DEF 14A of East West Bancorp Inc, Apr 8, 2026

DEF 14A of East West Bancorp Inc

Filed Apr 8, 2026 · FY20250002077096-26-000050

Open on EDGAR

  1. ☐ Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2))

    | 3. | Approve the amendment and restatement of the East West Bancorp, Inc. 2021 Stock Incentive Plan. |

  2. Our Company at a Glance

    | INDEPENDENT REVIEW | | | | › Independent Compensation Consultant | › | Compensation Strategy and Plan | | PRACTICES AND POLICIES | | | | › High Proportion of At-Risk Compensation | › | Emphasis on Long-Term Incentive Compensation | | › Stockholder Alignment and Engagement | › | No “Single Trigger” Change of Control Payments | | › Stock Ownership Contains Holding Period | › | “Claw Back” Policy |

  3. Our Company at a Glance

    Proposal 1: Election of Directors What am I voting on? Stockholders are being asked to elect 11 director nominees for a one-year term. This section includes information about the Board and each director nominee. Voting recommendation: FOR the election of each director nominee. We believe the combination of the various qualifications, skills and experiences of the director nominees will contribute to an effective and well-functioning Board. The director nominees possess the necessary qualifications to provide effective oversight of the business and quality advice and counsel to the Company’s management. Board of Directors and Nominees Our business is managed under the direction of our 11-member Board. The Board is nominating the 11 director nominees to serve a one-year term, each of whom is recommended for re-election by the Nominating/Corporate Governance Committee. We seek directors with a strong reputation and experience in areas relevant to the strategy and operations of our businesses, particularly the industries and growth segments that we serve, as well as key geographic markets where we operate. Each of the nominees for director holds or has held senior leadership and/or executive positions in financial services and/or large, complex organizations, and has operating experience that meets this objective. In these positions, they have also gained experience in core management skills, such as strategic and financial planning, corporate governance, risk management, regulatory oversight, and leadership development. We also believe that each of the nominees has other key attributes that are important to an effective Board, including:

  4. Our Company at a Glance

    | › | Integrity and high ethical standards; |

  5. Our Company at a Glance

    | › | Sound judgment and analytical skills; |

  6. Our Company at a Glance

    | › | The ability to engage management and each other in a constructive and collaborative fashion; and |

  7. Our Company at a Glance

    | › | The commitment to devote significant time and energy to serve on the Board and its committees. |

  8. Our Company at a Glance

    The nominees collectively bring a wide range of experience to the Board, enhancing our ability to serve as a financial bridge between the U.S. and Asia. The following table presents certain information with respect to the Board’s nominees for director. All director nominees of the Company are also directors of the Bank, and all director nominees have indicated their willingness to serve.

  9. Our Company at a Glance

    | Director Nominees | | Age | Year First Appointed | Committee Memberships | | | Manuel P. Alvarez* | 45 | 2022 | A, R (RE) | | | Peter Babej* | 62 | 2025 | R | | | Molly Campbell* | 65 | 2014 | A (FE), C, N | | | Archana Deskus* | 60 | 2019 | C, R | | | Serge Dumont* | 66 | 2022 | C, N | | | Mark Hutchins* | 63 | 2023 | A (FE), R (RE and Chair) | | | Paul H. Irving* | 73 | 2010 | A, N (Chair), R | | | Sabrina Kay* | 63 | 2022 | C, N | | | Jack C. Liu* | 67 | 1998 | C (Chair), N, R | | | Dominic Ng | 67 | 1991 | E (Chair) | | | Lester M. Sussman (LD)* | 71 | 2015 | A (FE and Chair), C, E, R (RE) |

  10. Our Company at a Glance

    A = Audit Committee; C = Compensation Committee; E = Executive Committee; N = Nominating/Corporate Governance Committee; R = Risk Oversight Committee * = Independent Director; LD = Lead Independent Director; FE = Audit Committee Financial Expert; RE = Risk Oversight Committee Risk Expert None of the director nominees were selected pursuant to any arrangement or understanding, other than with the directors and executive officers of the Company acting within their capacity as such. There are no family relationships among directors or executive officers of the Company. As of the date of this Proxy Statement, Mr. Ng is a director of Mattel, Inc. (Nasdaq: MAT); Mr. Babej is a director of Reinsurance Group of America, Inc. (NYSE: RGA); Ms. Campbell is a director of Granite Construction Inc. (NYSE: GVA); Ms. Deskus is a director of Cognizant Technology Solutions Corporation (Nasdaq: CTSH) and Global Payments, Inc. (Nasdaq: GPN); Mr. Hutchins is a director of Old Market Capital Corporation (Nasdaq: OMCC); and Dr. Kay is a director of MannKind Corporation (Nasdaq: MNKD) and Hagerty, Inc. (NYSE: HGTY), and there were no other directorships held by any director with a company that has a class of securities registered pursuant to Section 12 of the Securities Exchange Act of 1934, as amended (“Exchange Act”), or subject to the requirements of Section 15(d) of the Exchange Act, or any company registered as an investment company under the Investment Company Act of 1940, as amended. We have no reason to believe that any of the director nominees will be unable or unwilling to serve if elected. However, if any nominee should become unable for any reason, or unwilling for good cause to serve, proxies may be voted for another person nominated as a substitute by the Board, or the Board may reduce the number of directors. Director Nominee Qualifications and Experience Our director nominees bring a balance of relevant skills to our Board including:

  11. Our Company at a Glance

    | | Skills and Expertise | Alvarez | Babej | Campbell | Deskus | Dumont | Hutchins | Irving | Kay | Liu | Ng | Sussman | | | High Level of Financial Expertise | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | | | Relevant Senior Leadership/Executive Officer | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | | | Broad International Exposure/Emerging Market | | ● | ● | ● | ● | ● | ● | ● | ● | ● | | | | Bank Regulatory Oversight | ● | ● | | | | ● | ● | | ● | ● | ● | | | Social and Corporate Governance | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | | | Extensive Knowledge of the Company's Business/ Industry | ● | ● | | | | ● | ● | | ● | ● | ● | | | Information Technology, Cybersecurity and Privacy | | ● | | ● | | ● | | ● | | | ● | | | Innovation/Technology | ● | | | ● | ● | ● | | ● | | ● | | | | Governmental or Geopolitical | ● | ● | ● | | ● | ● | ● | ● | ● | ● | | | | Risk Oversight/ Management Expertise | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● |

  12. Our Company at a Glance

    Each of the director nominees currently serves on the Board. Except for Mr. Babej, who joined the Board in December 2025, all of the director nominees were elected by stockholders at the May 20, 2025 annual meeting of stockholders. If elected, each nominee will hold office until the 2027 annual meeting of stockholders and until his or her successor is elected and qualified. The principal occupation during the past five years of each director nominee is set forth below. Included in each director nominee’s biography is an assessment of the specific qualifications, attributes, skills and experience of the nominee based on the qualifications described above. Director Qualifications and Experience

  13. Our Company at a Glance

    | | Manuel P. Alvarez INDEPENDENT Founding Principal, BridgeCounsel Strategies, LLC DIRECTOR SINCE: 2022 COMMITTEES: Audit, Risk Oversight |

  14. Our Company at a Glance

    Manuel P. Alvarez is the Founding Principal of BridgeCounsel Strategies LLC, a minority-owned financial technology consultancy. Before founding BridgeCounsel in 2021, Mr. Alvarez served as California’s chief banking and financial regulator from 2019 to 2021, first as Commissioner of the Department of Business Oversight (DBO) and then as Commissioner of the California Department of Financial Protection & Innovation (DFPI), which broadly regulates the state’s banking and financial services industry. From 2014 to 2019, Mr. Alvarez served as General Counsel, Chief Compliance Officer, and Corporate Secretary at Affirm, Inc. (Nasdaq: AFRM), a financial-technology platform providing online point-of-sale consumer financing solutions. Mr. Alvarez is admitted to practice law in California and is an active real estate and angel investor. He serves on the advisory boards of several venture-backed, private fintech companies and enjoys mentoring first-generation law students and professionals. Mr. Alvarez’s extensive bank regulatory, governmental, and risk management experience well qualifies him to continue serving on our Board.

  15. Our Company at a Glance

    | | Peter Babej INDEPENDENT Retired Chief Executive Officer, Citi Asia DIRECTOR SINCE: 2025 COMMITTEES: Risk Oversight |

  16. Our Company at a Glance

    Peter Babej served as a senior executive at Citigroup (NYSE: C) from 2010 until his retirement in 2024. His roles at Citi included Chairman of Banking from 2023 to 2024, CEO of Asia from 2019 to 2023 and Global Head of Financial Institutions. He also currently serves on the board of Reinsurance Group of America Inc. (NYSE: RGA) and previously served on the board of the Citi Foundation. Prior to joining Citi, Mr. Babej held senior roles at Deutsche Bank (NYSE: DB) and Lazard Freres (NYSE: LAZ). Mr. Babej holds a BA from the Princeton School of Public and International Affairs (summa cum laude), a JD from Harvard Law School and a PhD from the Harvard Department of Government. He is a member of the Council on Foreign Relations and the American Council on Germany. Mr. Babej’s extensive banking, finance, and risk and regulatory oversight experience well qualifies him to serve on our Board.

  17. Our Company at a Glance

    | | Molly Campbell INDEPENDENT Retired Director, Port of New York and New Jersey DIRECTOR SINCE: 2014 COMMITTEES: Audit, Compensation, Nominating/Corporate Governance |

  18. Our Company at a Glance

    Molly Campbell has over 30 years of executive leadership experience and previously served as a senior advisor with Boston Consulting Group (BCG), an Advisor to the U.S. Treasury Office of Technical Assistance, an advanced leadership fellow at Harvard University, and a distinguished career institute fellow at Stanford University. From 2015 through 2018, Ms. Campbell was the Director of the Port Department of the Port Authority of New York and New Jersey. In that role, she was responsible for the operations and oversight of the largest seaport on the East Coast. From 2007 through 2015, Ms. Campbell was Deputy Executive Director of the Port of Los Angeles. She has also served as the Director of Financial Management Systems at the Los Angeles World Airports and the Director of Public Finance for the City of Los Angeles. She currently serves on the board of Granite Construction Inc. (NYSE: GVA). Ms. Campbell’s expertise and knowledge of global logistics, international trade, and financial management and reporting well qualifies her to continue serving on our Board.

  19. Our Company at a Glance

    | | Archana Deskus INDEPENDENT Retired Executive Vice President & Chief Technology Officer, PayPal Holdings, Inc. DIRECTOR SINCE: 2019 COMMITTEES: Compensation, Risk Oversight |

  20. Our Company at a Glance

    Archana Deskus is the former Chief Technology Officer (CTO) of PayPal Holdings, Inc. (Nasdaq: PYPL). Prior to PayPal, Ms. Deskus held CIO roles at Intel Corporation (Nasdaq: INTC) from 2020 to 2022, Hewlett Packard Enterprise (NYSE: HPE) from 2017 to 2019, and Baker Hughes (Nasdaq: BKR) from 2013 to 2017. Ms. Deskus has also held CIO roles at Ingersoll-Rand (NYSE: IR), Timex Corporation, and United Technologies Corporation (NYSE: UTX), giving her wide perspectives across various industries. Ms. Deskus currently serves on the boards of Cognizant Technology Solutions Corporation (Nasdaq: CTSH) and Global Payments, Inc. (Nasdaq: GPN). In addition to her business experiences, Ms. Deskus has served on the boards of private and non-profit organizations including Junior Achievement of Southeast Texas, Tavant Technologies and American Eagle Federal Credit Union. Ms. Deskus’ extensive information technology experience, as well as her insight and thought leadership in risk management, cyber security, and innovation well qualifies her to continue serving on our Board.

  21. Our Company at a Glance

    | | Serge Dumont INDEPENDENT Vice Chairman, ImpactWayv, Inc. DIRECTOR SINCE: 2022 COMMITTEES: Compensation, Nominating/Corporate Governance |

  22. Our Company at a Glance

    Serge Dumont is Co-Founder and Vice Chairman of ImpactWayv, Inc. He previously held leadership roles at Omnicom Group, Inc. (NYSE: OMC), including Vice Chairman and Chairman, Asia Pacific, from 2011 to 2018. Mr. Dumont’s professional career in global marketing and communications began when he founded Interasia Group in 1985, the first independent communications group in China. A recipient of the Legion d’Honneur, Mr. Dumont has received recognition from governments and international organizations for his contributions to business, philanthropy, health, culture, and education. He previously served as a Goodwill Ambassador for the United Nations’ UNAIDS program and as a senior advisor to the World Health Organization and the Beijing Municipal Government. Mr. Dumont is Founding Chairman and President Emeritus of Asia Society France and serves on the board of Synergos in New York. Mr. Dumont’s broad international and geopolitical experience well qualifies him to continue serving on our Board.

  23. Our Company at a Glance

    | | Mark Hutchins INDEPENDENT Retired Partner, KPMG LLP DIRECTOR SINCE: 2023 COMMITTEE: Audit, Risk Oversight (Chair) |

  24. Our Company at a Glance

    Mark Hutchins is a retired audit and advisory partner of KPMG LLP, where he held many leadership positions, including serving on the board, acting as managing partner for the Pacific Southwest Region and Los Angeles Office, and leading the Foreign Bank Practice and Western Area Banking Group. Mr. Hutchins practiced as a CPA with KPMG LLP. Mr. Hutchins has served on the board of Old Market Capital Corporation (Nasdaq: OMCC) since 2021 and has served on over 20 other corporate, nonprofit, and civic boards. He provides valuable insight on governance, enterprise risk management, and financial reporting, and brings nearly 40 years of financial services experience to the Company, which well qualifies him to continue serving on our Board.

  25. Our Company at a Glance

    | | Paul H. Irving INDEPENDENT Senior Advisor, Milken Institute DIRECTOR SINCE: 2010 COMMITTEES: Audit, Nominating/Corporate Governance (Chair), Risk Oversight |

  26. Our Company at a Glance

    Paul H. Irving has been a senior advisor at the Milken Institute since 2022, previously serving as the Institute’s president and founding chair of its Center for the Future of Aging from 2011 to 2021. He is also a national advisor at Manatt, Phelps & Phillips, LLP, a law and consulting firm, and a distinguished scholar-in-residence at the University of Southern California Leonard Davis School of Gerontology. He earlier served as an advanced leadership fellow at Harvard University, and chair, CEO, and head of the financial services group of the Manatt firm. Mr. Irving serves as a senior advisor at CWI Labs, a member of the National Academy of Medicine Global Commission on Healthy Longevity, and a member of the Board of Councilors of the USC Davis School. He also serves on the International Strategic Committee of the Quadrivio Group Silver Economy Fund. Mr. Irving brings to the Board valuable perspective and insight on corporate governance, regulatory, policy, and legal matters with his extensive experience as an advisor to the financial services industry and leadership roles in the professional services and non-profit sector, where he focuses on system-level economic, social, and health challenges. These experiences and the insights they provide well qualifies him to continue serving on our Board.

  27. Our Company at a Glance

    | | Sabrina Kay INDEPENDENT Chief Executive Officer, Fremont Private Investments DIRECTOR SINCE: 2022 COMMITTEES: Compensation, Nominating/Corporate Governance |

  28. Our Company at a Glance

    Dr. Sabrina Kay has been the CEO of Fremont Private Investments since 2002 and the strategic partner of VSS Capital since 2021. An entrepreneur and philanthropist, Dr. Kay was the founding vice-chair of Premier Business Bank in 2006, which subsequently merged with First Foundation Bank in 2018. She was also the founder and Chancellor of Fremont University, CEO of Dale Carnegie Los Angeles, and founder and CEO of the California Design College/Art Institute of Hollywood. Dr. Kay was named the California Senate Woman of the Year and was the founding commissioner of the ScholarShare 529 California College Savings Plan. Dr. Kay currently serves on the board of Hagerty, Inc. (NYSE: HGTY), MannKind Corporation (Nasdaq: MNKD), and the Petersen Automotive Museum. She has served on over 30 corporate, non-profit, and civic boards. Dr. Kay’s extensive knowledge of technology-enabled businesses, banking experience, and financial expertise well qualifies her to continue serving on our Board.

  29. Our Company at a Glance

    | | Jack C. Liu INDEPENDENT Senior Attorney, Alliance International Law Offices DIRECTOR SINCE: 1998 COMMITTEES: Compensation (Chair), Nominating/Corporate Governance, Risk Oversight |

  30. Our Company at a Glance

    Jack C. Liu has been a senior attorney with Alliance International Law Offices since 2010. Prior to this, Mr. Liu was a Senior Advisor for the Morgan Stanley International Real Estate Fund (MSREF) and was President of MSREF’s affiliate, New Recovery Asset Management Corp. In addition to his expertise in the U.S. banking regulatory practice area, Mr. Liu advises on business and legal aspects of international corporate, investment, and real estate matters. He currently serves on the board of Shin Kong Life Insurance Co., Ltd., a Taiwan-based life insurance company. Mr. Liu is admitted to practice law in California and Washington, D.C., as well as in Taiwan as a foreign attorney. Mr. Liu brings to the Board his experience and insight on doing business in Asia, as well as his board-level perspective and leadership on risk management and oversight of regulated financial institutions. Mr. Liu is well recognized as an expert in various corporate governance and ESG matters and is a certified professional insurance executive by the Republic of China Financial Supervisory Commission. Mr. Liu is a Board Leadership Fellow with the National Association of Corporate Directors. He is also the Vice Chairman of the Taipei Independent Directors Association in Taiwan. Mr. Liu’s executive management experience internationally and domestically well qualifies him to continue serving on our Board.

  31. Our Company at a Glance

    | | Dominic Ng Chairman of the Board and CEO of East West Bancorp, Inc. and East West Bank DIRECTOR SINCE: 1991 COMMITTEE: Executive (Chair) |

  32. Our Company at a Glance

    Dominic Ng is Chairman of the Board and Chief Executive Officer of East West Bancorp, Inc. (Nasdaq: EWBC) and East West Bank. Since joining the Bank in 1991, he has transformed East West from a small savings and loan association with $600 million in assets into a global full-service commercial bank with $80.4 billion in assets as of December 31, 2025. Prior to taking the helm of East West Bank as CEO in 1992, he was President of Seyen Investment and practiced as a CPA with Deloitte & Touche, LLP in Houston and Los Angeles. Mr. Ng served as Chair of the 2023 Asia-Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC), the private sector arm of APEC that advises heads of state and government on economic growth. He is also a board member of Mattel Inc. (Nasdaq: MAT) and the University of Southern California. In recognition of his leadership, the Los Angeles Times included him among its “L.A. Influential” list of 2024, and the Los Angeles Business Journal named him “Business Person of the Year.” American Banker honored him as “Banker of the Year” for successfully executing his vision and building East West Bank into one of the nation’s most profitable regional banks. Beyond his industry achievements, Mr. Ng is known for his civic and philanthropic leadership. He received the Alexis de Tocqueville Global Award from United Way Worldwide, which recognized his exceptional and sustained stewardship of United Way’s giving campaigns. Mr. Ng’s extensive management experience, financial expertise and leadership of our Company make him highly qualified to serve on the Board. He brings deep knowledge of East West Bank’s business and operations, the U.S. financial services industry, the Asia-Pacific region and U.S.-Asia cross-border trade and investments.

  33. Our Company at a Glance

    | | Lester M. Sussman LEAD INDEPENDENT DIRECTOR Retired Partner, Deloitte DIRECTOR SINCE: 2015 COMMITTEES: Audit (Chair), Executive, Compensation, Risk Oversight |

  34. Our Company at a Glance

    Lester M. Sussman formerly served as Vice President, Advisory Services for Resources Global Professionals (RGP). He was with RGP from 2005 through 2020, providing corporate governance, risk management and compliance services to clients globally. Mr. Sussman is also a retired audit partner of Deloitte, where he held leadership positions, including Partner in Charge of the Financial Services Group for the Pacific Southwest, and Partner in Charge of Capital Markets for the West Region. Mr. Sussman is a CPA. Mr. Sussman is a current member of the board of directors of the Braille Institute, as well as the board of directors of the Pacific Southwest chapter of the National Association of Corporate Directors. He is also NACD Directorship Certified. Mr. Sussman brings over 40 years of financial services experience and significant accounting, financial reporting, and corporate governance expertise to the Company, which well qualifies him to continue serving on our Board. Governance Documents We have adopted formal Corporate Governance Guidelines reflecting our commitment to sound corporate governance. These principles are essential to running the Company’s business efficiently and to maintaining our integrity in the marketplace. In addition, we have adopted a Code of Conduct that applies to our directors, officers, and employees, which provides standards of conduct to promote compliance with laws and regulations and for conducting our business in an ethical and responsible manner. The Board also regularly considers governance, sustainability, and social matters as part of its oversight function under our Corporate Responsibility Framework. The Corporate Governance Guidelines, our Code of Conduct, and information about other governance matters of interest to investors are available through our website at www.eastwestbank.com/investors by clicking on Corporate Information — Governance Documents. Our Corporate Responsibility Report is available at www. eastwestbank.com. References to our website in this Proxy Statement are not intended to function as hyperlinks, and the information contained on our website is not incorporated by reference into this Proxy Statement. Director Independence, Financial Experts and Risk Management Experience INDEPENDENCE Our common stock is listed on Nasdaq. Under Nasdaq listing standards, independent directors must comprise a majority of a listed company’s board of directors. In addition, Nasdaq listing standards require that, subject to specified exceptions, each member of a listed company’s audit, compensation, and nominating and corporate governance committees be independent. Under these listing standards, a director is independent only if the board of directors of a company makes an affirmative determination that the director has no material relationship with the company that would impair his or her independence. The Board has undertaken a review of the independence of each director in accordance with the Exchange Act and Nasdaq listing standards. Based on this review, the Board has determined that all of our directors, except for Mr. Ng, are independent as that term is defined under the Nasdaq listing standards. Accordingly, all members of the Audit, Compensation, and Nominating/Corporate Governance Committees satisfy the independence requirements of Nasdaq. The Board has also determined that all members of the Risk Oversight Committee are independent, though this committee is not subject to Nasdaq independence requirements. In making these determinations, the Board considered the relationships that each non-employee director has with us and all other facts and circumstances that the Board deemed relevant in determining their independence, including the beneficial ownership of our capital stock of each non-employee director, as well as relationships that our directors may have with customers and vendors. FINANCIAL EXPERTS Based on its review, the Board determined that three directors, Ms. Campbell, Mr. Hutchins, and Mr. Sussman, qualify as “audit committee financial experts,” as defined under the applicable rules of the U.S. Securities and Exchange Commission (SEC), by reason of their prior job experience, and satisfy the Nasdaq requirements for financial sophistication.

  35. Our Company at a Glance

    | Risk Management Experience | | | | All members of the Risk Oversight Committee: | | › Meet the independence requirement of the Enhanced Prudential Standards of the Board of Governors of the Federal Reserve System (the “Federal Reserve”); and › Have a general understanding of risk management principles and practices relevant to our business | | Risk Experts Under the Federal Reserve’s Enhanced Prudential Standards | | | | | Alvarez | › Mr. Alvarez was the founding General Counsel and Corporate Secretary of Affirm, Inc., where he helped build and scale the company’s enterprise risk management function focusing on legal, compliance, and corporate governance. › During his tenure as Commissioner of the DFPI, Mr. Alvarez oversaw a large swath of the state’s financial services sector and had primary responsibility for the DFPI’s regulatory and risk oversight of state banks, credit unions, and other licensed entities. | | | Hutchins | › Mr. Hutchins was a partner with KPMG LLP, where he formed the firm’s enterprise risk management process and group. › While leading the Banking Practice on the West Coast for KPMG LLP, he implemented and advised on risk management for various financial services firms. | | | Sussman | › Mr. Sussman was an audit partner with Deloitte, where he held leadership positions including Partner in Charge of the Financial Services Group for the Pacific Southwest and Partner in Charge of Capital Markets for the West Region. › His work at RGP involved providing corporate governance, risk management and compliance services to clients globally. |

  36. Our Company at a Glance

    THE RISK OVERSIGHT PROCESS INCLUDES:

  37. Our Company at a Glance

    | The Board receives regular reports from its committees and members of senior management to enable the Board to understand the Company’s risk identification, risk management, and risk mitigation strategies with respect to areas of potential material risk. | | While each committee is responsible for evaluating certain risks, as further described in “Board Committees” below, and overseeing the management of such risks, the entire Board is regularly informed through reports about such risks. Matters of significant strategic risk are considered by the Board as a whole. | | The Board has responsibility for the oversight and evaluation of the Company’s risk management processes and, either as a whole or through its committees, regularly discusses with committees and management our major risk exposures, their potential impact on our business and the steps we take to manage them. |

  38. Our Company at a Glance

    Board Leadership Structure The Board leadership is structured with a Chairman/CEO position and a Lead Independent Director position that is elected by and from the independent members of the Board. The Board has determined that, at this time, having the CEO also serve as Chairman is in our best interest. The designation of the CEO with the additional title as Chairman is important when dealing with overseas customers and dignitaries in Asia, where these positions are typically combined. We have extensive experience and dealings with persons from this region who may have the perception that they are not dealing with the senior decision maker unless they are dealing with the Chairman. This structure also makes the best use of the CEO’s extensive knowledge of the Company and its industry, while fostering greater communication between management and the Board. Our governance structure provides for a strong Lead Independent Director role. The powers and duties of a Chairman and a Lead Independent Director differ only in that the Chairman presides over the normal business portion of the meetings of the Board. Since the Lead Independent Director may call for an executive session of independent directors at any time and has joint control over the agenda and the information provided to directors for Board meetings, the Board believes that it is able to have an open exchange of views or address any issues independent of the Chairman. In addition, much of the work of the Board is conducted through its committees, and the Chairman is not a member of any committee, other than the Executive Committee. Among other things, the Lead Independent Director is required to:

  39. Our Company at a Glance

    | › Lead executive sessions of the Board’s independent or non-management directors and preside at any session of the Board where the Chairman is not present; › Act as a regular communication channel between the independent directors and the Chairman; › Approve Board meeting schedules to ensure sufficient time to discuss all agenda items; › Represent the independent directors in discussions with major stockholders regarding their concerns and expectations; | › Call special Board meetings or special meetings of the independent directors, as needed; › Approve the retention of consultants who report directly to the Board; and › Advise the independent Board committee chairs in fulfilling their designated roles and responsibilities to the Board. |

  40. Our Company at a Glance

    The Company does not have a policy requiring mandatory separation of the roles of CEO and the Chairman of the Board. Instead, the Board believes it is in the best interest of the Company to make a determination regarding the separate roles of CEO and Board Chairman on a regular basis, based on the position and direction of the Company and the membership composition of the Board at the time. The determination not to separate the roles of Chairman and CEO at this time also recognizes the strong independence of the Board with 10 of the 11 directors being independent. Director Education and Self-Assessment; Succession Planning We have a continuing education program to assist directors in further developing their skills and knowledge to better perform their duties. This includes presentations made as part of regular Board and committee meetings by qualified persons on various topics. For example, in 2025, our Board received in-Company training on topics including BSA/AML and OFAC requirements, fraud, enterprise risk management, cybersecurity, technology risk, operational risk, compliance risk management, and the Community Reinvestment Act. In addition, our directors have external continuing education requirements. In 2025, members of our Board participated in external director continuing education programs including those offered by the National Association of Corporate Directors (NACD), KPMG, and Deloitte on topics such as audit committee issues, information security, cybersecurity risk, geopolitical risk, global finance trends, regulatory review, oversight of artificial intelligence, board oversight of governance, compensation, compliance and ethics, climate and greenhouse disclosure, and risk oversight and management. In addition, Messrs. Dumont, Hutchins, Liu, and Sussman are active members of the NACD, Mr. Liu is an NACD Leadership Fellow, Mr. Sussman is NACD Directorship Certified, and Mr. Dumont is FT Directorship Certified and a member of the Association of LGBTQ+ Corporate Directors. The Board regularly evaluates its overall effectiveness, committee assignments, Board refreshment, and governance and risk management practices. The Nominating/Corporate Governance Committee determines the process for such evaluation and review, which typically includes a review of how certain attributes affect Board and/or individual director effectiveness, such as Board and Board Committee size, meeting frequency, quality and timing of information provided to the Board and Board Committee members, director communication, director education, director skills and qualifications, director independence and overall performance. Board Meetings During 2025, the Board held four regularly scheduled meetings and a multi-day retreat. There were also 23 meetings of Board committees during 2025. Directors who were members of the Board at the time attended all Board meetings, the retreat and at least 75% of the committee meetings of which they were a member. The policy of the Company is to encourage all director nominees to attend the annual meeting of stockholders, and all directors attended the 2025 annual meeting of stockholders. The independent directors generally meet in executive sessions without management or any employee directors present at every regularly scheduled meeting of the Board. The sessions are chaired by the Lead Independent Director. Any director can request an additional executive session to be scheduled. The Board, on a regular basis but no less than annually, reviews the Company’s executive management succession plans for both regular and emergency succession scenarios. In addition, the Compensation and Management Development Committee periodically reviews the Company’s talent management program, including succession planning for key executives, including our Chief Executive Officer and other senior executive management, while the Nominating/Corporate Governance Committee is responsible for reviewing and approving an emergency succession plan. Board Committees The Board has the following five standing committees: The standing committees report on their deliberations and actions at each full Board meeting. Each of the committees has the authority to engage outside experts, advisors, and counsel to the extent it considers appropriate to assist the committee in its work. Each of the standing committees operates under a written charter. These charters can be found on the Company’s website at www.eastwestbank.com/investors by clicking on Corporate Information — Governance Documents. Set forth below is a description of the standing committees of the Board. The Bank’s board of directors also has the same five standing committees, which each consists of the same directors as, and generally meets jointly with the Company’s respective committee. Audit Committee The Audit Committee oversees our accounting and financial reporting process, the audit of our financial statements, and assists our Board in monitoring our financial systems and our legal and regulatory compliance.

  41. Our Company at a Glance

    | CHAIR: Lester M. Sussman (Audit Committee Financial Expert) OTHER MEMBERS: Manuel P. Alvarez, Molly Campbell (Audit Committee Financial Expert), Mark Hutchins (Audit Committee Financial Expert), Paul H. Irving NUMBER OF MEETINGS HELD IN 2025: 9 | PRIMARY RESPONSIBILITIES › Appointing, compensating and overseeing the work of our independent registered public accounting firm; › Approving engagements of the independent registered public accounting firm to render any audit or permissible non-audit services; › Reviewing the qualifications and independence of the independent registered public accounting firm; › Reviewing the scope and results of the internal audits; › Reviewing the Company’s financial statements and related disclosures; › Reviewing and discussing with management and the independent registered public accounting firm the results of our annual audit; › Resolving any disagreements between management and the independent registered public accounting firm regarding financial reporting; › Reviewing our critical accounting policies and practices; › Reviewing the adequacy and effectiveness of our internal control over financial reporting; › Overseeing the Company’s Independent Asset Review function; › Establishing procedures for the receipt, retention and treatment of accounting and auditing related complaints and concerns; › Preparing the audit committee report required by SEC rules to be included in our annual proxy statement; and › Reviewing and approving quarterly earnings releases. |

  42. Our Company at a Glance

    Compensation and Management Development Committee The Compensation and Management Development Committee (the “Compensation Committee”) establishes and administers the executive compensation policies and plans of the Company. The Compensation Committee may form and delegate authority to subcommittees, or, to the extent permitted under applicable laws, regulations and Nasdaq rules, to any other director, in each case to the extent the Compensation Committee deems necessary or appropriate.

  43. Our Company at a Glance

    | CHAIR: Jack C. Liu OTHER MEMBERS: Molly Campbell, Archana Deskus, Serge Dumont, Sabrina Kay, Lester M. Sussman NUMBER OF MEETINGS HELD IN 2025: 7 | PRIMARY RESPONSIBILITIES › Annually reviewing and approving the primary components of compensation for our CEO and other NEOs (after receiving input from our CEO with respect to the other NEOs); › Establishing, with the input from the full Board, performance goals for the CEO, and evaluating his performance in light of those goals; › Evaluating the performance of our CEO and other NEOs in light of established goals and objectives; › Periodically evaluating the competitiveness of the compensation of our CEO, other NEOs, directors, and our overall compensation plans; › Providing input with respect to the Company’s human capital strategy, including talent management and succession planning, including succession planning for the CEO and other key executives; › Reviewing and discussing with management the risks arising from our compensation policies and practices for all employees that are reasonably likely to have a material adverse effect; › Evaluating and making recommendations regarding director compensation with the use of a compensation consultant; › Administering our equity compensation plans for our employees and directors; and › Producing the compensation committee report required by SEC rules to be included in our annual proxy statement. |

  44. Our Company at a Glance

    | Compensation Consultant The Compensation Committee appointed Meridian Compensation Partners, LLC as its independent compensation consultant in 2025. The Compensation Committee uses its compensation consultant to: › Assist and advise the Compensation Committee during its meetings; › Provide information based on third-party data and analysis of compensation programs at comparable financial institutions for the design and implementation of our executive and non-employee director compensation programs; › Compile and analyze compensation data for financial services companies; › Assist the Compensation Committee in forming a peer group; and › Provide independent information as to the reasonableness and appropriateness of the compensation levels and compensation programs of the Company relative to comparable financial services companies. |

  45. Our Company at a Glance

    All communications (other than commercial communications soliciting the sale of goods or services to, or employment with, the Company or directors of the Company) will be directed to the appropriate committee, the Chairman of the Board, the Lead Independent Director, or to any individual director specified in the communication, as applicable. Stock Ownership Guidelines All directors and NEOs are required to own the Company’s common stock to further align the financial interests of our directors and management with those of our stockholders. The stock ownership guideline for directors is three times their annual cash retainer, and the guideline should be met within five years of the date of election. The stock ownership guideline for the CEO is six times his annual base salary, and the stock ownership guideline for NEOs is one time their annual base salary. These guidelines should be met within five years of the date of hire. The Company’s Stock Ownership Guidelines for directors and senior management are posted on the Company’s website, which can be found at www.eastwestbank.com/investors by clicking on Corporate Information — Governance Documents. NEOs have additional holding requirements for stock acquired as part of their compensation. NEOs are required to hold until retirement at least 51% of any stock acquired upon the exercise of stock options (net of taxes and net of the grant price paid) and at least 51% of any stock received upon vesting (net of taxes) of restricted stock or restricted stock units (RSUs). Additionally, in 1998, the Company launched the Spirit of Ownership Program, which provides annual restricted stock grants or RSUs to all Company employees. The program was launched with the premise that each employee is a shareholder, with a vested stake in the Company’s long-term success, growth, and profitability. Pledging of Company Securities The Company encourages directors, executive officers, and other insiders to maintain significant ownership of Company stock—above required ownership guidelines—to promote strong alignment with stockholder interests. Although the Company generally maintains a strict prohibition on pledging Company securities as collateral for loans or other obligations, it recognizes that an absolute ban may unintentionally prompt insiders to sell shares to address personal financial planning needs. Accordingly, while pledging is discouraged, the Nominating/Corporate Governance Committee may, under limited circumstances, grant case by case exceptions where the following conditions are met:

  46. Our Company at a Glance

    | Name | Fees Earned or Paid in Cash ($)(1) | Stock Awards ($)(2) | All Other Compensation ($) | Total ($) | | Manuel P. Alvarez | 133,820 | 133,680 | | 267,500 | | Peter Babej | 66,968 | 66,782 | | 133,750 | | Molly Campbell | 133,820 | 133,680 | | 267,500 | | Archana Deskus | 133,820 | 133,680 | | 267,500 | | Serge Dumont | 133,820 | 133,680 | | 267,500 | | Mark Hutchins | 161,320 | 133,680 | | 295,000 | | Paul H. Irving | 156,320 | 133,680 | | 290,000 | | Sabrina Kay | 133,820 | 133,680 | | 267,500 | | Jack C. Liu | 161,320 | 133,680 | | 295,000 | | Lester M. Sussman | 201,320 | 133,680 | | 335,000 |

  47. Our Company at a Glance

    2025 Business and Financial Performance Highlights In 2025, we continued to deliver strong and consistent financial performance. The Company achieved record loans of $56.9 billion, record deposits of $67.1 billion, and record assets of $80.4 billion. We also outperformed peer banks in terms of ROA, ROE, and total shareholder return (TSR). The Compensation Committee believes the Company’s 2025 pay decisions reflected the continued alignment between the Company’s financial and organizational objectives and its executive compensation program. We have outperformed peer banks over time. We consistently achieved a higher ROA and ROE for each of the last three years relative to the median ROA and ROE achieved by (i) our compensation peer group described on page 40 of this Proxy (the “Peer Group”) and (ii) the banks comprising the KBW Nasdaq Bank Index (“BKX”). Company Results Compared to Peers Our Compensation Philosophy We designed our executive compensation program to attract and retain talented managers, while rewarding them for delivering on our key financial and strategic goals. Guiding principles of our executive compensation program include:

  48. 2025 Pay Mix for NEOs

    | › | Developing the overall compensation strategy and policies for the Company; | › | Developing and maintaining a balanced compensation strategy of long-term and short-term incentives; | | › | Developing, evaluating and approving the goals and objectives of the compensation of the CEO; | › | Retaining outside advisors, including compensation consultants, to provide professional counsel; | | › | Evaluating and approving the individual compensation of our NEOs, including bonus, equity incentive compensation, and perquisites; | › | Approving annually the Compensation Committee Report and our Compensation Discussion and Analysis for inclusion in our Proxy Statement; and | | › | Establishing the guidelines for stock ownership for executive management; | › | Providing reports to the Board on compensation matters. | | › | With input from the Chief Human Resources Officer and Chief Risk Officer, reviewing our incentive compensation programs to evaluate and ensure that they do not encourage excessive risk; | | |

  49. 2025 Pay Mix for NEOs

    ROLE OF THE COMPENSATION CONSULTANT The independent compensation consultant, Meridian Compensation Partners, LLC, reports directly to the Compensation Committee, advising the Committee on trends and issues in executive compensation and providing comparative compensation information for companies with which the Company competes for talent. The Compensation Committee has the sole authority to retain and oversee the work of the consultant, which does not provide services to Company management. The Compensation Committee evaluates the independence of the consultant annually. ROLE OF MANAGEMENT The Company’s Human Resources Department provides additional analysis, administrative support, and counsel as requested by the Compensation Committee. Members of management do not recommend, determine, or participate in Committee discussions related to their individual compensation arrangements. The CEO provides executive compensation recommendations for his direct reports, including the other NEOs, but does not participate in discussions related to his own compensation. 2025 STOCKHOLDER ADVISORY VOTE ON EXECUTIVE COMPENSATION Our compensation policies and practices continue to reflect a range of factors, including feedback from our stockholders, analysis of our review of market practices, our consideration of the independent compensation consultant’s advice, analysis of our compensation program by stakeholders and others, and the results of the most recent annual “Say-on-Pay” vote by stockholders. Approximately 95.56% of the votes cast at our 2025 annual meeting of stockholders approved the Company’s 2024 executive compensation. The Compensation Committee views the high approval percentage as an indication that stockholders were generally satisfied with our executive compensation program. USE OF PEER GROUP The Compensation Committee, with input from its independent compensation consultant, reviews at least annually the composition of the peer company group which the Company uses to evaluate and assess the market position of its executive compensation program. In determining the composition of the peer group, financial institutions were primarily chosen based on factors such as comparable asset size, market capitalization, revenue, geographic presence, business model, and complexity of operations. In November 2024, the Compensation Committee approved our 2025 compensation peer group which consisted of 22 bank holding companies with similar market capitalization and asset size as the Company (the “Peer Group”). The composition of the Peer Group was updated to better reflect the Company’s business focus, asset size, and continued growth by adding First Horizon Corporation. As of December 31, 2025, our Peer Group’s total assets ranged from $35.0 billion to $229.7 billion, with a median total asset size of $82.0 billion. As of December 31, 2025, the median market capitalization of our Peer Group was $9.4 billion, with a range between $3.3 billion and $31.0 billion. The Company is ranked in the 48th percentile for total assets and the 64th percentile for market capitalization relative to its Peer Group as of December 31, 2025. THE COMPANIES IN THE PEER GROUP WERE AS FOLLOWS:

  50. 2025 Pay Mix for NEOs

    | FY 2025 Peer Group | | | | BankUnited, Inc. (NYSE: BKU) | First Horizon Corporation (NYSE: FHN) | SouthState Corporation (NYSE: SSB) | | BOK Financial Corporation (Nasdaq: BOKF) | Huntington Bancshares Incorporated (Nasdaq: HBAN) | Synovus Financial (NYSE: SNV) | | Citizens Financial Group, Inc. (NYSE:CFG) | KeyCorp (NYSE: KEY) | Valley National Bancorp (Nasdaq: VLY) | | Columbia Banking System, Inc. (NYSE: COLB) | M&T Bank Corporation (NYSE: MTB) | Western Alliance Bancorporation (NYSE: WAL) | | Comerica Incorporated (NYSE: CMA) | Northern Trust Corporation (Nasdaq: NTRS) | Wintrust Financial Corporation (Nasdaq: WTFC) | | Cullen/Frost Bankers, Inc. (NYSE: CFR) | Pinnacle Financial Partners, Inc. (Nasdaq: PNFP) | Zions Bancorp (Nasdaq: ZION) | | Fifth Third Bancorp (Nasdaq: FITB) | Popular, Inc. (Nasdaq: BPOP) | | | First Citizens BancShares, Inc. (Nasdaq: FCNC.A) | Regions Financial Corporation (NYSE: RF) | |

  51. 2025 Pay Mix for NEOs

    It is important to note that in determining executive compensation, the Compensation Committee does not solely rely on comparative data from the Peer Group. While comparisons can be useful in identifying general compensation trends and overall pay levels, the Compensation Committee recognizes there may be meaningful differences between us and our peer companies. The listing of NEOs, for example, may vary amongst our peer companies, with titles, compensation, and tenure that do not readily track with ours. The Compensation Committee uses the comparison data as a general indicator of market trends in executive compensation but does not use it exclusively to set compensation levels for the CEO or other NEOs. In addition to peer data, the Compensation Committee also uses salary data from published industry sources. Any compensation decisions also reflect considerations for individual and company performance, the position and tenure, responsibilities within the Company, and other factors to determine total compensation for the NEOs. See “Compensation-Setting Process” below for a more detailed discussion. For purposes of determining long-term incentive awards targets, the Compensation Committee and its independent compensation consultant determined it would be appropriate to continue benchmarking relative to the financial performance of banks in the BKX (the “Long-Term Performance Peer Group”). The use of this benchmark compares our performance to a broader index of financial institutions determined by a third party, aligns with our investors’ perspectives and increases the transparency of the Company’s goal-setting process. COMPENSATION-SETTING PROCESS Compensation for the NEOs and other executive officers is typically evaluated and set by the Compensation Committee in the first quarter of each year, using the competitive compensation data provided by the independent compensation consultant, peer data, as well as Company, business departments, and individual performance data. An executive’s compensation is generally established after considering the following factors:

  52. 2025 Pay Mix for NEOs

    | › | Competitive pay data for similar jobs and responsibilities in the market; | › | Individual performance and overall contributions; | | › | The Company’s performance against financial measures; | › | The business climate, economic conditions, and other factors; and | | › | The Company’s performance relative to strategic initiative goals approved by the Compensation Committee; | › | The results of the most recent “Say-on-Pay” stockholder vote. |

  53. 2025 Pay Mix for NEOs

    As a growing organization, we encounter significant competition for top management talent, including those individuals with the strategic vision, understanding of specialized industries, and the international banking experience necessary to sustain our growth. This challenge to attract and retain qualified personnel has been an important consideration in our compensation decisions, and we expect it will continue to be a significant consideration going forward. For the CEO, the Compensation Committee annually reviews and approves the corporate goals and objectives that are relevant to the CEO’s performance, evaluates the CEO’s performance against those objectives, and approves the CEO’s compensation level based on that evaluation. With assistance from the independent compensation consultant, the Compensation Committee also considers the Company’s Peer Group and other peer data on base pay, performance-based bonus targets, and long-term incentive awards when setting compensation types and amounts for the CEO. The Compensation Committee separately reviews and discusses with the CEO his annual compensation recommendations for the other NEOs. The Compensation Committee considers a variety of factors when determining and approving the target compensation structure and final payout for NEOs. For example, for base salary adjustments, compensation data from our Peer Group and survey data for similar jobs and job levels are considered. For annual performance-based bonus payout and long-term incentive awards, the Compensation Committee considers the executive’s achievement against performance goals, along with individual contributions toward Company objectives. The Compensation Committee does not benchmark to a particular percentile in determining target total direct compensation for the CEO and other NEOs. Rather, it uses proxy Peer Group and survey data as a reference point, giving consideration to factors such as tenure, individual performance, any unique circumstances of the NEO’s position based on that individual’s responsibilities, market factors, succession considerations, and retention considerations. We believe this approach drives higher realized compensation when our financial and stock performance is strong and less realized compensation when our financial and/or stock performance is lower. Elements of Our Executive Compensation Program BASE SALARY Base salary is a fixed portion of compensation delivered in cash to reflect each executive’s role and ongoing performance. NEO base salary levels are typically reviewed annually by the Compensation Committee and adjusted as appropriate, typically to reflect merit, promotions or changes in responsibilities, or market adjustments. When determining any base salary increases, the Compensation Committee considers an individual’s total compensation package, his or her performance, Company performance, comparative peer and market compensation data, internal parity, and other relevant factors, including the scope of the executive’s responsibilities relative to peers and other executives, and retention concerns.

  54. 2025 Pay Mix for NEOs

    | | | | Corporate Performance | | | | | Executive | Title | Target Bonus % of Salary | Financial | Strategy | Risk | Individual | | Dominic Ng | Chairman and CEO | 145% | 65% | 20% | 15% | - | | Christopher J. Del Moral-Niles | Executive Vice President, Chief Financial Officer | 100% | 42% | 13% | 10% | 35% | | Irene H. Oh | Executive Vice President, Chief Risk Officer | 100% | 42% | 13% | 10% | 35% | | Douglas P. Krause | Vice Chairman, Chief Corporate Officer | 100% | 42% | 13% | 10% | 35% | | Parker L. Shi | Executive Vice President, Chief Operating Officer | 100% | 42% | 13% | 10% | 35% |

  55. 2025 Pay Mix for NEOs

    2025 Financial Metrics and Results Financial metrics comprised approximately 65% of the Performance-Based Bonus Plan Corporate Goals in 2025. On an annual basis, the Company evaluates the performance metrics used and modifies the metrics and the weightings as deemed appropriate. In 2025, the Company updated the metrics to more closely align with key priorities for the year, including adjusted diluted EPS, average total loan growth, and pre-tax, pre-provision (PTPP) income, while managing credit quality. The weighting for the financial metrics consisted of 80% on growth, including adjusted diluted EPS, PTPP income, and average total loans growth, and 20% on credit quality. Specific to the growth metrics, the weightings were 30% for adjusted diluted EPS, 30% for PTPP income, and 20% for average total loan growth. The balance of the weightings consisted of measurements of credit quality: 10% for the year-end criticized loans ratio, and 10% for the annual net charge-off to average loans held-for-investment ratio. For 2025, financial targets were established in line with the Company’s budget that was approved by the Board at the beginning of 2025. With consideration to a moderate economic outlook for 2025, the target adjusted diluted EPS and PTPP income were set at $8.30 and $1,661 million, respectively, both of which were the same as 2024 results. The target growth rate for average total loans for 2025 was set at 4.5%, which was higher than 2024 results and at the median level compared to analyst consensus estimates for the Peer Group. For credit quality, the target metric for the year-end criticized loans ratio was set at 3.38%, which was the same target for 2024, and annual net charge-off to average loans held-for-investment was set to 35 bps, placing the Company at the midpoint of compared to the estimates for the Peer Group. The 2025 financial metrics, measured against actual results and as ratified by the Compensation Committee, are summarized as follows: 2025 Strategic Metrics and Results Strategic metrics comprised approximately 20% of the Performance-Based Bonus Plan Corporate Goals in 2025. In determining the 2025 Performance-Based Bonus payouts for the strategic component, the Compensation Committee evaluated management’s performance in four key strategic areas: Back to Basics, Deepen Customer Relationships, Strategic Growth, and Talent. In 2025, we continued to make progress in addressing regulatory matters affecting three lines of defense. To build our mid- and back-office capabilities, we continued to strengthen our enterprise capabilities and improve our operations. We grew product fees with new and existing clients and achieved record fee income growth. To invest in our future, we focused on product innovation, improved retail banking, wealth management, and digital banking. Our efforts resulted in new client acquisitions, additional product offerings, and enhanced banking experiences for our customers. We continued to focus on developing our people, as we completed the bank-wide initiative to have 100% of associates participate in our annual goal-setting program. We also made strategic hires to expand our talent base, while adding new leaders in the executive team and key business areas to support the growth of the Company. The following highlights some of the key achievements in 2025 for each of the Company’s strategic goals.

  56. 2025 Pay Mix for NEOs

    | | | Target Weightings | | | | 2025 Payout (as a % of Target) | | | | | | Executive | Target Bonus as | Corporate Performance | | | Individual | Corporate Performance | | | Individual | Total | | | % Salary | Financial | Strategic | Risk | | Financial | Strategic | Risk | | Payout | | Dominic Ng | 145% | 65% | 20% | 15% | - | 181% | 141% | 172% | - | 249% | | Christopher J. Del Moral-Niles | 100% | 42% | 13% | 10% | 35% | 181% | 141% | 172% | 141% | 161% | | Irene H. Oh | 100% | 42% | 13% | 10% | 35% | 181% | 141% | 172% | 155% | 166% | | Douglas P. Krause | 100% | 42% | 13% | 10% | 35% | 181% | 141% | 172% | 158% | 167% | | Parker L. Shi | 100% | 42% | 13% | 10% | 35% | 181% | 141% | 172% | 139% | 160% |

  57. 2025 Pay Mix for NEOs

    Long-Term Incentive Awards Long-term incentive (LTI) awards are compensation awards designed to align the compensation of our executive officers to stockholder returns. These awards are generally granted as performance-based restricted stock units in the first quarter of each year, allowing the Compensation Committee adequate time to evaluate prior year performance when setting grant levels. When determining the annual LTI awards for our executive officers, the Compensation Committee believes it is important to take into account not only the grant date values included in the “Summary Compensation Table,” but also to consider the effect of the year-end value of our stock on those awards over time. The timing of the grants generally follows the filing of the Company’s annual report on Form 10-K and occurs before the start of the Company’s “blackout period,” during which insiders may not engage in Company stock transactions, as described in further detail in our Insider Trading Policy. LTI awards issued in 2025 were granted under the Company’s 2021 Stock Incentive Plan, as amended (the “2021 Stock Incentive Plan”), which is the Company’s current omnibus stockholder-approved plan for equity awards to employees. The Company has not timed the disclosure of material nonpublic information for the purpose of affecting the value of executive compensation for NEO grants in 2025. One hundred percent of the value of LTI awards granted to our NEOs is made through performance-based restricted stock units (PSUs). Awards are subject to three one-year performance periods (for example, for awards granted in 2025: January 1, 2025, through December 31, 2025; January 1, 2026, through December 31, 2026; and January 1, 2027, through December 31, 2027) and are payable at the end of the three-year period. Each year, an NEO is eligible to earn a number of PSUs equal to one third of the total PSUs granted based on actual performance and subject to a maximum cap based on performance. As described below, the actual number of PSUs earned may be higher or lower than the target amount depending on the Company’s financial performance that year relative to the Long-Term Performance Peer Group, which was defined as the banks in the KBW Nasdaq Bank Index (“BKX”). The actual number of PSUs earned in a year can range from 0% to 200% of the target PSU amount for that year. The Compensation Committee believes this practice further aligns our compensation program with industry best practices for LTI awards and reflects an appropriate balance between financial reward and long-term performance.

  58. 2025 Pay Mix for NEOs

    | Metric | Weighting | Threshold (50% payout) | Target (100% payout) | Maximum (200% payout) | | ROA | 37.5% | 30th percentile | 50th percentile | >= 80th percentile | | ROE | 37.5% | 30th percentile | 50th percentile | >= 80th percentile | | TSR | 25% | 30th percentile | 50th percentile | >= 80th percentile |

  59. 2025 Pay Mix for NEOs

    | NEO | 2025 Target PSUs | 2025 RSUs | | Dominic Ng | 53,408 | 20 | | Christopher J. Del Moral-Niles | 9,614 | 20 | | Irene H. Oh | 9,080 | 20 | | Douglas P. Krause | 8,546 | 20 | | Parker L. Shi | 8,012 | 20 |

  60. 2025 Pay Mix for NEOs

    PSU Payouts The PSUs awarded in 2023 had three one-year performance periods, with the last performance period ending on December 31, 2025. Based on the Company’s performance for ROA (37.5% weighting), ROE (37.5% weighting), and TSR (25% weighting) relative to the Long-Term Performance Peer Group, the Compensation Committee determined that the PSUs paid out at 187.7% of target for 2023, resulting from a 65th percentile rank for TSR, 100th percentile rank for ROA, and 100th percentile rank for ROE; 180.4% of target for 2024 resulting from a 57th percentile rank for TSR, 100th percentile rank for ROA, and 91st percentile rank for ROE; and 169.3% of target for 2025 resulting from a 41st percentile rank for TSR, 100th percentile rank for ROA, and 95th percentile rank for ROE. Please refer to the “Option Exercises and Stock Vested” table on page 55 for the number of shares each NEO earned. Mr. Del Moral-Niles did not participate in the 2023 PSU program because he joined the Company in late 2023. The PSUs awarded in 2024 have three one-year performance periods. The first two performance periods ended on December 31, 2024, and December 31, 2025, respectively. Based on the Company’s performance for ROA (37.5% weighting), ROE (37.5% weighting), and TSR (25% weighting) relative to the Long-Term Performance Peer Group, the Compensation Committee determined that the PSUs were earned at 180.4% of target in 2024 resulting from a 57th percentile rank for TSR, 100th percentile rank for ROA, and 91st percentile rank for ROE; and 169.3% of target for 2025 resulting from a 41st percentile rank for TSR, 100th percentile rank for ROA, and 95th percentile rank for ROE. The last performance period ends on December 31, 2026. Earned shares will not be payable until the end of the third year. The PSUs awarded in 2025 have three one-year performance periods. The first performance period ended on December 31, 2025. Based on the Company’s performance for ROA (37.5% weighting), ROE (37.5% weighting), and TSR (25% weighting) relative to the Long-Term Performance Peer Group, the Compensation Committee determined that the PSUs were earned at 169.3% of target for 2025 resulting from a 41st percentile rank for TSR, 100th percentile rank for ROA, and 95th percentile rank for ROE. The second and last performance periods end on December 31, 2026 and December 31, 2027, respectively. Earned shares will not be payable until the end of the third year. Retirement Programs and Perquisites Our NEOs receive the same customary benefits as all other employees, including medical, dental, life, disability, vacation cash-out, and a 401(k) Plan, which includes company matching contributions. The NEOs are eligible to participate in the same plans and to the same extent as most other salaried employees. Employees are allowed to cash out their earned vacation once a year if they meet both vacation usage and time away from work requirements set by the Company. The Company maintains a non-qualified deferred compensation plan (“Deferred Compensation Plan”) to help attract and retain executives and key employees. Our Deferred Compensation Plan provides NEOs and other key employees the opportunity to defer a specified percentage of their annual base salary and/or their bonus under the annual cash bonus plan (in each case, up to 80%). In 2025 Messrs. Ng and Shi participated in the Deferred Compensation Plan. The deferred amounts are credited to a participant’s account and are immediately vested. Amounts in a participant’s account are then hypothetically or “notionally” invested in one or more investment funds selected by such participant, with gains or losses adjusted based on the rate of return on the assets in each notional investment fund. Returns on participant contributions are not guaranteed. The Company has the discretion to make contributions to the Deferred Compensation Plan on behalf of its participants. In 2025, the Company did not make any such contributions to the Deferred Compensation Plan. In general, the NEOs do not have different or greater benefits than other employees, except for financial planning services and the use of a Company-owned car for the CEO. The financial planning services are intended to help ensure compliance by the CEO with all applicable tax and regulatory requirements. The Compensation Committee reviews the perquisites provided to the NEOs annually as part of their overall review of executive compensation. Based on a review of competitive pay data provided by its external independent compensation consultant, the Compensation Committee determined that the perquisites provided in 2025 are within an appropriate range of competitive compensation practices relative to our Peer Group. Details about the NEOs perquisites, including the cost to the Company, are shown in the “Summary Compensation Table” under the “All Other Compensation” column on page 52 together with the accompanying footnotes. Other Compensation Policies and Information In addition to adhering to the processes described in the preceding sections, the Compensation Committee maintains a strong corporate governance culture with respect to executive compensation. Over the years, it has approved policies, including those described below, to further align executive compensation with performance and what the Company believes is in the best interest of its stockholders. STOCK OWNERSHIP GUIDELINES The Company maintains the following stock ownership and holding guidelines for our NEOs, and they are reviewed periodically by the Nominating/Corporate Governance Committee.

  61. 2025 Pay Mix for NEOs

    | Name and Principal Position | Year | Salary ($) | Bonus ($)(1) | Stock Awards ($)(2) | Option Awards ($) | Non-Equity Incentive Plan Compensation ($)(3) | All Other Compensation ($)(4) | Total ($) | | Dominic Ng Chairman and Chief Executive Officer | 2025 | 1,275,000 | - | 5,094,193 | - | 3,179,850 | 134,841 | 9,683,884 | | | 2024 | 1,275,000 | - | 4,712,953 | - | 3,105,900 | 119,780 | 9,213,633 | | | 2023 | 1,275,000 | - | 4,745,307 | - | 2,218,500 | 119,743 | 8,358,550 | | Christopher J. Del Moral-Niles Executive Vice President and Chief Financial Officer | 2025 | 690,646 | - | 918,648 | - | 1,128,050 | 21,735 | 2,759,079 | | | 2024 | 630,462 | - | 420,757 | | 1,011,494 | 16,125 | 2,078,838 | | | 2023 | 150,000 | 350,000 | 500,000 | - | - | 150 | 1,000,150 | | Irene H. Oh Executive Vice President and Chief Risk Officer | 2025 | 747,861 | - | 867,727 | - | 1,247,807 | 21,527 | 2,884,922 | | | 2024 | 724,868 | - | 1,048,883 | - | 1,126,149 | 15,525 | 2,915,425 | | | 2023 | 697,489 | - | 897,958 | - | 895,843 | 14,850 | 2,506,140 | | Douglas P. Krause Vice Chairman and Chief Corporate Officer | 2025 | 672,763 | - | 816,805 | - | 1,128,992 | 52,484 | 2,671,044 | | | 2024 | 653,021 | - | 891,851 | - | 939,007 | 43,081 | 2,526,960 | | | 2023 | 629,597 | - | 897,958 | - | 812,690 | 37,530 | 2,377,775 | | Parker L. Shi Executive Vice President and Chief Operating Officer | 2025 | 839,427 | - | 765,884 | - | 1,347,383 | 86,118 | 3,038,812 | | | 2024 | 829,809 | - | 787,164 | - | 1,291,344 | 15,299 | 2,923,616 | | | 2023 | 813,539 | - | 739,848 | - | 995,765 | 15,450 | 2,564,602 |

  62. 2025 Pay Mix for NEOs

    | Nonqualified Deferred Compensation in 2025 | | | | | | | Name | Executive Contributions in 2025 ($)(1) | Registrant Contributions in 2025 ($) | Aggregate Earnings in 2025 ($)(2) | Aggregate Withdrawals/ Distributions ($) | Aggregate Balance on December 31, 2025 ($) | | Dominic Ng | 1,935,450 | - | 992,649 | - | 8,722,682 | | Christopher J. Del Moral-Niles | - | - | - | - | - | | Irene H. Oh | - | - | - | - | - | | Douglas P. Krause | - | - | - | - | - | | Parker L. Shi | 1,704,309 | - | 1,066,928 | - | 7,767,213 |

  63. 2025 Pay Mix for NEOs

    | | | | | | Value of Initial $100 Investment Based on: | | | | | Year | Summary Compensation Table Total for CEO(1) | Compensation Actually Paid Total to CEO | Average Summary Compensation Table Total for Non-CEO NEOs(2) | Average Compensation Actually Paid to non-CEO NEOs | 5-Year Total Shareholder Return | BKX 5-Year Total Shareholder Return | Net Income ($ in millions) | Return on Equity | | 2025(3) | $9,683,884 | $18,512,734 | $2,838,464 | $4,290,302 | $254 | $196 | $1,325 | 16.01% | | 2024(4) | $9,213,633 | $23,395,090 | $2,611,210 | $4,856,754 | $224 | $133 | $1,166 | 15.93% | | 2023(5) | $8,358,550 | $15,412,681 | $1,948,256 | $2,572,881 | $161 | $104 | $1,161 | 17.91% | | 2022(6) | $9,076,408 | $6,591,588 | $2,236,396 | $2,110,635 | $135 | $105 | $1,128 | 19.51% | | 2021(7) | $8,649,172 | $27,525,426 | $1,938,007 | $3,294,597 | $162 | $126 | $873 | 15.70% |

  64. What happens if a director nominee does not receive a majority vote?

    What happens if a director nominee does not receive a majority vote? In an uncontested election, any director nominee who receives a greater number of “AGAINST” votes than votes “FOR” the nominee’s election shall immediately tender to the Board his or her offer to resign from the Board. The Board, after taking into consideration the recommendation of the Nominating/Corporate Governance Committee, will determine whether or not to accept the resignation of any nominee for director who receives a greater number of “AGAINST” votes than votes “FOR” the nominee’s election. In the event of a contested election, the director nominees who receive the largest number of votes cast “FOR” their election will be elected as directors. How are proxies solicited for the Annual Meeting? Who pays for the solicitation? Proxies are solicited by and on behalf of the Board. All expenses associated with this solicitation will be borne by us. Although there is no formal agreement to do so, we may reimburse brokers, banks and other nominees for their reasonable expense in forwarding these proxy materials to their principals. Proxies will be solicited principally through the mail, however, our directors, officers and employees may also solicit proxies personally, by telephone or via the internet. Directors, officers and employees will not be paid any additional compensation for soliciting proxies. We have retained Georgeson LLC to assist in the distribution and solicitation of proxies. Georgeson LLC may solicit proxies by personal interview, telephone, fax, mail and email. We expect that the fee for these services will not exceed $17,500, plus reimbursement of customary out-of-pocket expenses. I share an address with another stockholder, and we received multiple copies of the proxy materials. How can we obtain a single copy of the proxy materials? Stockholders who share an address and receive multiple copies of our proxy materials can request to receive a single copy in the future. To receive a single copy of the proxy materials, stockholders may contact us at:

  65. What happens if a director nominee does not receive a majority vote?

    | | EAST WEST BANCORP, INC. Attention: Investor Relations 135 N. Los Robles Avenue, 7th Floor Pasadena, California 91101 (626) 768-6000 |

  66. What happens if a director nominee does not receive a majority vote?

    Stockholders who hold shares in street name may contact their broker, bank, or other nominee to request information about “householding” (providing one copy of this Proxy Statement for all stockholders residing at one address). In some cases, stockholders who hold their shares in street name and who share the same surname and address may receive only one copy of the proxy materials. If you would like to have a separate copy of the proxy materials mailed to you or receive separate copies of future mailings, please submit your request to your broker, bank or other nominee. We will deliver such additional copies promptly upon receipt of such request. Where can I find the voting results of the Annual Meeting? We will disclose voting results on a Current Report on Form 8-K to be filed with the SEC within four business days after the Annual Meeting. If final voting results are not available to us in time to include them in the Form 8-K, we will file a Form 8-K to publish preliminary results and will provide the final results in an amendment to the Form 8-K after final results become available.