Announcement PDF Annual Report 2026 Together for the better At MyState Limited we understand the importance of tailoring financial services to all stages of life. We’re always ready to serve the best interests of our customers and shareholders. Acknowledgement of Country MyState Limited acknowledges Aboriginal and Torres Strait Islander Peoples and their rich culture. We acknowledge the Traditional Owners and Custodians of Country throughout Australia and their connections to land, sea and community. We acknowledge MyState’s Aboriginal and Torres Strait Islander employees, partners and stakeholders, and pay our respects to their Elders, both past and present, for they are the knowledge-keepers who hold the memories and traditions of the oldest continuing living culture in the world. We recognise and value the ongoing contribution of Aboriginal and Torres Strait Islander cultures to Australian life and how this enriches us and our communities. We embrace the spirit of reconciliation, working towards mutual respect, equality and a better future together. Scan to learn more about our RAP and the artist that created our artwork, Bianca Templar. About MyState Limited MyState Limited (MYS, MyState Group, MyState Limited Group, MyState) is the non‑operating holding company of a diversified financial services group listed on the ASX, and is a provider of banking, equipment finance, trustee and wealth management services to customers across the country through our retail brands – MyState Bank, Auswide Bank, Selfco and TPT Wealth. See pages 4 and 5 for more detail. Annual General Meeting The 2026 Annual General Meeting of MyState Limited will be held on Tuesday, 20 October 2026 commencing at 10.30am (AEST) / 11.30am (AEDT) in Ballroom 2 at The Westin Brisbane, 111 Mary Street, Brisbane, QLD and online. In accordance with the Corporations Act 2001, hard copies of the Notice of AGM (NoM) will not be sent to shareholders unless they have previously requested a hard copy. Instead, the NoM and other related material, including an online meeting guide, can be viewed and downloaded from our AGM website accessible via mystatelimited.com.au. Corporate Governance The Board is committed to upholding the highest levels of corporate governance and subscribes to the Corporate Governance Principles and Recommendations published by the ASX Corporate Governance Council in order to promote investor confidence in the Company and within the broader market. In addition, the Australian Prudential Regulation Authority (APRA) requires MyState Limited, as the non‑operating holding company of a bank, to comply with the prudential obligations that apply directly to its wholly-owned subsidiary MyState Bank Limited (including the Auswide Bank brand). To this end, the Board of MyState Limited has a governance framework whereby the appropriate Board policies, meeting the APRA prudential requirements, apply across the Group. MyState Limited’s Board-approved Corporate Governance Statement is available on the Company’s website at mystatelimited.com.au. Contents Our purpose and values 03 Our diversified financial services 04 Our year at a glance 06 Group performance 08 Chair’s review 10 Chief Executive Officer’s review 12 Our strategy 14 Approach to risk 16 ESG update 18 Sustainability report 24 Board of Directors 46 Key Management Personnel 48 Directors’ report 50 Remuneration report 58 Financial report 75 Shareholder information 132 Introduction and performance Chair’s review Chief Executive Officer’s review Our strategy and approach to risk ESG update and sustainability report Board of Directors and KMP Directors’ report and remuneration report Financial report Shareholder information MyState Limited | Annual Report 2026 01 02 MyState Limited | Annual Report 2026 Our purpose and values MyState Group values MyState Group purpose Our shareholders We deliver sustainable, profitable growth Our community We invest into and support our local communities Our customers and clients We care about what matters Our people We grow and achieve great things What this means for: Our purpose represents the way we collaborate with each other, our customers, our shareholders and our community to deliver the very best outcomes for all. Our purpose is lived through our rally cry – Together for the better. We have big ambitions. We make managing your money easy and earn your trust by helping you achieve what matters most. We invest in our people and communities, so together we can thrive. Together for the better. Create customer ‘wow’ Chase the better Collaborate to win We act in our customers’ best interests and deliver on our promises. We build trust by being clear, caring and genuine. We simplify our customer experience to make things easy, and deliver with heart. We take pride in understanding what matters most. We are bold in our ambition and passionate about sustainable progress. We empower our people to identify the ‘why’, own their actions and adapt to change. We have the courage to try new things, grow through learning, and celebrate success. We improve continuously – how we think, how we work together, and our customer experience. We care deeply – for each other, our customers, our communities and our partners. We combine our efforts and strengths across our businesses to win together. We take ownership and support one another to be accountable in a positive, respectful way. We share knowledge freely to enable confident, informed decision-making. 03 MyState Limited | Annual Report 2026 Introduction and performance Chair’s review Chief Executive Officer’s review Our strategy and approach to risk ESG update and sustainability report Board of Directors and KMP Directors’ report and remuneration report Financial report Shareholder information Our diversified financial services At MyState Bank, we’ve believed that banking should be built around people since 1958. As a wholly-owned subsidiary of MyState Limited, we’re proud of our customer-first roots and our evolution into a modern Australian bank focused on delivering simple, personal and trusted banking experiences. MyState Bank has grown its customer base by continually striving to deliver exceptional customer experiences, keeping things simple and remaining relentlessly focused on helping our customers thrive. When Ron Hancock founded what would become Auswide Bank in 1966, his goal was clear – to offer Australians a great alternative to the big banks. Today, that mission continues. In 2025, we joined forces with MyState Bank as part of the MyState Limited Group. For 60 years, we have helped thousands of Australians achieve home ownership and financial security. We know that every experience our customers have with us matters – and we’re committed to making each one count. Banking MyState Limited | Annual Report 2026 04 With origins dating back to 1887, TPT’s trustee, wealth and commercial lending services bring together almost 140 years of experience with a forward- thinking approach. Whether it’s managed funds, commercial lending or estate planning, our goal is to help every client make confident financial decisions at every stage of life. We manage close to $1 billion in funds on behalf of Australians nationwide – but it’s the trust our customers place in us that we value most. Their peace of mind is our greatest measure of success. Since 2003, Selfco has been helping Australian businesses grow by making vehicle and equipment finance simple, accessible, and tailored to their needs. Now operating nationally as part of the MyState Limited Group, we work closely with a trusted network of accredited finance brokers and an experienced sales team across the country. Our focus is on building strong relationships, delivering reliable solutions, and ensuring every broker and customer feels supported – because their success is our success. Financial Services 05 MyState Limited | Annual Report 2026 Introduction and performance Chair’s review Chief Executive Officer’s review Our strategy and approach to risk ESG update and sustainability report Board of Directors and KMP Directors’ report and remuneration report Financial report Shareholder information Our year at a glance Our performance $58.3m Underlying net profit after tax* $11.8m Run-rate synergies delivered 11.3% Higher-returning business contribution to Group NPAT (FY25: 6%) 24.5 cps Total dividend Our customers +60 Customer Net Promoter Score 100% Customer-facing employees trained to support customers requiring extra care 431 Customers supported through financial hardship Enhanced scam protection through confirmation of payee and transaction monitoring capabilities * Excludes merger related transaction and integration costs which are included in the Statutory net profit after tax of $56.2m. 06 MyState Limited | Annual Report 2026 Our community Our team March 2026 flood recovery support delivered to the Bundaberg community 12 Number of community programs supported through MyState Foundation grants 435 Employee volunteering hours contributed to local communities $300k Contribution to community initiatives across Tasmania and Queensland 71% Employee experience score 65 Employee promotions 40 Internal appointments 53% Proportion of senior leadership roles held by women 07 MyState Limited | Annual Report 2026 Introduction and performance Chair’s review Chief Executive Officer’s review Our strategy and approach to risk ESG update and sustainability report Board of Directors and KMP Directors’ report and remuneration report Financial report Shareholder information Group performance Underlying net profit after tax ($ million) 2023 2024 2025 38.5 35.3 41.3 2026 58.3* Underlying earnings per share (cents) 2023 2024 2025 35.5 32.0 2026 30.7 34.3 Dividends – fully franked per share (cents) 2023 2024 2025 11.5 11.5 11.5 11.5 2026 10.5 11.0 12.0 12.5 * Excludes merger related transaction and integration costs which are included in Statutory net profit after tax of $56.2m. 08 MyState Limited | Annual Report 2026 Underlying return on average equity (%) 2023 2024 2025 8.7 7.7 7.3 2026 7.9 Cost to income ratio (%) 2023 2024 2025 64.0 66.3 68.0 2026 66.5 Net interest income ($ million) 2023 2024 2025 132.6 124.5 2026 156.6 215.2 09 MyState Limited | Annual Report 2026 Introduction and performance Chair’s review Chief Executive Officer’s review Our strategy and approach to risk ESG update and sustainability report Board of Directors and KMP Directors’ report and remuneration report Financial report Shareholder information Chair’s review Dear shareholders, Board oversight in a year of delivery FY26 has been an important year for MyState, as the Group moved from merger completion to disciplined execution of our integration program. The Board has remained focused on strong governance, prudent risk management and clear oversight of delivery, while supporting management in realising the strategic and financial benefits of increased scale. Confidence in integration and performance The Board is encouraged by the pace and quality of progress achieved during the year, which supports delivery of the Group’s targeted $20–25 million in annual merger synergies. Key milestones, including the transition to a single banking licence on 1 December 2025 and continued simplification of systems and operations, have reduced complexity and delivered early benefits. The Board continues to closely oversee integration risks as the Group moves towards its end-state operating model, including the implementation of a single core banking system. Financial performance during the year was encouraging, with earnings momentum building as integration benefits and initial synergies began to be realised. The Board also notes the improving quality and resilience of the Group’s earnings mix. While the core home loan portfolio remains high quality and low risk, higher-returning businesses, including Selfco and TPT Wealth, increased their contribution to 11.3% of Group profit in FY26, from 6% in FY25. This diversification strengthens the sustainability of earnings over time. Strong capital and risk settings MyState remains well capitalised, with Common Equity Tier 1 (CET1) capital of 11.57% and total capital of 15.83%, providing flexibility to support growth and dividends. This is complemented by a strengthened funding profile and a disciplined approach to risk. Asset quality remains sound, supported by conservative lending standards and low 90+ day arrears of 0.32%, down from 0.44% at 30 June 2025. We are proud to note that MyState delivered a total shareholder return (TSR) of 14.25% for the period from 1 July 2025 to 30 June 2026 15.83% Total capital ratio 74.1% Dividend payout ratio Vaughn Richtor Chair 10 MyState Limited | Annual Report 2026 Shareholder returns The Group declared fully franked dividends of 24.5 cps for FY26, representing a payout ratio of 74.1%, within the stated target range of 60–80%. We are proud to note that MyState delivered a total shareholder return (TSR) of 14.25% for the period from 1 July 2025 to 30 June 2026, compared with a return of 6.16%, including dividends, for the broader ASX 300 index over the same period. As integration progresses and synergies are realised, the Board remains focused on supporting sustainable earnings growth and delivering attractive returns for shareholders. People, governance and stewardship The Board acknowledges the professionalism and commitment of our people in navigating a period of significant change, while continuing to deliver for customers and shareholders. We also recognise the importance of continued capability uplift across the organisation, strengthening execution and supporting long-term performance. The Board remains focused on strong governance, constructive regulatory engagement and maintaining a customer-first culture. Looking ahead MyState is now a larger, more diversified and conservatively managed financial services group. The Board believes the Group is well positioned to deliver sustainable earnings growth and attractive long-term returns for shareholders. On behalf of the Board, I thank our shareholders for your continued confidence and support. I would also like to acknowledge and thank Sandra Birkensleigh for her decade of service to the Auswide and MyState Boards, both as a non-executive director and Chair, and for her role in the merger process and integration efforts to date. Vaughn Richtor Chair 11 MyState Limited | Annual Report 2026 Introduction and performance Chair’s review Chief Executive Officer’s review Our strategy and approach to risk ESG update and sustainability report Board of Directors and KMP Directors’ report and remuneration report Financial report Shareholder information Chief Executive Officer’s review Performance, execution, and growth A year of momentum FY26 was a transformational year for the Group. In the first half, we made substantial progress on integration and laid the foundations for future growth. In the second half, this translated into stronger momentum in retail banking and an increased contribution from our higher-returning businesses. The financial result reflects balance sheet growth, improved earnings mix, disciplined cost management, and the first full year of benefits from our integration efforts. Integration results I’m pleased to report that we have successfully completed 158 integration initiatives, delivering run-rate synergies of $11.8 million − slightly ahead of the original $10 million to $11 million FY26 target. This progress reflects the team’s strong focus on disciplined execution. In the first half, we moved to a single finance system and a single risk system. A major milestone was the move to a single banking licence on 1 December 2025, delivering immediate operational, funding and capital benefits. After considering many options, we also took the decision to transition to a single core banking system and a single retail banking brand. In the second half, we focused on the next stage of integration execution, including progressing towards a single loan origination platform, simplifying systems, and moving to our end-state operating model and structures to support a more unified and efficient Group. Throughout the year, we remained focused on delivering better outcomes for customers. We continued to invest in customer experience, expand our product offering and improve our digital capabilities, while maintaining the trusted service that underpins our customer relationships. Operating performance We delivered operating income growth of 37.1% and double-digit growth in earnings per share, which increased 11.7% to 34.3 cents. Underlying net profit after tax was $58.3m, up 41.2% on the prior year and up 22.0% on a pro forma basis, with the pro forma comparison reflecting a full-year contribution from Auswide in the prior corresponding period. Cost discipline remained a key focus in an inflationary environment. Operating expenses increased by 0.8% on a pro forma basis, with realised synergies and an ongoing focus on cost control offsetting underlying inflation-related increases. Retail banking Following the move to a single banking licence, momentum in home lending improved, supported by stronger application volumes, higher settlements, and continued investment in distribution and customer experience. We also broadened our deposit offering through the launch of Hello Saver, a simple, no-fuss savings account, strengthening our deposit franchise and supporting funding diversification. Concurrently, we continued to invest in the long-term sustainability of the business, including cyber security, AI-enabled capability, and enhanced fraud prevention. These initiatives reflect our focus on making it easier for customers to bank with us while continuing to build a strong and resilient retail franchise. Underlying net profit after tax was $58.3m, up 41.2% on the prior year and up 22.0% on a pro forma basis, with the pro forma comparison reflecting a full-year contribution from Auswide in the prior corresponding period. 37.1% Operating income growth $11.8m Run-rate synergies Brett Morgan Managing Director and Chief Executive Officer 12 MyState Limited | Annual Report 2026 Selfco Selfco, our high-margin equipment finance business, delivered solid growth and contributed $3.9m to Group net profit after tax. This performance reinforces Selfco’s strategic value and our disciplined approach to scaling the business. TPT Wealth TPT Wealth continued to perform well, with operating income increasing 10.9% and Trustee Services funds under administration rising 17.6% to $560m, primarily driven by the growth in compensation trusts. TPT Wealth continues to benefit the Group through revenue diversification, particularly via fee-based income. Improved earnings mix A key feature of the year was the improved quality and resilience of our earnings mix. Selfco’s contribution continued to grow, while TPT Wealth delivered earnings growth through a new business line. The continued growth of Selfco and TPT Wealth is reshaping the Group’s earnings profile. Together, these higher- returning businesses contributed 11.3% of underlying Group profit, up from 6% in FY25. This stronger earnings mix improves returns, enhances diversification and reduces reliance on traditional banking income. Resilient customers and balance sheet Our customers and balance sheet remained resilient throughout the year. Conservative lending settings and a disciplined credit culture continued to support a high-quality loan portfolio, with asset quality remaining strong and arrears below industry averages. Our customer base also managed well in the face of a challenging macroeconomic backdrop. We further strengthened the Group’s funding position, which is underpinned by stable customer deposits and longer-term wholesale funding. During the year, MyState Bank issued its largest-ever senior unsecured medium-term note and capital relief term securitisation transactions. Combined with our capital strength, this provides flexibility to continue investing in the business while maintaining a prudent risk profile. Our people As a larger and more geographically diversified organisation, we are increasingly attractive to high-quality talent and better positioned to offer meaningful, long-term careers. During the year, more than 100 employees progressed through promotions or role changes across the Group, demonstrating the expanded opportunities that come with greater scale. We have also continued to build capability in key strategic areas including technology, risk, data, customer experience and growth. This investment is strengthening our execution capability and positioning the Group to capture future organic and inorganic growth opportunities. Importantly, it also reinforces MyState as an organisation where people can grow, contribute, and build rewarding careers. Community We remain committed to supporting the communities we serve. In Tasmania, the MyState Foundation marked 25 years of supporting organisations dedicated to helping young Tasmanians reach their full potential. This milestone was recognised through a one-off Community Choice Award and the continuation of the Foundation’s annual grants program, which supported 12 community organisations and invested almost $200,000 in youth- focused initiatives. In Queensland, Auswide Bank celebrated 60 years of serving its community and continued its support through partnerships with organisations including the Salvation Army and Ronald McDonald House, as well as providing assistance to communities affected by flood events. These efforts reflect the important role we play in the communities we serve. We also continued to strengthen our approach to sustainability, inclusion and customer support, helping create long-term value for customers, employees, shareholders and the communities we serve. Looking ahead MyState moves into its next phase as a larger, more diversified financial services group with clear priorities and strong business momentum. Our focus remains on progressing integration to deliver merger synergies, accelerating growth in higher-returning businesses, and continuing to grow our retail banking business profitably. While we remain mindful of broader economic uncertainty, ongoing inflationary pressures and evolving credit conditions, we approach the year ahead with confidence in our franchise, our execution capability, and our ability to create further value. Brett Morgan Managing Director and Chief Executive Officer Introduction and performance Chair’s review Chief Executive Officer’s review Our strategy and approach to risk ESG update and sustainability report Board of Directors and KMP Directors’ report and remuneration report Financial report Shareholder information 13 MyState Limited | Annual Report 2026 Our strategy FY26 was a year of continued execution as we built on the strong foundations established following the successful merger of Auswide Bank into the MyState Group in early 2025. Building on early integration successes, our focus in FY26 shifted to deepening integration benefits, realising synergies, and embedding a unified operating model. We have made solid progress, further strengthening the Group’s scale, capability and strategic positioning. Our combined organisation is now operating with greater alignment across systems, processes and culture. Importantly, we have continued to deliver this progress while maintaining a consistent customer experience and disciplined approach to risk and capital management. Delivering on integration benefits During the year, we advanced key integration priorities, including: • Further alignment of systems, processes and risk frameworks • Realisation of cost and operational efficiencies • Strengthening of our funding and balance sheet profile • Enhanced coordination across distribution channels and customer segments These initiatives support improved operating leverage and position the Group to deliver more consistent and sustainable returns over time. A stronger, more scalable business MyState enters FY27 as a larger and more diversified business. Our expanded footprint across the eastern seaboard, combined with our multi-brand model, provides access to broader customer segments and growth opportunities. We continue to operate with clear strategic priorities: • Growing market share in deposits, lending and funds under management • Enhancing customer experience across digital and broker channels • Driving productivity and efficiency through simplification and technology • Maintaining disciplined risk management and capital strength Positioned for sustainable growth The benefits of scale and integration are increasingly evident in our operational performance and strategic flexibility. We are better positioned to respond to changing market conditions, invest in capability uplift, and capture growth opportunities across our core markets. At the same time, our purpose – Together for the Better – continues to guide our decision-making, ensuring we deliver improved financial outcomes for our customers, communities and shareholders. Looking ahead With integration progressing as planned and momentum continuing to build, MyState is entering its next phase with confidence. Our focus remains on delivering sustainable growth, improving returns, and creating long-term value for investors. We believe the progress achieved to date reinforces the strategic rationale of the merger and positions the Group as a more resilient, competitive and scalable financial services organisation. 14 MyState Limited | Annual Report 2026 MyState Group strategy Our award-winning products assist our customers and clients at all stages of life. Our ambition is to profitably grow our share in deposits, lending and funds under management. Create customer ‘wow’ Chase the better Collaborate to win Our people and values underpin our strategy Sustainable, profitable growth Core offerings Trustee services Wills and estate planning Transaction accounts Savings accounts Term deposits Home lending Investment lending Equipment finance Investing and borrowing Wealth transfer Spending, saving and borrowing Borrowing Commercial lending Income funds 15 Introduction and performance Chair’s review Chief Executive Officer’s review Our strategy and approach to risk ESG update and sustainability report Board of Directors and KMP Directors’ report and remuneration report Financial report Shareholder information MyState Limited | Annual Report 2026 Approach to risk Effective management of financial and non-financial risk is fundamental to MyState Group’s strategy, supporting sustainable growth, customer trust and long-term shareholder value. Following the merger, our approach to risk has continued to strengthen, supporting a larger, more complex, multi-brand Group while maintaining a consistent and disciplined risk culture. In FY26, we focused on embedding a more unified and consistent approach to risk management across the Group. This included progressing the integration of risk frameworks, strengthening oversight, and improving consistency in how risk is identified, managed and reported. These initiatives ensure risk management remains closely aligned to strategic priorities, regulatory expectations and community outcomes. Reflecting the Group’s evolving risk profile, including increasing digital and operational risks and heightened community expectations, our approach has evolved from three to four core pillars. The addition of a fourth pillar Strengthening resilience and customer protection reflects the growing importance of cyber security, fraud prevention and safeguarding customers in maintaining trust and supporting sustainable growth. Promoting a strong risk culture and accountability We continue to strengthen risk awareness and accountability across all levels of the organisation, with clearer roles and responsibilities and a continued focus on capability uplift. These initiatives support consistent, well-informed decision-making and reinforce individual accountability for managing risk in day-to-day operations. A strong and aligned risk culture underpins disciplined execution of strategy and supports the delivery of sustainable outcomes for shareholders. Maintaining an integrated, fit for purpose risk framework During the year, we progressed the integration and harmonisation of risk frameworks, policies and risk appetite settings into a single Group-wide operating model. This work has been a key component of the broader integration program, supporting greater consistency, efficiency and transparency across the organisation. The framework is designed to be proportionate to the scale and complexity of the Group, enabling effective Board and executive oversight while remaining responsive to the evolving regulatory environment. Digitising and strengthening risk processes We continued to simplify and digitise key risk processes to improve efficiency, transparency and the quality of risk insights. Enhancements to enterprise risk systems, along with more consistent processes for monitoring and resolving risk issues, are enabling earlier identification of emerging risks and more timely reporting to management and the Board. These improvements support better-informed decision-making and enhance the Group’s ability to manage risk proactively as it grows. Strengthening resilience and customer protection Reflecting the external environment and the Group’s risk profile, we have increased our focus on operational resilience and customer protection. Key areas of investment include cyber security, fraud and scam prevention, data governance and third-party risk management. These capabilities are critical to maintaining safe, reliable banking services, protecting customers, and reinforcing the trust placed in the Group by customers, communities and investors. MyState Limited | Annual Report 2026 16 Positioned for sustainable