WBC UNITE update 2026

Westpac Banking Corporation
Level 18, 275 Kent Street
Sydney, NSW, 2000
ASX RELEASE
26 March 2026
UNITE Update
Westpac Bank
ing Corporation (“Westpac”) today provides the attached update.
For further information:
Hayden Cooper
Justin McCarthy
Group Head of Media Relations General Manager, Investor Relations
0402 393 619 0422 800 321
This document has been authorised for release by Tim Hartin, Company Secretary.

UNITE
UPDATE
WESTPAC
26 MARCH 2026
1
Westpac Banking Corporation ABN 33 007 457 141
IMPORTANT: This presentation contains a number of
‘forward looking statements’ which are subject to
assumptions, risks and other important information set
out in the disclaimer at the back of this presentation.

ANTHONY MILLER
Chief Executive Officer
Westpac Update March 20262

UNITE OBJECTIVES: ONE BEST WAY
Westpac Update March 20263
1 Consumer and Business & Wealth products.
CONSOLIDATE TECHNOLOGY
•Customers experience the best
Westpac technology
•Significant productivity: Run and
change cost reduced
•>180 applications decommissioned
FEWER PRODUCTS
•Easy for customers to manage their
banking needs
•Capacity to innovate
•Products reduced by >70%
1
SIMPLIFY PROCESSES
•One best way
•Consistent customer and employee
experience
•>700 processes simplified
BETTER CUSTOMER
EXPERIENCE
1
NPS #1
IMPROVED EMPLOYEE
EXPERIENCE
2
EMPLOYEE ENGAGEMENT

TOP DECILE GLOBALLY
INCREASED
SHAREHOLDER RETURN
3
CLOSE CTI RATIO
GAP TO PEERS

Westpac Update March 20264
AI IMPACT ASSESSMENTS
•Improving how data lineage and downstream
impacts are determined
•Impact assessments are a key dependency for the
majority of UNITE initiatives
•Improvement in impact assessment efficiency:
~10 days to less than 4 days
AI TESTING TOOLS AND ASSISTANTS
•Increasing testing efficiency, reducing effort, cost
and time frames
•Testing sits on the critical path for many UNITE
initiatives
Utilising AI capabilities
EXECUTION FOCUS
•Since FY25 results, no changes to overall
program:
–Scope
–Timeline
–Budget
•Currently in delivery
•Business led, technology enabled
•Centralised delivery team
•Embedded governance model

EXECUTION PROGRESS – IMPROVING CUSTOMER AND EMPLOYEE EXPERIENCE
Westpac Update March 20265
DIGITAL
BANKER
Platform rolled out
to all bankers
ONE CHAT
PLATFORM
Consolidated
2 platforms to 1
Consolidated
22 processes to 1
DIGITAL ID
VERIFICATION
ONE PRIVATE
BANK
Enhanced customer
experience & service offering
ONE WEALTH
PLATFORM
Completed migration to
Panorama in Mar-26
Enabled multi offsets for all
home loan customers
MORTGAGE
SIMPLIFICATION
COLLECTIONS
PLATFORMS
Two legacy platforms
decommissioned
NEW INVOICE
FINANCE PLATFORM
Helping commercial
customers manage cashflow
Supports professional
services customers
CONTROLLED
MONIES

ONE WEALTH PLATFORM: BT PANORAMA
Westpac Update March 20266
1 Awards for BT Panorama – 2025 `Best Client Portal & Mobile Platform’ and 2024 `Best Platform' in the Australian Wealth Management Awards, in the Investment Trends Platform Competitive Analysis and
Benchmarking Report, 2024 winner of the `Adviser satisfaction with mobile access for clients: Wrap Platform' in the Investment Trends Adviser Technology Needs Report.
EXPECTED OUTCOMES
•Simplified service model
•Reduced daily task complexity and
process duplication
•Simplified risk management
•Initiative cost ~$70m
•Direct benefits ~$40m p.a.
•Simplified technology roadmap

•Award winning platform
1
•Enhanced digital capability,
security features
•Extended investment options
BETTER
CUSTOMER EXPERIENCE
IMPROVED
EMPLOYEE EXPERIENCE
INCREASED
SHAREHOLDER RETURN
123
60k accounts, $16bn FUA
243k accounts, $138bn FUA
>300k accounts
>$150bn FUA

ONE COMMERCIAL BANK
Westpac Update March 20267
1 For 95% of customer accounts. Directly transferring customers to like for like products without the need for re identification or additional product application forms.
•Leading digital and payments
capability to all commercial
customers
•Broader range of banking services
•One commercial banking team
•Fewer processes and reduced
products
•More time for quality customer
conversations
•Initiative cost ~$230m
•Direct benefits ~$40m p.a.
•Reusable migration capability, an
enabler of single deposit ledger
BETTER
CUSTOMER EXPERIENCE
IMPROVED
EMPLOYEE EXPERIENCE
INCREASED
SHAREHOLDER RETURN
123
EXPECTED OUTCOMES
MIGRATING ~75,000
COMMERCIAL CUSTOMER
ACCOUNTS TO WESTPAC
DIGITALLY ENABLED
MIGRATION PROCESS,
SUPPORTED BY
UNILATERAL VARIATION
1
CUSTOMERS SUPPORTED BY
EXISTING BANKER AND
BANKING TEAM
EXPECTED TO COMPLETE IN DEC-27

PETER HERBERT
Chief Transformation Officer
Westpac Update March 20268

DELIVERY APPROACH
Westpac Update March 20269
Business led, technology enabled
•Centralised UNITE delivery team focused on execution
•Technology and the Data, Digital and AI teams support
delivery
•Divisional Group Executives accountable for customer,
financial and risk outcomes
•Board oversees progress
Centralised operating model
•Initiatives organised into work packages
•Optimise delivery cadence and capacity
•Manage challenges as they arise
1 There was no change to overall program scope. The number of initiatives reduced from 59 in Sep-25 to 57 in Mar-26 and we will continue to assess opportunities to streamline delivery.
•Scope set
•Integrated plan developed
•Downstream impacts and interdependencies mapped
•Simplify products & processes – 7 work packages
•Simplify data & downstream
•End to end testing
•Migrate & decommission
PROGRAM DISCOVERY COMPLETE
57 INITIATIVES
1
DELIVERY
10 WORK PACKAGES

Preparation to support customer migrations:
•Channel simplification
•Data simplification
•AI: faster downstream data impact
assessments and improved testing tools
Westpac Update March 202610
Initiative status
1
147
660
850 - 950
FY24FY25FY26
UNITE Investment spend ($m)
3871
PROGRAM UPDATE
1 Excludes 3 initiatives with scope confirmed. 2 Total investment expected to be c.$2bn p.a.
•$195m invested in 1Q26, 73% expensed
•c.40% of total investment spend
2
FY27 – FY28
•Lower spend in FY29
•c.75% of spend to be expensed
8
Initiatives complete
49
Initiatives remaining

MONITORING PROGRESS
Westpac Update March 202611
Percentage complete by project stage
1 Percentage of program scope confirmed. 2 Measurement of Simplify and Implement progress revised to percentage of milestones completed. Prior period progress has been restated to align with current period
presentation. 3 Percentage of in scope applications decommissioned.
SIMPLIFY
2
29%
IMPLEMENT
2
DISCOVERY
1
DECOMMISSION
3
13%
8%

Sep-25
Mar-25
14%
4%
3%
52%
44%
19%
10%

Mar-26
•Program scope confirmed
•Understand change requirements
•Develop delivery plans
•Product harmonisation
•Customer and banker journey mapping
•Data analysis and profiling
•Capability and infrastructure enhancement
•Migration testing and validation
•Migration pilots
•Migration execution
•Data archiving
•Application decommission

MIGRATIONS TO SUPPORT DECOMMISSION OF COMMERCIAL HOGAN
Westpac Update March 202612
DECOMMISSION
COMMERCIAL HOGAN
CORE LEDGER
UNITE
MIGRATIONS
CORE LEDGER:
COMMERCIAL
HOGAN
Expected Outcomes:
•Upgrade costs avoided:
~$400m
•Reduced operational
complexity
Completed in Mar-26
WESTPAC CORE LEDGER: TRADING BANK
Expected to
complete in Dec-27
Expected to
complete in 1H28
ONE COMMERCIAL
BANK
ONE WEALTH
PLATFORM
ONE BUSINESS
DEPOSIT LEDGER
Other business
deposit
accounts
35% of accounts
Commercial
customer deposit
accounts
40% of accounts
Wealth customer
cash management
accounts
25% of accounts

KEY 2H26 MILESTONES
13
1 This includes 3 initiatives. One initiative was descoped in 2H25. 2 This includes 2 initiatives.
Westpac Update March 2026
MORTGAGE
SIMPLIFICATION
1
•Transfer Westpac mortgage property security data to the target state master
•Enable SMSF product on the Westpac mortgage ledger
DIGITAL BANKER
2
•Scale service request migrations
•Strengthen customer authentication and onboarding
•Transition Westpac bankers to Digital Banker sales capability
ONE COLLECTIONS
PLATFORM – ASSISTNOW
•Migrate personal loans and regional brand credit cards to the AssistNow platform
DEBIT CARD
SIMPLIFICATION
•Complete HandyCard migration to debit Mastercard for retail customers to enable
decommission of one platform
•Reduce Debit Card products down to six
ONE COMMERCIAL BANK
•Complete workflow, data sourcing, downstream, digital enablers
•Commence migration to Westpac systems

ONE WEALTH
PLATFORM

(49)
14
1Q221Q26
Up 63pts
22,883
29,952
Dec-24Dec-25
Up 31%
BT PANORAMA
Westpac Update March 202615
FUA ($m)Net flows excluding benefit payments
2
($m)
Managed accounts FUA ($m)
Net Promoter Score (NPS)
6
1 Investment Trends Platform Competitive Analysis & Benchmarking Report (released Feb’ 26). Best Client Portal eighth consecutive year (2018 – 2025) and Best Mobile App seven years (2018, 2019, 2020, 2021, 2022,
2024 and 2025). 2 Represents benefit payments from pension accounts; including benefit payments BT Panorama net flows were $2.0b for 1Q26. 3 Investment Trends Adviser Technology Needs Report (June 25). 4
Investment Trends SPDR ETFs/Investment Trends Managed Accounts Report (Mar 2025). See https://www.bt.com.au/about-bt/bt-financial-group/overview/awards.html for more awards. 5 Focus Menu launched on 1
October 2025 with enhanced offering for clients with simpler investment needs. 6. Spot NPS
121,389
135,567
Dec-24Dec-25
1,722
3,204
1Q251Q26
Up 86%
WINNER OF BEST CLIENT PORTAL AND MOBILE APP
1
LARGEST SHARE OF ADVISER RELATIONSHIPS
3
HIGHEST BRAND AWARENESS FOR MANAGED ACCOUNTS
4
FOCUS MENU LAUNCHED IN 1Q26
5
Up 12%

FY24
Commenced adviser-led customer
transitions from Asgard to Panorama
Transferred > 3,000 accounts / $2bn in FUARetention, MBFI
1
FY25
Asgard soft-closeCease opening of new Asgard accountsData stability and quality,
MBFI
IDPS
2
-Like Product TerminationReturned $365m to 3,800 InvestorsSimplified product and
operations
APPP
3
Insurance
Outsourcing
Established new outsource insurance administrator
Transitioned ~8,000 APPP Policies to new administrator
MBFI
Legacy external trustee and operator
migrations to third party platform
Migrated ~6,000 IDPS & Super accounts / $1.2bn FUA
Transitioned ~1,000 APPP Policies to new administrator
Simplified product and
operations, MBFI
Legacy external Trustee
Super Fund terminations
Life Focus > ~3,000 members / ~$390m FUA
Personal Choice Private > ~400 members / ~$85m FUA
Simplified product and
operations, MBFI
FY26
Asgard Migration to Panorama Migrated ~60,000 IDPS & Super accounts / ~$16bn FUARetention, MBFI
FY28
4
Asgard DecommissionEstimated direct benefits $40m p.a.Simplified tech, product
and operations
STRONG DELIVERY TRACK RECORD
BENEFIT
Westpac Update March 202616
1 Member Best Financial Interest. 2 Investor Directed Portfolio Service. 3 Asgard Personal Protection Plan. 4 Decommissioning spans technology infrastructure, applications, products, processes and one corporate entity.

MIGRATION LEARNINGS
Westpac Update March 202617
•Clear, regular adviser and customer communications helped build understanding and confidence through the migration
•Tight coordination across internal teams and third-parties, surfaced issues early and kept priorities aligned
•Early focus on data quality to reduce downstream customer impacts
•Clear, measurable business-readiness targets were set and met
•Strong executive sponsorship accelerated decisions and removed blockers quickly
17
19982008
2014
2021
2026
Migrated to
(2021)
1998-2021
From 2014
2008 (WBC merger with St George) - 2026
Migrated to
(Mar-26)

WHAT’S NEXT FOR BT PANORAMA
Westpac Update March 202618
Continuing to invest to support advisers and customers
Leveraging Westpac ownership to
differentiate and scale
Stronger, more secure integration
across the advice ecosystem
Launching an innovative retirement
income stream with Challenger
STRATEGIC SCALE ADVANTAGE
•Leveraging Westpac ownership
and scale
•Long-term investment in
platform capability
•Enables long-term platform
differentiation
ECOSYSTEM CONNECTIVITY
•Secure data exchange across
advice systems
•Reduced friction and manual
processes
•Lowers operational complexity
for advisers
RETIREMENT INCOME EXPANSION
•Lifetime income solution with
Challenger
•Broader decumulation offering
on-platform
•Supports improved retirement
outcomes

ONE
COMMERCIAL BANK

EXPECTED OUTCOME: BETTER CUSTOMER EXPERIENCE
Westpac Update March 202620
LEADING DIGITAL
AND PAYMENTS
CAPABILITY
•Dynamic Virtual Credit Card and Card Management Platform
•Additional savings account option - Notice Saver Account
•Wider range of online receivables, payables and reconciliation options including
Apple/Google Pay and EFTPOS Air
•Improved FX capability via Westpac Live
•Discounted business support services including MYOB, Optus, Lawpath andAWS
•Instant payments: Osko; PayID; and PayTo / PayID for Billers
•Market leading mobile banking app and eStatements
•Enhanced security including SafeBlock & SafeCall
BROADER RANGE
OF PRODUCTS
AND FEATURES
SERVICING
SUPPORT
•Existing banker and banking team
•Dedicated servicing specialist team providing support to bankers and customers
•Access to national network of experts
•Dynamic Virtual Credit Card and Card Management Platform
•Additional savings account option - Notice Saver Account
•Wider range of online receivables, payables and reconciliation
•Improved FX capability via Westpac Live
•Discounted business support services including MYOB, Optus, Lawpath andAWS

PRE-MIGRATION
POST MIGRATION
SUPPORT
MIGRATION
Customer
engagement
1
Work with customers
to agree tailored
transition plan
Customer and
product migration
4
New customer
products created in
the target system
Customer training
and support provided
Migration
completion
5
Transition success
Close legacy
products
and services
Customer
creation
2
Create customers on
target systems
Customer
notification
3
Digitally issue
variation notices
through unilateral
variation
TRANSITION STAGES
Westpac Update March 202621

MIGRATING
DATA
SAFELY
MIGRATION
SUPPORT
& TOOLS
MIGRATION ENABLERS
Westpac Update March 202622
SEAMLESS
EXPERIENCE
•
Specialist Migration Experience Team providing support for customers and bankers
•
Automated workflow tool to orchestrate, track and sequence end to end migration
•
Digital Banker Migration Hub provides visibility of customers’ new and legacy account information
and products
•
Customer migration tools automate creation of customer profiles, set up business lending deals
and open / close transaction accounts
•Majority of payments automatically routed to new transaction accounts
•
Document Hub provides digital experience with safe, secure, personalised portal
•
Unilateral variation
1
, no change to customer credit limits or impact to securities or guarantees; no
re-identification or new product application forms
•Data Migration as a Service capability sources data and reconciles to new systems
•Customer account lineage mapping helps ensure data continuity for downstream systems and
reporting
1 For 95% of customer accounts. Directly transferring customers to like for like products without the need for re identification or additional product application forms.

89
23
23
8
93
34
35
34
Transaction
banking
Payment
solutions
Equipment
finance
Interest rate /
FX
OPPORTUNITY TO DEEPEN RELATIONSHIPS
1
Westpac Update March 202623
1 Includes products outside of Business & Wealth held by Commercial customers. Information was current as at Sep-25, except for the Interest or FX where it was based on FY25.
RRBWestpac
52
78
4.2
4.9
Deposit to loan ratio (%)Average customer needs

met (#)
26ppts higher
17% higher
SGB/BSA/BoMWestpacSGB/BSA/BoMWestpac
Product depth (%)
SGB/BSA/BoMWestpac

UNITE DELIVERY

ROBUST STRUCTURE/FRAMEWORK
25
INTERNAL RESOURCES
Centralised delivery team of
~1,800 employees
UNITE
RESOURCING
CAPACITY
Leverage internal
capability while allowing
flexibility
EXTERNAL PARTNERS
Supplement inhouse
expertise
ARTIFICIAL INTELLIGENCE
Testing tools
Data impact assessments
Directors oversight working group, reporting at every
Board meeting and quarterly customer journey deep dives
Board
GOVERNANCE
Monthly steering committee and weekly CEO meeting
Executive leadership
Functional experts focused on initiative delivery with
external partners providing technical advice
Program Leadership
Business accountable for outcomes, centralised delivery
model
Delivery
Westpac Update March 2026

Migration Delivery
10
DELIVERY SEQUENCE
DELIVERY APPROACH
•Migration strategy and design
•Customer and banker journeys
•Product harmonisation
•Migration testing•Migration readiness
•Migration execution
•Decommissioning
•Feature and capability
readiness
•Increase infrastructure capacity
•Data analysis and profiling
SIMPLIFY
IMPLEMENT & DECOMMISSION
WORK
PHASES
WORK
PACKAGES
CLEAR
OBJECTIVES
Cash & Transactional
Banking Products &
Processes
Mortgage Products
& Processes
Operations
Consumer Finance
Products & Processes
Business Banking &
Insurance Products
Institutional Banking
Customer and Channels
Data &
Downstream
End-to-End Testing
1
23
45
67
8
9
Westpac Update March 202626

MORTGAGES SIMPLIFICATION TARGET STATE
Westpac Update March 202627
1 Available for sale products, excluding RAMs
•Best of Westpac for new and
existing customers
•Access to market leading
products and features
•Faster, more consistent service to
customers
•Simpler, standardised processes
•Initiative cost ~$285m
•Estimated savings $70m p.a.
•Reduced operational risk
BETTER
CUSTOMER EXPERIENCE
IMPROVED
EMPLOYEE EXPERIENCE
INCREASED
SHAREHOLDER RETURN
123
EXPECTED OUTCOMES
ORIGINATION
SERVICING
DATA & RISK MANAGEMENT
3 TO 1 MORTGAGE LEDGERS
3 TO 1 COLLATERAL MASTERS
19 TO 6 SUPPORTING APPLICATIONS
BEST OF WESTPACONE BEST WAYSIMPLIFIED TECHNOLOGY
MULTI-OFFSETS
DIGITAL SERVICING
17 TO 9 PRODUCTS
1

MORTGAGES WORK PACKAGE
Westpac Update March 202628
TIMELINE
20252026
SIMPLIFYDISCOVERY
KEY ACTIVITIES
•Harmonise and simplify
products
•Simplify collateral management
•Ready data for migration
•Increase capacity of target
systems
CENTRALISED TEAM
•Product team
•Technology
•Bankers
•Finance and risk
GOVERNANCE
•Consumer Group Executive and
Mortgages General Manager
accountable for outcomes
•Monthly progress update to
Chief Transformation Office
•Quarterly papers to Board

MORTGAGES SEQUENCING OF DELIVERY
SIMPLIFY
IMPLEMENT & DECOMMISSION
SIMPLIFY
COLLATERAL
MGMT
SIMPLFY
PRODUCTS
TARGET
SYSTEM
CAPACITY
Product
harmonisation
Feb-26
Multi-
offsets
Mar-25
Seniors Access
Loan Product
build
1
Nov-25
Company &
Trust Product
build
SMSF
Product
Build
1
Portfolio
Loan Product
Build
1
Map Data
Mar-25
Test & Migrate
Westpac data
Master
Ready
Correct DataExtract,
Transform Load
Build
MIGRATION
READINESS
Map Simple
Data
Feb-25
Correct
complex data
Extract,
Transform, Load
build - Simple
Map Complex
Data
Correct simple
data
Extract,
Transform, Load
build - Complex
Test
environment
capacity
Infrastructure
capacity
Test
automation
Mortgage system
capacity
Feb-26
Feb-26
Mar-26
Capability
uplift
INTEGRATED TESTING
PREPARE OUR BANKERS
TEST PROCESS READINESS
MIGRATE CUSTOMERS
DECOMMISSION LEGACY SYSTEMS
1 Not for sale Products.
Westpac Update March 202629

OPERATING MODEL IN ACTION – MORTGAGES WORK PACKAGE
Westpac Update March 202630
STREAMLINED
GOVERNANCE
SIMPLIFIED
EXECUTION
FINANCIAL
SUPPORT
BUSINESS
LED
ONE UNITE
TEAM

APPENDIX

DIRECT
BENEFITS
4
(Mar-26)
UNITE: CURRENT FOCUS AREAS
32
1 This includes 3 initiatives. One initiative was descoped in 2H25. 2 This includes 2 initiatives. 3 Estimated total initiative cost. 4 Expected full year annual benefit after the initiative is complete.
COST
3
(Mar-26)
EXPECTED OUTCOMESKEY MILESTONES IN 2H26
Westpac Update March 2026
MORTGAGE
SIMPLIFICATION
1
Completes in FY29
c.$285m
(Nov-25: $265m)
~$70m
(Nov-25: $70m)
Establish products,
fees and features on
the target ledger and
implement a single
collateral register
•Transfer Westpac mortgage property
security data to the target state master
•Enable SMSF product on the Westpac
mortgage ledger
Customers have access
to market leading
products and features
Simpler, standardised
processes for employees
DIGITAL BANKER
2
Completes in FY29
c.$150m
Decommission legacy
CRM platform and
extend capability to
all bankers
•Scale service request migration
•Strengthen customer authentication
and onboarding
•Transition Westpac bankers to Digital
Banker sales capability
One portal to view,
service and originate all
customer needs
Consistent experience
across all channels
ONE COLLECTIONS
PLATFORM –
ASSISTNOW
Completes in FY29
c.$130m~$40m
Migrate Consumer
products from 7
platforms to the
AssistNow Platform
•Migrate Consumer Finance products,
personal loans and regional brand
credit cards to the AssistNow platform
Simplifies and
standardises collections
and hardship processes
Easier to manage
requests end-to-end
ONE COMMERCIAL
BANK
Completes in FY28
c.$230m~$40m
Migrating ~75,000
commercial customer
Accounts to Westpac
•Complete workflow, data sourcing,
downstream, digital enablers
•Commence migration to Westpac
systems
Leading banking
services and digital
capability to all
commercial customers
Simpler processes
DEBIT CARD
SIMPLIFICATION
Completes in FY29
c.$40m
(Nov-25: $35m)
~$15m
(Nov-25: $15m)
Reduce the product
set for debit cards
from 34 to 2
•Complete HandyCard migration to
Debit Mastercard for retail customers to
enable decommission of one platform
•Reduce Debit Card products down to
six
Customers benefit from
clarity provided by a
simplified product offer
Reduces operational
complexity and risk
OBJECTIVE
 BANKER
PRODUCTIVITY

CHANGE IN MONITORING PROGRESS APPROACH
Westpac Update March 202633
Percentage complete by project stage
SIMPLIFY
17%
IMPLEMENT
15%
Sep-25
Mar-25
10%
7%
29%
13%
Sep-25
Mar-25
14%
4%
Based on initiatives completed,
previous approach
Based on milestones completed,
revised approach

The material contained in this presentation is intended to be general background information on Westpac Banking Corporation (Westpac) and its activities.
The information is supplied in summary form and is therefore not necessarily complete. It is not intended that it be relied upon as advice to investors or potential investors, who should consider seeking independent
professional advice depending upon their specific investment objectives, financial situation or particular needs. The material contained in this presentation may include information derived from publicly available sources
that have not been independently verified. No representation or warranty is made as to the accuracy, completeness or reliability of the information.
All amounts are in Australian dollars unless otherwise indicated.
This presentation contains statements that constitute “forward-looking statements” within the meaning of Section 21E of the US Securities Exchange Act of 1934.
Forward-looking statements are statements that are not historical facts. Forward-looking statements appear in a number of places in this presentation and include statements regarding our intent, belief or current
expectations with respect to our business and operations, macro and micro economic and market conditions, results of operations and financial condition, capital adequacy, liquidity and risk management, including,
without limitation, future loan loss provisions and financial support to certain borrowers, forecasted economic indicators and performance metric outcomes, indicative drivers, climate- and other sustainability-related
statements, commitments, targets, projections and metrics, and other estimated and proxy data.
We use words such as ‘will’, ‘may’, ‘expect’, ‘intend’, ‘seek’, ‘would’, ‘should’, ‘could’, ‘continue’, ‘plan’, ‘estimate’, ‘anticipate’, ‘believe’, ‘probability’, ‘indicative’, ‘risk’, ‘aim’, ‘outlook’, ‘forecast’, ‘f’cast’, ‘f’, ‘assumption’,
‘projection’, ‘target’, ‘goal’, ‘guidance’, ‘ambition’, ‘objective’, ‘pursue’ or other similar words to identify forward-looking statements, or otherwise identify forward-looking statements. These forward-looking statements
reflect our current views on future events and are subject to change, certain known and unknown risks, uncertainties and assumptions and other factors which are, in many instances, beyond our control (and the control
of our officers, employees, agents and advisors), and have been made based on management’s expectations or beliefs concerning future developments and their potential effect upon us.
Forward-looking statements may also be made, verbally or in writing, by members of Westpac’s management or Board in connection with this presentation. Such statements are subject to the same limitations,
uncertainties, assumptions and disclaimers set out in this presentation.
There can be no assurance that future developments or performance will align with our expectations or that the effect of future developments on us will be those anticipated. Actual results could differ materially from
those we expect or which are expressed or implied in forward-looking statements, depending on various factors including, but not limited to, those described in the sections titled ‘Operating Environment’ and ‘Risk
Management' in our 2025 Annual Report, as well as ‘2025 Risk Factors’ (each available at www.westpac.com.au). When relying on forward-looking statements to make decisions with respect to us, investors and others
should carefully consider such factors and other uncertainties and events.
Except as required by law, we assume no obligation to revise or update any forward-looking statements contained in this presentation, whether from new information, future events, conditions or otherwise, after the
date of this presentation.
We also make statements about our processes and policies (including what they are designed to do) as well as the availability of our systems or product features. Systems, processes and product features can be subject
to disruption, and may not always work as intended, so these statements are limited by the factors described in the section titl ed ‘Risk Management’ in our 2025 Annual Report, as well as ‘2025 Risk Factors’ (each
available at www.westpac.com.au).
Westpac Update March 2026
34
DISCLAIMER