matters remain uncertain. Other significant matters Other than the matters outlined above, the Group does not have any further material contingent liabilities.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 141 25. INVESTMENTS IN SUBSIDIARIES The consolidated financial statements incorporate the assets, liabilities and results of the following controlled entities in accordance with the accounting policy described in note 1: Entity name Footnote Country of incorporation Percentage of shares/units 2026 2025 Flexicommercial Pty Ltd 2 Australia 100% 100% FlexiGroup Management Pty Limited Australia 100% 100% FlexiGroup Sub Co Pty Limited 2 Australia 100% 100% Flexirent Capital Pty Ltd 2 Australia 100% 100% Flexirent Horizon SPV Pty Ltd Australia 100% 100% FlexiRent SPV Number 2 Pty Ltd 3 Australia 100% 100% FlexiRent SPV Number 4 Pty Ltd 3 Australia 100% 100% FlexiRent SPV Number 7 Pty Ltd 3 Australia 100% 100% FlexiRent SPV Number 8 Pty Ltd 3 Australia 100% 100% Humm BNPL Pty Ltd 2 Australia 100% 100% Humm Cards Pty Ltd 2 Australia 100% 100% Humm Global Pty Limited 2 Australia 100% 100% Humm Pro Pty Ltd 2,3 Australia 100% 100% Humm SPV Pty Ltd 2 Australia 100% 100% Once Credit Pty Limited 2 Australia 100% 100% OxiPay Pty Ltd 3 Australia 100% 100% Flexi ABS Trust 2010-2 3 Australia 100% 100% Flexi ABS Trust 2019-2 3 Australia 100% 100% Flexi ABS Trust 2020-1 3 Australia 100% 100% Flexi ABS Warehouse Trust No.2 Australia 100% 100% Flexi ABS Warehouse Trust No.3 3 Australia 100% 100% Flexicommercial ABS Trust 2021-1 3 Australia 100% 100% Flexicommercial ABS Trust 2021-2 3 Australia 100% 100% Flexicommercial ABS Trust 2023-1 Australia 100% 100% Flexicommercial ABS Trust 2022-1 Australia 100% 100% Flexicommercial ABS Trust 2025-1 Australia 100% 100% Flexicommercial ABS Warehouse Trust No.4 Australia 100% 100% Flexicommercial ABS Warehouse Trust No.5 Australia 100% 100% Flexicommercial Apex Trust 1 Australia 100% – FlexiGroup Employee Share Plan Trust 3 Australia 100% 100% Humm Group Limited Employee Share Trust Australia 100% 100% Helix Trust Australia 100% 100%
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 142 Entity name Footnote Country of incorporation Percentage of shares/units 2026 2025 Humm ABS Nova Trust Australia 100% 100% Humm ABS Trust 2021-1 3 Australia 100% 100% Humm ABS Trust 2022-1 3 Australia 100% 100% Humm ABS Trust 2022-2 3 Australia 100% 100% Humm ABS Warehouse Trust No. 6 Australia 100% 100% Humm CNF1 AU Pty Limited Australia 100% 100% Lombard Warehouse Trust No 1 Australia 100% 100% Humm ABS Trust 2023-1 3 Australia 100% 100% Bidfin Pty Ltd 2 Australia 100% 100% Bidfin Capital Pty Ltd 2/5 Australia 100% 100% Humm ABS Aurora Trust Australia 100% 100% Flexicommercial ABS Inspire Trust Australia 100% 100% Flexicommercial ABS Inspire Trust 2 Australia 100% 100% Humm Group Limited Canada 100% 100% Flexi Orlaigh SPV DAC 4 Ireland – – FlexiFi Europe Holdings Limited Ireland 100% 100% FlexiFi Europe Limited Ireland 100% 100% FlexiFi Europe Services Limited Ireland 100% 100% Flexirent Ireland Limited Ireland 100% 100% Humm Group Limited United Kingdom 100% 100% Bundll (NZ) limited 3 New Zealand 100% 100% Columbus Financial Services Limited New Zealand 100% 100% Consumer Finance Limited New Zealand 100% 100% Flexi Finance Limited New Zealand 100% 100% Flexi Financial Services Limited New Zealand 100% 100% Flexicommercial Limited New Zealand 100% 100% FlexiGroup (New Zealand) Limited New Zealand 100% 100% FlexiGroup NZ SPV1 Limited New Zealand 100% 100% FlexiGroup NZ SPV2 Limited New Zealand 100% 100% FlexiGroup NZ SPV3 Limited 3 New Zealand 100% 100% Humm (NZ) limited New Zealand 100% 100% Humm Pro limited 3 New Zealand 100% 100% Humm CNF1 NZ Limited New Zealand 100% 100% Retail Financial Services Limited New Zealand 100% 100% Columbus Trust New Zealand 100% 100%
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 143 Entity name Footnote Country of incorporation Percentage of shares/units 2026 2025 Q Card Trust New Zealand 100% 100% RFS Trust 2016-1 3 New Zealand 100% 100% Flexicommercial NZ No. 1 Trust New Zealand 100% 100% 1. Incorporated, established or acquired during the year ended 30 June 2026. 2. These controlled entities have entered or will enter into a deed of cross guarantee with the Company pursuant to ASIC Class order 98/1418 dated 13 August 1998. These controlled entities and the Company form a closed group (closed group is defined as a group of entities comprising a holding entity and its related wholly owned entities). Relief was granted to these controlled entities from the Corporations Act 2001 (Cth) requirements for preparation, audit and publication of an annual financial report. 3. These entities are currently inactive, with management planning to wind them up in the near future. 4. hummgroup consolidates the entity by nature of its interest in the risks and rewards of the entity. 5. Entity also registered in New Zealand.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 144 26. KEY MANAGEMENT PERSONNEL DISCLOSURES a) Directors The following persons were Directors of hummgroup during the financial year: Teresa Dyson Non-Executive Director and Chair (appointed as NED on 10 April 2026 and Chair on 11 May 2026) Teresa Fleming Non-Executive Director Andrew Darbyshire Non-Executive Director Abigail Cheadle Non-Executive Director (appointed 10 April 2026) Garry Sladden Non-Executive Director (appointed 11 May 2026) Rajeev Dhawan Non-Executive Director (appointed 11 May 2026) Andrew Abercrombie Non-Executive Director and Chair (stepped down as Chair on 12 February and resigned as NED on 11 May 2026) Robert Hines Non-Executive Director and Chair (appointed Chair on 12 Feb 2026; resigned as NED and Chair on 11 May 2026) b) Other Key Management Personnel The following persons also had authority and responsibility for planning, directing and controlling the activities of the Group during the financial year: Angelo Demasi Group Chief Executive Officer and Managing Director Anthony Taylor Interim Group Chief Financial Officer – appointed 17 December 2025 Adrian Fisk Group Chief Financial Officer – resigned as CFO 16 December 2025 c) Key Management Personnel compensation A$ 2026 2025 Short-term employee benefits 2,603,205 2,642,603 Termination payments – 383,654 Post-employment benefits 144,312 119,985 Long service leave (74) 5,202 Share-based payments 568,442 (688,884) Total 3,315,885 2,462,560 d) Other transactions with related parties Other investments carried at FVTOCI Mr Andrew Abercrombie (former Director and Chair of humm Group Limited during the year) held a minority interest in Douugh Limited, an ASX listed fintech, in which humm Group Limited also held a minority interest.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 145 Director and Executive KMP shareholdings in hummgroup The number of shares in the Company held (or controlled) during the financial year by each Director and Executive KMP of the Company including their personally related parties are set out below. 2026 Role Balance at start of year Received during the year on the exercise of rights Other changes during the year Balance at end of year Teresa Dyson Non-Executive Director and Chair – – – – Teresa Fleming Non-Executive Director – – – – Andrew Darbyshire Non-Executive Director 4,508,913 – – 4,508,913 Abigail Cheadle Non-Executive Director – – – – Garry Sladden Non-Executive Director – – – – Rajeev Dhawan Non-Executive Director 175,1531 – – 175,153 Angelo Demasi Chief Executive Officer – – – – Anthony Taylor Interim Chief Financial Officer – – – – Andrew Abercrombie Former Non-Executive Director 131,151,347 – 18,271,203 149,422,5502 Robert Hines Former Chair and Non-Executive Director 375,000 – – 375,0003 Adrian Fisk Former Chief Financial Officer 214,658 4,589,045 2,318 4,806,0214 1. As at 11 May 2026, being the date of Mr Dhawan’s appointment as a Director. 2. As at 11 May 2026, being the date of Mr Abercrombie’s resignation as a Director. 3. As at 11 May 2026, being the date of Mr Hines’ resignation as a Director. 4. As at 16 December 2025, being the date of Mr Fisk’s resignation as CFO.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 146 27. RELATED PARTY TRANSACTIONS a) Parent entity The parent entity of the Group is humm Group Limited. b) Subsidiaries and associate Interests in Group entities are set out in note 25. c) Transactions with related parties Other than compensation of key management personnel and transactions disclosed in Note 26, there were no material related party transactions during the year ended 30 June 2026.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 147 28. REMUNERATION OF AUDITORS a) Audit and assurance services A$000 2026 2025 Audit services Audit and review of financial statements: EY Australian firm 1,990.5 1,695.2 Total remuneration for audit and assurance services 1,990.5 1,695.2 b) Non-audit services A$000 2026 2025 Taxation services Tax compliance and advice on transactions EY Australian firm 28.6 41.2 Related practices of EY Australian firm 25.3 5.9 Other services Other services EY Australian firm 382.4 107.2 Total remuneration for non-audit and assurance services 436.3 154.3 Total remuneration for audit, assurance and non-audit services 2,426.8 1,849.5 The Board has considered the non-audit services provided by EY and is satisfied that the services and the level of fees are compatible with maintaining auditors’ independence imposed by the Corporations Act 2001 (Cth). It is the Group’s policy to employ EY on regulatory audits, procedures performed as part of completing funding agreements and tax compliance in addition to statutory audit where EY’s expertise and experience are important.
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 148 29. CLOSED GROUP The table below presents the Consolidated Income statement and Consolidated statement of financial position for the Company and controlled entities, which are party to the deed of cross guarantee (referred to as a closed group). For further information, refer note 25, footnote 2. The effects of transactions between entities to the deed are eliminated in full in the Consolidated statement of comprehensive income and Consolidated statement of financial position. a) Statement of comprehensive income A$m 2026 2025 Interest income 45.4 31.9 Fee and other income 115.5 96.9 Gross income 160.9 128.8 Interest expense (22.0) (13.8) Cost of origination (13.8) (20.9) Net operating income 125.1 94.1 Credit impairment charge (23.4) (18.3) Employment expenses (66.0) (65.5) Operating and other expenses (23.4) (5.1) Depreciation and amortisation (14.9) (11.2) Impairment of goodwill and other intangible assets – (8.5) Loss before income tax (2.6) (14.5) Income tax benefit 0.4 8.3 Loss for the year (2.2) (6.2) Items that may be reclassified to profit or loss Changes in the fair value of cash flow hedges, net of tax – – Items that will not be reclassified to profit and loss Changes in fair value of investment carried at fair value through other comprehensive income, net of tax 0.1 0.2 Other comprehensive income for the year, net of tax 0.1 0.2 Total comprehensive loss for the year (2.1) (6.0)
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 149 b) Statement of financial position A$m 2026 2025 (Restated) Assets Cash and cash equivalents 67.9 81.8 Loans and advances 75.8 68.7 Other assets 177.9 217.0 Plant and equipment 0.8 0.4 Right-of-use assets 8.9 1.3 Goodwill and other intangible assets 38.1 29.7 Deferred tax assets 13.7 14.0 Total assets 383.1 412.9 Liabilities Payables 26.2 27.9 Lease liabilities 9.7 1.6 Borrowings 63.9 63.0 Current tax liabilities – 4.6 Provisions 7.2 24.5 Total liabilities 107.0 121.6 Net assets 276.1 291.3 Equity Contributed equity 457.0 442.3 Reserves (1.9) 11.5 Accumulated losses (179.0) (162.5) Total equity 276.1 291.3
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 150 30. PARENT ENTITY FINANCIAL INFORMATION a) Summary financial information A$m 2026 2025 Balance sheet Non-current assets 465.4 456.5 Total assets 465.4 456.5 Current liabilities 0.9 0.1 Non-current liabilities – 0.3 Total liabilities 0.9 0.4 Net assets 464.5 456.1 Issued share capital 460.0 445.1 Share-based payment reserve 4.7 8.9 (Accumulated losses)/retained earnings (0.2) 2.1 Shareholders’ equity 464.5 456.1 Profit for the year 12.2 17.5 Total comprehensive income 12.2 17.5 Retained earnings reconciliation 2026 2025 Opening retained earnings 2.1 4.5 Transfer from treasury shares (3.3) – Profit for the year 12.2 17.5 Dividend paid (11.2) (19.9) Closing (accumulated losses)/retained earnings (0.2) 2.1 b) Guarantees entered into by the parent entity Pursuant to Australian Securities and Investments Commission Class Order 98/1418 dated 13 August 1998 relief was granted to certain controlled entities (note 25, footnote 2) from the Corporations Act 2001 (Cth) requirements for preparation, audit and publication of annual financial reports. It is a condition of the Class Order that the Company and each of the controlled entities are party to a deed of cross guarantee. The effect of the deed is that the Company guarantees to each creditor payment in full of any debt in the event of winding up of any of the controlled entities under certain provisions of the Corporations Act 2001 (Cth). No liability was recognised by the parent entity or the consolidated entity in relation to the above guarantee as the fair value of the guarantee is immaterial. c) Contingent liabilities and contractual commitments of the parent entity Other than as head entity of the tax consolidated group, disclosed in note 7, contingent liabilities or contractual commitments as at 30 June 2026 are disclosed in note 24. d) Dividend income The parent entity recognised $11.0m dividends from subsidiaries in the current year (2025: $15.5m).
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___________________________________________________________________________________________________________________________ HUMM GROUP LIMITED // ANNUAL REPORT 2026 151 e) Impairment of Investments in subsidiaries The net assets of the parent entity were assessed against the recoverable amount of the consolidated Group’s net assets and impairment of $Nil was recognised in the year (2025: $Nil). 31. SECURITISATION AND SPECIAL PURPOSE VEHICLES The Group sells Loans and advances to securitisation vehicles. These vehicles (refer note 25) are consolidated as the Group has rights to variable returns and has the ability to affect its returns through its power over the vehicles. The table below presents assets securitised and the underlying borrowings as a result of the securitisations. A$m 20261 2025 Loans and advances 4,530.5 4,731.8 Cash held by securitisation vehicles 146.3 197.9 Total 4,676.8 4,929.7 Borrowings related to loans and advances (note 12) 4,370.3 4,607.8 1. During the year ended 30 June 2026, the Group executed a second Forward Flow program arrangement which provided a new one year committed facility of $500m for capital-lite funding of Commercial assets. On 14 January 2026, the first tranche was settled for a consideration of $151.5m and the Group derecognised the financial assets. Refer to note 8. 32. EVENTS OCCURRING AFTER THE REPORTING PERIOD Dividend Dividends are determined after period-end and contained within the announcement of the results for the period. Final dividends are determined in August and paid in October. Dividends determined are not recorded as a liability at the end of the period to which they relate. Subsequent to the year end, on 25 August 2026, the Group determined a final ordinary dividend of 0.50 cent per share totalling $2.5m, which will be paid on 7 October 2026. No other matters As at the date of this report the Directors are not aware of any matter or circumstance that has arisen since 30 June 2026 that has significantly affected, or may significantly affect: • the Group’s operations in future financial years, or • the results of those operations in future financial years, or • the Group’s state of affairs in future financial years.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 152 Independent Auditor’s Report A member firm of Ernst & Y oung G lobal Limited Liability limited by a scheme approved under Professional Standards Legislation Ernst & Y oung 200 George Street S ydney NS W 2000 Australia G PO Box 2646 S ydney NS W 2001 T el: +61 2 9248 5555 F ax: +61 2 9248 5959 ey.com/au Independent auditor’s report to the members of humm Group Limited Report on the audit of the financial report Opinion We have audited the financial report of humm G roup Limited (the Company) and its subsidiaries (collectively the G roup), which comprises the consolidated statement of financial position as at 30 June 2026, the consolidated statement of comprehensive income, consolidated statement of changes in equity and consolidated statement of cash flows for the year then ended, notes to the financial statements, including material accounting policy information, the consolidated entity disclosure statement and the directors’ declaration. In our opinion, the accompanying financial report of the G roup is in accordance with the Corporations Act 2001 , including: a. G iving a true and fair view of the consolidated financial position of the G roup as at 30 June 2026 and of its consolidated financial performance for the year ended on that date; and b. Complying with Australian Accounting Standards and the Corporations Regulations 2001 . Basis for opinion We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial report section of our report. We are independent of the Group in accordance with the auditor independence requirements of the Corporations Act 2001 and the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the C ode) that are relevant to audits of the financial report of public interest entities in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Key audit matters Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial report of the current year. These matters were addressed in the context of our audit of the financial report as a whole, and in forming our opinion thereon, but we do not provide a separate opinion on these matters. For each matter below, our description of how our audit addressed the matter is provided in that context. We have fulfilled the responsibilities described in the Auditor’s responsibilities for the audit of the financial report section of our report, including in relation to these matters. Accordingly, our audit included the performance of procedures designed to respond to our assessment of the risks of material misstatement of the financial report. The results of our audit procedures, including the procedures performed to address the matters below, provide the basis for our audit opinion on the accompanying financial report.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 153 A member firm of Ernst & Y oung G lobal Limited Liability limited by a scheme approved under Professional Standards Legislation Page 2 Provision for expected credit losses Why significant How our audit addressed the key audit matter At 30 June 2026 the G roup carries a provision for expected credit loss (E C L) of $128.0m as disclosed in Note 8 Loans and advances, Note 9 Allowance for expected credit loss, and Note 21 Financial Risk Management. Included is an amount of $7.7m relating to ECL on the undrawn exposure on Customer Loans. Key areas of judgment included: the application of the impairment requirements of Australian Accounting Standards within the G roup’s ECL methodology; the identification of exposures with a significant deterioration in credit quality; assumptions used in the ECL model for exposures assessed on a collective basis; the incorporation of forward-looking information to reflect current and anticipated future external factors, including judgments related to the impact of macroeconomic factors, both in the multiple economic scenarios and the probability weighting determined for each of these scenarios; the application of post-model overlays reflecting forward-looking inputs and scenarios which are not otherwise reflected in product specific probability of default factors. Due to the value of the provision and the degree of judgment and estimation uncertainty associated with the provision calculation, this was considered a key audit matter. Our audit procedures included the following: Assessed the effectiveness of relevant controls relating to the capture of data, including loan origination and transactional data. Assessed the alignment of the Group’s ECL model and its underlying methodology against the requirements of AASB 9 Financial Instruments. Assessed the following for exposures evaluated on a collective basis and management overlays: o significant modelling and macroeconomic assumptions, including those relating to a significant increase in credit risk, the reasonableness of forward-looking information and scenarios; and o the basis for, and data used to determine overlays. Assessed the impact of current macroeconomic developments. Involved our Financial Risk and Model specialists to test the mathematical accuracy of the model and to assess key assumpt ions. Assessed the adequacy and appropriateness of the disclosures related to credit impairment included in the Notes to the financia l report.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 154 A member firm of Ernst & Y oung G lobal Limited Liability limited by a scheme approved under Professional Standards Legislation Page 3 Information Technology (IT) systems and IT controls Why significant How our audit addressed the key audit matter A significant part of the G roup’s financial reporting process is reliant on IT syst ems with automated processes and controls relating to the capture, s torage, processing and extraction of information. A fundamental component of these IT controls is ensuring that risks relating to inappropriate user access management, unauthorised program changes and IT operating protocols are addressed. We focused our audit procedures on those IT systems that are significant to the G roup’s financial reporting process. We involved our IT specialists where audit procedures over IT systems and controls required specific expertise. We assessed the design and tested the operating effectiveness of the Group’s IT controls, including those related to user access, change management and data int egrit y. We also assessed the design and tested the operating effectiveness of IT application level controls, such as automated calculations of interest and processing of information that impact financial reporting. Where we identified design and/ or operating deficiencies in the IT control environment, our audit procedures included the following: assessed the integrity and reliability of the systems and data related to financial reporting; where automated procedures were supported by systems with identified deficiencies, we assessed alternative controls that were not reliant on the IT control environment; and where alternative controls did not exist or where we identified design and/or operating deficiencies in those controls we designed and performed alternate audit procedures to assess the reliability of data and processing of information related to the G roup’s financial reporting. Information other than the financial report and auditor’s report thereon The directors are responsible for the other information. The other information comprises the information included in the Company’s 2026 Annual Report other than the financial report and our auditor’s report thereon. Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon in this auditor’s report, with the exception of the Remuneration Report and our related assurance opinion. We have issued a separate auditor’s report on selective sustainability information included in the Sustainability Report. In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. W e have nothing to report in this regard. Responsibilities of the directors for the financial report The directors of the Company are responsible for the preparation of: ► The financial report (other than the consolidated entity disclosure statement) that gives a true and fair view in accordance with Australian Accounting Standards and the Corporations Act 2001; and
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 155 A member firm of Ernst & Y oung G lobal Limited Liability limited by a scheme approved under Professional Standards Legislation Page 4 ► The consolidated entity disclosure statement that is true and correct in accordance with the Corporations Act 2001; and for such internal control as the directors determine is necessary to enable the preparation of: ► The financial report (other than the consolidated entity disclosure statement) that gives a true and fair view and is free from material misstatement, whether due to fraud or error; and ► The consolidated entity disclosure statement that is true and correct and is free of misstatement, whether due to fraud or error. In preparing the financial report, the directors are responsible for assessing the G roup’s ability to continue as a going concern, disclosing, as applicable, matters relating 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. Auditor’s responsibilities for the audit of the financial report Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report. As part of an audit in accordance with the Australian Auditing Standards, we exercise professional judgment and maintain professional scepticism throughout the audit. We also: ► Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. ► Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s internal control. ► Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors. ► Conclude on the appropriateness of the directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the G roup’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group to cease to continue as a going concern.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 156 A member firm of Ernst & Y oung G lobal Limited Liability limited by a scheme approved under Professional Standards Legislation Page 5 ► Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation. ► Plan and perform the Group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the G roup as a basis for forming an opinion on the G roup financial report. We are responsible for the direction, supervision and review of the audit work performed for the purposes of the Group audit. We remain solely responsible for our audit opinion. We communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. We also provide the directors with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, actions taken to eliminate threats or safeguards applied. F rom the matters communicated to the directors, we determine those matters that were of most significance in the audit of the financial report of the current year and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication. Report on the audit of the Remuneration Report Opinion on the Remuneration Report We have audited the Remuneration Report included in pages 31 to 48 of the directors’ report for the year ended 30 June 2026. In our opinion, the Remuneration Report of humm Group Limited for the year ended 30 June 2026, complies with section 300A of the Corporations Act 2001 . Responsibilities The directors of the Company are responsible for the preparation and presentation of the Remuneration Report in accordance with section 300A of the Corporations Act 2001 . Our responsibility is to express an opinion on the Remuneration Report, based on our audit conducted in accordance with Australian Auditing Standards. Ernst & Young Richard Balfour Partner Sydney 25 August 2026
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 157 Shareholder Information The shareholder information set out below was applicable as at 23 July 2026. A. DISTRIBUTION OF EQUITY SECURITIES Fully Paid Ordinary Shares Range Number of holders Number of shares % of issued shares 1 to 1,000 3,088 1,704,988 0.34 1,001 to 5,000 3,299 8,509,408 1.69 5,001 to 10,000 1,176 9,040,985 1.79 10,001 to 100,000 1,539 44,772,022 8.87 100,001 and over 252 440,887,051 87.32 Total 9,354 504,914,454 100.00 Performance Rights Range Number of holders Number of shares % of issued shares 1 to 1,000 – – – 1,001 to 5,000 – – – 5,001 to 10,000 – – – 10,001 to 100,000 – – – 100,001 and over 5 8,451,441 100.00 Total 5 8,451,441 100.00 Unmarketable Parcels There were 3,245 holders of less than a marketable parcel of ordinary shares based on closing market price on 23 July 2026 of $0.460.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 158 B. QUOTED EQUITY SECURITY HOLDERS The names of the 20 largest holders of quoted equity securities are listed below: Ordinary Shares Shareholder Number of shares % of issued shares 1. THE ABERCROMBIE GROUP PTY LTD <PHILADELPHIA> 121,582,405 24.08 2. BNP PARIBAS NOMINEES PTY LTD <IB AU NOMS RETAILCLIENT> 47,984,964 9.50 3. TEFIG PTY LTD <AJ ABERCROMBIE SUPER FUND> 40,895,522 8.10 4. CITICORP NOMINEES PTY LIMITED 31,576,812 6.25 5. HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED 27,152,218 5.38 6. J P MORGAN NOMINEES AUSTRALIA PTY LIMITED 19,679,770 3.90 7. SANDHURST TRUSTEES LTD <COLLINS ST VALUE FUND A/C> 18,577,816 3.68 8. HSBC CUSTODY NOMINEES <AUSTRALIA) LIMITED <NT-COMNWLTH SUPER CORP A/C> 12,851,479 2.55 9. DR SAFA SOUZANI 5,000,000 0.99 10. BEHAN SUPERANNUATION PTY LTD <BEHAN SUPERANNUATION A/C> 4,925,000 0.98 11. ABN AMRO CLEARING AUSTRALIA NOMINEES PTY LTD <CUSTODIAN A/C> 4,215,391 0.83 12. PACIFIC ELECTRONICS SUPER PTY LTD <PACIFIC ELECTRONICS S/F A/C> 3,988,930 0.79 13. NGE CAPITAL LIMITED 3,958,677 0.78 14. RHODIUM CAPITAL PTY <RHODIUM INVESTMENT A/C> 3,100,000 0.61 15. MOAT INVESTMENTS PTY LTD <MOAT INVESTMENT A/C> 3,051,466 0.60 16. PACIFIC CUSTODIANS PTY LIMITED HUM <EMP SUB REGISTER> 2,999,591 0.59 17. MR ROBERT BRUCE WRIGHT 2,741,034 0.54 18. MR SUNNY YANG & MRS CONNIE YANG <YANG'S FAMILY A/C> 2,636,569 0.52 19. HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED-GSI EDA 1,950,000 0.39 20. HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED – A/C 2 1,909,196 0.38 Total 360,776,840 71.45 C. SUBSTANTIAL HOLDERS Substantial holder in the Company is set out below: Substantial holder Number held Percentage % Date of last substantial holder notice The Abercrombie Group Pty Ltd ATF The Philadelphia Trust; Tefig Pty Ltd ATF The AJ Abercrombie Superannuation Fund and Andrew Abercrombie 160,777,927 31.84% 13 July 2026 AKAT Investments Pty Ltd ATF Tag Family No. 2 Trust 50,905,841 10.18% 16 February 2026 Renaissance Smaller Companies Pty Ltd 35,302,728 7.16% 9 October 2025 Note: As disclosed in substantial holding notices provided to the Company.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 159 D. VOTING RIGHTS The voting rights attaching to equity securities are set out below: a. Ordinary shares On a show of hands, every member present at a meeting in person or by proxy and entitled to vote shall have one vote, and upon a poll, each share shall have one vote. b. Performance rights No voting rights. E. GENERAL Corporate Governance Statement The Corporate Governance Statement can be found on our website at https://investors.humm-group.com/Investor- Centre/?page=corporate-governance. Company Details Company Secretary: Carlie Bangs Principal Place of Business and Registered Office: Level 14, 255 Pitt Street, Sydney NSW 2000, Australia Telephone: +61 2 8905 2000 Address of where register is kept: Liberty Place, Level 41, 161 Castlereagh Street, Sydney NSW 2000, Australia Telephone of where the register is kept: +61 1300 554 474 Other stock exchange where the entity’s equity securities are quoted: N/A Restricted Securities There are no shares on issue that are subject to mandatory escrow restrictions under ASX Listing Rule Chapter 9 or voluntary escrow restrictions. Share Buy-Backs There is no current on-market buy-back scheme. Employee Incentive Scheme Purchases No ordinary shares were purchased on-market for the purposes of the Company’s employee incentive scheme during the Reporting Period.
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 160 Consolidated Entity Disclosure Statement Set out below is the list of entities that are consolidated in this set of consolidate financial statements. Entity name Entity type Body corporate country of incorporation Percentage of share capital held Country of tax residence Flexicommercial Pty Limited Body Corporate Australia 100% Australia FlexiGroup Management Pty Limited Body Corporate Australia 100% Australia FlexiGroup SubCo Pty Limited Body Corporate Australia 100% Australia Flexirent Capital Pty Ltd Body Corporate Australia 100% Australia Flexirent Horizon SPV Pty Ltd Body Corporate Australia 100% Australia FlexiRent SPV Number 2 Pty Ltd Body Corporate Australia 100% Australia FlexiRent SPV Number 4 Pty Ltd Body Corporate Australia 100% Australia FlexiRent SPV Number 7 Pty Ltd Body Corporate Australia 100% Australia FlexiRent SPV Number 8 Pty Ltd Body Corporate Australia 100% Australia Humm BNPL Pty Ltd Body Corporate Australia 100% Australia Humm Cards Pty Ltd Body Corporate Australia 100% Australia Humm Global Pty Limited Body Corporate Australia 100% Australia Humm Pro Pty Ltd Body Corporate Australia 100% Australia Humm SPV Pty Ltd Body Corporate Australia 100% Australia Once Credit Pty Limited Body Corporate Australia 100% Australia OxiPay Pty Ltd Body Corporate Australia 100% Australia Flexi ABS Trust 2010-2 Trust Australia 100% Australia Flexi ABS Trust 2019-2 Trust Australia 100% Australia Flexi ABS Trust 2020-1 Trust Australia 100% Australia Flexi ABS Warehouse Trust No.2 Trust Australia 100% Australia Flexi ABS Warehouse Trust No.3 Trust Australia 100% Australia Flexicommercial ABS Trust 2021-1 Trust Australia 100% Australia Flexicommercial ABS Trust 2021-2 Trust Australia 100% Australia Flexicommercial ABS Trust 2023-1 Trust Australia 100% Australia Flexicommercial ABS Trust 2022-1 Trust Australia 100% Australia Flexicommercial ABS Trust 2025-1 Trust Australia 100% Australia Flexicommercial ABS Warehouse Trust No.4 Trust Australia 100% Australia
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 161 Entity name Entity type Body corporate country of incorporation Percentage of share capital held Country of tax residence Flexicommercial ABS Warehouse Trust No.5 Trust Australia 100% Australia Flexicommercial Apex Trust Trust Australia 100% Australia FlexiGroup Employee Share Plan Trust Trust Australia 100% Australia Humm Group Limited Employee Share Trust Trust Australia 100% Australia Helix Trust Trust Australia 100% Australia Humm ABS Nova Trust Trust Australia 100% Australia Humm ABS Trust 2021-1 Trust Australia 100% Australia Humm ABS Trust 2022-1 Trust Australia 100% Australia Humm ABS Trust 2022-2 Trust Australia 100% Australia Humm ABS Warehouse Trust No. 6 Trust Australia 100% Australia Humm CNF1 AU Pty Limited Body Corporate Australia 100% Australia Lombard Warehouse Trust No 1 Trust Australia 100% Australia Humm ABS Trust 2023-1 Trust Australia 100% Australia Bidfin Pty Ltd Body Corporate Australia 100% Australia Bidfin Capital Pty Ltd Body Corporate Australia 100% Australia Humm ABS Aurora Trust Trust Australia 100% Australia Flexicommercial ABS Inspire Trust Trust Australia 100% Australia Flexicommercial ABS Inspire Trust 2 Trust Australia 100% Australia Humm Group Limited Body Corporate Canada 100% Canada Flexi Orlaigh SPV DAC Body Corporate Ireland - Ireland FlexiFi Europe Holdings Limited Body Corporate Ireland 100% Ireland FlexiFi Europe Limited Body Corporate Ireland 100% Ireland FlexiFi Europe Services Limited Body Corporate Ireland 100% Ireland Flexirent Ireland Limited Body Corporate Ireland 100% Ireland Humm Group Limited Body Corporate United Kingdom 100% United Kingdom Bundll (NZ) limited Body Corporate New Zealand 100% New Zealand Columbus Financial Services Limited Body Corporate New Zealand 100% New Zealand Consumer Finance Limited Body Corporate New Zealand 100% New Zealand Flexi Finance Limited Body Corporate New Zealand 100% New Zealand Flexi Financial Services Limited Body Corporate New Zealand 100% New Zealand Flexicommercial Limited Body Corporate New Zealand 100% New Zealand FlexiGroup (New Zealand) Limited Body Corporate New Zealand 100% New Zealand FlexiGroup NZ SPV1 Limited Body Corporate New Zealand 100% New Zealand FlexiGroup NZ SPV2 Limited Body Corporate New Zealand 100% New Zealand FlexiGroup NZ SPV3 Limited Body Corporate New Zealand 100% New Zealand Humm (NZ) limited Body Corporate New Zealand 100% New Zealand
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 162 Entity name Entity type Body corporate country of incorporation Percentage of share capital held Country of tax residence Humm Pro limited Body Corporate New Zealand 100% New Zealand Humm CNF1 NZ Limited Body Corporate New Zealand 100% New Zealand Retail Financial Services Limited Body Corporate New Zealand 100% New Zealand Columbus Trust Trust New Zealand 100% New Zealand Q Card Trust Trust New Zealand 100% New Zealand RFS Trust 2016-1 Trust New Zealand 100% New Zealand Flexicommercial NZ No. 1 Trust Trust New Zealand 100% New Zealand
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 163 Directors’ Declaration The Directors declare that: 1. In the opinion of the Directors: a. The financial statements and notes set out on pages 84-151 are in accordance with the Corporations Act 2001 (Cth), including: (i) complying with the Accounting Standards, the Corporations Regulations 2001, and other mandatory professional reporting requirements; and (ii) giving a true and fair view of the consolidated entity’s financial position as at 30 June 2026 and of its performance for the financial year ended on that date; b. There are reasonable grounds to believe that: (i) the Company will be able to pay its debts as and when they fall due and payable; and (ii) the members of the closed group identified in note 25 will be able to meet any obligations or liabilities which they are, or may become, subject to by virtue of the deed of cross guarantee referred to in note 30; c. the consolidated entity disclosure statement required by section 295(3A) of the Corporations Act 2001 (Cth) is true and correct; and d. Note 1 confirms that the financial statements comply with the International Financial Reporting Standards as issued by the International Accounting Standards Board. 2. Directors have been given the declaration by the Chief Executive Officer and Chief Financial Officer as required by s295A of the Corporations Act 2001 (Cth). 3. This declaration is made in accordance with a resolution of the Directors. Teresa Dyson Chair 25 August 2026
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 164 Corporate Directory Board of Directors Teresa Dyson (Chair) Teresa (T erry) Fleming Abigail Cheadle Andrew Darbyshire (AM) Rajeev Dhawan Garry Sladden Angelo Demasi Company Secretary Carlie Bangs Notice of Annual General Meeting The Annual General Meeting of humm Group Limited will be held on 11 November 2026 at 12:00pm (AEDT). Further details will be provided in the Notice of Meeting, scheduled for release in October 2026. Principal Registered Office humm Group Limited Level 14 255 Pitt Street Sydney NSW 2000 Australia Share Registry MUFG Corporate Market Services (AU) Limited Liberty Place Level 41 161 Castlereagh Street Sydney NSW 2000 Australia Auditor Ernst & Y oung 200 George Street Sydney NSW 2000 Australia Australian Securities Exchange Listing humm Group Limited shares are listed on the Australian Securities Exchange under the code HUM Website shophumm.com/humm-group/
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HUMM GROUP LIMITED // ANNUAL REPORT 2026 165 humm Group Limited ABN 75 122 574 583 LOCATIONS AUSTRALIA 255 Pitt Street Sydney NSW 2000 NEW ZEALAND 111 Carlton Gore Road Newmarket Auckland 1023 IRELAND No.5 Custom House Plaza Harbourmaster Place Dublin 1 UNITED KINGDOM c/- A&L Goodbody 42-46 Fountain Street Belfast Northern Ireland BT1 5EF CANADA 110 Y onge Street Toronto ON MSC 1W2