Slides
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NAB 2026 Full Year Results Index This presentation is general background information about NAB. It is intended to be used by a professional an alyst audience and is not intended to be relied upon as financial advice. Refer to page 127 for legal disclaimer. Financial information in this presentation is based on cash earnings, which is not a statutory financial measure. Refer to page 42 for definition of cash earnings and reconciliation to statutory net profit. •Overview 3 •FY26 Financials 20 •Closing comments 32 •Additional Group information 36 – Digital transformation, Technology and Innovation 43 – Additional Divisional information 50 – Australian Lending and Deposits 64 – Group Asset Quality 75 – Capital, Funding & Liquidity 100 – Sustainability 112 – Economic data 114 – Abbreviations, Glossary and disclaimers 124
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Overview Andrew Irvine Group Chief Executive Officer
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Strong momentum in FY26 with 5.8% revenue and 6.9% underlying profit1 growth Supporting customers in an evolving environment Good progress on our key priorities to improve returns: business banking, deposits and proprietary home lending Multi-year ambition to modernise our technology to build a bank that is simple, fast and resilient Taking actions to be a stronger and more efficient bank, better placed to navigate risks and opportunities Key messages (1) FY26 underlying profit and cas h earnings exclude the impact of large notabl e items of $1,347m (before tax) and $949m (after tax). For further information refer to page 14 of the 2026 Full Year Results Management Discussion and Analysis 4
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Financial results (YoY) (1) Refer to page 42 for definition of cash earni ngs and reconciliation to statutory net profit (2) Large notable items of $1,347m (before ta x) and $949m (after tax). For further in formation refer to page 14 of the 2026 Full Year Results Management Discussion and Analysis 7,091 6,141 949 FY25 FY26 7,090 10,965 10,375 1,347 FY25 FY26 11,722 Cash earnings1 ($m)Underlying profit ($m) 6,759 6,143 FY25 FY26 Statutory profit ($m) 6.9% ex LNIs Flat ex LNIs (9.1%) 5 Impact of large notable items2 Underlying profit Impact of large notable items2 Cash earnings Statutory profit
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Cash ROE and EPS1 Cash return on equity (ex LNIs) Basic cash EPS (ex LNIs) (cents) Dividend per share and payout ratio (cents) 11.7% 12.9% 11.6% 11.4% 11.4% FY22 FY23 FY24 FY25 FY26 151 167 169 170 170 FY22 FY23 FY24 FY25 FY26 221 247 229 232 231 FY22 FY23 FY24 FY25 FY26 (1) FY26 excludes the impact of lar ge notable items of $949m (after tax) (2) Based on basic cash EPS excludes large notable items. Dividend payout ratio subject to Board determination based on circumst ances at the relevant time. FY26 excludes the impact of large notable items of $949m (after tax) Dividend payout ratio – guided by a range of 65-75% of cash earnings 2 FY22 FY23 FY24 FY25 FY26 68.4% 67.7% 73.7% 73.3% 73.7% 6
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Navigating an evolving environment Interest rates +125bps2 Persistent inflation1 Aust GDP slowing to below trend5 Cautiously optimistic on longer term thematics7 Unemployment remains low House prices expected to stabilise in mid-2027 Favourable commodity demand Rapid advancements in technology Opportunity to uplift productivity Global growth expected to remain above 3% Supporting overall customer resilience Household buffers remain strong • Low number of HL borrowers in negative equity • 11% increase in offset account balances in FY26 with average pay ahead of ~38 months Business lending pipeline slightly below pcp but remains robust 3.6% 2.9% 3.7% 4.85%2 -6.7%+4.7% -13 pts+9 pts +1.4%+2.9% House prices declining3 Decline in business confidence4 Sep 25 Sep 26 Rising global bond yields6 5.29%4.16% Key economic indicators deteriorated over 12 months (1) Source: ABS, Macrobond. ABS Tri mmed-mean measure of CPI Inflation. Data to September quarter 2025 and 2026 (2) Source: RBA, Macrobond. Cash Rate Target, data to Nov 26 (3) Source: Cotality. 6-month change in the 8-Capital City Dwelli ng Price Index for the capital cities to September of each year (4) Source: NAB. Data to September 2026 (5) Source: ABS, Macrobond. 6-month annualised growth to December quarter 2025 and June quarter 2026 (6) Source: Bloomberg. U.S. 10-year Treasury bond yield (7) Refer to key risks, qualificatio ns and assumptions in relation to fo rward-looking statements on page 127 7
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Supporting our customers Supporting retail customers 8 Proactively engaging with business customers Watch loans1 as % of GLAs 1.21% 1.26% 1.17% 1.11% 1.33% Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 1.82% 1.87% 1.68% 1.58% 1.69% Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 30+ DPD home lending arrears as % of GLAs • Launched the NAB Financial Health Campaign proactively connecting customers with information about support options • Opened NAB Community Hubs in Werribee and Cairns offering in-branch support and working with local community partners to provide holistic customer support • 1.6m NAB Goodies redemptions delivering over $11.6m cash back and discounts to customers Economic conditions & strengthened approach to emerging customer risk • Signs of emerging customer stress, consistent with economic conditions • Taking proactive action earlier risk identification and customer outreach, uplifting management disciplines: • enhancements to early-warning capabilities and tools making it easier for bankers to manage customer portfolios, prioritise reviews and focus outreach on emerging risks and opportunities • SMS customer alerts of upcoming business lending repayments • tighter management controls and accountability, more frequent and consistent metrics (1) Relates to performing loans where referra l to watch is generally triggered by banker referrals or manual downgrades of customer ratings as part of reviews throughout the year
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11.70 11.65 11.87 12.07 Sep 25 Mar 26 Sep 26 Sep 26 pro forma2 10.5% minimum 1 Group Level 2 CET1 (%) Strong balance sheet (1) APRA minimum CET1 ratio from 1 January 2027, current minimum CET1 ratio is 10.25% (2) Sep 26 pro forma CET1 ratio includes expected benefit of discounted FY26 final DRP (20bps) 1.18% 1.62% 1.69% 1.64% 1.68% 1.76% 0.96% 1.47% 1.47% 1.33% 1.35% 1.40% Sep 19 Sep 23 Sep 24 Sep 25 Mar 26 Sep 26 $5.4bn CP at Sep 26 includes $2.0bn of forward-looking provisions• Strong balance sheet settings across capital, provisioning and liquidity • $103m increase in forward-looking provisions in 2H26 to increase CP/CRWA to 1.40% • 1.5% discount on FY26 final DRP expected to generate ~20bps of CET1 in 1Q27 • Funding and liquidity metrics remain well above minimum regulatory requirements Provisioning coverageBalance sheet positioned for the environment Total Provisions/CRWAs Collective Provisions/CRWAs L1: 11.53 LCR and NSFR as at Sep 26 L1: 11.60 135% 116% LCR (quarterly avg.) NSFR 100% minimum L1: 11.94 9
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Our long-term strategy 10
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MFI and strategic NPS #3 Mass Consumer4 #2 Micro & Small Business5 (1-6) Refer to sources and notes at the back of this presentat ion on page 125 for further details. Ranking based on absolute sc ores, not statistically significant diffe rences and compared against major peers Net Promoter® and NPS® are registered trademarks of Bain & Company, Inc., NICE System s, Inc., and Fred Reichheld. Net Promoter ScoreSM is a service mark of Bain & Company, In c., NICE Systems, Inc., and Fred Reichheld #1 Medium & Large Business3 #4 HNW and Mass Affluent6 11 0 -4 6 4 -15 -10 -5 +0 +5 +10 Sep 25 Dec 25 Mar 26 Jun 26 Sep 26 NAB Peer 1 Peer 2 Peer 3 0 -12 1 -2 -25 -20 -15 -10 -5 0 5 Sep 25 Dec 25 Mar 26 Jun 26 Sep 26 NAB Peer 1 Peer 2 Peer 3 1 4 8 6 -15 -10 -5 +0 +5 +10 Sep 25 Dec 25 Mar 26 Jun 26 Sep 26 NAB Peer 1 Peer 2 Peer 3 31 14 27 14 +0 +5 +10 +15 +20 +25 +30 +35 Sep 25 Dec 25 Mar 26 Jun 26 Sep 26 NAB Peer 1 Peer 2 Peer 3 NAB share of Business MFI1 18.8% (+210bps vs Sep 25) NAB share of Consumer MFI2 11.7% (+80bps vs Sep 25)
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Three key priorities to drive strong sustainable returns Grow business banking Drive deposit growth Strengthen proprietary home lending • Clear market leadership in Business & Private Banking • Disciplined growth in Corporate & Institutional Banking • More seamless experiences for customers and bankers • Grow transaction accounts through deeper engagement • Invest in innovative payment solutions for businesses • Invest in propositions for target segments • Continue to grow proprietary home loan book • Supporting improved returns across home lending book • Continue to simplify processes and systems to optimise costs to serve and originate Strategic focus Successful execution expected to improve ROE over time 12
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5,217 5,299 5,893 3.48% 3.47% 3.52% FY24 FY25 FY26 Underlying profit ($m) Underlying profit / avg RWA Business & Private Banking Supporting the needs of SME customers1 to drive long-term business growth in Australia We bank ~1 in 4 of SME market2 and ~1 in 3 of agri market2 >10 year median customer tenure 3 ~70% sales4 through proprietary channel >90% of customers5 with active business transaction account Serving over 1 in 4 private banking customers in Australia 6 Growing business lending, managing divisional margins Sep 22 Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Total High performer Low & stable turnover8 of high performing bankers Attractive returns (1) B&PB customers typically have borrowings up to $50m and turnover less than $100m (2) Derived from latest RBA statistics. Latest data as at Aug 26 excluding financial businesses. Includes business lending relating to both B&PB and some C&IB customers (3) For relationship managed B&PB customers (4) Sales refers to new and incr eased limits for business lending (5) For relationship managed business lending B&PB customers (6) Australian Investment Trends 2026 High Net Worth report (7) Includes NBIs, excludes offset accounts (8) Voluntary turnover rolling 12 mo nths for customer facing roles 2.0 3.3 4.0 42.4 48.7 53.7 FY24 FY25 FY26 Net inflows FUM JBWere inflows and FUM ($bn) Growing business transaction balances7 22% Sep 24 – Sep 26 155 166 184 3.09% 3.01% 3.04% Sep 24 Sep 25 Sep 26 B&PB Business Lending ($bn) B&PB NIM Digitise simple needs Diversified growth Deepening customer relationships Develop the workforce of the future 13
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Corporate & Institutional Banking Consistent, disciplined execution to deliver attractive growth and returns #1 overall Australian corporate and institutional relationship bank1 #1 transactional banking RSI 1 #1 DCM RSI 11 years in a row2 #1 interest rate derivatives RSI 3 Growing transaction6 depositsDisciplined growth & balance sheet usage Deliberate target sector4 customer focus Attractive, through the cycle returns (1) #1 RSI - Coalition Greenwich Australian Large Corporate Relat ionship and Transactional Banking Voice of Client June 2026. Ran king against all banks (2) #1 RSI – Coalition Greenwich Debt Capital Markets V oice of Client June 2026. Ranking against domestic majors (3) #1 RSI - Coalition Greenwich Interest Rate Derivative s Voice of Client October 2026. Ranking against all banks (4) Target sectors include NBFIs, Private Capital and Strat egic Investors, Infrastructure, Governments and Corporates (5) Based on number of lending customers (by group entities) with lending balances and transactional banking revenue. Excludes i nactive transactional accounts (6) Transaction includes NBIs 52 61 64 Sep 24 Sep 25 Sep 26 23% increase in business transaction balances Deepening long-term relationships with target sector customers Strong expertise & leading capabilities Ongoing simplification 60% 40% Target sectors Other 83% 17% Mar 21 EAD Sep 26 EAD 14 ~300bps increase in proportion of lending customers with transactional banking5 FY24 – FY26 Disciplined balance sheet usage, leveraging distribution & 3rd party capital ($bn) 111 124 135 100 106 108 76 84 88 Sep 24 Sep 25 Sep 26 Spot RWA Spot RWA ex Markets Spot GLAs 2.47% 3.06% 2.59% 3.12% 2.54% 3.00% Pre provision profit % of RWA Ex Markets pre provision profit % of RWA 2,449 2,702 2,734 FY24 FY25 FY26 Underlying profit ($m) ($bn)
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Personal Banking Deepening whole of customer relationships through consistent and personalised customer experiences Deepen & retain relationships in target segments Disciplined home lending growth via proprietary & strategic broker relationships Reimagining customer experiences across channels Digitise priority end- to-end processes (1) Source: RFI Global – Atlas. Consumer MFI Branch NPS among customers of major peers who used a branch in the last four weeks. Based on six-month roll data at Mar 26, Jun 26 and Sep 26. Ranking based on absolute scores vs major peers, not statistically significant differences (2) APRA Monthly Authorised Deposit-taking Institution Statistics, September 2026 (3) Home lending excluding the impact of A dvantedge. System multiple 0.6x including A dvantedge run-off. APRA Monthly Authorised De posit-taking Institution Statistics, Sep 26. The Sep 26 reported market balance has been adjusted upwards by $15bn to reflect an estimate of a mortgage portfolio that moved out of APRA data on 3 August 2026 (4) New customers are those that have been a NAB customer for <12 months at the period end date (5) Excludes Ubank Distinct digital experience for Premier customers supporting growth in new4 Premier customers Growing proprietary home lending5 164 167 177 38% 41% 50% 3.00%3.60% 4.20%4.80%5.40% 6.00% 6.60%7.20%7.80% 8.40%9.00%9.60% 10.20% 10.80%11.40%12.00% 12.60% 13.20%13.80%14.40% 15.00%15.60%16.20% 16.80% 17.40%18.00%18.60% 19.20%19.80%20.40% 21.00% 21.60%22.20%22.80% 23.40%24.00%24.60% 25.20% 25.80%26.40%27.00% 27.60%28.20%28.80% 29.40% 30.00%30.60%31.20% 31.80%32.40%33.00% 33.60% 34.20%34.80%35.40% 36.00%36.60%37.20% 37.80% 38.40%39.00%39.60% 40.20%40.80%41.40% 42.00% 42.60%43.20%43.80% 44.40%45.00%45.60% 46.20% 46.80%47.40%48.00% 48.60%49.20%49.80% 120 140 160 180 Sep 24 Sep 25 Sep 26 $bn prop lending balances % prop flows for year +18% 15 39% increase in transaction accounts opened in branches between FY24 and FY26 1,911 2,044 2,257 FY24 FY25 FY26 Growth in underlying profits ($m) #1 branch customer advocacy1 over 3 consecutive quarters 1x system growth in household deposits 2 1x system growth in home lending 3 ~60% of customers have 2 or more products 97% of new home loan customers have an active transaction account FY25 FY26 +54% Deepening customer relationships through more personalised leads 53% prop flow in 2H26 Sep 24 Sep 25 Sep 26 75% increase in number of customers contacted
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1.20% 2.10% 2.80% Home lending strategy to optimise returns Taking deliberate actions More challenging environment (1) Refer to key risks, qualificatio ns and assumptions in relation to fo rward-looking statements on page 127 (2) Sources: RBA, NAB. Bank fiscal year-ended (September) (3) APRA Monthly Authorised Deposit-taking Institution Statistics . Latest data as at Sep 26. The September 2026 reported market b alance has been adjusted upwards by $15bn to reflect an estimate of a mortgage portfolio that moved out of APRA data on 3 August 2026 (4) Excludes Ubank (5) Internal NPS measured on 12 weeks rolling average to Sep 26 Home lending growth through focus on proprietary and strategic broker relationships Closed Advantedge book from 1 Oct 2025, remaining book of $19bn migrated to NAB in Oct 2026 Increased share of proprietary lending - 53% of drawdowns in 2H26 (from 48% in 1H26) Target higher returns through strategic broker relationships Shift mix to higher-returning lower LVR loans Continue to invest to improve customer experiences • Softening housing market • System growth of ~2.6%1 in FY27 (~7% in FY262) • Increased competition, elevated refi activity • Lower system returns Prop HL growing at 1.1x system3 in 2H26 Targeted broker service model Total NAB HL NAB ex Advantedge Prop HL4 2.60% System3 Initial launch of differentiated service proposition for Premium partners Improved customer experiences including enhanced digital self-service NPS 84pts for customers obtaining a mortgage5 (+8pts vs Sep 25) 16
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5.8% 7.7% 5.5% Household deposits Home lending Business lending New Zealand Banking Maintain market leadership in business banking while growing in underweight personal bank #1 Business bank in New Zealand by lending1 #1 Consumer NPS2 Bank of the Year for Home Loans3 59% of home lending portfolio through prop channels +5pts Business NPS 4 Bank of the Year Small Business 3 (1) RBNZ business lending data as at Jun 26 (latest available) (2) Refer to footnote 1 on page 61 (3) Canstar Bank of the Year Home Loans Award 2026; Canstar Bank of the Year Small Business Award 2026 (4) Refer to footnote 2 on page 61 (5) RBNZ market share statistics. Year to Sep 26 Perfect the basics Build strong foundations Deliver market leading customer experiences Good balance sheet momentum Stable underlying profit in a challenging environment 1.4x system5 FY26 Balance sheet growth 1.1x system5 1.3x system5 Consistent growth in number of customers over time 17 2,146 2,118 FY25 FY26 (NZ$m) (1.3%) GLA growth skewed to home lending 60 69 46 50 Sep 24 Sep 26 Home lending Business lending (NZ$bn) Sep 21 Sep 22 Sep 23 Sep 24 Sep 25 Sep 26 16% growth over 5 years +12%
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Continued investment in technology and transformation (1) 86% of bankers use a single sales platform (2) 96% of B&PB and PB customers, includes JB Were and Medfin, excludes nabTrade (3) Product ledgers in the cloud include those that record customer transactions asso ciated with foreign exchange, commodities, interest rate hedging, specialist and large corpora te business lending products, trade finance and NZ term deposits (4) Total net reduction of 32% of products in Australia measured from 30 September 2022 (5) Refers to technology cycle time and includes the ti me taken to build, test and deploy technology changes ~90% of apps in modern cloud infrastructure Modern data platform Single sales platform1 Single customer master2 12 out of 35 product ledgers in cloud 3 Single agentic & AI platform in place NPP payment flows migrated to cloud-based real-time payments engine BUILDING ON STRONG FOUNDATIONS Simpler E2E processes Fewer products targeting 50% net reduction in products from FY22 Accelerating delivery to customers Leverage digital, data & AI to improve delivery speed and help our bankers be more productive 386 264 FY22 FY26 Decommissioned ~600 apps since FY24 FY24 FY25 FY26 32% net reduction in # of products since FY224 18% faster change delivery cycle5 in FY26 Simple Fast Resilient Modern foundations Reducing technology risk A multi-year, business-led transformation shaping the bank to be simpler, faster and more resilient 18
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AI accelerating delivery of our strategic ambition Early value outcomes1 for user groups using Agentic AI tools Growth Enabling bankers to deliver better conversations, faster decisions and higher value outcomes Productivity Simplify and automate core banking processes Next wave of Agentic AI tools in active build Reducing time to approve business loans 20% average reduction in time to prepare business lending credit memorandums More timely C&IB banker conversations 75% reduction in time to identify customer insights, enabling bankers to bring ideas to customers sooner More personalised & better customer conversions 50% reduction in customer lead preparation time for personal bankers Accelerate & strengthen Cyber defences 80% faster triage of cyber incidents enabling earlier response 90% reduction in technology cyber assessment time, accelerating issue detection Faster, more agile software development 50% reduction in design to code delivery with greater accuracy ~50 AI squads supported by global partners, focused on delivering customer and business outcomes Voice-enabled servicing agents Complaints case management automation Enhanced fraud detection and resolution Financial crime detection agents 19 (1) Outcomes measured against prior processing for the activities and users in scope
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FY26 Financials Inder Singh Group Chief Financial Officer & Group Executive, Strategy
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Financial results Underlying profit ex LNIs1 Cash earnings ex LNIs1,2 Statutory profit 5,852 5,870 1H26 2H26 3,588 3,502 1H26 2H26 2,750 3,393 1H26 2H26 P&L key financial indicators FY26 ($m) Net operating income 22,014 ex Markets & Treasury 20,107 Operating expenses excluding large notable items (10,292) Credit impairment charge (1,547) 0.3% (2.4%) 23.4% FY26 v FY25 2H26 ($m) 5.8% 11,144 5.8% 10,230 4.5% (5,274) 85.7% (841) (1) 1H26 underlying profit and cas h earnings exclude the impact of large notabl e items of $1,347m (before tax) and $949m (after tax), respectively. For further information refer to page 14 of the 2026 Full Year Results Management Discussion and Analysis (2) Refer to page 42 for definition of cash ea rnings and reconciliation to statutory profit 2H26 v 1H26 2.5% 3.6% 5.1% 19.1% 21 ($m) ($m) ($m)
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Business & Private Banking Divisional underlying profit ($m) Personal Banking Corporate & Institutional Banking New Zealand Banking1 5,299 5,893 2,850 3,043 FY25 FY26 1H26 2H26 2,044 2,257 1,132 1,125 FY25 FY26 1H26 2H26 11.2% 2,146 2,118 1,062 1,056 FY25 FY26 1H26 2H26 6.8% (1) New Zealand Banking results in local currency (1.3%) (0.6%) 10.4% (0.6%) 1.2% (ex Markets 4.9%) (5.1%) (ex Markets 3.9%) ($m) ($m) ($m) 22 Strong momentum in business divisions Stab le 2H underlying profit in challenging environment Markets 2,031 2,131 1,045 1,086 671 603 FY25 FY26 358 1H26 245 2H26 2,702 2,734 1,403 1,331
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Revenue Markets & Treasury (M&T) income breakdown Net operating income (HoH) Key revenue drivers HoH • Strong volume growth and higher margin ex M&T • Fees & Commissions increase mainly reflects lower customer remediation • M&T decrease mainly due to lower customer sales revenue and interest rate trading outcomes versus a very strong 1H26 • NZD translation impact of -$59m ($m) ($m) 709 728 731 730 387 343 788 1,183 577 823 1,072 60655 FY23 (7) FY24 13 FY25 (6) FY26 0 1H26 (6) 2H26 1,587 1,509 1,816 1,907 993 914 NAB risk management1 Derivative valuation adjustment2 Customer risk management3 282 Markets & Treasury 11,144 (79) Sep 26 (ex M&T) 11,223 Other (12)76 Fees & Commissions 7 MarginVolumes 10,545 Mar 26 10,870 Sep 25 Sep 26 HoH increase 2.5% (ex M&T 3.6% increase ) (1) NAB risk management com prises NII and OOI and is defined as management of in terest rate risk in the banking book, wholesale funding and liquidity requirements and trading ma rket risk to support the Group’s franchises. Markets forms part of C&IB and NZ Banking revenue. Treasury form s part of NZ Banking and Corporate Functions and Other revenue (2) Derivative valuation adju stment is shown net of hedging costs or benefits and includes credit valuation adjustments and fund ing valuation adjustments (3) Customer risk management com prises OOI and reflects customer risk management in respect of PB , B&PB, C&IB and NZ Banking 23
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Net interest margin (HoH) Net interest margin Key 1H27 considerations1 • Ongoing competition in business and housing lending • Deposit and capital replicating portfolios tailwind of ~3bps2 • 9bps move in 3 month Bills/OIS spread equivalent to ~1bp of annualised NIM 3 0.06% 1.78% Deposits Replicating Portfolios and Other 1.83% Sep 26 (ex M&T) (0.04%) M&T 1.79% Sep 26Funding Costs 0.00% Lending Margin (0.02%) Mar 26 1.81% Sep 25 HoH decrease 2bps Up 2bps ex M&T (1) Refer to key risks, qualificatio ns and assumptions in relation to fo rward-looking statements on page 127 (2) Based on market implied 3 and 5 year swap rates trajectory as of 30 September 2026 and stable balances for the Australian an d New Zealand capital and deposit re plicating portfolios respectively (3) Based on 30 September 2026 balances. Average 3-month Bills/OIS spread of ~6bps in 2H26 Aust BL -1bp Aust HL -1bp Mainly deposits (includes +1bp vol impact) Largely revenue neutral 24 40 41 43 73 78 78 3.19% 3.41% 3.72% 0.00% 2.00% 4.00% 0 50 100 Sep 25 Mar 26 Sep 26 Capital - invested to 3 years Deposit - invested to 5 years Average portfolio rate NAB replicating portfolios balance ( $bn) Includes NBIs and partially rate sensitive deposits Mix -2bp Costs +1bp Higher hedged vol offset -1bp (0.02%)
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Operating expenses Operating expenses ex large notable items1 (YoY) ($m) 316 193 233 139 150 Sep 25 Salary and inflation Volume related personnel Technology & Investment2 64 D&A Other (463) Productivity Sep 26 10,292 Cap software policy5 Remediation costs4 (90) AUD/NZ FX3 (98) Sep 26 (Underlying) 10,330 9,848 Wage inflation $269m IT Vendor Inflation $47m (1) FY26 excludes the impact of large no table items of $1,347m (before tax). For further information refer to page 14 of the 2026 Full Year Results Management Discussion and Analysis (2) Technology and investment excludes the $150m impact of changes in the Group’s capitalised software policy (3) Impact of exchange rate movements on transl ation of the Group’s New Zealand operations (4) Lower payroll review and remediation cost s ($55m impact) together with lower custome r related remediation costs ($35m impact ) (5) Increased proportion of investment spend recognised in operating ex penses as a result of the chan ge in the Group capitalised software policy (from 38% in FY25 to 53% in 2H26) +4.5%+3.2% Investment in the business +5.0% +1.4% (4.7%) ~70% Personnel related +4.9% (0.4%) Includes $40m Fraud and Fin Crime $40m STI 25
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FY27 cost outlook1 (1) Refer to key risks, qualificatio ns and assumptions in relation to fo rward-looking statements on page 127 (2) FY27 underlying costs excludes large no table items, the impact of changes due to remediation costs, AUD/NZ FX impact, $300m restructuring charge and $125m impact of changes in Group capitalised software policy (3) FY26 excludes the impact of restruct uring charges of $78m and large notable item s of $1,347m (before tax). For further infor mation refer to page 14 of the 2026 Full Year Results Management Discussion and Analysis (4) $300m restructuring charge announced on 20 October 2026 (5) Impact of changes in the Grou p capitalised software policy assumes ~45% of FY27 spend incurred in 1H (consistent with FY26) and a 15% increase in opex ratio (consistent with impact in 2H26) (6) Actual opex ratio in FY27 will reflect nature of spend FY25 FY26 FY27 Estimate Opex Capex $1.78bn $1.84bn ~$1.8bn1 $673m Consistent investment in business, higher proportion expensed 26 FY27 growth in underlying opex2 expected to be <3%1 ($m) $878m FY26 ex restructuring3 FY27 Underlying costs2 Restructuring charge4 Cap software policy5 FY27 10,214 300< 3% 125 Underlying cost growth Near term headwinds with benefits expected in subsequent years FY27 key considerations1Cost driver • FY27 inflationary impacts broadly consistent with FY26 Salary & inflation • Headwind to moderate • FY26 costs include FY25 investment in frontline bankers (e.g. Prop HL) Volume related personnel • Higher investment spend in opex (incl $125m impact of cap software policy in 1H27) • Higher technology run costs e.g. cloud, AI usage Technology & Investment • Continued headwind in FY27 • Stabilising in FY28 including impact of cap software policy change D&A • Mainly personnel-related, external spend and digitisation / E2E process improvement Productivity • Payroll review and remediation ongoing ($75m in FY26) • Customer related remediation costs of $5m in FY26 Remediation costs Inflationary impacts Investment to support long-term growth and returns Productivity initiatives 38% 48% ~55-60%6 Opex ratio
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447 390 574 541 542 92 152 0 (135) 196 (174) (194) (89) 300 103 365 348 485 706 841 0.10% 0.09% 0.12% 0.18% 0.20% -1.00% -0.40% 0.20% -250 -50 150 350 550 750 950 1,150 1,350 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Individually assessed charge Underlying CP charge/(write-back) Forward-looking provisions CIC as a % of GLAs (HY annualised) (1) Represents collective credit impairme nt charge less forward-looking provisions (2) Represents collective provision EA and FLAs for target sectors (3) Relates to performing loans where referra l to watch is generally triggered by banker referrals or manual downgrades of customer ratings as part of reviews throughout the year Asset quality Non-performing exposures (NPL) as a % of GLAs Credit impairment charge (CIC) 2H26 outcomes Watch loans3 as a % of GLAs 1.21% 1.26% 1.17% 1.11% 1.33% Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 1.19% 1.27% 1.26% 1.19% 1.22% 0.20% 0.22% 0.29% 0.33% 0.34% 1.39% 1.49% 1.55% 1.52% 1.56% Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Default but not impaired as a % of GLAs Impaired assets as a % of GLAs 1 2 ($m) • 2H26 CIC of $841m, up $135m • Underlying collective charge1 of $196m, mainly reflects volume growth and asset quality deterioration in business lending portfolio, and impact of house price declines on Australian mortgage portfolio • $103m net increase in forward-looking provisions2 given a more challenging economic outlook • Individually assessed charge of $542m mainly reflects business lending portfolio impacted by tighter liquidity, and to a lesser extent, unsecured retail portfolio • Watch loan increase of 22bps with more customers experiencing early signs of stress primarily across B&PB business lending • Non-performing exposure ratio up 4bps mainly reflecting deterioration in Australian mortgage portfolio 27
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782 840 664 531 539 756 1,163 1,254 1,391 2,622 2,942 2,359 2,491 3,083 3,248 3,368 3,198 3,373 738 2,594 2,356 2,335 2,131 1,917 1,634 1,934 2,037 4,142 6,376 5,379 5,357 5,753 5,921 6,165 6,386 6,801 0.96% 1.56% 1.35% 1.31% 1.47% 1.47% 1.33% 1.35% 1.40% 1.18% 1.80% 1.55% 1.46% 1.62% 1.69% 1.64% 1.68% 1.76% Sep 19 Sep 20 Sep 21 Sep 22 Sep 23 Sep 24 Sep 25 Mar 26 Sep 26 Forward-Looking Collective Provision Underlying Collective Provision Individually Assessed Provision (IAP) CP/CRWA TP/CRWA Provisioning Total provision balances higher (1) Underlying collective provision for Sep 23 and prior figures includes amounts for collective provisions on derivatives at fa ir value (2) Sep 23 and beyond are reported under APRA’s re vised capital framework effective from 1 January 2023 (3) After excluding $264m in FLA bala nces from the 100% base scenario ($m) 2H26 Key considerations • Total provisions of $6.8bn (or 1.76% of CRWA) represent 1.6x 100% base case scenario3 • IAP balance of $1.4bn, $137m higher than Mar 26 mainly reflecting new and increased provisions raised for customers in B&PB • CP balance up $278m to $5.4bn representing 1.40% of CRWA: • $196m charge in underlying provisions, mainly reflecting volume growth and asset quality deterioration in the Group’s business lending portfolio and the impact of house price declines on the Australian mortgage portfolio • $103m net increase in forward-looking provisions reflecting changes to base case economic assumptions given more challenging outlook Offset by: • $21m release of provisions held due to the impact of foreign exchange movements 1 2 2 28
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Capital Group Level 2 CET1 capital ratio (%) (1) Excludes foreign exchange translation (2) Discounted and partially underwritten FY26 interim DRP (3) Sep 26 pro forma CET1 ratio includes expected benefit of discounted FY26 final DRP (20bps) (4) APRA minimum CET1 ratio is currently 10.25%, increasing to 10.5% from 1 January 2027 (5) Refer to key risks, qualificatio ns and assumptions in relation to fo rward-looking statements on page 127 (6) Based on Sep 26 market rates. Refer to EGL and Optionality RWA runoff profile at Sep 26 chart on page 102 (7) Models & methodology benefits include the removal of RWA ov erlays of $3.0bn related to the m easurement of certain off-balance sheet exposures 0.78 11.65 Mar 26 (0.07) Other 0.40 FY26 interim DRP actions2 11.87 Sep 26 12.07 Sep 26 pro forma3 10.5% minimum4 (0.03) Other RWA (0.07) Credit RWA1 (0.21) Dividend (0.58) Cash earnings Net FX translation L1: 11.94%L1: 11.53% • Credit RWA largely driven by strong business lending growth • Higher interest rates impacted IRRBB RWA, reducing CET1 by 11bps. Unwind expected over FY27 and FY286 • Discounted FY26 final DRP expected to increase CET1 by ~$0.9bn, equivalent to ~20bps in 1Q27 • $300m restructuring charge announced on 20 October 2026, to be reflected in 1Q27 cash earnings (-5bps impact on CET1) • No change to CET1 ratio operating target of >11.25% Key considerations5 29 Credit risk-weighted assets ($bn) 10.0 380.6 Mar 26 Volume (0.1) Asset quality & portfolio mix (2.3) Models & methodology7 0.7 Derivatives & repurchase agreements (1.9) FX translation 387.0 Sep 26 IRRBB -11bps
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Capital settings appropriate for current environment (1) Sep 2025 CET1 ratio reflects the impacts of the sale of the Group’s remaining 20% stake in MLC Life to Nippon Life Insurance Company for $497m completed on 31 October 2025 (2) Excludes impact of $403m top up to forward-looking provision in FY26 (3) Sep 26 pro forma CET1 ratio includes expected benefit of discounted FY26 final DRP (20bps) (4) Refer to key risks, qualificatio ns and assumptions in relation to fo rward-looking statements on page 127 Organic capital generation Rates & market volatility Capital raised Other Sep 25 CET1 ratio1 (pro forma) Sep 26 CET1 ratio3 (pro forma) -0.32% +0.13% +0.60% Cash earnings2 (167bps) less dividends (118bps) Volume growth (incl 42bps non-retail) IRRBB & FX translation Models & methodology (+7bps) Other RWA, Non-cash earnings, Reserves, DTA (+6bps) 1H discounted and underwritten DRP FY discounted DRP3 +0.49% -0.09%Economic environment $403m net increase in forward- looking credit provisions (-9bps) 11.81% 12.07% -0.55% Stronger starting position and focus on improved capital generation expected to support continued growth and sustainable shareholder returns • Stronger starting capital position • Taking action to improve capital generation: • Deliberate portfolio positioning • Lower growth in underlying costs • Tighter alignment of investment spend to value delivery • Environmental impacts • Business lending system growth expected to moderate from 11.5% in FY26 to 8% in FY27 • Potential AQ deterioration • Higher IRRBB and forward provisions help reduce future earnings volatility More resilient capital settings for FY274 30
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Funding and liquidity Liquidity position well above regulatory minimums (%) Term funding issuance1 & maturity profile2 ($bn) • Maintained strong funding and liquidity position with LC • LCR and NSFR well above regulatory minimums • Balance sheet is well positioned for periods of volatility • FY26 term funding issuance diversified across product, tenor and currency • FY27 term funding issuance expected to be broadly in line with prior years4 119 116 116 116 Mar 25 Sep 25 Mar 26 Sep 26 100% Minimum 7 4 8 5 11 10 6 4 5 6 4 27 17 23 20 21 20 21 18 FY24 issuance 1 1 FY24 maturities FY25 issuance 1 2 FY25 maturities FY26 issuance 1 FY26 maturities 3 FY27 maturities 38 41 36 28 38 35 30 NSFR (1) Issuance with an original term to maturi ty or call date greater than 12 months. FX rate measured at time of issuance (2) Maturity profile of funding with an original term to maturity greater than 12 months, excludin g RMBS. Callable senior debt m aturity based on next call date. FY27 maturi ties at Spot FX rate at 30 September 2026 (3) Based on first optional call date (subject to APRA or RBNZ approval, as applicable, which may or may not be provided) or mat urity date (4) Refer to key risks, qualificatio ns and assumptions in relation to fo rward-looking statements on page 127 Key messages 139 135 132 135 Mar 25 Sep 25 Mar 26 Sep 26 LCR (quarterly avg.) 31 RBNZ Funding Facilities RBA Term Fundin g Facility Senior Unsecured Tier 2 and AT1 3 Secured
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Closing comments Andrew Irvine Group Chief Executive Officer
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Taking actions to be a stronger and more efficient bank Strengthened capital Capitalised software policy – accelerated amortisation and lower capex Reduce duplication, speed up decisions and align investment to key strategic priorities to be a simpler, faster and more efficient bank Pro forma CET1 ratio of 12.07%1 $7.2bn above regulatory minimum CET1 ratio of 10.5% 2 Increased provisioning coverage 1.33% 1.35% 1.40% Sep 25 Mar 26 Sep 26 CP/CRWA increased to 1.40% including $403m net increase in forward-looking provisions in FY26 Total provisions of $6.8bn or 1.76% of CRWA (highest ratio since Sep 20) $1,347m capitalised software write-down and accelerated amortisation in 1H26 Higher proportion of investment spend in opex, D&A more stable over the medium-term 3 3,430 2,187 2,196 1,347 Sep 25 Write-off Mar 26 Sep 26 Simplifying our operating model 33 11.70% 11.65% 11.87% 12.07% Sep 25 Mar 26 Sep 26 Sep 26 pro forma Lower and more stable capitalised software balance Sep 26 pro forma1 CET1 ratio 37bps higher than Sep 25 Increased CP/CRWA ratio by 7bps to 1.40% (1) Sep 26 pro forma CET1 ratio includes expected benefit of discounted FY26 final DRP (20bps) (2) APRA minimum CET1 ratio from 1 January 2027, current minimum CET1 ratio is 10.25% (3) Refer to key risks, qualificatio ns and assumptions in relation to fo rward-looking statements on page 127 1 ($m)
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1.0% 1.5% 2.0% 2.5% FY22 FY23 FY24 FY25 FY26 B&PB B&PB and C&IB PB Well positioned for opportunities in business banking (1) Sources: RBA, NAB. Data to September 2026, NAB Forecasts thereafter (2) Refer to key risks, qualificatio ns and assumptions in relation to fo rward-looking statements on page 127 (3) FY26 Underlying profit for customer facing divisions (excludes Corporate Centre a nd large notable items) (4) Group underlying profit ex cludes large notable items (5) Includes earnings from New Zealand Corporate and I nstitutional business together with attributable costs Higher share of profits from business banking Cash earnings/Average RWAs by division (%) More stable returns in business divisions 34 FY22 FY26 B&PB C&IB NZ PB Total +20% ~80% of underlying profit4 from business focused divisions5– from ~70% in FY22 Business credit growth moderating but expected to remain stronger than housing1 • Business credit growth supported by structural longer-term thematics • NAB pipeline is slightly below pcp but robust Supportive outlook for business banking growth Underlying profit3 for customer divisions NAB’s business focused divisions are driving underlying profit growth with more stable returns 8% 3% 6% +0.15% Change since FY22 -0.37% -0.03% -9 -4 1 6 11 2021 2022 2023 2024 2025 2026 Housing Credit Business Credit Average BL Growth (%) Forecasts2
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35 • Maintain resilient balance sheet and disciplined approach to risk management • Supporting customers through an evolving environment • Continue to focus on growing business banking, driving deposit growth and strengthening proprietary home lending, supported by stronger alignment across divisions • Improve cost efficiency through workforce change, supported by ongoing investment in technology modernisation • Increasingly leveraging AI solutions to support growth and productivity Key areas of focus in FY27
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Additional Group Information
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NAB at a glance (1) Excludes the impact of large notable items of $949m (after tax). For further in formation refer to page 14 of the 2026 Full Y ear Results Management Discussion and Analysis (2) Refer to page 42 for definition of cash ea rnings and reconciliation to statutory profit (3) Includes loans that have been classified as restructured in accordance with APS 220 Credit Risk Management which are assessed as no loss based on security held (4) APRA Monthly Authorised Deposit-taking Institution Statistics . Latest data as at Sep 26. Bu siness lending represents lending to non-financial businesses and community service organisations (5) Includes credit cards, perso nal loans and margin lending Fitch AA-/F1+ (Stable) Moody’s Aa2/P-1 (Stable) S&P AA-/A-1+ (Stable) Credit Ratings NAB Ltd LT/ST Gross loans & advances split Cash earnings (excluding large notable items) divisional splits1,2 Business & Private Banking Personal Banking Corporate & Institutional Banking New Zealand Banking Corporate Functions & Other1 Key financial data FY26 Cash earnings1,2 $7,090m Cash ROE (excluding large notable items) 11.4% Gross loans and advances (GLAs) $822.4bn Customer deposits $692.6bn Impaired assets to GLAs 0.34% CET1 11.87% NSFR 116% Australian market share As at Sep 26 Business lending4 Housing lending4 Cards4 Key non-financial data FY26 # FTE – continuing operations (spot) 43,271 # Branches / Business centres 595 Default but not impaired assets to GLAs3 1.22% Other Lending 1%5 Mortgages 55% Business Loans 44% % of Cash earnings 52.0% 19.2% 24.5% 16.4% (12.1%) 100% 37 21.7% 14.0% 27.2%
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Ambition to be the most customer-centric company in Australia and NZ NAB Customer Voices - a three pillar approach to deepen relationships and improve advocacy Design and rollout customer feedback loops to drive continuous improvement – Listen, Learn and Act Track performance using granular customer experience metrics Continued to focus on 20 “Must Win Battles” – key customer experiences that influence advocacy and create lasting customer value Review customer feedback 1 Embed immediate responses into daily activities of frontline teams 2 Deliver better customer experiences – deeper customer relationships, improved retention and referrals 4 Make decisions regarding investment and priorities to support systemic improvements 3 GROWTH & RETURNS 38
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Operating expenses Operating expenses ex large notable items 1(HoH) ($m) 84 30 94 39 56 150 Mar 261 Salary and inflation Volume related personnel Technology & Investment2 D&A (81) Other (88) Sep 26 5,274 Cap software policy 5 Remediation costs4 AUD/NZ FX3 (28) Sep 26 (Underlying) 5,096 Productivity 5,018 39 (1) Mar 26 excludes the impact of large no table items of $1,347m (before tax). For furt her information refer to page 14 of the 2 026 Full Year Results Management Discussion and Analysis (2) Technology and investment excludes the impact of chan ges in the Group’s capitalisation of software policy (3) Impact of exchange rate movements on transl ation of the Group’s New Zealand operations (4) Higher payroll review and remediation co sts ($61m impact) together with lower custome r related remediation costs ($5m impact ) (5) Increased proportion of investment spend recognised in operating ex penses as a result of the change in the Group capitalisation of software policy (fro m 38% in FY25 to 53% in 2H26)
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Markets & Treasury income 40 Markets & Treasury (M&T) income breakdown (1) NAB risk management com prises NII and OOI and is defined as management of in terest rate risk in the banking book, wholesale funding and liquidity requirements and trad ing market risk to support the Group’s franchises. Markets forms part of C&IB and NZ Banking revenue. Treasury forms part of NZ Banking and Corporate Functions and Ot her revenue (2) Derivative valuation adju stment is shown net of hedging costs or benefits and includes credit valuation adjustments and fund ing valuation adjustments (3) Customer risk management com prises OOI and reflects customer risk management in respect of PB , B&PB, C&IB and NZ Banking ($m) ($m) 367 358 364 345 360 368 365 366 387 343 369 262 343 577478 345 445 602 470 606 (17) Mar 22 (37) Sep 22 26 Mar 23 29 Sep 23 8 Mar 24 (15) Sep 24 3 Mar 25 10 Sep 25 0 Mar 26 (6) Sep 26 719 583 868 719 813 696 970 846 993 914 NAB risk management1 Derivative valuation adjustment2 Customer risk management3 308 464 415 618 749 994 1,123 1,094 1,198 1,158 FY22 FY23 FY24 FY25 FY26 1,302 1,587 1,509 1,816 1,907 Markets Treasury 1,161 1,552 1,142 1,181 1,233 367 635 674 141 FY22 35 FY23 FY24 FY25 FY26 1,302 1,587 1,509 1,816 1,907 Net interest income Other operating income M&T income (Markets & Treasury) M&T income (NII/OOI) ($m)
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Customer-related remediation provision charges1 8 47 56 95 97 73 4235 40 45 14 13 43 87 101 109 110 73 42 2H23 1H24 2H24 1H 25 2H25 1H26 2H26 Continuing operations Discontinued operations Remediation (1) Charges are shown pre-tax and include both op erating expenses and contra revenue amounts Remediation provision charges1 ($m) Breakdown of customer-related remediation in continuing operations ($m) Customer-related remediation • Continuing operations include matters that relate to the incorrect charging of rates and fees, and application of discounts • JBWere Adviser Service Fee program is complete, and the assessment of potential historical non-compliant advice is well progressed Other Payroll-related remediation • Payroll-related remediation is an ongoing program of work to identify, rectify and remediate payroll issues • FY26 costs of $75m (1H26: $7m and 2H26: $68m) • FY26 costs include: • $8m provision for payments and benefits to colleagues and former colleagues • $30m costs incurred to run the program in FY26 • $37m provision for future program costs 20 20 20 5 2 63 39 41 30 8 12 38 27 12 56 95 97 73 42 2H24 1H25 2H25 1H26 2H26 Customer related expense Other operating income Net interest income 41
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Group cash earnings reconciliation to statutory net profit • NAB uses cash earnings (rather than statutory net profit attributable to owners of the Company) for its internal management reporting purposes and considers it a better reflection of the Group’s underlying performance. Accordingly, information is presented on a cash earnings basis unless otherwise stated • Cash earnings is not a statutory financial measure and is not presented in accordance with Australian Accounting Standards nor audited or reviewed in accordance with Australian Auditing Standards. Cash earnings is calculated by excluding discontinued operations and certain other items which are included within the statutory net profit attributable to owners of the Company. These non-cash earning items, and a reconciliation to statutory net profit attributable to owners of the Company, are presented in the table below • The definition of cash earnings is set out on page 11 of the 2026 Full Year Results Management Discussion and Analysis, and a discussion of non-cash earnings items and a full reconciliation of the cash earnings to statutory net profit attributable to owners of the Company is set out on pages 80-81 of the same document. The Group’s financial statements, prepared in accordance with the Corporations Act 2001 (Cth) and Australian Accounting Standards, and audited by the auditors in accordance with Australian Auditing Standards, are set out in the 2026 Annual Report FY26 ($m) FY25 ($m) FY26 v FY25 ($m) 2H26 ($m) 1H26 ($m) 2H26 v 1H26 ($m) Cash earnings 6,141 7,091 (950) 3,502 2,639 863 Non-cash earnings items (after tax): Hedging and fair value volatility (19) 28 (47) (43) 24 (67) Amortisation of acquired intangible assets (34) (36) 2 (15) (19) 4 Acquisitions, integration, disposals and business closures 28 (295) 323 (84) 112 (196) Net profit attributable to owners of the Company from continuing operations 6,116 6,788 (672) 3,360 2,756 604 Net profit / (loss) attributable to owners of the Company from discontinued operations Statutory net profit 6,143 6,759 (616) 3,393 2,750 643 27 (29) 56 33 (6) 39 42
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Digital Transformation, Technology and Innovation
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Technology and transformation (1) Includes JB Were and Medfin, excludes nabTrade (2) Median time to yes for all business lendi ng applications, calculated on business le nding volume for new and increased lendin g; FY22 compared with FY26 TECHNOLOGY AMBITIONSTRATEGIC PILLARS FAST Accelerating delivery to customers SIMPLE Fewer products and simpler processes RESILIENT Modern foundations that improve availability of services to customers Single customer master now supports 96% of Personal and Business & Private Banking customers1 One contact centre platform for customer chat and voice Real-time account-to-account payments migrated to a cloud-based payments engine in FY26 Business-lending time to yes2 reduced by 28% since FY22 One customer onboarding experience now used across deposits, credit cards and personal loans 30% of card payments now flowing through NAB’s new cloud-based transaction switch Confirmation of Payee and in-app banker verification helping protect customers from scams Established integrated 24/7 fraud operations with enhanced observability, intelligent automation and root-cause analysis New Zealand term deposits migrated to new cloud-based core banking platform FY26 PROGRESS FY27+ FOCUS E2E process simplification including digitising customer simple needs Complete the migration of NAB Card Authorisation onto the new cloud- based transaction switch Continued modernisation of 25 priority applications focusing on core banking experiences 44 Building a bank that is simpler, faster and more resilient
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AI at NAB over time 2020- 2023 2024 2025 2026 Customer Brain powered by ~800 AI models and real- time data Launched AI developer tools with AWS and scaled GenAI in software engineering >1,000 engineers trained in AI technologies with key partners AI enabled data platform launched Customer Brain powered by >200 AI models delivers first personalised experiences Established GenAI platform for safe use of new AI technologies First GenAI use case deployed Responsible AI principles drafted Customer Brain powered by >3500 AI models Rolled out Databricks Genie – AI enhanced analytics for colleagues Launched ~50 AI squads to accelerate delivery Launched programs with AWS and Anthropic to upskill AI squads Appointed Executive AI Science, AI scientists and distinguished engineers Built capability with specific AI programs for leaders Launched NAB Agentic AI development toolkit, framework and training Appointed Group Executive Digital, Data and AI Developed 'Responsible AI Use' training for all colleagues, to be launched in FY26 AI training to upskill senior leaders with global partners Technologist AI certification, in collaboration with key partners 45
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AI @ NAB Agentic Platform Managing all of NAB’s AI Tech Foundations Data, Cloud, API, Security Governance & oversight Accountable Executives with AI-Powered Channels Workforce Capability & Composition Brilliant Customer Experiences Delivering better customer and colleague outcomes with AI Growth Augment and coach bankers to deliver better conversations, faster decisions, and higher value outcomes Banker.AI Deliver personalised, proactive and frictionless experiences at scale Customer.AI AI for Colleagues Access to role appropriate AI tools – for example Claude, Gemini, Copilot, Cursor, Claude code, Devin and purpose-built AI tools NAB-wide training in responsible use of AI and use cases that can be democratised Ruby.AI Productivity Transform core processes to provide seamless, fast and accurate outcomes Operations.AI Accelerate software development SDLC.AI Strengthen customer and regulator trust Obligations.AI Enhance cyber security capabilities Cyber.AI 46
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Sep 23 Sep 26 Digital Customer Experience: Mobile We continue to deliver excellent digital experiences whilst keeping our customers safe Customer verification via App Tailored experience for specialised segments Refreshed account screen with grouping by customer need New product discovery experience Uplifted experience for managing your home loan Monthly digitally active banking customers3 #3 Mobile app for Consumer2 #1 Major banking app in the Apple App Store & Google Play for over a year1 (1) Sourced from comparison of other major Australian banking apps with a total of 100k or above reviews in Apple App Store or 5 0k or above reviews in Google Play as at Sep 26 (2) Sourced from RFI Global – Atlas. Consumer MFI Mobile App NPS am ong customers of major peers who used mobile app in the last f our weeks. Based on six-month roll data to Sep 26. Ranking based on absolute scores vs major peers, not statistically significant differences (3) Data excludes Citi Consumer Business Apple App Store Google Play +20 nps For NAB mobile app2 24% 4.6 47
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Digital Customer Experience: NAB Connect Supporting B&PB1 and C&IB customers to manage their business anywhere, NAB Connect continues to lead the market in complex business digital banking channels Mobile App and internet capability with 99.86% service availability4 Confirmation of payee introduced for single domestic payments Visibility of closed statements and foreign currency account statements Uplift to foreign exchange deals capability NAB Connect active banking customers #1 Digital Platform2 for 8 years running +25 nps vs Sep 23 NAB Connect Desktop NPS3 (1) Excludes small business customers with less complex needs wh o are serviced by NAB Mobile App and NAB Internet Banking (2) 2026 Coalition Greenwich Large Corporate & Institutional Trans action Banking Survey, Australia. Ranking against the four major domestic banks (3) Internal measure of NPS measured on 6 month rolling average to Sep 26 (4) Service availability calculated from 1/ 10/25 – 30/9/26, combined average service availa bility for NAB Connect Desktop and NAB Connect Mobile App 14% Sep 23 Sep 26 2019-2026 48
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Protecting customers from scams, fraud and cyber threats (1) Includes FY26 operating expenses and i nvestment spend to run and uplift capabilit ies across financial crime, cyber security and fraud and scams 49 How we are protecting customers Customer education and support Awareness, practical guidance and support for customers and communities Dedicated customer scams protection and response team for high-risk scam victims Specialist support to help customers identify potential scams and respond quickly Dedicated Fraud and Scams specialists at NAB Community Hub Branches 24/7 fraud assistance Timely warnings to help customers pause before proceeding Secure in-app notifications to verify transactions and unblock cards Real-time intervention Investment in detection, monitoring and security capabilities In-app customer identity authentication NAB Nexus, a 24/7 integrated fraud, cyber and payments monitoring capability Security technology Use of behavioural indicators to identify activity that may be unusual or higher risk Continuing to invest in NAB’s target state fraud and scam detection platform Enhanced detection Working with industry, government, law enforcement and technology partners Continued partnership with AFCX to combat application fraud, scams, mules and unregulated gambling Stronger together FY26 outcomes real-time customer alerts sent with >$403m in payments subsequently abandoned ~2.5m investment in customer protection >$980m1 referrals per month to specialist support services for vulnerable customers and repeat scam victims ~190
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Additional Divisional Information – Business & Private Banking 52 – Personal Banking 56 – Corporate & Institutional Banking 58 – New Zealand Banking 60
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Divisional contributions Divisional cash earnings1 FY26 ($m) FY26 v FY25 2H26 ($m) Business & Private Banking 3,685 10.7% 1,835 Personal Banking 1,362 8.7% 662 Corporate & Institutional Banking2 1,740 (6.1%) 819 New Zealand Banking3 1,381 (7.0%) 653 2H26 v 1H26 (0.8%) (5.4%) (11.1%) (10.3%) (1) Refer to page 42 for definition of cash earni ngs and reconciliation to statutory net profit (2) Figures include impact of wind down of NAB Asset Servici ng business completed in 1H26 (3) New Zealand Banking results in local currency 51
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Business & Private Banking Cash earnings Business and housing lending GLAs and deposits Other key metrics ($m) ($bn) 3,330 3,685 1,850 1,835 FY25 FY26 1H26 2H26 166.3 174.0 183.7 109.3 112.9 114.0 Sep 25 Mar 26 Sep 26 275.6 286.9 297.7 237.9 252.0 252.4 Sep 25 Mar 26 Sep 26 8,531 9,230 4,487 4,743 FY25 FY26 1H26 2H26 DepositsHousing lending Business lending 8% (3.8% HoH) 8.2% 5.7% 6.1% (0.2% HoH) Revenue ($m) 5,299 5,893 2,850 3,043 FY25 FY26 1H26 2H26 10.7%11.2% Underlying profit 6.8% (0.8%) ($m) FY25 FY26 1H26 Net interest margin (%) 3.01 3.04 3.02 Credit impairment charge (CIC) ($m) 529 628 206 CICs / GLAs (%) - annualised 0.19 0.21 0.14 2H26 3.06 422 0.28 Cash earnings on average RWAs (%) 2.18 2.20 2.27 2.14 52
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Business & Private Banking business lending Diversified Australian business lending growth (YoY)1 $12bn $184bn$47bn$51bn $74bn 7.9% 16.2% 11.2% 10.8% 10.5% Agri Health CRE 2 Other NAB B&PB 3 27.8% 28.1% 28.3% 27.7% Mar 25 Sep 25 Mar 26 Aug 26 Denotes lending balance as at 30 September 2026 Business lending market share (APRA)5,6 21.4% 21.6% 21.8% 21.7% Mar 25 Sep 25 Mar 26 Sep 26 SME lending market share (RBA)4 Broad-based growth across most sectors including Trade, Manufacturing, Health and Community Services, and Construction 53 (1) Growth rates are on a customer segm ent basis and not industry categorisation (2) CRE primarily represents commercial real estate investment lending across a range of asset classes including Retail, Office, Industrial, Tourism and Leisure, and Residential (3) B&PB customers typically have borrowings up to $50m and turnover less than $100m (4) Derived from latest RBA statistics. La test data as at Aug 26 excluding financial businesses. Includes business lending relat ing to both B&PB and some C&IB customers. The movement in reported SME market share from Mar 26 to Aug 26 is impacted by an RBA restatement of SME lending system balances likely driven by inclusion of new entrants, af fecting comparability across periods (5) Represents business lending to non-financial businesses and community service organisations under APRA Monthly Authorised De posit-taking Institution Statistics defini tions. Latest data as at Sep 26. Includes business lending relating to both B&PB and C&IB customers (6) Market share metrics for business lending have been updated to reflect restated system balances. Prior period market share percentages have been revised accordingly
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B&PB business lending platform 8% 83% 2H22 2H26 23% 72% FY22 FY26 Digital Applications % of banker deals submitted digitally1 Digital Management % of annual reviews automated Digital Documentation % of documents sent electronically Faster time to yes Median ‘Time To Yes’ for all business lending applications2 Automated account management Digital fulfilment, settlement & management Fast, automated verification & decisioning Simplified origination, digital application Comprehensive reporting suite End-to-end, digital business lending platform 30%32%35%37%39%42%44%46%49%51%53%56%58%60%63%65%67%70%72%74%77%79%81%84%86%89%91%93%96%98%100%103%105%107%110%112%114%117%119%121%124%126%128%131%133%135%138%140%142%145%147%149%152%154%156%159%161%163%166%168%170%173%175%177%180%182%184%187%189%191%194%196%198%201%203%206%208%210%213%215%217%220%222%224%227%229%231%234%236%238%241%243%245%248%250%252%255%257%259%262%264%266%269%271%273%276%278%280%283%285%287%290%292%294%297%299%301%304%306%308%311%313%315%318%320%323%325%327%330%332%334%337%339%341%344%346%348%351%353%355%358%360%362%365%367%369%372%374%376%379%381%383%386%388%390%393%395%397%400%402%404%407%409%411%414%416%418%421%423%425%428%430%432%435%437%440%442%444%447%449%451%454%456%458%461%463%465%468%470%472%475%477%479%482%484%486%489%491%493%496%498%500%503%505%507%510%512%514%517%519%521%524%526%528%531%533%535%538%540%542%545%547%549%552%554%557%559%561%564%566%568%571%573%575%578%580%582%585%587%589%592%594%596%599%601%603%606%608%610%613%615%617%620%622%624%627%629%631%634%636%638%641%643%645%648%650%652%655%657%659%662%664%666%669%671%674%676%678%681%683%685%688%690%692%695%697%699%702%704%706%709%711%713%716%718%720%723%725%727%730%732%734%737%739%741%744% 746%748%751%753%755%758%760%762%765%767%769%772%774%776%779%781%783%786%788%791%793%795%798%800%802%805%807%809%812%814%816%819%821%823%826%828%830%833%835%837%840%842%844%847%849%851%854%856%858%861%863%865%868%870%872%875%877%879%882%884%886%889%891%893%896%898%900%903%905%908%910%912%915%917%919%922%924%926%929%931%933%936%938%940%943%945%947%950%952%954%957%959%961%964%966%968%971%973%975%978%980%982%985%987%989%992%994%996%999%1001%1003%1006%1008%1010%1013%1015%1017%1020%1022%1025%1027%1029%1032%1034%1036%1039%1041%1043%1046%1048%1050%1053%1055%1057%1060%1062%1064%1067%1069%1071%1074%1076%1078%1081%1083%1085%1088%1090%1092%1095%1097%1099%1102%1104%1106%1109%1111%1113%1116%1118%1120%1123%1125%1127%1130%1132%1134%1137%1139%1142%1144%1146%1149%1151%1153%1156%1158%1160%1163%1165%1167%1170%1172%1174%1177%1179%1181%1184%1186%1188%1191%1193%1195%1198%1200% Sep 22 Sep 25 Sep 26 Ongoing digitisation supporting faster, more seamless lending experiences for bankers and customers Majority of core secured business lending flows now originated via new platform Modern technology, disconnected several legacy apps and systems Continuous, iterative development with ongoing enhancements – more to do ~28% reduction (1) % of new/increased lending deals submitte d by bankers via Quickbiz or small and medium business lending via streamlined single system. Refinement in calculation relating to invoice financing has resulted in change from previously disclosed outcom es with historical data restated (2) Calculated on business lending vo lume for new and increased lending 77% 2H26 54
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24.5 25.6 26.0 Sep 25 Mar 26 Se p 26 45.0 48.6 48.2 Sep 25 Mar 26 Sep 26 An integrated Private Wealth offering Housing lendingDeposits JBWere net inflows and FUM3 ($bn) (1) 2026 RFI Global Australian Banking & Finance Awards: outstanding Private Bank for clients with less than $10m, outstanding P rivate Bank for clients with more than $10m. Based RFI Global Australian Private Banking Program, with feedback collected from over 1000 Private Bank clients in 2025 (2) 2026 Global Finance Award: Best Private Bank in Australia category (3) FUM balances and components have been restated to reflect the sale of NZ w ealth businesses effective from 30 April 2024 ($bn) • Strong home lending growth, skewed to proprietary channels • Strong growth in Global Bond Service providing access to unlisted and international bonds across JBWere and NAB Private Investments, with +$6bn platform assets raised since launch in Jun 23 • Delivered a new digital experience across JBWere and nabtrade, including portal enhancements, digital onboarding and DocuSign- enabled workflows 6.1% (1.6% HoH)7.1% (-0.9% HoH) Deepening relationships and supporting intergenerational wealth opportunities of our customers ($bn) 55 1.6 1.7 1.7 2.3 43.9 48.7 49.1 53.7 1H25 2H25 1H26 2H26 Net inflows FUM NAB Private Investments NAB Private Bank Best Private Bank Australia 2022—2026 2 Integrated proposition Performance FY26 key highlights 1
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176.3 181.8 188.6 Sep 25 Mar 26 Sep 26 Deposits 1.5% Personal Banking Cash earnings Housing lending GLAs and deposits 4,625 4,962 2,463 2,499 FY25 FY26 1H26 2H26 ($m) ($bn) 1,253 1,362 700 662 FY25 FY26 1H26 2H26 254.7 260.5 262.7 Sep 25 Mar 26 Sep 26 GLAs 3.1% (0.8% HoH) 7.3% 7% (3.7% HoH) 2,044 2,257 1,132 1,125 FY25 FY26 1H26 2H26 Revenue 8.7% 10.4% (0.6%) (5.4%) ($m)($m) Underlying profit Other key metrics 56 FY25 FY26 1H26 Net interest margin (%) 1.75 1.85 1.85 Credit impairment charge (CIC) ($m) 255 313 133 CICs / GLAs (%) - annualised 0.10 0.12 0.10 2H26 1.85 180 0.13 Cash earnings on average RWAs (%) 1.50 1.60 1.65 1.55
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16.4 17.1 18.3 Sep 25 Mar 26 Sep 26 21.0 22.2 23.3 Sep 25 Mar 26 Sep 26 DIGITAL BANK FOR THE NEXT GENERATION HELPING YOUNG AUSTRALIANS DO BETTER WITH MONEY Strong customer advocacy Mortgages NPS1 +22 4.7 OUT OF 5 A highly rated App2 Deposit growth ($bn) Lending growth ($bn) 11.0% 11.6% Growing customer base with a clear focus on younger demographic and strong growth across both deposits and lending (1) Sourced from RFI Global – Atlas. Ubank NPS based on all consumers, 18+ measured on six-month roll data to Sep-26. Mortgages N PS based on overall likelihood to recomme nd Ubank among all customers, 18+ who hold a mortgage at Ubank, measured on 12-month roll data to Sep 26 (2) Apple app store rating on 30 September 2026 Continued momentum NPS1 +22 57 Experiences shaped by customers Beta customers opt in to try new features early, helping shape what comes next In the first three months, more than 35,000 customers shared over 10,000 points of feedback >60% Onboarded customers under 35 years of age
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Corporate & Institutional Banking1 1,854 1,740 921 819 FY25 FY26 1H26 2H26 Cash earnings ($m) ($m) 3,369 3,514 1,722 1,792 671 60354 FY25 3 FY26 2358 1H26 1245 2H26 4,094 4,120 2,082 2,038 NAB Asset Servicing Markets Non-Markets Revenue breakdown2 ($m) (6.1%) (11.1%) (2.1%) 2,702 2,734 1,403 1,331 FY25 FY26 1H26 2H26 1.2% (ex Markets 4.9%) (5.1%) (ex Markets 3.9%) 0.6% Revenue ex Markets up 4.3% YoY and 4.1% HoH Underlying profit (1) Figures include impact of wind down of NAB Asset Servici ng business completed in 1H26 (2) Markets revenue represents Customer risk management revenue and NAB risk management revenue. Includes derivative valuation a djustments. NAB Asset Servicing (which was wound down in 1H26), FY25 revenue of $54m ($37m NII and $17m OOI), FY26 revenue of $3m ($1m NII and $2m OOI), 1H26 revenue of $2m ($1m NII and $1m OOI) and 2H26 revenue of $1m ($1m OOI) FY25 FY26 1H26 Net interest margin (%) 1.09 1.08 1.10 Net interest margin (ex Markets) (%) 2.15 2.04 2.03 CICs / GLAs - annualised (%) 0.12 0.21 0.16 2H26 1.07 2.05 0.26 Cash earnings on average RWAs (%) 1.77 1.62 1.71 1.52 Credit impairment charge (CIC) ($m) 146 282 104 178 Other key metrics 58
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450 500 550 600 650 2021 2022 2023 2024 2025 2026 NAB Peer 1 Peer 2 Peer 3 (1) Large Corporate & Institutional Relationship Banking Survey Jun 24 (2) Transaction Banking Survey Jun 24 (3) Interest Rate Derivatives Survey Dec 23 (4) Debt Capital Markets Voice of Client Jun 26 (5) Foreign Exchange Voice of Clie nt, Corporate Respondents Oct 26 Corporate & Institutional Banking customer metrics Large Corporate & Institutional – NPS1 Interest Rate Derivatives - RSI3 Large Corporate & Institutional RSI1 Debt Capital Markets – RSI4 Transactional Banking – RSI2 400 450 500 550 600 2021 2022 2023 2024 2025 2026 NAB Peer 1 Peer 2 Peer 3 Foreign Exchange (Corporate) – RSI5 0 10 20 30 40 50 60 2021 2022 2023 2024 2025 2026 NAB Peer 1 Peer 2 Peer 3 450 500 550 600 650 2021 2022 2023 2024 2025 2026 NAB Peer 1 Peer 2 Peer 3 470 520 570 620 2021 2022 2023 2024 2025 2026 NAB Peer 1 Peer 2 Peer 3 430 480 530 580 2021 2022 2023 2024 2025 2026 NAB Peer 1 Peer 2 Peer 3 59 Source: Coalition Greenwich Voice of Client Studies. All data taken from the most r ecently available survey and rankings are against the four major domestic banks. Coalition Greenwi ch is a division of Crisil. Relationship Strength Index (RSI) is based on the results of key qualitative measures (1) Large Corporate & Institutional Relationship Banking Voice of Client Jun 26 (2) Transaction Banking Voice of Client Jun 26 (3) Interest Rate Derivatives Voice of Client Oct 26
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New Zealand Banking1 Cash earnings Business and housing lending GLAs and deposits ($m) ($bn) 1,485 1,381 728 653 FY25 FY26 1H26 2H26 46.9 47.1 49.5 63.9 66.2 68.8 Sep 25 Mar 26 Sep 26 110.8 113.3 118.3 87.1 89.9 91.4 Sep 25 Mar 26 Sep 26 3,509 3,541 1,756 1,785 FY25 FY26 1H26 2H26 Customer depositsHousing lending Business lending 6.8% (4.4% HoH) 0.9% 1.7% 4.9% (1.7% HoH) Revenue ($m) (7.0%) Underlying profit (10.3%) ($m) 2,146 2,118 1,062 1,056 FY25 FY26 1H26 2H26 (1.3%) (0.6%) Other key metrics FY25 FY26 1H26 Net interest margin (%) 2.41 2.29 2.33 Net interest margin (ex Markets) (%) 2.74 2.60 2.62 CICs / GLAs - annualised (%) 0.02 0.12 0.03 2H26 2.25 2.57 0.20 Cash earnings on average RWAs (%) 2.23 1.99 2.16 1.85 Credit impairment charge (CIC) ($m) 60 27 137 19 118 (1) New Zealand Banking results in local currency
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New Zealand Banking customer metrics 61 #1 BNZ Consumer NPS1 =#2 BNZ Business NPS2 38 23 25 17 32 0 10 20 30 40 50 Sep 25 Dec 25 Mar 26 Jun 26 Sep 26 BNZ Peer 1 Peer 2 Peer 3 Peer 4 4 -2 7 -18 4 -30 -25 -20 -15 -10 -5 0 5 10 15 Sep 25 Dec 25 Mar 26 Jun 26 Sep 26 BNZ Peer 1 Peer 2 Peer 3 Peer 4 (1) Sourced from Insights HQ (previously kn own as Camorra Research) Retail Market Monitor (data on 12-month roll). NPS for nomin ated main bank provider. The result reflects the 5 major banks in New Zealand. Rank is based on absolute results and may be within the confidence interval of another brand. Methodology, weighting and calculation refinements have been implemented over time. These changes may result in minor differences to previously disclo sed results, with historical data restated where appropriate (2) Sourced from Kantar Business Finance Monitor (data on 12-month roll). NPS for nominated main bank provider. Total business market up to annual turnover of $150m; in cludes Agribusiness with a turnover of $100k+. The result reflects the 5 major banks in New Zealand. Rank is based on absolute results and may be within the confidence interval of another brand. Methodolog y, weighting and calculation refinements have been implemented over time . These changes may result in minor differences to previously disclosed results, with historical data restated where appropriate
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New Zealand housing lending key metrics 62 (1) Drawdowns are defined as new lending, including limit increases and excluding redraws, for the reporting period (2) Excludes line of credit products (3) RBNZ Loans by Asset Quality (S50) Sep 26Sep 25New Zealand housing lending 68.863.9Total Balances (spot) NZ$bn Portfolio 18.916.5Drawdowns NZ$bn1 Portfolio By product type 10.1%13.2%- Variable rate 88.1%85.1%- Fixed rate 1.8%1.7%- Line of credit By borrower type 64.6%65.3%- Owner Occupied 35.4%34.7%-I n v e s t o r By channel 59.2%60.7%- Proprietary 40.8%39.3%-B r o k e r 18.9%18.6%Interest only2 65.8%64.5%LVR at origination 0.18%0.21%90+ days past due 0.14%0.12%Impaired loans 17.9%18.3%Individually assessed Impairment coverage ratio Housing 90+ days past due Housing impaired loans 3 3 0.18% 0.37% Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 New Zealand Banking Industry 0.14% 0.16% Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 New Zealand Banking Industry
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25 26 27 28 28 16 17 18 19 19 38 39 39 40 41 3 3 3 3 3 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 87 New Zealand customer deposits 63 Customer deposits balances by product (NZ) (NZ$bn) (%) Customer deposits percentage by product (NZ) 31% 30% 31% 31% 31% 19% 21% 21% 22% 21% 47% 46% 45% 44% 45% 3% 3% 3% 3% 3% Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 90 82 91 85
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Additional product information Australian Lending and Deposits
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Australian gross loans and advances by division1 65 ($bn) Business & Private Banking Personal Banking Corporate & Institutional Banking2 Ubank 158 166 174 184 106 109 113 114 3 Mar 25 4 Sep 25 4 Mar 26 4 Sep 26 267 280 291 302 249 255 261 263 9 Mar 25 9 Sep 25 9 Mar 26 8 Sep 26 258 264 269 271 116 124 132 135 Mar 25 Sep 25 Mar 26 Sep 26 15 16 17 18 Mar 25 Sep 25 Mar 26 Sep 26 Business lending Housing lending Other lending (1) Differences between these amounts and Section 3 of the 2026 Full Year Results Management Discussion and Analysis could occur because of different application of rou nding. Represents all loans and advances in Personal Banking, Business & Private Banking, Corporate & Institutional Banking and Corporate Functions and Other (2) Gross loans and advances includes $0.4bn of other lending with the balance comprising business lending
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Housing lending key metrics1 Sep 26Mar 26Sep 25Sep 26Mar 26Sep 25 Mar 25 Australian housing lending Drawdowns3Portfolio 394847377373364355Total Balances (spot) $bn2 613633604438427413397Average loan size $’000 per account By product type 91.7%92.7%96.5%93.7%93.7%95.3%93.2%- Variable rate 6.6%5.8%2.3%4.5%4.4%2.7%4.5%- Fixed rate 1.7%1.5%1.2%1.8%1.9%2.0%2.3%- Line of credit By borrower type 60.3%59.2%59.5%65.3%65.8%65.2%65.5%- Owner Occupied 39.7%40.8%40.5%34.7%34.2%34.8%34.5%-I n v e s t o r By channel 52.5%47.7%41.4%47.1%46.2%46.0%46.5%- Proprietary 47.5%52.3%58.6%52.9%53.8%54.0%53.5%-B r o k e r 26.6%26.0%24.9%17.4%17.0%16.2%15.6%Interest only4 0.1%0.1%0.1%0.1%Low Documentation 60595552Offset account balance ($bn) 64.9%67.0%66.9%66.9%67.3%67.6%67.9%LVR at origination 39.9%37.3%38.5%39.3%Dynamic LVR on a drawn balance calculated basis 72.6%71.9%71.8%70.5%Customers with offset and redraw balances ≥1 month repayment4 38.439.338.637.3Offset and redraw balances multiple of monthly repayments 1.09%1.00%1.07%1.16%90+ days past due5 0.10%0.08%0.07%0.05%Impaired loans 25.7%23.5%24.4%25.5%Individually assessed provision coverage ratio6 0.00%0.00%0.00%0.00%Loss rate7 159134142134Number of properties in possession (1) Excludes Ubank (2) Includes Advantedge mortgages of $19.1bn (Mar 26: $22.4bn; Sep 25: $25.8bn; Mar 25: $27.9bn) (3) Drawdowns is defined as new lending including limit incr eases and excluding redraws in the previous six month period (4) Excludes line of credit products (5) Includes loans that have been classified as restructured in accordance with APS 220 Credit Risk Management which are assessed as no loss based on security held (6) Excludes Advantedge Individually assessed provisions (7) 12-month rolling Net Write-offs / Spot Drawn Balances 66
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Housing lending practices & policies (1) Serviceability buffer increased by 0.50% to 3.00% as of 1 November 2021 (2) Serviceability floor increased by 0.80% to 5.75% as of 9 September 2022 Key origination requirements • Income verified using a variety of documents including payslips and/or checks on salary credits into customers’ accounts • 10% shading applies to rental income (Nov 22) • Rental expenses included in serviceability calculation post-household expenses calculation. Rental expenses floor set at minimum 10% of rental income (Mar 23) • 20% shading applies to other less certain income types Income Assessed using the greater of: • Customers’ declared living expenses, enhanced in 2016 to break down into granular sub-categories • Household Expenditure Measure (HEM) benchmark plus specific customer declared expenses (e.g. private school fees). HEM is adjusted by income and household size Household expenses • Assess customers’ ability to repay based on the higher of the customer rate plus serviceability buffer (3.0% 1) or the floor rate (5.75%2) • Assess Interest Only loans on the full remaining Principal and Interest term • Lowered serviceability buffer to 1% for customers who meet certain criteria (Jul 23) Serviceability • Verify using declared loan statements and assess on the higher of the customer rate plus serviceability buffer (3.0% 1) or the floor rate (5.75% 2) • Assessment of customer credit cards assuming repayments of 3.8% per month of the limit • Assessment of customer overdrafts assuming repayments of 3.8% per month of the limit Existing debt Loan-to-value (LVR) limits 95%Principal & Interest – Owner Occupier 90%Principal & Interest – Investor 80%Interest Only – Owner Occupier 90%Interest Only – Investor 80%‘At risk’ Postcodes 70%‘High risk’ postcodes (e.g. mining towns) Other policies • Risk based approach for high DTI lending, differentiated across loan purpose and segment • Lenders’ mortgage insurance (LMI) applicable for majority of lending >80% LVR • LMI for inner city investment housing >70% LVR • Apartment size to be 50 square metres or greater (including balconies and car park) • NAB Broker applications assessed centrally – verification and credit decisioning • Maximum Interest Only term for Owner Occupier borrowers of 5 years 67
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Housing lending flow movements1 Housing lending volume and flow movements (1) Excludes Ubank (2) Includes redraws and limit increases. New Fundings ex Refi incl udes incremental increases in existing lending on a net basis ; previously included on a gross basis in New Fundings and Property Sales & Closures Housing lending by division ($bn) ($bn) 373 377 38 Mar 26 New Fundings ex. Refi2 (1) Net Refinance (4) Interest & Repayments (11) Pre-payments (15) Property Sales & Closures (3) Advantedge Sep 26 109.3 112.9 114.0 Sep 25 Mar 26 Sep 26 Business & Private Banking 16.4 17.1 18.3 Sep 25 Mar 26 Sep 26 Ubank 68 254.7 260.5 262.7 Sep 25 Mar 26 Sep 26 Personal Banking
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Housing lending portfolio profile Housing lending volume by borrower and repayment type1 Application gross income band2 Australian mortgages profile1 (1) Excludes 86 400 platform (2) Excludes applications which were manually decisioned including more complex lending and applications such as those involving trusts and companies, multiple securities etc NSW/ACT 42% VIC/TAS 32% QLD 15% WA 7% SA/NT 4% NSW/ACT VIC/TAS QLD WA SA/NT 0% 10% 20% 30% 40% 50% 60% 0 up to 75k 75k to 100k 100k to 125k 125k to 150k 150k to 200k 200k to 500k >500k 6 months to Sep 26 Owner Occupied Investor 69 Investor Principal & Interest, 20.6% Owner Occupier Principal & Interest, 60.4% Owner Occupier Interest Only, 3.9% Line of Credit, 1.7% Investor Interest Only, 13.4%
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127.5 128.4 131.3 Sep 25 Mar 26 Sep 26 240.0 248.0 247.8 Sep 25 Mar 26 Sep 26 Housing lending portfolio profile Owner Occupier monthly growth2 Investor monthly growth2 (1) Excludes 86 400 platform. $4.2bn of lending reclassified from Investor to Owner Occupier over 1H26 (2) Only includes housing loans to househo lds based on APRA ARF 720.1 reporting defini tions, and excludes counterparties such as private trading corporations (3) NAB reported movement impacted by a lo an purpose reclassification from Investor to Owner Occupied. Adjusted NAB’s Nov 25 underlying movement is +0.4% (versus reported +1.0%) and Dec 25 movement is +0.6% (versus reported +1.9%) (4) NAB reported movement impacted by a lo an purpose reclassification from Investor to Owner Occupied. Adjusted NAB’s Nov 25 underlying movement is +0.5% (versus reported -0.6%) and Dec 25 movement is +0.5% (versus reported -2.0%) Owner occupied lending volume growth1 ($bn) 3.2% (-0.1% HoH) 3.0% (2.2% HoH) Investor lending volume growth1 ($bn) 70 Movement impacted by reclassification3 Movement impacted by reclassification4 -0.5% 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% Sep 24 Dec 24 Mar 25 Jun 25 Sep 25 Dec 25 Mar 26 Jun 26 Sep 26 NAB growth MoM System growth MoM -2.5% -2.0% -1.5% -1.0% -0.5% 0.0% 0.5% 1.0% Sep 24 Dec 24 Mar 25 Jun 25 Sep 25 Dec 25 Mar 26 Jun 26 Sep 26 NAB growth MoM System growth MoM
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39% 8% 14% 11% 14% 12% 2% 40% 8% 14% 11% 14% 11% 2% > 2 years 1-2 years 3-12 months 1-3 months <1 month On time Behind Mar 26 Sep 26 Housing lending offset and redraw balances1 Offset and redraw balances, by monthly repayments2 (1) Excludes 86 400 platform. Incl udes Citi Consumer Business (2) By accounts Offset & redraw balances ($bn) Offset & redraw balances distribution by number of accounts 11.9% 11.3% 2.6% 2.4% 11.2% 11.3% Mar 26 Sep 26 Investor P&I and IO Accounts opened in prior 12 months Residual 26% 25% -5% 5% 15% 25% 35% 45% 0% 5% 10% 15% 20% 25% 0 up to 5k 5k to 25k 25k to 50k 50k to 100k 100k to 250k 250k to 500k 500k to >2m Sep 25 Mar 26 Sep 26 % of Total balances (RHS) 50 60 70 80 90 100 110 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Overall Variable 71
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(1) Excludes 86 400 platform. Incl udes Citi Consumer Business (2) Excludes the impact of offset accoun ts. Includes implementation of new CoreLogic indexing methodology in 1H24 Housing lending LVR1 LVR breakdown at origination Dynamic LVR breakdown of drawn balance2 LVR ≤60% LVR 60.01% - 70% LVR 70.01% - 80% LVR 80.01% - 90% LVR 90.01% - 100% LVR >100% 0% 20% 40% 60% Mar 25 Sep 25 Mar 26 Sep 26 LVR ≤60% LVR 60.01% - 70% LVR 70.01% - 80% LVR 80.01% - 90% LVR >90% 0% 20% 40% 60% Mar 25 Sep 25 Mar 26 Sep 26 Sep 26 Dynamic LVR 39.7% 72 >90% DLVR $17.7bn Of which $6.6bn not covered by LMI or FHB guarantee, with $403m in 90+DPD or impaired assets
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(1) Represents all deposits in Personal Banking, Business & Privat e Banking, Corporate & Institut ional Banking and Corporate Func tions and Other (2) Structured Deposits have notice periods which extend their behavioural maturity beyo nd their initial contractual maturity an d pricing construct. They include Rolling Deposi t Accounts, Retail Look Through and Notice Saver deposits (3) Transaction includes NBIs and Custody Deposits Australian customer deposits1 Customer deposits by product ($bn) Customer deposits by product (%) 164 175 181 184 143 148 154 156 172 171 170 180 52 56 60 6229 32 34 36 Mar 25 Sep 25 Mar 26 Sep 26 560 582 599 618 Structured Deposits2 Offsets Term Deposits Savings Transaction (incl NBIs)3 29% 30% 30% 30% 26% 26% 26% 25% 31% 29% 28% 29% 9% 10% 10% 10% 5% 5% 6% 6% Mar 25 Sep 25 Mar 26 Sep 26 73
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Australian customer deposits1 ($bn) Business & Private Banking Personal Banking Corporate & Institutional Banking Corporate Functions & Other2 39 41 43 42 39 42 49 49 49 50 52 52 89 85 87 88 19 20 21 21 Mar 25 Sep 25 Mar 26 Sep 26 235 238 252 252 22 23 23 23 74 78 81 83 34 34 35 38 32 35 37 39 7 Mar 25 6 Sep 25 6 Mar 26 6 Sep 26 169 176 182 189 54 60 59 63 29 32 34 36 49 52 48 541 1 Mar 25 1 1 Sep 25 0 1 Mar 26 0 1 Sep 26 134 146 142 154 Custody3 Offset Term Deposits Savings Structured Deposits 4 Transaction NBI 20 20 21 21 11 Mar 25 11 Sep 25 20 Mar 26 20 Sep 26 22 22 23 23 (1) Differences between these amounts and Section 3 of the 2026 Full Year Results Management Discussion and Analysis could occur because of different application of rounding . Represents all deposits in Personal Banking, Business & Private Banking, Corporate & Instit utional Banking and Corporate Functions and Other (2) Includes Ubank and Treasury (3) Figures include impact of wind down of NAB Asset Servici ng business completed in 1H26 (4) Structured deposits have notice periods which extend their behavioural maturity beyo nd their initial contractual maturity an d pricing construct. They include Rolling De posit Accounts, Retail Look Through and Notice Saver Deposits 74
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Additional information Group Asset Quality
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Global Financial Crisis Late 80’s / Early 90’s Recession 0.19% -0.1% 0.2% 0.4% 0.6% 0.8% 1.0% 1.2% 1.4% Sep 87 Sep 88 Sep 89 Sep 90 Sep 91 Sep 92 Sep 93 Sep 94 Sep 95 Sep 96 Sep 97 Sep 98 Sep 99 Sep 00 Sep 01 Sep 02 Sep 03 Sep 04 Sep 05 Sep 06 Sep 07 Sep 08 Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Sep 14 Sep 15 Sep 16 Sep 17 Sep 18 Sep 19 Sep 20 Sep 21 Sep 22 Sep 23 Sep 24 Sep 25 Sep 26 COVID Credit impairment charge as % of GLAs Group credit impairment charge Credit impairment charge and as a % of GLAs1 (1) Ratios for all periods refer to the half year ratio annualised ($m) 76 428 268 227 260 297 357 303 389 84 97 83 88 126 207 189 447 390 574 541 542 (34) 148 146 146 152 113 858 1,212 (212) (186) (81) 35 267 202 174 (82) (42) (89) 165 2990.14% 0.15% 0.13% 0.14% 0.15% 0.16% 0.38% 0.54% (0.04%) (0.03%) 0.00% 0.04% 0.11% 0.12% 0.10% 0.10% 0.09% 0.12% 0.18% 0.20% Mar 17 Sep 17 Mar 18 Sep 18 Mar 19 Sep 19 Mar 20 Sep 20 Mar 21 Sep 21 Mar 22 Sep 22 Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Individually assessed charge Collective charge/(write-back)
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366 387 409 472 413 517 218 287 193 209 262 298 319 544 497 695 667 693 (139) (127) (112) (115) (110) (128) (134) (190) (110) (121) (136) (91) (130) (97) (107) (121) (126) (151) 0.08% 0.09% 0.10% 0.12% 0.10% 0.13% 0.03% 0.03% 0.03% 0.03% 0.04% 0.06% 0.05% 0.12% 0.10% 0.15% 0.13% 0.13% 1H18 2H18 1H19 2H19 1H20 2H20 1H21 2H21 1H22 2H22 1H23 2H23 1H24 2H24 1H25 2H25 1H26 2H26 New & Increased Write-backs & Recoveries Total IAP as a % of GLAs (HY annualised) 225 325 431 400 0.06% 0.08% 0.11% 0.10% 0 0 0 0 0 0 0 0% Mar 25 Sep 25 Mar 26 Sep 26 Net Write-offs Net write-offs as a % of GLAs (HY annualised) 865 1,092 1,167 1,281 55 71 87 110 920 1,163 1,254 1,391 55.8% 51.4% 47.4% 50.3% -0.2 0.3 0 1,600 Mar 25 Sep 25 Mar 26 Sep 26 Retail Business IAP/Impaired assets Net write-offs Individually assessed provisions and charges Individually assessed provision (IAP) Composition of IAP charge ($m) ($m) ($m) 77
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Group estimated long run loan loss rate Group business mix – GLAs by category (1) For 1985 Group business mix, all overseas GLAs are allocated to Commercial category (2) Data used in calculation of ne t write off rate as a % of GLAs is based on NAB’s Australian geography disclosures. Historical data sourced from NAB management info rmation (2025-2026), NAB’s U.S. Disclosure Document (2021 - 2024), NAB’s Supplemental Information Statements (2007 - 2020) and NA B’s Annual Financial Reports (1985 - 2006) (3) Home lending represents “Real estate – mortgages” category; Perso nal lending represents “Instalment loans to individuals and other personal lending (including credit cards)” category; Commercial represents “all other industry lending categories” as presented in the source documents as described in note 2 above (4) Group average is calculated by applying each of the Australian geography long run average net write off rates by product to the respective percentage of Group GLAs by product as at 30 September 2026. Major shock periods refer to 1991-1993 and 2008-2012 Estimated long run loan loss rate Commercial1 76% Home lending 16% Personal lending 8% Sep 1985 Commercial 44% Home lending 55% Personal lending 1% Sep 2026 10 years (2017 – 20262) Long run average (2007 – 20262) Long run average (1985 – 20262) NAB Australian geography net write off rates as a % of GLAs 0.01%0.03%0.02%Home lending 3 2.31%2.42%1.61%Personal lending3 0.10%0.33%0.46%Commercial3 0.08%0.19%0.29%Australian average 0.08%0.19%0.24% Group average based on 2026 business mix4 0.08%0.13%0.15% Group average based on 2026 business mix (excluding major shock periods)4 78
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Group lending mix1 Gross loans and advances by product - Gross loans and advances by geography2 Gross loans and advances by business unit Housing loans 55% Other term lending 41% Asset & lease financing 2% Overdrafts 1% Credit card outstandings 1% Australia 85% New Zealand 12% Other International 3% $822.4bn (1) Figures may not add to 100% due to rounding (2) Based on booking office wher e transactions have been recorded 79 Business & Private Banking 37% Personal Banking 33% Corporate & Institutional Banking 16%New Zealand Banking 12% Other 2%
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175 106 137 6,165 Sep 25 6,386 Mar 26 Underlying collective provision Forward-looking Economic Adjustment (3) Target sector Forward-looking Adjustments Individually assessed provision 6,801 Sep 26 Provisions Movement in provisions1 Underlying CP1 Economic Adjustment (EA) Target sector FLAs ($m) IAP $415m increase in provisions for ex pected credit losses Mar 26 – Sep 26 80 $103m net increase in forward- looking provisions • Model outcomes based on point-in-time data • 2H26 charge including volume growth and deterioration in asset quality in the Group business lending portfolio • Forward view of additional stress across portfolio, according to 3 probability weighted scenarios (upside, base case & downside) • Scenarios based on forward-looking macro-economic data and granular PD and LGD assumptions • EA top-up required where probability weighted EA higher over the period (and vice versa) • 2H26 EA increase reflecting changes to base case economic assumptions given more challenging outlook 2 • Considers forward-looking stress incremental to EA • Net $3m decrease including new target sector FLA for Utilities partially offset by reduction in existing FLAs due to the increase in the EA • Provision for loss where realisable security value is less than defaulted exposure value • $137m higher than Mar 26 reflecting new and increased provisions raised for customers in B&PB (1) Excluding the impact of foreign exchange moveme nts, underlying CP change is $196m Sep 26 v Mar 26 (2) Scenarios, prepared for purposes of informin g forward-looking provisions, rely on NA B Economics forecasts at Sep 26 and manag ement judgement
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1,292 1,296 1,303 1,478 4,320 4,395 4,598 4,855 425 474 485 468 Mar 25 Sep 25 Mar 26 Sep 26 Housing Business Other 6,801 Expected Credit Losses (ECL) assessment ECL scenarios & weightings Total provision for expected credit losses (1) Scenarios, prepared for purposes of inform ing forward-looking provisions, rely on NAB Economics forecasts at Sep 26 and mana gement judgement (2) Target sector FLAs of $264m and IAPs of $1,391m at Sep 26 have been held constant in all ECL scenarios Economic assumptions Total Provision for ECL1,2 100% Downside 100% Base case 100% Upside 2H26 (probability weighted) $m 9,6514,4844,1686,801Total Group 393434457415Increase / (decrease) from Mar 26 Macro-economic scenario weightings DownsideBase caseUpsideAustralian Portfolio (%) 45.052.52.531 Mar 26 45.052.52.530 Sep 26 Key considerations • Increase in ECL vs Mar 26 reflects an increase of $278m in collective provision and an increase of $137m in IAP balances • Increase of $278m in collective provisions includes: • $196m charge in underlying provisions, mainly reflecting volume growth and asset quality deterioration in the Group’s business lending portfolio and the impact of house price declines on the Australian mortgage portfolio • $103m increase in forward-looking provisions reflecting changes to base case economic assumptions given more challenging outlook • Total provision for ECL represent 1.6x 100% base case scenario (after excluding $264m in FLA balances from the 100% base scenario) ($m) 6,386 Australian economic assumptions used in deriving ECL1 Downside Base case FY29FY28FY27FY29FY28FY27% 1.7(1.8)(2.1)2.71.71.5GDP change YoY 10.39.56.54.95.04.7Unemployment 6.9(14.6)(26.6)5.05.0(4.9)House price change YoY 6,037 6,165 81
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0% 1% 2% 3% 4% Commercial Property Agri, Forestry & Fishing Finance & Insurance (F&I) Utilities Business & Property Services Manufacturing Transport & Storage Wholesale Trade Retail Tr ade Other Accommodation & Hospitality Construction Health and Community Services Sep 25 Mar 26 Sep 26 NPLs as a % of EAD (Sep 26) NPLs (ex F&I) as a % of EAD (Sep 26) Group non-retail lending industry sector analysis (1) Group non-retail lending EAD at Sep 26 was $437.4bn (2) Based on ANZSIC Level 1 classifications of the counterparty Non-performing exposures (NPLs) as % of lending EAD1 by regulatory industry categories2 4%4%4%4%4%5%5%5%6%6%14%15%24% Industry % of Group non-retail lending EAD Target sectors with FLAs 82
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20 166 161 59 80 55 40 42 0 50 52 33 82 49 20 20 7 30 22 58 29 75 63 75 Sep 24 Mar 25 Se p 25 Mar 26 Se p 26 Utilities Agriculture, Forestry & Fishing Construction Energy Intensive Industries Tourism, Hospitality and Entertainment Australian Mortgages Retail Trade Commercial Property Other 334 267 264 Target sector forward-looking adjustments (FLAs) Collective provision target sector FLAs 304 119 ($m) (1) Includes ANZSIC Level 1 classifications of Manufacturin g and Transport & Storage due to high energy consumption 1 83
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8% 8% 8% 8% 14% 13% 13% 12% 13% 11% 9% 11% 11% 12% 12% 12% Sep 16 Sep 17 Sep 18 Sep 19 Sep 20 Se p 21 Sep 22 Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Mar 25 Sep 25 Mar 26 Sep 26 PD ≥ 2.0% PD ≥ 2.5% Probability of default (PD) analysis Group business lending exposures2 (1) Includes Sovereign, Corporate, Financial institution, Corporate (incl. SME) & Reta il SME asset classes where the internal ra ting-based approach (both A-IRB & F-IRB) is applied. PD bandings are aligned to those disclosed in the Pillar 3 report – Table CR6 (2) Business lending exposures exclud es non-lending assets and certain assets supporting the Group LCR (3) PD ≥2.5% from Mar 25 is aligned to Pillar 3 report Table - CR6. Sep 24 a nd before has not been restated to align to the presentation in the current period Group non-retail IRB EAD1 by probability of default ($bn) 0 50 100 150 200 250 0 to <0.15% 0.15 to <0.25% 0.25 to <0.50% 0.50 to <0.75% 0.75 to <2.5% 2.50 to <10% 10.0 to <100% 100% Sep 25 Mar 26 Sep 26 Sub investment grade 42.2% Sep 26 (41.2% Mar 26) Non-performing 1.28% Sep 26 (1.28% Mar 26) Investment grade 56.5% Sep 26 (57.5% Mar 26) 3 84
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0.08 0.07 0.08 1.58 1.62 1.61 19.4 20.0 20.7 Sep 25 Mar 26 Sep 26 0.64 646 613 679 3,169 3,331 3,476 2,350 2,442 2,646 6,165 6,801 Sep 25 Mar 26 Sep 26 6,386 ECL provisioning by stages Loans and advances by stage1 (1) Notional staging of loans and advances , including guarantees and credit-related co mmitments, incorporates forward-looking str ess applied in the ECL model (2) Provision coverage is presented as a percentage of loans a nd advances including guarantees and credit-related commitments (3) Significant increase in credit risk primarily determined by change in credit risk scores for business exposures and change i n behavioural scoring outcomes for retail exposures Provisions by stage Provision coverage to GLAs1 by stage2 815 835 841 200 206 216 12.0 12.2 12.8 1,027 1,053 1,070 Sep 25 Mar 26 Sep 26 Type of provisionStatus CollectiveCredit risk not increased significantly since initial recognition; performingStage 1 (12 month ECL) Collective Credit risk increased significantly3 since initial recognition but not credit impaired Stage 2 (Lifetime ECL) Collective Individually assessed Credit impaired: default no loss Credit impaired: default with loss Stage 3 (Lifetime ECL) • Significant increase in credit risk rules are not prescribed by accounting or regulatory standards • Stage allocations include the impact of forward-looking economic information applied in the expected credit loss model • Stage 2 includes majority of forward-looking adjustments ($m) (%)($bn) 0.60 0.61 0.380.38 85 Increase in Stage 2 mainly reflects downgrades and increasing arrears for performing customers 0.39
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Australia housing lending asset quality (1) Relates to total Group home lending exposure (2) Includes loans that have been classified as restructured in accordance with APS 220 Credit Risk Management which are assessed as no loss based on security held (3) Excludes the impact of offset accoun ts. Includes implementation of new CoreLogic indexing methodology in 1H24 86 Key considerations 1.63% 2.45% 1.15% 1.65% 1.82% 1.87% 1.68% 1.58%1.69% 0.98% 1.61% 0.67% 0.90% 1.08% 1.15% 1.07% 1.00% 1.09% 0.11% 0.10% 0.05% 0.05% 0.06% 0.08% 0.10% Sep 19 Mar 20 Sep 20 Mar 21 Sep 21 Mar 22 Sep 22 Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 30+ DPD/Outstandings 90+ DPD/Outstandings IAs/Outstandings -10bps Arrears have deteriorated across 2H26 Higher average DLVR from lower house prices Average DLVR and negative equity3 +5bps -19bps +11bps • Arrears and impairment deterioration heavily skewed to mortgages serviced by business income, broad-based by vintage and purpose, and across most states • Average dynamic LVR increased to 39.7% but remains low by historic standards • Net write off rates low at <1bp • Higher risk cohort: >90% DLVR, $17.7bn of which $6.6bn not covered by LMI or FHB guarantee, with $403m in 90+ DPD or impaired • $1.5bn in total provisions1 1.01% 0.37% 1.09% 0.08% 0.08% 44.6% 42.3% 37.9% 42.6% 39.1% 38.3% 37.0% 39.7%1.89% Mar 20 Sep 20 Mar 21 Sep 21 Mar 22 Sep 22 Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 % with Negative Equity Average DLVR 0.49% 2
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Australia housing lending arrears profile1 90+ DPD2 & Impaired assets as a % of GLAs (1) Excludes 86 400 platform. Includes Citi Consumer Business from Sep 24 (2) Includes loans that have been classified as restructured in accordance with APS 220 Credit Risk Management which are assessed as no loss based on security held 30+ DPD as a % of GLAs by vintage calendar year 1.23% 0.63% 0.69% 1.51% 0.98% 1.19% 0.0% 1.0% 2.0% Sep 20 Sep 21 Sep 22 Sep 23 Sep 24 Sep 25 Sep 26 NSW/ACT QLD SA/NT VIC/TAS WA Total 0.0% 1.0% 2.0% 3.0% 0 3 6 9 1 21 51 82 12 42 73 03 33 63 94 24 54 85 15 45 76 0 Months on book 2017 2018 2019 2020 2021 2022 2023 2024 2025 87 1.15% 1.03% 1.25% 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% Sep 17 Sep 18 Sep 19 Sep 20 Sep 21 Sep 22 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Investor First Home Buyer Owner Occupier 90+ DPD2 & Impaired assets as a % of GLAs by purpose 1.51% 1.58% 1.83% 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% Sep 17 Sep 18 Sep 19 Sep 20 Sep 21 Sep 22 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Investor First Home Buyer Owner Occupier 30+ DPD as a % of GLAs by purpose
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Australian card and personal lending Key considerations • Lower CICs and arrears mainly due to improvement in the Citi portfolio combined with seasonal impacts • Consumer card revolve rate has stabilised at ~65% (1) Includes consumer and commercial cards (2) From 25 August 2025, Ready Credit product has been redesigned as credit cards. As a result, ~$0.6bn of balances have moved fr om Personal Lending to Credit Cards. Ma r 25 and prior have not been restated (3) Includes Citi Consumer Business from Sep 22 117 116 142 125 2.21% 2.18% 2.79% 2.49% Mar 25 Sep 25 Mar 26 Sep 26 CIC CIC as % of GLAs (HY annualised) Cards1 and personal lending CIC and as a % of total cards and personal lending GLAs 1.67% 3.54% 1.77% Sep 19 Sep 20 Sep 21 Sep 22 Sep 23 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Consumer cards Personal lending Cards and personal lending 95 90 107 82 0.89% 0.85% 1.05% 0.83% Mar 25 Sep 25 Mar 26 Sep 26 90+ DPD 90+ DPD as % of GLAs Cards1 and personal lending 90+DPD and as a % of total cards and personal lending GLAs ($m) ($m) Cards1 and personal lending 30+DPD and as a % of total cards and personal lending GLAs2,3 88
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3,910 4,298 4,327 4,341 1,206 1,615 1,893 2,009 1.87% 2.04% 2.03% 2.00% Mar 25 Sep 25 Mar 26 Sep 26 Total business lending impaired assets Total business lending default but not impaired Business lending non-performing exposure to GLAs C&IB and B&PB business lending asset quality1 Business lending credit impairment charge and as a % of GLAs Total business lending security profile2 (1) Includes metrics related to a small portfolio of bu siness lending GLAs (~$0.1bn) booked in Personal Banking (2) Fully secured is where the EA D is equal or less than 100% of the bank extende d value of security; Part ially secured is where the EAD is greater than 100% of the bank exte nded value of security; Unsecured is where no security is held and/or no value held against the security and negat ive pledge arrangements may be in place. Bank extended valu e is calculated as a discount to market val ue based on the nature of the underlying security. Comparative information has been restated to reflect security against EAD consistent with the current period Business lending non-performing exposure and as a % of GLAs Business lending portfolio quality 276 351 283 520 0.20% 0.24% 0.19% 0.33% -2.0%-100 0 100 200 300 400 500 600 700 Mar 25 Sep 25 Mar 26 Sep 26 Credit impairment charge CIC as a % of GLAs (HY annualised) ($m) ($m) 58% 59% 58% 58% 17% 17% 18% 19% 25% 24% 24% 23% Mar 25 Sep 25 Mar 26 Sep 26 Fully secured Partially secured Unsecured 51% 51% 52% 53% 49% 49% 48% 47% Mar 25 Sep 25 Mar 26 Sep 26 Sub-Investment grade or Default Investment grade 89
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Business & Private Banking asset quality B&PB business lending security profile2 B&PB non-performing exposures and as % of GLAs1 B&PB business lending portfolio quality ($m) 90 165 266 175 335 72 37 35 Mar 25 16 10 Sep 25 24 7 Mar 26 15 Sep 26 237 292 206 422 Housing lending Business lending Other banking products 0.18% 0.21% 0.14% 0.28% B&PB credit impairment charge and as % of GLAs1 Credit impairment charge to GLAs - annualised 4,837 5,372 5,248 5,518 1,648 1,707 1,796 2,105 6,485 7,079 7,044 7,623 2.41% 2.54% 2.43% 2.53% Mar 25 Sep 25 Mar 26 Sep 26 Housing non-performing exposures Non-housing non-performing exposures Non-performing exposures to GLAs 72% 72% 72% 72% 21% 21% 21% 21% 7% 7% 7% 7% Mar 25 Sep 25 Mar 26 Sep 26 Fully secured Partially secured Unsecured 78% 77% 78% 78% 22% 23% 22% 22% Mar 25 Sep 25 Mar 26 Sep 26 Sub-Investment grade or Default Investment grade (1) B&PB credit impairment charges and non-performing expo sures reflect the total B&PB portfolio including mortgages (2) Fully secured is where the EA D is equal or less than 100% of the bank extende d value of security; Partially secured is where the EAD is greater than 100% of the bank exte nded value of security; Unsecured is where no security is held and/or no value held against the security and negat ive pledge arrangements may be in place. Bank extended valu e is calculated as a discount to market value ba sed on the nature of the underlying security. Comparative information has been restated to reflect security against EAD consistent with the current period ($m)
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2.06% 2.37% 2.49% 2.31% 2.23% 0.60% 0.67% 0.73% 0.69% 0.76% 2.66% 3.04% 3.22% 3.00% 2.99% Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 B&PB business lending asset quality trends (1) Based on ANZSIC Level 1 classifications Non-performing exposures (NPLs) as % of GLAs NPLs as % of lending EAD by regulatory industry categories1 3%3%4%4%6%6%6%6%6%7%23%26% Industry % of non-retail lending EAD Target sectors with FLAs • Total NPL ratio decreased over 2H26 driven by reduction in Default but not impaired, including migration of a small number of customers to impaired • Mixed NPL performance: deterioration in sectors more impacted by input cost pressures e.g. Agri, Construction and Transport & Storage • Broad based increase in B&PB watch loans up 30% since Mar 26, reflecting earlier customer engagement and emerging stress Key considerations 0% 1% 2% 3% 4% 5% 6% Commercial property Agri, forestry & fishing Business & property services Manufacturing Retail Trade Wholesa le trade Construction Health and Community Services Other Accommodation & Hospitality Transport & storage Finance & insurance Mar 25 Sep 25 Mar 26 Sep 26 B&PB business lending NPLs as a % of EAD (Sep 26) 91
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Business & Private Banking business lending Higher risk balances3 Business lending exposures1 24% 24% 24% 21% 19% 20% 21% 20% 14% 14% 13% 13% Sep 18 Sep 19 Sep 20 Sep 21 Sep 22 Sep 23 Sep 24 Mar 25 Mar 25 Sep 25 Mar 26 Sep 26 PD≥ 2.0% PD≥ 2.5% (1) Business lending exposures exclud es non-lending assets and certain assets supporting the Group LCR (2) PD ≥2.5% from Mar 25 is aligned to Pillar 3 report - Table CR6. Sep 24 and before has not been restated to align to the presentation in the current period (3) Fully secured is where the EA D is equal or less than 100% of the bank extende d value of security; Partially secured is where the EAD is greater than 100% of the bank exte nded value of security; Unsecured is where no security is held and/or no value held against the security and negat ive pledge arrangements may be in place. Bank extended valu e is calculated as a discount to market val ue based on the nature of the underlying security Non-performing exposures (NPLs) as % of GLAs 0.22% 0.35% 0.45% 0.00% 0.00% 1.24% 1.33% 1.77% 2.06% 2.37% 2.49% 2.31% 2.23% 0.58% 0.51% 0.73% 0.51% 0.33% 0.37% 0.60% 0.67% 0.73% 0.69% 0.76% 1.75% 1.66% 2.14% 2.66% 3.04% 3.22% 3.00% 2.99% Sep 18 Sep 19 Sep 20 Sep 21 Sep 22 Sep 23 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 90+ DPD but not impaired as a % of Business GLAs Default but not impaired as a % of Business GLAs Impaired assets as a % of Business GLAs Aligned to revised APS 220 2 72% 21% 7% Unsecured Partially secured Fully secured Security profile3 Sep 26 92 Total EaD with PD ≥ 2.5%$bn ~10.0Not fully secured ~2.5Of which: Unsecured
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Agriculture, forestry & fishing exposures1 Group EAD $65.9bn September 2026 Australian agriculture, forestry & fishing Key considerations • Weather conditions remained mixed; above-average winter rainfall has improved soil moisture production prospects across much of Victoria, SA and parts of the southern cropping belt, but conditions are more challenging in Northern NSW and QLD • Closely monitoring seasonal, commodity and geopolitical developments, including supply chain disruptions, input cost volatility and biosecurity risks. Customer engagement remains focused on early identification of emerging pressures, supporting working capital needs where appropriate and maintaining proactive portfolio management • Strong growth in farm values over 2020-22 has moderated and softened more recently • NPLs include the migration of a small number of customers to impaired in 2H26 • ~15% of non-retail lending EAD, provisioning includes $63m target sector FLA raised 1H26 • Historical net write-off rates lower than non-retail lending average reflecting the highly secured and diversified nature of the portfolio Australia 79% New Zealand 21% Dairy 4% Grain 9% Other Crop & Grain 8% Cotton 4% Vegetables 2% Beef 22% Sheep/Beef 6% Sheep 2% Other Livestock 2% Poultry 1% Mixed 31% Services 6% Forestry & Fishing 3% Fully secured 87% Partially secured 10% Unsecured 3% Portfolio EAD $52.2bn September 2026 Australian agriculture asset quality Australian agriculture portfolio well secured2 (1) Based on ANZSIC Level 1 classifications (2) Fully secured is where the EA D is equal or less than 100% of the bank extende d value of security; Partially secured is where the EAD is greater than 100% of the bank exte nded value of security; Unsecured is where no security is held and/or no value held against the security and negat ive pledge arrangements may be in place. Bank extended valu e is calculated as a discount to market val ue based on the nature of the underlying security 556 792 852 1,320 1,335 1,31973 72 74 111 208 411 1.39% 1.84% 1.99% 2.95% 3.04% 3.32% Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Impaired assets Default but not impaired Non-performing exposures as % of EAD ($m) 93
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52 55 53 55 59 62 66 72 74 76 10 7 6 6 7 8 8 9 10 12 75 62 62 59 61 66 70 74 81 84 88 17.1% 11.3% 10.2% 9.9% 9.7% 9.6% 9.9% 10.0% 10.4% 10.5% 10.7% Sep 09 Sep 16 Sep 19 Sep 20 Sep 21 Sep 22 Sep 23 Sep 24 Sep 25 Mar 26 Sep 26 Investor Developer Group CRE % of Group GLAs Commercial real estate (CRE)1 Gross loans & advances (GLAs)1 Balances over time1 Breakdown of $99bn CRE EAD3 By geographyBy sector ($bn) 4 Fully secured 81% Partially secured 12% Unsecured 7% CRE Security Profile of Group CRE EAD3,5 Mostly institutional investment grade exposures Total2New Zealand Australia 87.96.881.1Total CRE (A$bn) 6.9(0.2)7.1 Increase / (decrease) from Sep 25 (A$bn) 10.7%7.1%11.5%% of geographical GLAs 0.3%(0.1%)0.2%Change in % from Sep 25 Office 21% Tourism & Leisure 2% Retail 25% Residential 16% Industrial 21% Other 8% Land 7% NSW 34% VIC 25% QLD 18% WA 6% SA 6% Other 4% New Zealand 7% 94 (1) Measured as balance outstanding as at 30 September 2026 per AP RA Commercial Property ARF 230 definitions. NAB modified its i nterpretation of the ARS 230 Commercial Property standard during the September 2023 half, with the guidance of APRA. This resulted in an additional ~$3.5bn in Australian balances qualifying for ARS 230 reporting at Sep 23 (2) Includes overseas offices not separately disclosed (3) Measured as EAD as at 30 September 2026 per APRA Commercial Property ARF 230 definitions (4) Developer at Sep 26 includes $2.5bn bala nces for land development and $4.9bn balances for residential development in Austral ia (5) Fully secured is where the EA D is equal or less than 100% of the bank extende d value of security; Partially secured is where the EAD is greater than 100% of the bank exte nded value of security; Unsecured is where no security is held and/or no value held against the security and negat ive pledge arrangements may be in place. Bank extended valu e is calculated as a discount to market val ue based on the nature of the underlying security
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Commercial real estate Non-performing exposure and as % EAD2 Key asset quality considerations • Non-performing exposures have reduced over FY26, with continued skew towards Default but not Impaired exposures (where no loss is expected) • Rising interest rate environment presents as a headwind for Interest Coverage Ratios (ICR). Rate outlook continues to be factored as part of serviceability assessments for origination and renewal activity • Material portion of new and renewed CRE Investment lending associated with Loan to Valuation Ratios (LVR) <60%. Modest increase in higher LVR lending since Sep 24, reflecting a willingness to increase leverage for select transactions • Provisioning includes $55m target sector FLA ($m) Sector considerations • Australian Residential Development origination remains challenged by elevated input costs and declining house prices in select geographies. While buyer (pre-sale) confidence remains unsettled, national undersupply of housing and population growth persists as a thematic • Inflationary concerns and cost of living pressures continue to challenge discretionary exposed assets in the short term. Retail origination has remained tilted towards non- discretionary biased Retail Centre assets • Appetite for secondary graded Office1 assets remains limited (1) Refers to office assets below Prime and A-grade (2) Measured as EAD per APRA Comme rcial Property ARS 230 definitions 95 908 809 962 940 846 750 45 101 79 100 83 99 1.21% 1.12% 1.22% 1.15% 0.99% 0.86% Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Default but not impaired Impaired assets as % EAD
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Fully secured 46% Partially secured 34% Unsecured 20% Construction Trade Service 58% General Construction - Building 29% General Construction - Non Building 13% 3 Construction1 Exposure at default EAD portfolio by sector and security2 Non-performing exposure and as % of sector EAD • Builder activity and workbook demand remain generally resilient across the market with cost increases largely absorbed or reflected in current budgets • ~4% non-retail lending EAD including subcontractors and construction services. Highly diversified and secured portfolio • Provisioning includes $22m target sector FLA • ~50% of C&IB exposures are contingent facilities e.g. performance guarantees (1) Based on ANZSIC Level 1 classifications (2) Fully secured is where the EA D is equal or less than 100% of the bank extende d value of security; Part ially secured is where the EAD is greater than 100% of the bank ex tended value of security; Unsecured is where no security is held and/or no value held against the security and negative pledge arrangements may be in place. Bank extended va lue is calculated as a discount to market value based on the nature of the underlying security. Unsecured non-investme nt grade exposure mainly reflects Cards, Co ntingent liabilities, Undrawn commitments and Term lending to non-building co nstruction and services to construction (3) General Construction – Non-Building EAD includes construction activities such as infrastructure, leisure, irrigation, mining etc ($m) TotalC&IBB&PBSep 2026 Australian Construction 14.82.911.9EAD ($bn) ~32k~300~32k# customers 80%42%90%% Fully or Partially secured Key considerations 277 278 260 263 277 328 86 79 133 130 143 136 2.63% 2.57% 2.66% 2.60% 2.61% 2.76% Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Default but not impaired Impaired assets as % EAD 11.7 11.9 2.6 2.9 1.8 2.0 Mar 26 Sep 26 B&PB C&IB NZ EAD $16.1bn EAD $16.8bn 96
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Energy intensive industries1 Exposure at default EAD portfolio by sector and security2 (1) Includes ANZSIC Level 1 classifications of Manufactur ing and Transport & Storage due to high energy consumption (2) Fully secured is where the EA D is equal or less than 100% of the bank extende d value of security; Partially secured is where the EAD is greater than 100% of the bank exte nded value of security; Unsecured is where no security is held and/or no value held against the security and negat ive pledge arrangements may be in place. Bank extended valu e is calculated as a discount to market val ue based on the nature of the underlying security Non-performing exposure and as % of sector EAD Key considerations • Transport & Manufacturing remain under pressure from elevated input costs • Credit deterioration evident in the half with non- performing exposures increasing 9bps since March 2026 • Provisioning includes $49m of target sector FLA • ~10% of non-retail lending EAD Food and beverage manufacturing 18% Other manufacturing 14% Road, air and rail transports 24% Metal, non-metal mineral product, machinery and equipment manufacturing 18% Services to transport and storage 26% Fully secured 46% Partially secured 38% Unsecured 16% ($m) Mar 26 13.1 7.1 5.7 13.3 3.7 2.0 Manufacturing Transport & Storage B&PB C&IB NZ EAD $22.5bn EAD $22.4bn 309 384 456 488 530 519 166 384 419 547 494 5251.04% 1.76% 1.99% 2.33% 2.24% 2.33% Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 Default but not impaired Impaired assets as % EAD 97 12.9 7.1 5.7 14.1 4.1 1.9 Manufacturing Transport & Storage B&PB C&IB NZ EAD $22.7bn EAD $23.1bn Sep 26
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(1) Includes ANZSIC Level 1 classifications of Finance & Insurance, excluding Bank EAD of $82bn (Sep 26) supporting the Group’s LCR and includes third party securitisation pe r APS 120 requirements (Pillar 3 – Table SEC4) (2) Reflects Funds Finance business within the Co rporate & Institutional Banking division (3) Includes $9.2bn at Sep 26 of non-C&IB EAD (including $6.1bn in B&PB and $2.9bn in BNZ of which $1.9bn is Securitisation) (4) Underlying asset allocation based on drawn exposure as shown in the Pillar 3 Report – Table SEC1. Includes BNZ Third Party Securitisation • Activities include arranging Securitisation transactions for capital markets issuance and providing funding to securitisation Special Purpose Vehicles (SPVs). • NAB’s Securitisation exposures benefit from significant structural protections with all third party securitisation backed by assets including mortgages and auto and equipment receivables • Credit quality in the portfolio remains strong. Approximately 99% of the portfolio is rated AAA/AA Non-Bank Finance & Insurance1 Funds Finance • Funds Finance includes liquidity and leverage facilities to Private Capital Funds with a strategic focus on Funds investing in infrastructure assets. • Investor recourse lending provides finance against a fund’s uncalled capital with recourse to high-quality institutional investors including US State Pension Funds, Sovereign Wealth Funds, large Endowment Funds, Insurers and Corporate Pensions • Asset recourse lending facilities provide liquidity and low-to-moderate leverage with direct recourse to a Fund’s cashflow from a portfolio of underlying assets. Underlying assets are typically infrastructure equity or highly diversified portfolios (by assets, sector and type) of loan assets • Private credit lending EAD accounts for ~18% of the Fund Finance portfolio of which 66% is investor recourse and the balance is asset recourse 34.1 34.2 27.5 25.7 17.0 14.9 16.0 15.8 5.5 5.1 Mar 26 Sep 26 Third Party Securitisation Funds Finance Derivatives Other Finance Asset Investors Insurance / Super EAD $100.1bn EAD $95.7bn Third Party Securitisation - $34.2bn of EAD1 or $29.6bn of GLA4 Retail mortgages 68% Other retail 13% Corporate loans 4% Wholesale lease and receivables 6% Other wholesale 9% Investor recourse 76% Asset recourse 20% Managed funds 4% Funds Finance - $25.7bn of EAD2 Exposure at Default 2 3 1 98
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14.1 14.7 10.3 11.8 1.1 1.10.8 0.8 Mar 26 Sep 26 C&IB - Offshore C&IB - Onshore BNZ B&PB EAD $26.3bn EAD $28.4bn Utilities1 Exposure at default C&IB offshore - $14.7bn EAD by sub-sector and investment grade (1) Includes ANZSIC Level 1 classifications of Electricity Gas & Water and Communication services Non-performing Utilities exposure and as % of sector EAD Key considerations • NAB has a long history of lending to the global infrastructure sector and an experienced local team; this has been a key target sector for C&IB for many years • Recent sector NPL outcomes impacted by a small number of offshore broadband customers ($1.9bn EAD): • sector challenged by a number of factors including cost overruns, lower than expected take-up / demand for services combined with reduced asset liquidity and refinancing options • continue to take a disciplined approach to managing this portfolio including exits of some exposures in 2H26 • Provisioning includes $75m of target sector FLA • ~6% of non-retail lending EAD ($m) 19 11 115 897 259 537 424 0.11% 1.05% 2.48% 1.81% Mar 25 Sep 25 Mar 26 Sep 26 Default but not impaired Impaired assets as % EAD 99 Other telecommunications 15% Broadband 14% Electricity Supply 53% Gas Supply 5% Water Supply 13% Investment grade 75% Sub-investment grade or Default 25%
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Additional information Capital, Funding & Liquidity
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Risk-weighted assets Key messages Credit risk-weighted assets ($bn) Risk-weighted assets ($bn) (1) Models & methodology benefits include the removal of RWA ov erlays of $3.0bn related to the m easurement of certain off-balance sheet exposures 5.4 4.6 387.0 Sep 26 380.6 Mar 26 Volume FX translation 0.1 Asset quality & portfolio mix Models & methodology 0.1 Derivatives & repurchase agreements (0.9) FX translation 384.9 Jun 26 Volume (0.2) Asset quality & portfolio mix (1.8) Models & methodology1 0.5 Derivatives & repurchase agreements (1.0)(0.4) 6.4 4.4 449.8 Mar 26 Credit risk (1.5) Market risk 0.0 Operational risk IRRBB 459.1 Sep 26 101 • Increase in risk-weighted assets driven mainly by credit risk and IRRBB • Credit RWA largely driven by strong business lending growth, partially offset by overlay releases in Q4 • Moderate deterioration in asset quality offset by higher provisions on non-performing exposures • Higher market rates over the half resulted in increased IRRBB RWA • Decrease in market risk RWA reflects a lower risk profile
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IRRBB risk-weighted assets IRRBB risk-weighted assets ($bn) (1) Based on Sep 26 market rates (2) Sep 25 pro forma included for comparativ e purposes only following introduction of new APRA APS 117 Standard from 1 October 2 025 (3) Assumes a parallel movement in AUD and NZD rates with no change to the broader risk profile a nd Prospective RWAs. Based on S ep 26 market rates interest rates 102 • NAB currently hedges capital out to 3 years and rate insensitive deposits out to 5 years to smooth the impact of interest rates on earnings • IRRBB RWAs comprise of an amount for potential future losses (Prospective) and for gains and losses from movements in interest rates (Embedded Gains and Losses (EGL) and Optionality) • IRRBB RWAs grew by ~$4.4bn reflecting an increase in swap rates over 2H26. Based on Sep 26 market rates, the EGL and Optionality RWAs are expected to largely unwind over the next two years 1 Key messages 14.8 16.8 18.4 0 1 2 3 4 5 -10 0 10 20 30 40 (4.8) 3.5% Sep 25 pro forma2 1.1 4.6% Mar 26 3.9 4.9% Sep 26 10.0 17.9 22.3 EGL and Optionality Prospective 3 year AUD swap rate EGL and Optionality RWA runoff profile at Sep 261 ($bn) IRRBB RWA sensitivity to a 10bps movement in swap rates is equivalent to +/- ~$0.5bn of RWA3 -1 0 1 2 3 4 5 Sep 26 Sep 27 Sep 28 Sep 29 Current run-off of ~$1.5bn in FY27 and ~$2.3bn in FY28
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Capital & Deposit hedges (1) Blended replicating portfolio rate includ es capital and rate insensitive deposits NAB replicating portfolios balance (AUD $bn) 12 12 1210 10 11 3.80% 3.80% 3.80% 0 0.01 0.02 0.03 0.04 0 5 10 15 20 25 Sep 25 Mar 26 Sep 26 Capital - invested to 3 years Deposit - invested to 5 years Average portfolio rate BNZ replicating portfolios balance (NZD $bn) 0 1 2 3 4 5 6 Sep 21 Sep 22 Sep 23 Sep 24 Sep 25 Sep 26 BNZ Portfolio rate 3m BKBM NZD 3 Year NZD 5 Year NAB replicating portfolios1 (%) BNZ replicating portfolios1 (%) 0 1 2 3 4 5 Sep 21 Sep 22 Sep 23 Sep 24 Sep 25 Sep 26 NAB Portfolio rate 3m BBSW AUD 3 Year AUD 5 Year 103 40 41 43 73 78 78 3.19% 3.41% 3.72% 0.00% 1.00% 2.00% 3.00% 4.00% 0 20 40 60 80 100 Sep 25 Mar 26 Sep 26 Capital - invested to 3 years Deposit - invested to 5 years Average portfolio rate
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Internationally comparable capital ratios 17.1% 11.7% 19.8% 13.7% 28.6% 20.3% Equivalent internationally comparable ratios1 APRA Common Equity Tier 1 ratios APRA Tier 1 ratios APRA Total capital ratios Mar 26 17.1% 11.6% 19.7% 13.6% 28.8% 20.4% Sep 25 Sep 26 (1) Internationally comparable methodology based on the Australian Banking Associatio n publication ‘Basel 3.1 Capital Comparison Study’ (Mar 23), which compares APRA’s revised capital framework, including RBNZ prudential requirements, with the finalised post-crisis Basel III re forms. The internationally comparable capital ratios do not include the impact of the Base l capital floor, where 65% is the Basel transitional capital floor that has applied since 1 January 2026 (2) Other includes the impact of concessional Credit Conversion Fact ors (CCFs) for certain credit commitments in the Basel framework, and APRA requirements for margin lendi ng and specialised lending exposures not in the Basel framework 14.1% 20.3% 12.1%11.9% 13.4% 20.3% 17.6% 19.7% 28.9% APRA to Internationally comparable CET1 ratio reconciliation1 CET1 % APRA CET1 ratio 11.9 APRA requirement for IRRBB RWA not in the Basel framework APRA requirements for residential mortgages not in the Basel framework (i.e. APRA multipliers of 1.4, 1.7 or 2.5, higher APRA loss given default (LGD) floor, APRA risk-weight floor and standardised treatment for non-standard mortgages) APRA internal ratings-based approach scaling factor of 1.1 not in the Basel framework (including for exposures of the RBNZ regulated banking subsidiary) APRA internal ratings-based approach Income-Producing Real Estate (IPRE) multiplier of 1.5 not in the Basel framework RBNZ credit RWA requirements (i.e. farm lending, mortgages and specialised lending) not in the Basel framework Non-retail LGD differences between APRA and Basel frameworks for certain exposures under foundation IRB and advanced IRB approaches Other2 Internationally comparable CET1 ratio 17.6 Regulatory capital differences (i.e. fee income not eligible as regulatory capital in the Basel framework) and items deducted under APRA requirements compared to being risk-weighted in the Basel framework, in some cases subject to thresholds (i.e. capitalised expenses, deferred tax assets and equity exposures) 104 0.9 0.8 1.6 1.2 0.5 0.5 0.1 0.1
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202820272026 Capital reforms (APRA) ImplementationAdditional Tier 1 (AT1) Capital ImplementationConsultationCredit risk capital1 ConsultationMarket risk (APS 116)1 Liquidity reforms (APRA) ConsultationLiquidity risk (APS 210)1 Covered Bonds legislative limit ConsultationBanking Regulations 2026 (Cth) Capital reforms (RBNZ) Consultation 2025 review of key capital settings Implementation Key regulatory changes impacting capital and liquidity (1) APRA consultation timing indicative based on APRA capital a nd liquidity reform roadmap (Mar 26) and APRA Corporate Plan 2026-27 (Aug 26) 105
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Tier 2 and Additional Tier 11 NAB AT1 and Tier 2 runoff4 ($bn) • APRA’s Jan 27 requirements will replace 1.5% AT1 with an additional 0.25% CET1 and 1.25% Tier 22 • NAB has $7.1bn of AT1 as at 30 September 2026, which will continue to contribute to Total Capital until first call date, through to 2032 • Manageable Tier 2 requirements with ~$6-7bn of issuance expected per year, noting existing AT1 and Tier 2 maturity profile and RBNZ capital changes 3 NAB Tier 2 outstanding issuance Callable 72% Bullet 28% AUD 43%USD 48% EUR 5% Other 4%(1) Excludes BNZ issuance which does no t contribute to Group capital ratios (2) Under APRA’s finalised amendments to it s prudential framework to phase out AT1 capit al instruments released on 4 December 20 25 (3) On 17 December 2025, the RBNZ announced the final decisions from its review of key capital settings, which included a requir ement that all future BNZ T2 and LAC instrument s are issued internally to NAB as BNZ’s parent (4) Based on first optional call date (subject to APRA approval, which may or may not be provided) or maturity date (adjusted fo r any capital amortisation) (5) Based on remaining term to maturity, with maturity equal to first optional call date where applicable (subject to APRA appro val, which may or may not be provided), a nd adjusted for any capital amortisation APRA changes to major banks’ capital minimums (%) Tier 2 - 6.84% AT1 - 1.55% CET1 - 11.87% NAB Sep 26 LAC - 4.50% Tier 2 - 2.00% AT1 - 1.50% CET1 - 10.25% Current requirements LAC - 4.50% Tier 2 - 3.25% CET1 - 10.50% Jan 27 requirements 20.26% 18.25% 18.25% Key messages 2.4 3.8 1.0 3.9 2.2 5.0 1.6 4.3 2.5 10.4 FY27 FY28 FY29 FY30 FY31 FY32 FY33+ AT1 Tier 2 Weighted average term5 AT1: 3.0 years Tier 2: 5.2 years 106
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Funded balance sheet Liquid Assets1, 21% Other Short Term Assets2, 2% Business and Other Lending2, 34% Housing Lending, 43% Assets Short Term Wholesale, 12% Term Funding <12 months, 2%Other Deposits 3,4 % Stable Customer Deposits4, 61% Term Funding >12 Months, 14% Equity, 6% Other Liabilities 5, 6 1% Funding $1,060bn 34 40 19 38 35 11 Customer Deposits Short Term Wholesale Funding Term Wholesale Issuance Term Wholesale Maturities 6 Liquid Assets 1 Other including Hedging and FX 6 LendingOther Short Term Assets 1 Asset Funding Group sources and uses of funds, 12 months to 30 Sep 26 ($bn) Australian core funding gap7 ($bn) $1,060bn (1) Liquid asset securities are measured at fair value with valuation changes recognised immediately through profit or loss or o ther comprehensive income (2) Trade finance loans are included in other shor t-term assets, instead of business and other lending (3) Includes non-operational financial institution deposits and certain offshore deposits as defined in APRA standard APS 210 Liquidity (4) Includes operational deposits, non-financ ial corporate deposits and retail / SME de posits and excludes certain offshore depo sits as defined in APRA standard APS 210 Liquidity (5) The net position includes net derivatives, property, plan t and equipment, all net of accr uals, receivables and payables (6) Includes short term collateral and settlements (7) Australian core funding gap = Gross loa ns and advances plus acceptances less total de posits (excluding certificates of deposi t). Source: APRA. Latest data as at Sep 26 0 200 400 600 0 50 100 150 Sep 21 Sep 22 Sep 23 Sep 24 Sep 25 Sep 26 NAB Peer 1 Peer 2 Peer 3 System (RHS) 107
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Liquidity Liquidity coverage ratio (quarterly average) ($bn) Liquidity coverage ratio movement (quarterly average) (%) Net stable funding ratio composition Group NSFR 116% as at 30 Sep 26 Net stable funding ratio movement (%) 152 153 152 158 212 208 200 212 Mar 25 Sep 25 Mar 26 Sep 26 Net Cash Outflows HQLA 1 2 116 Mar 26 (2) Loans Deposits 1 HQLA1 (1) Other3 116 Sep 26 Wholesale funding & OtherNon-Financial Corporate Deposits Retail/SME Deposits Capital Available Stable Funding Liquids and Other Assets Other Loans Residential Mortgages <80% LVR Required Stable Funding $738bn $636bn139% 135% 132% (1) Includes Alternative Liquid Assets (2) Includes unsecured debt and secured wholesale funding (3) Other includes impact s from wholesale funding, derivatives, capital and other balance sheet items 132 135 8 Mar 26 HQLA 1 (1) Loans (3) Deposits (1) Wholesale funding2 Sep 26 108 135%
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Term wholesale funding profile Historical term funding issuance1 ($bn) Tenor2 Term funding maturity profile3 ($bn) WAM 3.3 years4 99 7 8 116 6 25 27 27 23 21 18 3 4 2 FY21 1 4 FY22 1 3 FY23 3 FY24 5 FY25 FY26 33 39 40 37 36 38 RBNZ Funding Facilities RBA Term Fundin g Facility Senior Unsecured Tier 2 Secured 8.1 years 5.0 years 4.3 years 5.0 years 5.0 years 6 6 6 9 5 7 5 15 21 30 24 13 11 7 3 FY27 4 4 FY28 4 FY29 FY30 FY31 Beyond 30 38 34 26 25 27 (1) Includes senior unsecured, secured (covered bonds and RMBS) and Ti er 2 with an original term to maturity or call date of greater than 12 months, excludes AT1 and funding fr om Citi's RBA Term Funding Facility. FX rate measured at time of issuance (2) Weighted average maturity of new iss uance, excludes RMBS, RBA Term Funding Facility and RBNZ funding facilities (3) Maturity profile of funding with an original term to maturity greater than 12 months, excludin g RMBS. Callable senior debt m aturity based on next call date. Spot FX rate at 30 September 2026 (4) Remaining weighted average maturity, excludes AT1 and RMBS (5) Based on first optional call date (subject to APRA or RBNZ approval, as applicable, which may or may not be provided) or mat urity date Senior Unsecured Tier 2 and AT1 5 Secured 5.2 years 109
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Diversified & flexible term wholesale funding portfolio FY26 Issuance by product type Outstanding issuance by product type1 FY26 Issuance by currency Outstanding issuance by currency Senior 54% Tier 2 16% Covered 25% RMBS 5% AUD 33% USD 33% NZD 6% EUR 16% GBP 8% Other 4% AUD 35% USD 37% NZD 3% EUR 19% GBP 2% JPY 1% Other 3% Senior 57% Tier 2 and AT1 21% Covered 20% RMBS 2% (1) At 30 September 2026, NAB has utilised 43% of its covered bond capacity. Capacity based on current rating agency over collat eralisation (OC) and legislative limit 110
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Funding costs Indicative term wholesale funding issuance costs1 (bps) Domestic short term wholesale funding costs3 (bps) Average term wholesale funding portfolio costs2 (bps) Australian term deposit portfolio costs4 (bps) 0 50 100 150 200 250 300 350 Sep 21 Mar 22 Sep 22 Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 3 yr senior 5 yr senior 10 yr senior 10NC5 Tier 2 ~9bps 3M Bills-OIS movement equates to 1bp Group NIM at Sep 26 110 115 120 125 Sep 21 Mar 22 Sep 22 Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 -10 0 10 20 30 40 50 60 (1) Indicative major bank wholesale subordinate d and senior unsecured funding rates over 3m BBSW using a blend of multi-currency inputs (3 years, 5 years, 10 years and 10-year non-call 5-years) (2) NAB Ltd term wholesale funding costs >12 months at issuance ( spread to 3 month BBSW), includes subordinated debt and exclude s TFF and RMBS (3) Spread between 3 month AUD Bank Bill Swap Rate and OIS. Data that is one day after an RBA cash rate change has been smoothed (4) Based on management data. Total deposit portfo lio cost over relevant market reference rate 111 Sep 21 Mar 22 Sep 22 Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 -30 -20 -10 0 10 20 30 Sep 21 Mar 22 Sep 22 Mar 23 Sep 23 Mar 24 Sep 24 Mar 25 Sep 25 Mar 26 Sep 26 3M Bills-OIS Spread 90 Day Moving Average
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Additional information Sustainability
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Sustainability priorities anchored in customer needs (1) Ambition reflects cumulative total of new financing activity from 1 October 2023 to 30 September 2030. Refer to page 52 of N AB’s 2026 Annual Report (Climate-related Disclosures) for further information (2) Ambition reflects cumulative total of new financing activity from 1 October 2025 to 30 September 2030. 2026 is the first yea r of reporting, the progress covers the period fr om 1 October 2025 to 30 June 2026. Refer to page 18 of NAB’s 2026 Annual Report for further information (3) Ambition reflects cumulative total of new financing activity from 1 October 2026 to 30 September 2030. Refer to page 19 of N AB’s 2026 Annual Report for further information (4) Retired ambition was to provide $1bn in lending to First Nations businesses and community organisations delivering benefits to First Nations communities by December 2026, with progress reported to 30 June 2026 on a spot basis. For further information, re fer to page 19 of the 2026 Annual Report Support our customers’ environmental and social needs with a safe and sustainable approachOur ambition First Nations To support the economic empowerment and prosperity of First Nations peoples and businesses $1bn First Nations finance ambition by 2030 (cumulative basis) 3 Housing affordability To support increased housing supply and pathways to home ownership for more Australians $60bn Housing affordability finance ambition by 2030 (cumulative basis) 2 Climate To support customers as we move together to a resilient net zero economy $80bn Environmental finance ambition by 2030 (cumulative basis) 1 Our Strategic priorities Retired existing lending ambition to First Nations businesses and community organisations on 30 June 2026 – achieving final balance of $805.1m 4 Established new First Nations finance ambition by September 2030 to provide $1bn in cumulative financing 3 to First Nations businesses Formed corporate guarantee partnership with Indigenous Business Australia to scale access to finance for First Nations businesses $13.7bn2 towards housing affordability finance ambition Strong uptake of the Australian Government’s 5% Deposit Scheme Supported Housing Australia as a Mandated Lead Arranger for $500m bond issuance $34.7bn towards environmental finance ambition, including $3.8bn in green-labelled business lending propositions (agribusiness, CRE, vehicles and equipment finance) Further quantified physical climate risk and invested in resilience initiatives including with Resilient Building Council Released first climate reporting aligned to mandatory climate-related financial disclosures requirements – see NAB’s 2026 Annual Report (Climate-related Disclosures) Our progress in 2026 113
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Additional information Economic data
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CY27(f)CY26(f)CY25CY24CY23 1.01.32.61.21.3GDP growth2 5.44.84.34.03.9Unemployment3 2.93.63.33.2 4.2 Trimmed-mean inflation4 4.354.853.604.354.35Cash rate target3 Australia and NZ key economic indicators Australian economic indicators (%)1 Australian system growth (%)5 (1) Sources: ABS, RBA, RBNZ , Stats NZ, NAB Economics (2) December quarter on December quarter of previous year (3) As at December quarter (4) December quarter on December quarter of previous year. For Australia, trimmed-mean measure of underlying inflation (5) Sources: RBA, RBNZ, NAB. Bank fiscal y ear-ended (September). NZ business credit in cludes credit to Agriculture and is calcul ated from break adjusted data FY27(f)FY26FY25FY24FY23 2.67.06.35.14.2Housing 2.44.84.42.51.9Personal 8.011.59.47.66.6Business 4.58.57.35.84.9Total lending 3.86.27.45.65.3System deposits NZ Economic indicators (%)1 NZ System growth (%)5 FY27(f)FY26FY25FY24FY23 4.65.45.43.33.0Housing 1.52.21.41.34.9Personal 4.34.52.41.91.1Business 4.45.04.32.82.4Total lending 4.44.65.25.55.3Household retail deposits CY27(f)CY26(f)CY25CY24CY23 2.82.11.6-1.61.4GDP growth2 5.15.55.45.14.0Unemployment3 2.44.53.12.24.7Inflation4 3.753.002.254.255.50Cash rate (OCR)3 115
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Business conditions have weakened Conditions are now below average1 Investment intentions have fallen notably2 (1) Source: NAB Economics. Three-month moving average of all industry measures from the NAB Monthly Business Survey. Data to Sep tember 26 (2) Source: NAB Economics. Data to September quarter 2026 Capacity utilisation remains above average1 Cost growth is elevated1 -3 -2 -1 0 1 2 3 4 5 2019 2020 2021 2022 2023 2024 2025 2026 Prices Labour costs Purchase costs 70 75 80 85 2008 2011 2014 2017 2020 2023 2026 Capacity utilisation Long-run average (%) -20 -10 0 10 20 30 2008 2011 2014 2017 2020 2023 2026 Capex expectations Average (Net Bal.) -60 -40 -20 0 20 2008 2011 2014 2017 2020 2023 2026 Business Confidence Business Conditions (Net Bal.) (% Quarterly Rate) 116
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Consumer dynamics will continue to be important The savings rate has stabilised2 (1) Source: NAB, Macrobond. NAB Monthly Sp end Trend release. Data for September 2026 (2) Source: ABS, Macrobond. Data from the ABS Quarterl y National Accounts release. Data to June quarter 2026 -5 0 5 10 15 20 2001 2006 2011 2016 2021 2026 Household savings rate (%) -15 -10 -5 0 5 10 2016 2018 2020 2022 2024 2026 Interest payable Interest Receivable Labour income Other net income Income tax Prices Real Disposable Income Growth (%) Real disposable income growth is easing2 1.1 1.2 1 8.3 0.5 0.4 -0.1 -1.3 6 1.3 0.8 0.7 0.1 -0.5 - 2 02468 1 0 Total Total non-discretionary Total discretionary Fuel Health & Education Food retail Utilities & telecom Insurance Rec. & pers. services Personal goods Hotel, travel & trans. Café & restaurant Household goods Other discretionary services MoM 9 9.4 8.8 5.3 6.1 12.1 2.2 15.3 10.4 6.5 8.9 5.5 8.5 0 5 10 15 20 25 YoY Consumer spending has been resilient1 117
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Labour market conditions have loosened but remain healthy Unemployment has continued to rise gradually1 Forward looking indicators of labour demand still healthy3 (1) Source: ABS, Macrobond. Unemploy ment rate from the ABS Labour fo rce release. Data to September 2026 (2) Source: ABS, Macrobond. Trend employment from the ABS labour force release. Data to September 2026 (3) Source: ABS, Macrobond. ABS Job Vacancies to August 2026. Remaining data to September 2026 (4) Source: NAB, Macrobond. NAB quarterl y business survey. Data to September 2026 Labour demand growth remains positive2 Labour market remains tight4 2 3 4 5 6 7 2006 2010 2014 2018 2022 2026 Unemployment rate (%) 0 50 100 150 200 2006 2010 2014 2018 2022 2026 ABS Job Vacancies ANZ-Indeed Job Ads SEEK Job Ads Internet Vacancy Index (IVI) (%) 0 10 20 30 40 50 2006 2010 2014 2018 2022 2026 Availability of Suitable Labour (%) -6 -4 -2 0 2 4 2006 2010 2014 2018 2022 2026 Employment Growth (%) 118
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The housing market has notably weakened House prices are falling across all regions1 Dwelling completions remain low relative to demand3 (1) Source: Cotality. Greater Capital City Hedonic Dwelli ng Price Index, Index June 2019 = 100. Data to 31 October 2026 (2) Source: Cotality. Hedonic measure of advertised rents. Data to 31 October 2026 (3) Source: ABS, Macrobond. Data are AB S Building Activity Dwelling completions by state (Trend). Data to June quarter 2026 (4) Source: Cotality. Data to 31 October 2026 Rents growth remains elevated2 Rental vacancy rates remain low but have started to rise4 90 110 130 150 170 190 210 230 250 2019 2020 2021 2022 2023 2024 2025 2026 Sydney Melbourne Brisbane Adelaide Perth Hobart -10 -5 0 5 10 15 2016 2018 2020 2022 2024 2026 Sydney Melbourne Brisbane Adelaide Perth Hobart (%) 0 2 4 6 2019 2020 2021 2022 2023 2024 2025 2026 New South Wales Victoria Queensland South Australia Western Australia Tasmania 0 5 10 15 2010 2013 2016 2019 2022 2025 NSW VIC QLD SA WA TAS (000’s) (Index) (%) 119
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Inflation is above the target band Underlying inflation has reaccelerated1 Inflation is broad-based3 (1) Source: ABS, Macrobond. ABS Tr immed-mean measure of CPI Inflation. Data to September quarter 2026 (2) Source: ABS, Macrobond. Market goods a nd services measures (excluding volatile it ems) from the ABS Quarterly CPI and 3-month moving average from the Monthly CPI re lease, year-ended growth. Data to September 2026 (3) Source: RBA, Macrobond. Tradeables and non-tradeables from the ABS Quarterly CPI and the Monthly CPI release, year-ended growt h. Data to September 2026 (4) Source: RBA. Macrobond. Index base 2024/25= 100. Data to 31 October 2026 Goods and services inflation has reaccelerated2 Commodity prices remain elevated4 0 1 2 3 4 5 6 7 0 1 2 3 4 5 6 7 2006 2010 2014 2018 2022 2026 Quarterly Year-ended (%) (%) 0 25 50 75 100 125 150 175 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 Total Non-rural Rural (Index) -1 1 3 5 7 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 Market Goods Market Services (%) -2 0 2 4 6 8 2008 2011 2014 2017 2020 2023 2026 Tradeables Non-tradables (%) 120
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-10 -5 0 5 10 15 2019 2020 2021 2022 2023 2024 2025 2026 (GDP, % yoy) New Zealand economy Growth has picked up recently1 But inflation remains elevated3 (1) Source: Macrobond, Stats NZ. GDP data to June quarter 2026. (2) Source: Macrobond, Stats NZ. Data to September quarter 2026 (3) Source: Macrobond, Stats NZ. Data to September quarter 2026 (4) Source: Macrobond, RBNZ. Data to September quarter 2026 (actual), December quarter 2027 (projected) The unemployment rate is rising2 The RBNZ is tightening policy4 3 4 5 6 2019 2020 2021 2022 2023 2024 2025 2026 (Unemployment rate, %) 0 1 2 3 4 5 6 7 8 2019 2020 2021 2022 2023 2024 2025 2026 (Inflation, % yoy) 0 1 2 3 4 5 6 2019 2021 2023 2025 2027 Official cash rate (end quarter %) BNZ/NAB forecast Actual 121
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New Zealand housing Auckland’s trend is downward, but there is little movement elsewhere nationally1 New residential mortgage lending is also easing3 (1) Source: Macrobond, REINZ. Data to September 2026 (2) Source: Macrobond, REINZ. Seas onally adjusted by Macrobond, presented as a three month moving average. Data to September 202 6 (3) Source: RBNZ. Seasonally adju sted by Macrobond, excludes loans where purpose is change in loan provider. Data to September 2 026 (4) Source: Macrobond, Stats NZ. Three mont h moving average of seasonally adjusted new dwellings consented. Data to August 2026 Dwelling approvals (consents) appear to be plateauing4 2,000 2,500 3,000 3,500 4,000 4,500 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Auckland National ex Auckland (Index) 0 2 4 6 8 10 2019 2020 2021 2022 2023 2024 2025 2026 (‘000s) Sales volumes are easing2 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 2020 2021 2022 2023 2024 2025 2026 ($NZ m) 0 1 2 3 4 5 2020 2021 2022 2023 2024 2025 2026 (‘000s) 122
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Global economy But global growth has been relatively resilient to date2 (1) Source: Macrobond. Monthly frequency using data available as of 30 October 2026 (2) Source: Data to 2025: IMF estimates of world GDP growth. Data for 2026 to 2028: NAB estimates (3) Source: Macrobond. Bars represent total change in 10-year bond yields from January 2026 to October 2026. Using data availabl e as of 30 October 2026 (4) Source: Macrobond. Covers meeting up to the end of October 2026 Major central banks are tightening policy4 -4 -2 0 2 4 6 8 2000 2004 2008 2012 2016 2020 2024 2028 Global growth Forecast (% yoy) Oil prices remain elevated as the war in Iran drags on1 0 20 40 60 80 100 120 140 2016 2018 2020 2022 2024 2026 (Brent Crude USD/barrel) Global bond yields have risen considerably this year3 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 UK US Japan Germany (Change in 10Y bond yields in 2026) -1 0 1 2 3 4 5 6 2016 2018 2020 2022 2024 2026 FOMC BoE ECB BoJ (Policy rates %) 123
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Abbreviations and disclaimers
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Sources and notes Page 11 (1) Sourced from RFI Global - Atlas. Data on a six-month roll. Bu siness MFI Share is the proportion of all businesses with any business banking, that nominate the financial institution as their main financial institution (MFI) (2) Sourced from RFI Global – Atlas. Data on a six-month roll. Co nsumer MFI Share is the proportion of all consumers, 18+ with any (Retail) banking products, that nominate the financial institution as their main financial institution (MFI) (3) Sourced from RFI Global – Atlas. Data on 6-month roll. Base d on business customers with a turnover $5m-<$200m. Ranking based on absolute scores vs major peers, not statistically significant differences (4) Sourced from RFI Global – Atlas. Data on 6-month roll. Based on all consumers, 18+ and excludes consumers with personal income of $260k+ and/or investible assets $2.5m+ and/or footings of over $850k. Ranking based on absolute scores vs major peers, not statistically significant differences (5) Sourced from RFI Global – Atlas. Data on 6-month roll. Based on business customers with a turnover up to $5m. Ranking based on absolute scores vs major peers, not statistically significant differences (6) Sourced from RFI Global – Atlas. Data on 6-month roll. Based on all consumers, 18+ with personal income of $260k+ and/or investible assets $2.5m+ and/or footings of over $850k. Ranking based on absolute scores vs major peers, not statistically significant differences 125
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Abbreviations and glossary Australian Financial Crimes ExchangeAFCX Australian and New Zealand Standard Industrial Classification (2013)ANZSIC Additional Tier 1 CapitalAT1 Common Equity Tier 1 CapitalCET1 Credit Impairment ChargeCIC Collective ProvisionCP Citigroup's Australian consumer business, acquired by the NAB Group on 1 June 2022 Citi or Citi Consumer Business Credit Risk-Weighted AssetsCRWA Calculated as 'Non-performing exposures' less 'Impaired assets'. Includes loans that have been classified as restructured in accordance with APS 220 Credit Risk Management which are assessed as no loss based on security held Default but not impaired Days Past DueDPD Dynamic Loan to Value RatioDLVR Dividend Reinvestment PlanDRP Debt to Income RatioDTI Exposure at DefaultEAD Economic AdjustmentEA Expected Credit LossesECL Earnings Per ShareEPS First Home BuyersFHB Forward-Looking AdjustmentsFLA Full-time Equivalent EmployeesFTEs Funds Under ManagementFUM Individually Assessed Provision IAP Impaired Assets IAs Gross Loans and AdvancesGLAs Household Expenditure Measure HEM High-Quality Liquid AssetsHQLA Internal Ratings Based approachIRB Liquidity Coverage RatioLCR Loss Given DefaultLGD Large Notable ItemsLNI Lenders Mortgage InsuranceLMI Loan to Value RatioLVR Main Financial InstitutionMFI Non Bearing InterestNBI Net Interest IncomeNII Net Promoter® and NPS® are registered trademarks of Bain & Company, Inc., NICE Systems, Inc., and Fred Reichheld. Net Promoter Score SM is a service mark of Bain & Company, Inc., NICE Systems, Inc., and Fred Reichheld NPS Net Stable Funding RatioNSFR Overnight Index SwapOIS Other Operating IncomeOOI Probability of DefaultPD Residential Mortgage Backed SecuritiesRMBS Return on EquityROE Risk-Weighted AssetsRWAs Software Development Life CycleSDLC Small and Medium EnterpriseSME RBA - Term Funding Facility TFF 126
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127 Disclaimer The material in this presentation is general background information about the NAB Group current at the date of the presentation on 5 November 2026. The information is given in summary form and does not purport to be complete. It is intended to be read by a professional analyst and investor audience in conjunction with the verbal presentation and the 2026 Full Year Results Management Discussion and Analysis (available at www.nab.com.au). It is not intended to be relied upon as advice to investors or potential investors and does not take into account the investment objectives, financial situation or needs of any particular investor. No representation is made as to the accuracy, completeness or reliability of the presentation. This presentation contains statements that are, or may be deemed to be, forward-looking statements. Forward-looking statements include all statements, other than statements of historical or present facts. These forward-looking statements may be identified by the use of forward-looking terminology, including the terms "aim", "ambition", "believe", "estimate", "plan", "project", "anticipate", "expect", "goal", “target”, "intend", “likely”, "may", "will", “could” or "should" or, in each case , their negative or other variations or other similar expressions, or by discussions of strategy, plans, objectives, targets, goals, future events or intentions. Indications of, or guidance on, future earnings and financial position and performance are also forward-looking statements. Users are cautioned not to place undue reliance on such forward-looking statements. Such forward-looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties and otherf a c t o r s , m a n y of which are beyond the control of the Group, which may cause actual results to differ materially from those expressed or implied in such statements. There can be no assurance that actual outcomes will not differ materially from these statements. There are many factors that could cause actual results to differ materially from those projected in such statements, including (without limitation) a significant change in the Group’s financial performance or operating environment; a material change to law or regulation or changes to regulatory policy or interpretation; the impact of actual or potential litigation or enforcement actions; and risks and uncertainties associated with the ongoing impacts of the Russia-Ukraine and Middle Eastern conflicts and other geopolitical tensions, the Australian and global economic environment and capital market conditions, changes in global trade policies and the evolving technological landscape, including developments in artificial intelligence. Further information is contained in the Group’s 2026 Annual Report, available at nab.com.au/annualreports. The information in this presentation has been prepared based on information known as at the date of the presentation. The Group reserves the right to change its views, aims, plans and intentions in the future and is under no obligation to update any of the forward-looking statements contained within this presentation except as required by applicable disclosure requirements. To the maximum extent permitted by law, the Group provides no assurance or warranty in connection with the likelihood of fulfilment of any forward-looking statement, any outcome expressed or implied in any forward-looking statement, and any assumptions on which a forward-looking statement is based. For further information visit www.nab.com.au or contact: Natalie Coombe Director, Investor Relations Mobile | +61 (0) 477 327 540 Mark Alexander Executive, Corporate Communications Mobile | +61 (0) 412 171 447 Sally Mihell Executive, Investor Relations Mobile | +61 (0) 436 857 669