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1 of 79 KBC Group - Investor Relations Office: More information: www.kbc.com IR4U@kbc.be KBC Group Company presentation FY 2025 / 4Q 2025
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2 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Net result of 1,003m EUR over 4Q25• Commercial bank-insurance franchises performed excellently • KBC Group is well-positioned being an integrated bank-insurer with tailored AM business that has a highly diversified income (50% NII and 50% non-NII of FY25 total income) • Customer loans and customer deposits increased q-o-q in almost all our core countries (on a comparable basis). Core customer money inflow of 4.5bn EUR in 4Q25 (13.0bn in FY25) with a continuous shift from term deposits to savings accounts • Much higher net interest income q-o-q, resulting in higher than guided FY25 NII • Higher net fee and commission income. Record-high net inflows in direct client money in FY25 (6.0bn EUR) • Q-o-q higher net result from financial instruments at fair value & IFIE, net other income below the normal run rate • Higher sales of non-life insurance y-o-y, excellent sales of life insurance (up q-o-q and y-o-y) • FY25 total income rose by 8.9% y-o-y excluding FX, while FY25 costs excl. bank & insurance taxes rose by 2.5% y-o-y excluding FX… leading to jaws of +6.4% (higher than the guided 5.0%) • Higher impairments. Excellent credit cost ratio • Solid solvency and liquidity position • A total gross dividend of 5.1 EUR per share will be proposed to the AGM for the accounting year 2025, of which an interim dividend of 1.0 EUR per share already paid in November 2025 and the remaining 4.1 EUR per share to be paid in May 2026), reflecting a pay-out ratio (also including AT1 coupon) of 60% of 2025 net profit • Updated financial guidance (see slides 17-21) Highlights Return on tangible equity 16%* Cost-income ratio excluding bank & insurance taxes 41% Combined ratio 87% (vs below 91% guided) Credit cost ratio 0.13% (vs well below TTC of 25-30bps guided) CET1 ratio 14.9%** (B4, DC, unfloored fully loaded) Leverage ratio 5.6% (fully loaded) NSFR 138% & LCR 159% YTD ratios NET RESULT in m EUR * Excluding one-offs. Return on equity = 15% excluding one-offs ** Unfloored fully loaded CET1 ratio = fully loaded Basel 4 CET1 ratio excluding output floor impact 506 925 868 546 1Q24 2Q24 3Q24 1,116 4Q24 1Q25 1,018 2Q25 1,002 3Q25 1,003 4Q25
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3 of 79 Highlights Profit & Loss Capital & Liquidity Looking forward BU & FY25 view Company profile KBC Strategy Sustainability Asset quality MREL & Funding 858 Banking activities 164 Insurance Activities Strategic focus | Sia Partners again ranked KBC Mobile the N°1 mobile banking app worldwide • We offer an integrated response to our clients’ banking and insurance needs. Our organisation is similarly integrated, operating as a single business and a digital-first, data-driven and AI- led bank-insurer. • Our integrated model offers our clients the benefit of a comprehensive, one-stop, relevant and personalised financial service that allows them to choose from a wider, complementary and optimised range of products and services, which go beyond pure bank-insurance. • For ourselves, it offers benefits in terms of income and risk diversification, additional sales potential through intensive co-operation between the bank and insurance distribution channels, significant cost-savings and synergies, and heightened interaction opportunities with and a more complete understanding of our clients. Unique integrated bank- insurance model 16% of the 1,003m EUR Group Net result* originates from Insurance activities Firmly embedded sustainability strategy • As a company that aims to support the transition to a more sustainable and climate- proof society, we have made sustainability integral to our overall business strategy and integrated it into our day-to-day business operations and the products and services we provide. • Our sustainability strategy consists of three cornerstones: encouraging responsible behaviour on the part of all our employees, increasing our positive impact on society and limiting any adverse impact we might have see climate targets on Slide 67 Successful digital-first approach through KATE • Our digital interaction with clients forms the basis of our business model in our strategy, not only in terms of sales and advice, but also in E2E digital process and product development. • Artificial intelligence and data analysis play an important part in digital sales and advice. Kate, our AI-powered personal digital assistant, features prominently in this regard. • Kate has recently been further upgraded in Belgium to enable even more natural and intuitive conversations (Kate 2.0 using LLM), which further boosts autonomy and customer usage • The independent international consulting firm Sia Partners again ranked KBC Mobile the N°1 mobile banking app worldwide in 2025: a clear recognition of a decade of innovation, development and listening closely to our clients. KATE autonomy 82% BE 69% CZ * Difference between the net result of KBC Group and the sum of the banking and insurance contributions is accounted for by the holding-company/group items 6.0 million users in contact with Kate
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4 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Strategic focus | The reference Profitability Solvency Sustainability Digitalisation With a Return on Tangible Equity of 16% in FY25 KBC is one of the most profitable EU financial institutions With an unfloored fully loaded CET1 ratio of 14.9% at end FY25 KBC is amongst the better capitalised EU banks Sustainalytics ranks KBC in the 3rd percentile of 215 diversified banks assessed (last full update September 23, 2025) “KBC Mobile is a high-performance and efficient banking app for everyday needs and one of the most innovative with some interesting extras. The app surprises clients with its wide range of functionalities and the virtual assistance by Kate.” Sia Partners ranks KBC Mobile as N°1 banking app worldwide At KBC it is our ambition to be the reference for bank-insurance in all our core markets
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5 of 79 Highlights Profit & Loss Capital & Liquidity Company profile KBC Strategy Asset quality Sustainability MREL & FundingLooking forward BU & FY25 view Main exceptional items 4Q25 3Q25 4Q24 IM BU SK – Impairments – Modification losses -9m EUR HU –NOI – Legal case -28m EUR HU – Impairments – Modification losses -4m EUR BG – Opex – Integration costs Raiffeisenbank Bulgaria -4m EUR BG – Opex – EUR adoption costs -5m EUR Total Exceptional items BU International Markets -40m EUR GC BU TAX – DTA adjustments -9m EUR TAX – Forthcoming liquidation KBC Bank Ireland +318m EUR Total Exceptional items BU Group Centre +309m EUR Total Exceptional items -9m EUR 0m EUR +269m EUR Total Exceptional items (post-tax) -7m EUR 0m EUR +270m EUR
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6 of 79 Highlights Profit & Loss Capital & Liquidity Company profile KBC Strategy Asset quality Sustainability MREL & FundingLooking forward BU & FY25 view Much higher net interest income q-o-q, resulting in higher than guided FY25 NII • NII increased by 5% q-o-q and by 12% y-o-y • Q-o-q change was driven primarily by: • Higher commercial transformation result (due to continued increasing reinvestment yields, higher benchmarked deposit volumes and lower external rates) • Slightly higher lending income (good loan volume growth largely offset by lower loan margins in some core markets) • Higher NII on term deposits, as lower volume (due to shifts from term deposits to mainly savings accounts) was more than offset by higher margins • Higher dealing room NII • Higher short-term cash management • +4m q-o-q NII insurance on bond portfolio, of which +1m q-o-q NII on inflation- linked bonds (from +4m EUR in 3Q25 to +5m EUR in 4Q25) partly offset by: • Lower ALM result • Higher wholesale funding costs • Y-o-y increase was driven primarily by significantly higher commercial transformation result, higher lending income, higher dealing room NII and lower subordination costs, partly offset by lower ALM result, lower NII on term deposits, higher wholesale funding costs and lower short-term cash management • Rose by 7* bps q-o-q and by 3 bps y-o-y for the reasons mentioned on net interest income and an increase in the interest-bearing assets (denominator), both q-o-q and y-o-y 1,274 1Q24 110 1,269 2Q24 106 1,288 3Q24 106 1,326 4Q24 102 1,319 1Q25 121 1,388 95 112 1,415 3Q25 116 1,493 4Q25 Insurance Banking (incl. Holding) 1,369 1,379 1,394 1,433 1,421 1,509 1,527 1,608 2Q25 2.08% 1Q24 2.10% 2Q24 2.08% 3Q24 2.08% 4Q24 2.05% 1Q25 2.08% 2Q25 2.05% 3Q25 2.11% 4Q25 ORGANIC VOLUME TREND * Non-annualised ** Loans to customers, excluding reverse repos *** Customer deposits, excluding debt certificates and repos, but including customer savings certificates. Excluding the volatility in the foreign branches of KBC Bank (included in BE BU), core customer deposits rose by 2% q-o-q and 3% y-o-y Growth figures are excluding FX, consolidation adjustments and reclassifications. Total loans** o/w retail mortgages Customer deposits*** Volume 209bn 84bn 238bn Growth q-o-q* +1% +2% +2% Growth y-o-y +7% +7% +2% NET INTEREST INCOME in m EUR NET INTEREST MARGIN* in %, calculated excluding dealing room, ALM FX swaps & repos * rounding effect
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7 of 79 Highlights Profit & Loss Capital & Liquidity Company profile KBC Strategy Asset quality Sustainability MREL & FundingLooking forward BU & FY25 view Inflow of core customer money CUSTOMER MONEY DYNAMIC OVER 4Q25 in bn EUR • 4Q25 saw an inflow of core customer money of +4.5bn EUR (+4.8bn EUR incl. FX impact) +1.3bn EUR foreign branches +0.4bn EUR FX impact +3.8bn EUR current accounts +2.9bn EUR savings accounts -2.9bn EUR term deposits 0.0bn EUR savings certificates +0.7bn EUR mutual funds 30SEP25 31DEC25 +4.5bn EUR CUSTOMER MONEY DYNAMIC OVER FY25 in bn EUR 31DEC24 -0.6bn EUR foreign branches +2.7bn EUR FX impact +6.0bn EUR current accounts +9.8bn EUR savings accounts -7.5bn EUR term deposits -1.2bn EUR savings certificates +6.0bn EUR mutual funds 31DEC25 +13.0bn EUR • FY25 saw an inflow of core customer money of +13.0bn EUR (+15.7bn EUR incl. FX impact)
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8 of 79 Highlights Profit & Loss Capital & Liquidity Company profile KBC Strategy Asset quality Sustainability MREL & FundingLooking forward BU & FY25 view Higher net fee and commission income, Record-high net inflows in direct client money in FY25 • Up by 2% q-o-q and by 4% y-o-y • Q-o-q increase was driven primarily by: • Net F&C income from Asset Management Services increased by 7% q-o-q due mainly to higher management fees • Net F&C income from banking services fell by 4% q-o-q due chiefly to higher distribution commissions paid for banking products, higher client incentives, seasonally lower network income and the SRT coupon cost, partly offset by higher securities-related fees, higher fees from payment services and higher fees from credit files & bank guarantees • Higher distribution fees linked to insurance • Y-o-y increase was mainly the result of: • Net F&C income from Asset Management Services rose by 8% y-o-y due mainly to higher management fees • Net F&C income from banking services decreased by 4% y-o-y due mainly to higher distribution commissions paid for banking products, higher client incentives, lower fees from credit files & bank guarantees and the SRT coupon cost, partly offset by higher securities-related fees, higher fees from payment services and higher network income • Higher distribution fees linked to insurance Note that roughly 15m net F&C income in 4Q25 were some year-end effects (linked to the performance of CZ pension fund), and therefore may not be extrapolated going forward NET FEE & COMMISSION INCOME in m EUR ASSETS UNDER MANAGEMENT in bn EUR 338 344 354 384 379 364 389 416 261 267 276 304 299 291 305 29215 1Q24 12 2Q24 11 3Q24 11 4Q24 12 1Q25 13 2Q25 12 3Q25 16 4Q25 Other Banking services Asset management services 614 623 641 700 690 667 707 725 107 109 113 115 115 118 124 127 71 73 74 77 76 77 80 82 59 61 61 62 62 63 66 68 21 1Q24 20 2Q24 21 3Q24 21 4Q24 21 1Q25 22 2Q25 22 3Q25 23 4Q25 Investment advice Fund-of-Funds Group assets & Pension fund Direct Client Money 258 262 269 276 273 280 292 300 • Increased by 3% q-o-q due to net inflows (+1%) and positive market performance (+2%) • Increased by 9% y-o-y due to net inflows (+5%) and positive market performance (+4%) • The mutual fund business has seen strong net inflows in FY25, both in higher- margin direct client money (record-high 6.0bn EUR in FY25 versus 5.0bn in FY24) as well as in lower-margin assets
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9 of 79 Highlights Profit & Loss Capital & Liquidity Company profile KBC Strategy Asset quality Sustainability MREL & FundingLooking forward BU & FY25 view Non-life sales up y-o-y, excellent life sales (up q-o-q and y-o-y) • Up by 11% y-o-y, with growth in all countries and all main classes, due to a combination of volume and tariff increases NON-LIFE SALES in m EUR LIFE SALES in m EUR • Increased by 26% q-o-q due to higher sales of unit-linked products (as the result of a successful launch of structured emissions and commercial actions linked to the large term deposits maturities in Belgium on one hand, and single-premium campaigns in CEE on the other hand), higher sales of guaranteed-interest products (due chiefly to traditionally higher volumes in tax-incentivized pension savings products in Belgium and commercial actions) and higher sales of hybrid products • Increased by 46% y-o-y due to higher sales of guaranteed-interest products, unit- linked products and hybrid products • Sales of guaranteed-interest products and unit-linked products accounted for 48% and 45% of total life insurance sales in 4Q25 respectively, with hybrid products (mainly in Belgium and the Czech Republic) accounting for the remainder • Life sales in FY25 rose by 23% y-o-y 730 623 603 591 792 671 653 654 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 • Non-life combined ratio for FY25 amounted to an excellent 87% (90% in FY24). This is mainly the result of: • 9% y-o-y higher insurance revenues before reinsurance • 3% y-o-y higher insurance service expenses before reinsurance, mainly in anticipation of further claims inflation • Lower net result from reinsurance contracts held (down by 59m EUR y-o-y due to material external recuperations related to storm Boris in FY24) COMBINED RATIO (NON-LIFE) in % 85% 87% 89% 90%86% 85% 87% 87% 1Q 1H 9M FY 2024 2025 471 351 405 262 615 285 420 481 261 222 336 401 333 299 362 507 64 71 61 77 33 1Q24 47 2Q24 49 3Q24 67 4Q24 1Q25 2Q25 3Q25 4Q25 Hybrid products Guaranteed- Interest products Unit-Linked products 765 620 791 730 1,013 655 843 1,065
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10 of 79 Highlights Profit & Loss Capital & Liquidity Company profile KBC Strategy Asset quality Sustainability MREL & FundingLooking forward BU & FY25 view FIFV & IFIE result up q-o-q and net other income below the normal run rate • FIFV & IFIE result up q-o-q, attributable mainly to: • Positive change in ‘ALM derivatives and other’ • Higher dealing room result partly offset by: • Negative credit, funding and market value adjustments, mainly the result of negative spread evolution, increased volumes and a decrease of the CZK yield curve, only slightly offset by an increase in the EUR yield curve and increased KBC funding spreads • Slightly more negative IFIE due to strong growth in insurance • Net other income: lower than the normal run rate of 50m EUR per quarter FIFV & IFIE in m EUR NET OTHER INCOME in m EUR 58 51 45 27 67 77 47 39 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 Dealing room 102 62 64 66 77 60 53 56 MVA/CVA/FVA 5 1 -24 -6 -1 0 5 -6 IFIE – mainly interest accretion -60 -60 -63 -66 -67 -67 -69 -72 M2M ALM derivatives and other -102 0 -19 -68 -55 -27 -51 1 FIFV & IFIE -55 3 -42 -74 -45 -34 -62 -22
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11 of 79 Highlights Profit & Loss Capital & Liquidity Company profile KBC Strategy Asset quality Sustainability MREL & FundingLooking forward BU & FY25 view Costs excluding bank & insurance taxes increased q-o-q, in line with guidance 518 539 1Q24 2 1,074 2Q24 47 1,135 3Q24 55 1,201 4Q24 1,106 1Q25 27 1,125 2Q25 1,063 1,143 3Q25 51 1,224 4Q25 Bank & insurance taxes Operating expenses 1,582 1,076 1,183 1,257 1,646 1,152 1,192 1,275 49 * See glossary for the exact definition OPERATING EXPENSES (INCLUDING COSTS DIRECTLY ATTRIBUTABLE TO INSURANCE) in m EUR • Total bank & insurance taxes increased by 7% y-o-y to 666m EUR in 2025 (623m EUR in 2024) • FY25 cost/income ratio • 46% when excluding certain non-operating items* (47% in FY24) • 41% excluding all bank & insurance taxes (43% in FY24) BANK AND INSURANCE TAX SPREAD 2025 in m EUR Total Upfront Spread out over the year Total 4Q25 1Q25 2Q25 3Q25 4Q25 1Q25 2Q25 3Q25 4Q25 FY25 BE BU 0 356 0 0 0 0 0 0 0 356 CZ BU 1 25 -4 1 1 0 0 0 0 24 Hungary 48 83 0 0 0 45 38 45 48 259 Slovakia 1 0 0 0 0 4 2 3 1 10 Bulgaria 0 22 -9 0 0 0 0 0 0 14 Group Centre 0 4 0 0 0 0 0 0 0 4 Total 51 490 -13 1 1 49 40 48 50 666 • Operating expenses excluding bank & insurance taxes rose by 7% q-o-q and by 2% y-o-y (+7% q-o-q and +1% y-o-y excluding FX effect) • The q-o-q increase was due mainly to higher ICT costs, seasonally higher marketing and professional fee expenses, higher facility expenses and higher depreciations • The y-o-y increase was due to, amongst others, higher staff costs (mainly the impact of wage inflation, partly offset by lower FTEs), higher ICT costs, higher marketing costs, higher professional fee expenses and higher depreciations • FY25 opex excluding bank & insurance taxes rose by 2.8% y-o-y including FX effect and by 2.5% y-o-y excluding FX effect, in line with our FY25 guidance • Excluding Ireland and one-off costs in Bulgaria (due to integration of Raiffeisenbank Bulgaria and the EUR adoption costs) both in FY24 and FY25, operating expenses excluding bank & insurance taxes went up by 3.6% y-o-y (and +3.2% y-o-y excluding FX effect) in FY25
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12 of 79 Highlights Profit & Loss Capital & Liquidity Company profile KBC Strategy Asset quality Sustainability MREL & FundingLooking forward BU & FY25 view Overview of bank & insurance taxes* 161 36 46 55 153 31 48 50 6 1Q24 -4 2Q24 0 3Q24 0 4Q24 2 1Q25 0 2Q25 0 3Q25 0 4Q25 Resolution Fund contribution Common bank & insur. taxes 167 32 46 55 155 31 48 50 317 356 0 -32 2Q24 00 3Q24 00 4Q24 0 1Q25 00 2Q25 0 0 3Q25 00 4Q25 Resolution Fund contribution 1Q24 Common bank & insur. taxes 317 -32 0 0 356 0 0 00 14 14 21 11 -5 1Q24 30 2Q24 01 3Q24 01 4Q24 1Q25 1 2Q25 01 3Q25 01 4Q25 Resolution Fund contribution Common bank & insur. taxes 35 3 1 1 25 -4 1 1 491 55 523 -1 3 2Q24 047 3Q24 0 4Q24 17 1Q25 -5 32 2Q25 0 27 3Q25 051 4Q25 Resolution Fund* contribution 1Q24 Common bank & insur. taxes 518 2 47 55 539 27 49 51 49 * This refers solely to the bank & insurance taxes recognised in opex, and as such it does not take account of income tax expenses, non-recoverable VAT, etc. ** Including directly attributable costs to insurance KBC GROUP in m EUR KBC Group 666m EUR 12.7% of FY25 opex** BELGIUM BU in m EUR CZECH REPUBLIC BU in m EUR BU BE 356m EUR 12.2% of FY25 opex** BU IM 283m EUR 24.2% of FY25 opex** INTERNATIONAL MARKETS BU in m EUR BU CZ 24m EUR 2.4% of FY25 opex**
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13 of 79 Highlights Profit & Loss Capital & Liquidity Company profile KBC Strategy Asset quality Sustainability MREL & FundingLooking forward BU & FY25 view • Net loan loss impairment charges of 73m EUR in 4Q25 (compared with 45m EUR in 3Q25) due to: o 76m EUR net loan loss impairment charges on lending book (compared with 55m EUR in 3Q25) o A decrease of 3m EUR of the ECL buffer (versus a decrease of 9m EUR of the ECL buffer in 3Q25), driven mainly by micro- and macroeconomic indicators o Total outstanding ECL for geopolitical & macroeconomic uncertainties now stands at 100m EUR 48m EUR impairment on ‘goodwill’ and ‘other’, of which: o 26m EUR impairment on software o 9m EUR modification losses related to the mortgage loan support scheme in Slovakia o 7m EUR goodwill impairment Higher net loan loss impairment charges & excellent credit cost ratio Higher impairments on ‘goodwill’ and ‘other’ 43 58 132 100 83 76 55 76 28 40 48 -27 -71 -50 -45 0 1Q24 13 14 2Q24 7 3Q24 4Q24 0 1Q25 8 2Q25 5 -9 3Q25 -3 4Q25 16 85 69 78 38 124 51 120 2.1% 1Q24 2.1% 2Q24 2.1% 3Q24 2.0% 4Q24 1.9% 1Q25 1.8% 2Q25 1.8% 3Q25 1.8% 4Q25 FY15 FY16 FY17 FY18 FY19 16 FY20* 9 FY21* FY22 FY23 FY24 FY25 23 9 -6 -4 12 60 -18 8 0 10 13 Other impairments ECL for geopolitical and macroeconomic uncertainties Impairments on financial assets at AC and FVOCI • The credit cost ratio in FY25 amounted to: • 13 bps (16 bps in FY24) without ECL for geopolitical & macroeconomic uncertainties • 13 bps (10 bps in FY24) with ECL for geopolitical & macroeconomic uncertainties • The impaired loans ratio amounted to 1.8% (0.9% of which over 90 days past due) ASSET IMPAIRMENT in m EUR; negative sign is a release CREDIT COST RATIO in bps IMPAIRED LOANS RATIO in % *In FY20, an ECL buffer of 44 bps was added re Covid risks, fully released in FY21. In FY21, a new ECL buffer of 429m EUR was added for geopolitical & macroeconomic uncertainties
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14 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Unfloored* fully loaded Basel 4 CET1 ratio from 3Q25 to 4Q25 Jan 2012 3Q25 (B4 DC***) +1.7 Volume +1.2 Operational RWA Other**** 4Q25 (B4 DC)***** 127.8 129.5 SRT -2.3 Market RWA +0.8 +0.2 * Fully loaded Basel 4 CET1 ratio excluding output floor impact ** Includes the q-o-q delta in foreign currency translation differences, intangible fixed assets, AT1 coupon, remeasurement of defined benefit obligations, deduction pension plan assets, NPL shortfall etc. *** Includes the RWA equivalent for KBC Insurance based on DC, calculated as the historical book value of KBC Insurance multiplied by 250% under B4 **** Includes foreign currency translation differences, asset quality, model changes, … ***** Delta with transitional RWAs is the phased-in B4 impact and the impact of the transitional rule regarding Standardised RW for EUR sovereign exposure issued by non-EUR EU countries Unfloored fully loaded B4 common equity ratio amounted to 14.9% at the end of FY25 based on the Danish Compromise The 365.bank acquisition was closed on 15 January 2026, while the Business Lease acquisition was closed on 10 February 2026. This will be a headwind for the unfloored fully loaded CET1 ratio in 1Q26 of approximately 50bps combined 3Q25 (B4 DC) +0.8 4Q25 net result (excl. KBC Ins. due to Danish Compr.) -0.8 Pro-rata accrual dividend +0.1 Dividend payment KBC Ins to KBC Group +0.1 Deferred tax assets on losses carried forward -0.1 Other** 4Q25 (B4 DC) 19.1 19.2 Q-O-Q VARIANCE OF CET1 CAPITAL in bn EUR Q-O-Q VARIANCE OF RWA in bn EUR
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15 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Strong capital position with substantial buffer to MDA CET1 capital 14.9 4.5 1.1 5.3 Pillar I P2R CBR 10.9 10.9 1.9 CET1 AT1 (incl. P2R) 12.7 12.7 2.5 Tier 1 Tier 2 (incl. P2R) 15.2 14.9 1.9 Tier 1 capital CET1 AT1 16.8 14.9 1.9 2.4 Total capital CET1 AT1 Tier 2 19.2Regulatory requirement KBC Group Distance to MDA restrictions4.0% 5,150m EUR 4.0% 5,235m EUR 3.9% 5,100m EUR • P2R 1.95% (= Pillar II requirement) 1.10% to be met with CET1, 37bps eligible for AT1 and 49bps for Tier 2 • CBR 5.28% (= Combined buffer requirement) 2.50% Capital conservation buffer 1.50% O-SII buffer 1.28% Countercyclical buffer • OCR* (10.87%) buffer 4.0% • MDA buffer 3.9% lowest of the buffers between available and required (i) CET1 capital, (ii) Tier 1 capital and (iii) Total capital • MDA 10.91% i.e. the net of the CET1 ratio (14.9%) and the MDA buffer (3.9%) CAPITAL REQUIREMENTS AND DISTANCE TO MAXIMUM DISTRIBUTABLE AMOUNT (MDA) RESTRICTIONS AS AT 31DEC25 (FULLY LOADED, B4) in % * As announced on 7 November 2025, the countercyclical buffer in Belgium increased from 1.0% to 1.25%, while the systemic risk buffer applied to the Belgian IRB mortgage loan portfolios of 0.10% was deactivated, both applicable as from mid-2026. As such, OCR at KBC Group level increased from 10.85% to 10.87%
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16 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Leverage ratio, liquidity ratios and Solvency II ratio Q-o-q lower leverage ratio (from 5.8% to 5.6%) due mainly to higher volatile assets (chiefly increase in cash & cash balances and trading securities) Both LCR* and NSFR** were well above the regulatory requirement of 100% * Liquidity Coverage ratio (LCR) is based on the Delegated Act requirements. From EOY2017 onwards, KBC Bank discloses 12 months average LCR in accordance with EBA guidelines on LCR disclosure. ** Net Stable Funding Ratio (NSFR) is based on KBC Bank’s interpretation of the proposal of CRR amendment. LEVERAGE RATIO | KBC GROUP fully loaded Leverage ratio 5.6% FY25 5.5% FY24 LIQUIDITY RATIOS | KBC GROUP in % LCR 159% FY25 158% FY24 NSFR 138% FY25 139% FY24 SOLVENCY II RATIO | KBC INSURANCE in % Solvency II ratio 227% FY25 200% FY24 Q-o-q higher Solvency II ratio due mainly to lower bond spreads, an increase of the EUR interest rate curve and the 4Q25 IFRS P&L result, partly offset by the estimated dividend and higher global equity markets
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17 of 79 Highlights Capital & Liquidity Looking forward Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 view 4,474 FY24 4,585 Old guidance FY25 4,888 Old guidance FY27 +2.5%* +3.0% +3.3% Looking forward | Where are we coming from? Current baseline Observing KBC’s current market guidance over the 2024-2027 horizon, • On Total income, combining the +7.5% guided y-o-y growth into 2025 with the +6.0% guided CAGR24-27 implied a projected annual growth of Total income of +5.3% for 2026 and 2027 • On Operating expenses excl. bank and insurance tax, combining the +2.5% guided y-o-y growth into 2025 with the +3.0% guided CAGR24-27 implied a projected annual growth of Operating expenses excl. BIT of +3.3% for 2026 and 2027. 11,167 FY24 12,004 Old guidance FY25 13,300 Old guidance FY27 +7.5% +6.0% +5.3% TOTAL INCOME | OLD GUIDANCE OPEX EXCL. BIT | OLD GUIDANCE * when excluding Ireland and one-off costs in Bulgaria (due to integration of Raiffeisenbank Bulgaria and the EUR adoption costs) both in FY24 and FY25, underlying Operating expenses excl. BIT went up by +3.6% y-o-y in FY25
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18 of 79 Highlights Capital & Liquidity Looking forward Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 view Looking forward | Changing elements and assumptions going into 2026 in m EUR 2026 2027 2028 Net interest income 157 169 177 Total income 261 284 297 Operating expenses -156 -159 -86 Beyond business development, the underlying P&L evolution that was indicated in last year’s long-term guidance is being impacted in two material ways: • FX impact • Both CZK and HUF have moved on an appreciation trajectory that is much stronger than anticipated last year • This is particularly the case for the CZK for which, early 2025 – when the former long-term guidance was set up, our macroeconomic scenario anticipated the average EUR-CZK rate over 2026 to be around 24.9, while this estimate now has meanwhile dropped below 24.0 • With Czech operations contributing more than 2.5bn EUR to Total income and around 1bn EUR to Operating expenses excl. BIT, this gap brings about material positive contributions to income and negative impacts to expenses that we call out explicitly for 2026 • Impacts on HUF are of a similar nature, yet overall less material • M&A • The consolidation of 365.bank and Business Lease onboards these subsidiaries’ P&L into the Group P&L as from 2026 will have material impacts as well, as provided below in detail • As announced upon the signing of these deals, • We anticipate to realise the integration and restructuring of these businesses within the KBC organisation within the first two years (2026 and 2027), when the bulk of integration and restructuring costs are foreseen • We expect the envisaged synergies to come to full fruition as of year three (2028) AGGREGATE PROJECTED CONTRIBUTION OF 365.BANK AND BUSINESS LEASE TO PROFIT AND LOSS
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19 of 79 Highlights Capital & Liquidity Looking forward Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 view Looking forward | FY26 OpEx and Total income guidance Clearly, both M&A and FX effects have a benign impact on Total income, while negatively impacting the Operating Expenses line. For full transparency, we show the expected impacts broken down over 2026 on the left. Focusing on the organic evolutions (i.e. excluding FX and M&A), • Total income is guided to a y-o-y growth of +6.8%, a further improvement against the +5.3% growth anticipated in the former guidance (even against a much stronger than expected starting point) • The main driver for the further growth remains a continued uplift in Net interest income that we now guide for at least 6,725m EUR on the full scope of KBC Group (which translates to at least 6,500m EUR excl. FX impact and M&A) • Operating expenses excl. BIT is guided to a y-o-y growth of +3.4%, in line with the trajectory that was laid out in the former guidance at +3.3% and slightly better than the underlying growth of +3.6% in 2025 • The Operating expenses growth is nearly fully explained by inflationary effects: the expected weighted average wage inflation for KBC Group is +3.7% for 2026 • Our Cost/income ratio will further improve from approximately 41% in 2025 to approximately 40% in 2026, improving our efficiency levels while investing in further income growth 830 261 FY25 13,029 FY26E full scope 13,407 M&A (365/BL) FY26E same scope 13,146 FX 117 FY26E organic growth 12,200 +9.9% +7.8%+6.8% TOTAL INCOME | DRIVERS TOWARDS 2026 4,599 FY25 156 4,755 FY26E organic growth 42 FX 4,797 FY26E full scope 4,953 M&A (365/BL) 156 FY26E same scope +4.3% +7.7% +3.4% OPERATING EXPENSES EXCL. BIT | DRIVERS TOWARDS 2026 +3.4% +3.4% +2.2%JAWS 40.0% 40.0% 40.4%COST/INCOME
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20 of 79 Highlights Capital & Liquidity Looking forward Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 view Looking forward | FY26 financial guidance Our bank-insurance model is firing on all cylinders Note: all growth figures are based on reported 2025 figures 2026, organic growth 2026, full scope Total income at least +6.8% y-o-y at least +9.9% y-o-y Net interest income* at least 6,500m EUR at least 6,725m EUR Organic loan volume growth approximately +5% y-o-y Insurance revenues (before reinsurance) at least +7.5% y-o-y at least +7.5% y-o-y Operating expenses (excl. bank/insurance tax) below +3.4% y-o-y below +7.7% y-o-y Combined ratio below 91% below 91% Credit cost ratio well below TTC of 25-30bps well below TTC of 25-30bps Jaws at least +3.4% Cost/income** approx. 40% * Based on following assumptions: (i) market forward rates of early February, (ii) no speculation on potential measures of any government and (iii) conservative pass -through rates on savings accounts ** KBC’s Cost/income ratio includes in the numerator Insurance commissions paid; for FY26, these are estimated in line with t he Insurance revenues growth, i.e. at least +7.5% y -o-y which corresponds to at least 461m EUR
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21 of 79 Highlights Capital & Liquidity Looking forward Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 view Looking forward | FY28 financial guidance Our bank-insurance model is firing on all cylinders Note: all growth figures are based on reported 2025 figures 2028 Total income* CAGR25-28 at least +7.7% Net interest income** CAGR25-28 at least +8.6% Insurance revenues* (before reinsurance) CAGR25-28 at least +7.5% Operating expenses* (excl. bank/insurance tax) CAGR25-28 below +4.3% Combined ratio below 91% Credit cost ratio well below TTC of 25-30bps Jaws at least +3.4% Cost/income*** below 38% * Including FX impacts and closed M&A files (365.bank and Business Lease) ** Including FX impacts and closed M&A files (365.bank and Business Lease), and based on following assumptions : (i) market forward rates of early February, (ii) no speculation on potential measures of any government and (iii) conservative pass-through rates on savings accounts *** KBC’s Cost/income ratio includes in the numerator Insurance commissions paid; for FY28, these are estimated in line with the Insurance revenues growth, i.e. at least +7.5% CAGR25 -28 which corresponds to at least 533m EUR
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22 of 79 Highlights Capital & Liquidity Looking forward Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 view Wrap-up | Digital-first, data-driven and AI-led integrated bank-insurer with tailored AM 50% 49% 51% 50% 50% 50% 51% 49% 50% 50% 2021 2022 2023 2024 2025 NII Non-NII Well-diversified, both geographically and from a business point of view KBC Group topline diversification: roughly 50% NII and 50% non-NII in % • geographically … • Mature markets (BE, CZ) combined with growth markets (SK, HU, BG) • Robust market position in all key markets & strong trends in loan and deposit growth • Wealth levels are and will continue to gradually converge towards Western European standards • … and from a business point of view • Unique integrated, digital-first, data-driven and AI-led bank-insurer with a strongly developed & tailored AM business • Unique selling proposition: in-depth knowledge of local markets and profound relationships with clients • Our fully integrated distribution model and increasingly straight-through processes allow for sustainable efficiency gains in tandem with a full range of products and services that go beyond banking and insurance through ecospheres • Global recognition for our digital-first approach through Kate, fueled by the number 1 banking app worldwide in 2025 • CAGR25-28 NII of at least +8.6%, even in stabilising (policy) rate environment • Longer average duration of the replication portfolio will generate a further NII increase, even as interest rates are stabilising • The negative impact from the State Note in Belgium has disappeared • Shifts from TD to CASA will continue to happen, albeit at a slower pace Successful digital-first approach through KATE • Implicit CAGR25-28 non-NII of roughly +7% • Insurance revenues (before reinsurance) CAGR25-28 of at least +7.5% • Sustained fee income growth, propelled by strong net sales year after year thanks to success of Regular Investment Plans and the gradual convergence of wealth levels in Central Europe towards Western European standards • Negative impact from SRT coupon costs following our securitisation program
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23 of 79 Highlights Capital & Liquidity Looking forward Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 view Wrap-up Excellent financial performance Outstanding solvency and liquidity Kate convinces customers Franchise is growing KATE autonomy 82% BE 69% CZ 6.0 million users in contact with Kate loan volumes +7% y-o-y customer deposits +2% y-o-y AM net inflows of direct client money +6.0bn FY25 non-life sales +9% y-o-y in FY25 life sales +23% y-o-y in FY25 CET1 ratio 14.9% 3.9% buffer vs MDA SII ratio 227% NSFR 138% LCR 159% net result 1003m 4Q25 3568m FY25 return on tangible equity 16%* FY25 combined ratio 87% FY25 * Excluding one-offs 398k converted Kate leads (during last 12 months)
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24 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality MREL & Funding Profit & Loss BU & FY25 view SustainabilityLooking forward BU & FY25 view (slide 25-47) • Belgium BU • Czech Republic BU • International Markets BU • Slovakia • Hungary • Bulgaria • Group Centre BU • FY 2025 • Company profile • KBC strategy • Sustainability • Asset quality • MREL & funding Navigate quickly to this content by using the below tabs in the digital version of this presentation Supplemental information & disclosures Annexes (slide 48-76)
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25 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 viewLooking forward 243 519 519 487 281 607 589 674 79 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 Belgium BU (1) | Net result NET RESULT in m EUR • The quarter was characterised by higher net interest income, higher net fee and commission income, lower sales of non-life insurance products, higher sales of life insurance products, better net result from financial instruments at fair value & IFIE, higher dividend income, lower net other income, higher operating expenses, lower insurance service expenses after reinsurance and lower net impairment charges ROAC FY25 22% 64% of Allocated CapitalOne-off
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26 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward Belgium BU (2) | Net interest income 809 831 828 837 830 900 898 956 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 1.94% 1Q24 1.97% 2Q24 1.94% 3Q24 1.90% 4Q24 1.87% 1Q25 1.92% 2Q25 1.88% 3Q25 1.98% 4Q25 * Non-annualised ** Loans to customers, excluding reverse repos *** Customer deposits, excluding debt certificates and repos, but including customer savings certificates. Excluding the volatility in the foreign branches of KBC Bank (included in BE BU), customer deposits rose by 2% both q-o-q and y-o-y Growth figures are excluding FX, consolidation adjustments and reclassifications • Increased by 10 bps q-o-q and by 7* bps y-o-y for the reasons mentioned on net interest income and an increase in the interest-bearing assets (denominator), both q-o-q and y-o-y• +6% q-o-q, as • Higher commercial transformation result • Higher NII on term deposits • Higher dealing room NII • Higher short-term cash management • Slightly higher NII on inflation-linked bonds (+1m EUR q-o-q, from +4m EUR in 3Q25 to +5m EUR in 4Q25) • Lower costs on the minimum required reserves held with the central bank was partly offset by • Lower lending income (loan volume growth was more than offset by margin pressure on the outstanding loan portfolio) • Lower ALM result • +14% y-o-y as sharply higher commercial transformation result, higher lending income (loan volume growth more than offset margin pressure on the outstanding loan portfolio), higher NII on term deposits, higher dealing room NII and lower costs on the minimum required reserves held with the central bank, were partly offset by lower ALM result and lower short-term cash management ORGANIC VOLUME TREND Total loans** o/w retail mortgages Customer deposits*** Volume (EUR) 131bn 49bn 148bn Growth q-o-q* +1% +1% +3% Growth y-o-y +5% +5% +1% NET INTEREST INCOME in m EUR NET INTEREST MARGIN in % * rounding effect
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27 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward Belgium BU (3) | Credit margins in Belgium 0.0 0.5 1.0 0.6 0.1 0.2 0.3 0.4 0.7 0.8 0.9 1.1 1.2 1.3 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 1Q16 4Q21 1Q22 2Q22 3Q22 4Q22 1Q23 2Q23 3Q23 4Q23 1Q24 2Q24 3Q24 4Q24 1Q25 1Q15 3Q25 4Q25 2Q15 3Q15 4Q15 2Q16 3Q21 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 2Q25 0.2 0.1 0.3 0.4 0.5 0.6 0.7 0.8 1.0 1.1 1.2 1.3 1.4 1.5 0.9 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 3Q21 4Q21 1Q22 2Q22 3Q22 4Q16 1Q23 2Q23 3Q23 4Q23 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 SME and corporate loans Mortgage loans 4Q25 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 1Q17 4Q22 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 PRODUCT SPREAD ON CUSTOMER LOAN BOOK | OUTSTANDING in % PRODUCT SPREAD | NEW PRODUCTION in %
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28 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward Belgium BU (4) | Other income lines & cross-selling NET FEE & COMMISSION INCOME in m EUR • The 2% higher q-o-q net F&C income was mainly the result of higher management fees, higher securities-related fees, higher network income and higher fees from credit files & bank guarantees, partly offset by lower entry fees, lower payment-related fees, higher distribution fees paid for mutual funds and the coupon cost on SRT issues • The 5% higher y-o-y net F&C income was driven chiefly by higher management & entry fees, higher securities-related fees, higher network income and higher distribution fees received linked to insurance, partly offset by higher distribution fees paid for mutual funds, lower payment- related fees, lower fees from credit files & bank guarantees and the coupon cost on SRT issues • Insurance sales: 1,302m EUR • Non-life sales (366m EUR) +7% y-o-y, due to premium growth in all classes, due to a combination of volume and tariff increases • Life sales (936m EUR) rose by 26% q-o-q and by 49% y-o-y o The q-o-q increase was due mainly to sharply higher sales of guaranteed- interest products (due chiefly to traditionally higher volumes in tax-incentivised pension savings products and commercial actions) as well as higher sales of unit-linked products (as the result of a successful launch of structured emissions in Belgium and commercial actions linked to the large term deposit maturities) and hybrid products o The y-o-y increase was driven by sharply higher sales of unit-linked products and higher sales of guaranteed-interest products • Combined ratio amounted to an excellent 86% in FY25 (88% in FY24) MORTGAGE-RELATED CROSS-SELLING RATIOS in % ASSETS UNDER MANAGEMENT • 265bn EUR • Increased by 3% q-o-q due to net inflows (+1%) and positive market performance (+2%) • Increased by 8% y-o-y due to net inflows (+4%) and positive market performance (+4%) INSURANCE 409 409 419 446 454 430 458 469 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 49.5% 63.7% 95.2% 87.0% Property insurance Life insurance
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29 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward Belgium BU (5) | Opex & impairments OPERATING EXPENSES in m EUR • Opex (including costs directly attributable to insurance, but excluding bank & insurance taxes): +5% q-o-q and +1% y-o-y • +5% q-o-q as higher ICT costs, seasonally higher marketing expenses and higher facility expenses were partly offset by lower staff costs • +1% y-o-y due chiefly to higher staff costs (mainly the impact of wage inflation, partly offset by lower FTEs), ICT costs, higher marketing costs and higher facility costs, partly offset by lower professional fee expenses and lower depreciations • Cost/income ratio adjusted for specific items: 43% in FY25 (44% in FY24) • Net loan loss impairment charges of 28m EUR in 4Q25 (compared with 46m EUR in 3Q25) due to: • 31m EUR net loan loss impairment charges on lending book (versus 53m EUR in 3Q25) • a 3m EUR net impairment release for geopolitical & macroeconomic uncertainties (versus a 7m release in 3Q25) • Credit cost ratio amounted to 13 bps in FY25 (19 bps in FY24) • 14m EUR impairment charge on ‘goodwill and other’ (on software, buildings and a goodwill impairment) • Impaired loans ratio improved to 1.8%, 0.8% of which over 90 days past due ASSET IMPAIRMENT in m EUR 606 609 634 666 628 627 642 673 317 356 1Q24 -32 2Q24 0 3Q24 0 4Q24 1Q25 0 2Q25 0 3Q25 0 4Q25 Bank & insurance taxes Operating expenses 923 576 634 666 984 627 642 673 47 72 94 68 67 60 53 31 50 17 14 -54 -20 -43 0 -10 1Q24 1 2Q24 2 3Q24 11 4Q24 0 1Q25 2 2Q25 0 -7 3Q25 -3 4Q25 37 123 42 58 24 79 47 42 Other impairments ECL for geopolitical and macroeconomic uncertainties Impairments on financial assets at AC and FVOCI
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30 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 viewLooking forward Czech Republic BU (1) | Net result • The quarter was characterised by higher net interest income, stable net fee & commission income, stable sales of non-life and higher sales of life insurance products, lower net result from financial instruments at fair value & IFIE, higher net other income, higher costs, slightly higher insurance service expenses after reinsurance and higher impairments 197 244 179 238 207 240 244 231 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 NET RESULT in m EUR ROAC FY25 37% 16% of Allocated Capital
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31 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward Czech Republic BU (2) | Net interest income * Non-annualised ** Loans to customers, excluding reverse repos *** Customer deposits, excluding debt certificates and repos Growth figures are excluding FX, consolidation adjustments and reclassifications • Fell by 2* bps q-o-q and by 10 bps y-o-y for the reasons mentioned on net interest income and an increase in the interest-bearing assets (denominator), both q-o-q and y-o-y • +2% q-o-q and +5 y-o-y (both excl. FX effect) • Q-o-q increase as higher commercial transformation result, higher lending income, higher ALM result, higher dealing room NII, higher short- term cash management and higher NII on term deposits were partly offset by higher costs on the minimum required reserves held with the central bank • Y-o-y increase, as much higher commercial transformation result, higher lending income, higher ALM result, higher dealing room NII and higher short-term cash management were only partly offset by higher funding costs and higher costs on the minimum required reserves held with the central bank 315 323 325 335 336 348 356 367 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 2.39% 1Q24 2.42% 2Q24 2.40% 3Q24 2.46% 4Q24 2.44% 1Q25 2.44% 2Q25 2.39% 3Q25 2.36% 4Q25 ORGANIC VOLUME TREND Total loans** o/w retail mortgages Customer deposits*** Volume (EUR) 44bn 22bn 54bn Growth q-o-q* +1% +1% 0% Growth y-o-y +10% +7% +1% NET INTEREST INCOME in m EUR NET INTEREST MARGIN in % * rounding effect
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32 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward Czech Republic BU (3) | Other income lines & cross-selling • The 1% lower q-o-q and 4% lower y-o-y net F&C income excl. FX effect were mainly the result of higher commissions paid linked to banking products (partly seasonal), higher client incentives, seasonally lower network income (only q-o-q) and lower entry fees, partly offset by higher management fees, higher distribution fees received for mutual funds, higher securities-related fees (only q-o-q) and higher fees from credit files & bank guarantees • Insurance sales: 206m EUR • Non-life sales (149m EUR) +12% y-o-y excl. FX, due to premium and volume growth in almost all classes • Life sales (57m EUR): o +4% q-o-q excl FX due entirely to higher sales of hybrid products (due to commercial actions in 4Q25) o +7% y-o-y (excl. FX) as higher sales of hybrid products were partly offset by lower sales of unit-linked products and slightly lower sales of guaranteed-interest products • An excellent combined ratio of 87% in FY25 (86% in FY24) • 22.0bn EUR • +3% q-o-q due mainly to net inflows (+3%) • +14% y-o-y due to net inflows (+10%) and positive market performance (+4%) 84 84 87 97 94 88 97 97 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 70% 2023 72% 2024 73% 2025 66% 2023 64% 2024 63% 2025 37% 2023 32% 2024 36% 2025 Mortgage & Property Mortgage & Life risk Cons. finance & Life risk NET FEE & COMMISSION INCOME in m EUR MORTGAGE-RELATED CROSS-SELLING RATIOS* in % ASSETS UNDER MANAGEMENT INSURANCE * Restated numbers due to methodology change: external broker channels are excluded
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33 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward 220 221 234 249 231 234 249 251 35 25 1Q24 3 2Q24 1 3Q24 1 4Q24 1Q25 -4 2Q25 1 3Q25 1 4Q25 Bank & insurance taxes Operating expenses 255 223 235 250 256 230 250 253 Czech Republic BU (4) | Opex & impairments • Opex (incl. costs directly attributable to insurance and excl. bank & insurance taxes): stable q-o-q and -3% y-o-y, excl. FX effect • Q-o-q stable as higher staff costs, higher marketing expenses, higher professional fee expenses and higher facility costs were offset by lower ICT costs • Y-o-y decrease was chiefly the result of lower ICT costs, lower facility costs and lower depreciations, partly offset by higher professional fee expenses, higher staff costs and higher marketing expenses • Adjusted for specific items, C/I ratio amounted to roughly 42% in FY25 (45% in FY24) • Net loan loss impairment charges of 19m EUR in 4Q25 (compared with 1m EUR release in 3Q25). Credit cost ratio amounted to 0.10% in FY25 (-0.09% in FY24) • 6m EUR impairment charge on ‘other’ (mainly software) • Impaired loans ratio amounted to 1.3%, 0.7% of which over 90 days past due 10 26 5 14 13 1 19 -25 -6 -16 -9 -18 6 0 1Q24 1 2Q24 0 3Q24 2 4Q24 00 1Q25 0-1 2Q25 -10 3Q25 0 4Q25 4 -41 17 -11 14 12 0 26 Other impairments ECL for geopolitical and macroeconomic uncertainties Impairments on financial assets at AC and FVOCI OPERATING EXPENSES in m EUR ASSET IMPAIRMENT in m EUR
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34 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 viewLooking forward International markets BU (1) | Highlights * Non-annualised ** Loans to customers, excluding reverse repos (and bonds). *** Customer deposits, excluding debt certificates and repos Growth figures are excluding FX, consolidation adjustments and reclassifications NET RESULT in m EUR • Higher net interest income. NIM of 2.94% in 4Q25 (+1 bp q-o-q and -22 bps y-o-y) • Higher net fee and commission income • Higher FIFV & IFIE result and lower net other income • Higher non-life and life insurance sales • A combined ratio of 90% in FY25 (96% in FY24). Excluding the significant windfall tax on insurance in Hungary, the combined ratio amounted to 88% in FY25 (93% in FY24) • Higher operating expenses • Higher net impairment charges Total loans** o/w retail mortgages Customer deposits*** Volume (EUR) 34bn 14bn 36bn Growth q-o-q* +3% +4% +5% Growth y-o-y +12% +14% +8% ORGANIC VOLUME TREND 34 27 16 26 34 25 31 17 50 65 35 63 76 80 85 66 90 94 72 1Q24 121 2Q24 110 3Q24 4Q24 1Q25 122 2Q25 112 3Q25 116 4Q25 Bulgaria Hungary Slovakia 146 224 205 175 135 237 237 205 ASSETS UNDER MANAGEMENT • 12.7bn EUR (+5% q-o-q and +16% y-o-y) HIGHLIGHTS (Q-O-Q) ROAC FY25 28% 19% of Allocated Capital
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35 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward International markets BU (2) | Slovakia • Higher net interest income • Higher net fee & commission income driven mainly by higher payment-related fees, higher distribution fees received for mutual funds, higher securities-related fees and higher entry fees • Stable FIFV & IFIE result and stable net other income • Slightly lower non-life insurance sales and slightly higher life insurance sales • An improvement of the combined ratio (from 112% in FY24 to 97% in FY25) as higher MTPL claims (due to inflation) were offset by higher tariffs, next to a very positive claims evolution in SME • Stable operating expenses excluding bank & insurance taxes • 4m EUR net loan loss impairment charges in 4Q25 (5m EUR net loan loss impairment releases in 3Q25). Credit cost ratio of 0.05% in FY25 (-0.14% in FY24) • 12m EUR impairment on ‘other’ (of which 9m EUR modification losses related to the mortgage loan support scheme and 3m EUR on software) HIGHLIGHTS (Q-O-Q) • Total customer loans rose by 1% q-o-q and by 9% y-o-y (the latter due to good growth in all segments) • Total customer deposits rose by 5% q-o-q and by 4% y-o-y (both due mainly to the corporate segment) 34 27 16 26 34 25 31 17 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 NET RESULT in m EUR VOLUME TREND * Non-annualised ** Loans to customers, excluding reverse repos (and bonds). *** Customer deposits, excluding debt certificates and repos Growth figures are excluding FX, consolidation adjustments and reclassifications ORGANIC VOLUME TREND Total loans** o/w retail mortgages Customer deposits*** Volume (EUR) 13bn 7bn 9bn Growth q-o-q* +1% +1% +5% Growth y-o-y +9% +7% +4% ROAC FY25 12% 6% of Allocated Capital
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36 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward International markets BU (3) | Hungary • Higher net interest income excluding FX effect due mainly to higher commercial transformation result • Lower net fee and commission income excluding FX effect driven mainly by higher commissions and other incentives paid linked to banking products, partly offset by higher fees from payment services and higher distribution fees received for mutual funds • Higher FIFV & IFIE result and lower net other income • Slightly lower non-life insurance sales excluding FX effect and higher life insurance sales • A combined ratio of 94% in FY25 (100% in FY24) due mainly to windfall tax on insurance. Excluding this windfall tax, the combined ratio amounted to 90% in FY25 (91% in FY24) • Operating expenses excluding FX effect and bank & insurance taxes rose by 2% q-o-q due mainly to higher ICT costs and higher depreciations • 3m net loan loss impairment charges in 4Q25 (versus 0m in 3Q25). Credit cost ratio of 0.06% in FY25 (-0.27% in FY24) • 7m EUR impairment on ‘other’ (software) • Total customer loans rose by 6% q-o-q and by 11% y-o-y, both driven by growth in all segments • Total customer deposits evolved by +5% q-o-q and +6% y-o-y due to growth in all segments 50 121 110 65 35 122 112 116 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 HIGHLIGHTS (Q-O-Q) NET RESULT in m EUR VOLUME TREND * Non-annualised ** Loans to customers, excluding reverse repos (and bonds) *** Customer deposits, excluding debt certificates and repos Growth figures are excluding FX, consolidation adjustments and reclassifications ORGANIC VOLUME TREND Total loans** o/w retail mortgages Customer deposits*** Volume (EUR) 8bn 2bn 11bn Growth q-o-q* +6% +9% +5% Growth y-o-y +11% +20% +6% ROAC FY25 46% 6% of Allocated Capital
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37 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward International markets BU (4) | Bulgaria 63 76 80 85 66 90 94 72 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 • Higher net interest income due mainly to higher commercial transformation result and higher lending income, partly offset by lower ALM result, higher costs on the minimum required reserves held with the central bank and lower NII on term deposits • Higher net fee and commission income driven mainly by higher payment-related fees and higher distribution fees received linked to insurance • Higher non-life and life insurance sales • An excellent combined ratio of 84% in FY25 (86% in FY24) • Higher operating expenses excluding bank & insurance taxes due mainly to higher ICT costs, higher facility costs and higher marketing expenses • 25m EUR net loan loss impairment charges (versus 5m EUR in 3Q25), almost entirely related to companies in grain trading business. Credit cost ratio of 0.40% in FY25 (0.14% in FY24) • 5m EUR impairment on ‘other’ (mainly software) • Total customer loans rose by 4% q-o-q and by 16% y-o-y due to growth in all segments • Total customer deposits rose by 5% q-o-q (due to growth in the retail segment) and by 12% y-o-y (due to growth in the retail & SME segments) HIGHLIGHTS (Q-O-Q) NET RESULT in m EUR VOLUME TREND * Non-annualised ** Loans to customers, excluding reverse repos (and bonds) *** Customer deposits, excluding debt certificates and repos Growth figures are excluding FX, consolidation adjustments and reclassifications ORGANIC VOLUME TREND Total loans** o/w retail mortgages Customer deposits*** Volume (EUR) 13bn 4bn 16bn Growth q-o-q* +4% +6% +5% Growth y-o-y +16% +26% +12% ROAC FY25 28% 8% of Allocated Capital
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38 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingBU & FY25 viewLooking forward Group Centre BU | Highlights NET RESULT in m EUR HIGHLIGHTS (Q-O-Q), EXCLUDING IRELAND • The net result for the Group Centre comprises the results from activities and/or decisions specifically made for group purposes and, as of 1Q22, KBC Bank Ireland • Excluding KBC Bank Ireland, the q-o-q lower result of Group Centre was attributable mainly to: • Higher operating expenses excluding bank & insurance taxes (higher ICT costs, stewardship costs,…) • Lower FIFV & IFIE result • Lower net other income partly offset by • Impairment reversals -85 -59 -74 -64 -67 5 1Q24 -2 2Q24 -3 -111 3Q24 316 -101 4Q24 -3 1Q25 -2 2Q25 -2 3Q25 -1 -106 4Q25 KBC Ireland BU GC excl. KBCI -80 -61 -114 215 -77 -65 -68 -107
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39 of 79 FY 25 Highlights Capital & Liquidity Company profile KBC Strategy Asset qualityProfit & Loss BU & FY25 viewLooking forward Sustainability MREL & Funding 3,415 FY24 3,568 FY25 +4% NET RESULT in m EUR FY25 | Highlights Net result rose by 4% y-o-y from 3,415m EUR in 2024 to 3,568m EUR in 2025, mainly as a result of the following: • Revenues rose by 9% y-o-y due mainly to higher net interest income, higher net fee and commission income, higher insurance revenues (both life and non-life), higher net other income and higher dividend income • Operating expenses excluding bank & insurance taxes rose by 2.8% y-o-y including FX effect and by 2.5% y-o-y excluding FX effect to 4.6bn EUR, in line with guidance. Total bank & insurance taxes increased from 623m EUR in FY24 to 666m EUR in FY25 • Net impairment charges amounted to 334m EUR (compared with 248m EUR in FY24). This was attributable chiefly to : • 290m EUR net loan loss impairment charges on lending book (of which 52m EUR lowering the backstop shortfall for NPLs in Belgium) versus 333m EUR in FY24 • A 17m EUR reversal of the ECL buffer for geopolitical & macroeconomic uncertainties (versus a 134m EUR reversal in FY24) • Impairment of 61m EUR on ‘goodwill and other’, mainly on software and modification losses (the latter in Slovakia and Hungary) versus 49m EUR in FY24 • Note that in 2024, a one-off tax benefit of 318m EUR was booked as a result of the liquidation of KBC Bank Ireland, besides a 79m EUR one-off gain in ‘share in results of associated companies & joint ventures’. Excluding these 2 positive one-off effects (from the FY24 net result), net result rose by 18% y-o-y in 2025
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40 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Net result from reinsurance -334 Impairments 6 Other -1.010 NII FY25 Net Result NFCI Insurance revenues -163 FIFV & IFIE 307 Other Income Total Income -4.706 Opex (excl directly attrib. from ins.) -2.512 ISE -75 2.789 3.201 12.200 3.568 6.065 Income taxes Y-o-Y +9% +8% +9% +9% +1% FY25 | Overview of building blocks of the net result +4%+3% NET RESULT | FY25 BUILDING BLOCKS in m EUR
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41 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward FY25 | Higher net interest income (better than guided) and NIM 452 417 5,157 FY24 5,614 FY25 Insurance NII Banking NII (incl. Holding) 5,574 6,065 +9% 2.09% FY24 2.07% FY25 -0.01%* * Loans to customers, excluding reverse repos (and bonds). Growth figures are excluding FX, consolidation adjustments and reclassifications ** Customer deposits, excluding debt certificates and repos. Excluding the volatility in the foreign branches of KBC Bank (included in BE BU), core customer deposits rose by 3% y-o-y • Decreased by 1* bp y-o-y as the increase in the interest-bearing assets (denominator) was larger than the NII growth (numerator) ORGANIC VOLUME TREND Total loans* o/w retail mortgages Customer deposits** Volume (EUR) 209bn 84bn 238bn Growth y-o-y +7% +7% +2% NET INTEREST INCOME in m EUR NET INTEREST MARGIN in % • FY25 NII rose 9% y-o-y to 6,065m EUR (above the guided at least 5.95bn EUR), due mainly to : • Higher commercial transformation result • Higher lending income • Higher dealing room NII • Lower subordination costs • Lower costs on the minimum required reserves held with the central banks (-164m EUR in FY25 versus -190m EUR in FY24) • Higher NII on inflation-linked bonds (27m EUR in FY25 versus 23m EUR in FY24) partly offset by: • Lower NII on term deposits • Lower ALM result • Lower short-term cash management • Higher wholesale funding costs • Loan volumes increased organically by 7% y-o-y, while customer deposits excluding debt certificates and repos rose by 2% y-o-y * rounding effect
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42 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward FY25 | Higher net fee and commission income and higher AUM & Record-high net inflows in direct client money NET FEE & COMMISSION INCOME in m EUR ASSETS UNDER MANAGEMENT in bn EUR • AUM increased by 9% y-o-y due to net inflows (+5%) and a positive market performance (+4%) • The mutual fund business has seen strong net inflows in FY25, both in higher- margin direct client money (record-high 6.0bn EUR in FY25 versus 5.0bn EUR in FY24) as well as in lower-margin assets 49 1,108 1,421 FY24 54 1,187 1,548 FY25 Other Banking services Asset Management services 2,578 2,789 +8% • Net fee and commission income (2,789m EUR) increased by 8% y-o-y • Net F&C from Asset Management Services increased by 9% y-o-y driven mainly by higher management & entry fees • Net F&C income from banking services increased by 7% y-o-y driven mainly by higher fees from payment services, higher network income and higher securities-related fees 115 127 21 23 77 82 62 68 FY24 FY25 Investment advice Fund-of-Funds Group assets & Pension fund Direct Client Money 276 300 +9%
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43 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward FY25 | Non-life sales significantly up y-o-y • Up by 9% y-o-y, with growth in all countries and all classes, due to a combination of volume and tariff increases NON-LIFE SALES in m EUR • Non-life combined ratio for FY25 amounted to an excellent 87% (90% in FY24) This is the result of: • 9% y-o-y earned premium growth in FY25 • 3% y-o-y higher insurance service expenses before reinsurance, mainly in anticipation of further claims inflation • Lower net result from reinsurance contracts held (down by 59m EUR y-o-y) due to material external recuperations related to storm Boris in FY24) COMBINED RATIO (NON-LIFE) in % 2,547 FY24 2,769 FY25 +9% 90% 87% 2024 2025
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44 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward FY25 | Life insurance sales significantly up y-o-y • Life sales up by 23% y-o-y • The 21% y-o-y increase in sales of unit-linked products was mainly the result of the successful launch of new structured funds in Belgium and commercial actions linked to the large term deposit maturities • Sales of guaranteed interest products increased by 23% y-o-y, due partly to inflows from maturing term deposits in Belgium, supported by commercial actions • Sales of hybrid products even rose by 39% y-o-y • Sales of unit-linked products accounted for 50% of total life insurance sales 274 197 1,219 1,490 FY24 1,501 1,801 FY25 Hybrid products Guaranteed interest products Unit-linked products 2,906 3,576 +23% LIFE VALUE OF NEW BUSINESS (VNB*) in m EUR 299 338 FY24 FY25 +13% 7.3% 7.6% VNB/PVNBP** • Value of New Business up by 13% y-o-y • Higher y-o-y mainly due to higher sales across all entities, with the most significant contribution originating from Belgium. In Belgium, the volume growth was primarily attributable to increased sales of single-premium savings products and risk products • The VNB/PVNBP ratio increased slightly to 7.6%, mainly driven by Hungary and Bulgaria. In Hungary, VNB grew faster than PVNBP primarily due to lower cost increases compared to volume growth. In Bulgaria, the increase was primarily driven by higher commissions earned by UBB as a result of increased sales volumes, particularly for risk products * VNB = present value of all future profit attributable to the shareholders from new life insurance policies written during the year The VNB of KBC Group includes the expected future income generated by parties other than KBC Insurance, but within KBC Group (e.g. KBC Bank & KBC Asset Management) arising from the sales of life insurance business. In 2025, this income amounted to 173m EUR (compared with 149m EUR in 2024) ** VNB/PVNBP = VNB relative to the Present Value of New Business Premiums, reflecting the margin earned on these premiums. LIFE SALES in m EUR
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45 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward FY25 | Slightly higher FIFV result and higher net other income • 5m EUR better y-o-y, attributable mainly to: • Positive change in ALM derivatives and other • Less negative credit, funding and market value adjustments partly offset by: • Lower FIFV dealing room result • More negative IFIE (mainly interest accretion) due to strong growth in insurance • Net Other Income increased from 181m EUR in FY24 to 230m EUR in FY25 (which is only slightly higher than the normal run rate of roughly 200m EUR per year), due mainly to: • Higher-than-average gains on the sale of real estate FIFV & IFIE in m EUR NET OTHER INCOME in m EUR 294 246 -249 -274 -189 -132 -24 FY24 -3 FY25 Dealing room MVA/CVA/FVA IFIE - mainly interest accretion M2M ALM derivatives and Other -168 -163 230 181 FY24 FY25 Dealing room MVA/CVA/FVA IFIE – mainly interest accretion M2M ALM der. and Other
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46 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward FY25 | Costs in line with guidance OPERATING EXPENSES (INCLUDING COSTS DIRECTLY ATTRIBUTABLE TO INSURANCE) in m EUR Total bank & insurance taxes increased by 7% y-o-y to 666m EUR in 2025 (623m EUR in 2024) FY25 FY24 BE BU 356 285 CZ BU 24 40 Hungary 259 245 Slovakia 10 34 Bulgaria 14 21 Group Centre 4 -1 Total 666 623 BANK AND INSURANCE TAXES in m EUR 623 666 4,474 FY24 4,599 FY25 Bank & insurance tax Operating expenses 5,097 5,265 +3% * See glossary for the exact definition • FY25 opex excluding bank & insurance taxes rose by 2.8% y-o-y including FX effect and by 2.5% y-o-y excluding FX effect, in line with our FY25 guidance • The y-o-y increase was due mainly to the higher staff expenses (mainly the impact of wage inflation), higher ICT costs, higher marketing expenses, higher professional fee expenses and higher depreciations, partly offset by lower facility expenses • Excluding Ireland and one-off costs in Bulgaria (due to integration of Raiffeisenbank Bulgaria and the EUR adoption costs) both in FY24 and FY25, operating expenses excluding bank & insurance taxes went up by 3.6% y-o-y (and +3.2% y-o-y excluding FX effect) • FY25 cost/income ratio • 46% when excluding certain non-operating items* (47% in FY24) • 41% excluding all bank & insurance taxes (43% in FY24)
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47 of 79 Highlights Capital & Liquidity BU & FY25 view Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward Net impairment charges amounted to 334m EUR (compared with 248m EUR in FY24); this was attributable chiefly to • 290m EUR net loan loss impairment charges on lending book (of which 52m EUR lowering the backstop shortfall for NPLs in Belgium) versus 333m EUR in FY24 • A 17m EUR reversal of ECL buffer for geopolitical & macroeconomic uncertainties (versus a 134m EUR reversal in FY24) • Impairment of 61m EUR on ‘goodwill’ and ‘other’, mainly on software and modification losses (the latter in Slovakia and Hungary) versus 49m in FY24 FY25 | Net loan loss impairment charges & excellent credit cost ratio 8.6% FY15 7.2% FY16 6.0% FY17 4.3% FY18 3.5% FY19 3.3% FY20 2.9% FY21 2.1% FY22 2.1% FY23 2.0% FY24 1.8% FY25 FY15 FY16 FY17 FY18 FY19 16 FY20* 9 FY21* FY22 FY23 FY24 FY25 23 9 -6 -4 12 60 -18 8 0 10 13 • The credit cost ratio in FY25 amounted to: • 13 bps (16 bps in FY24) without ECL for geopolitical & macroeconomic uncertainties • 13 bps (10 bps in FY24) with ECL for geopolitical & macroeconomic uncertainties • The impaired loans ratio amounted to 1.8% (0.9% of which over 90 days past due) ASSET IMPAIRMENT in m EUR; negative sign is a release CREDIT COST RATIO in bps IMPAIRED LOANS RATIO in % *In FY20, an ECL buffer of 44 bps was added re Covid risks, fully released in FY21. In FY21, a new ECL buffer of 429m EUR was added for geopolitical & emerging risks 333 290 49 61 -134 FY24 -17 FY25 Other impairments ECL for geopolitical and macroeconomic uncertainties Impairments on financial assets at AC and FVOCI 248 334
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48 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Company profile | KBC Group in a nutshell (1) Diversification Synergy Customer Centricity 48% 47% 50% 49% 51% 50% 50% 52% 53% 50% 51% 49% 50% 50% 2019 2020 2021 2022 2023 2024 2025 Other income Net interest income Diversified and strong business performance KBC GROUP TOPLINE DIVERSIFICATION in % • geographically … • Mature markets (BE, CZ) combined with growth markets (SK, HU, BG) • Robust market position in all key markets & strong trends in loan and deposit growth • … and from a business point of view • An integrated bank-insurer • Strongly developed & tailored AM business • Strong value creator with good operational results through the cycle • Unique selling proposition: in-depth knowledge of local markets and profound relationships with clients • Integrated model creates efficiency gains and results in a complementary & optimised product offering • Broadening ‘one-stop shop’ offering to our clients • We are a leading European financial group with a focus on providing bank- insurance products and services to retail, SME and mid-cap clients, in our core countries: Belgium, Czech Republic, Slovakia, Hungary and Bulgaria • As a result of the withdrawal from Ireland, arising M&A opportunities beyond our core markets may be assessed (for approval of the Board of Directors) taking into account very strict strategic, financial, operational & risk criteria We want to be among Europe’s best performing financial institutions Firmly embedded sustainability strategy • As a company that aims to support the transition to a more sustainable and climate- proof society, we have made sustainability integral to our overall business strategy and integrated it into our day-to-day business operations and the products and services we provide • Our sustainability strategy consists of three cornerstones: encouraging responsible behaviour on the part of all our employees, increasing our positive impact on society and limiting any adverse social impact we might have
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49 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view 279 271 251 141 250 256 301 285 276 2017 2018 2019 2020* 2021 2022 2023 2024 2025 Company profile | KBC Group in a nutshell (2) * 11% when adjusted for the collective Covid-19 impairments ** When excluding the one-off items due to the pending sales transactions in Ireland *** Excluding one-offs 17% 16% 14% 8% 15% 13% 15% 14% 15% 2017 2018 2019 2020* 2021** 2022 2023*** FY24*** FY25*** * 202bps when adjusted for the collective Covid-19 impairments FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25* 16.3% 16.0% 17.1% 17.6% 15.5% 15.4% 15.2% 15.0% 14.9% 10.87% Own Capital Requirement (OCR) * Adjusted for specific items NSFR 138% FY25 139% FY24 LCR 159% FY25 158% FY24 C/I ratio* 46% FY25 47% FY24 combined ratio 87% FY25 90% FY24 net result 3,568m FY25 3,415m FY24 High profitability (IFRS 17 figures) Solid capital position RETURN ON EQUITY in % CET1 GENERATION BEFORE ANY CAPITAL DEPLOYMENT in bps CET 1 RATIO (FULLY LOADED, DANISH COMPROMISE) in % Robust liquidity * As of 2025, unfloored fully loaded CET1 ratio under Basel 4
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50 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view • Roughly 42% of KBC shares are owned by a syndicate of core shareholders, providing continuity to pursue long-term strategic goals. Committed shareholders include the Cera/KBC Ancora Group (co-operative investment company), the Belgian farmers’ association (MRBB) and a group of Belgian industrialist families • The free float is held mainly by a large variety of international institutional investors Company profile | KBC Group in a nutshell (3) KBC Ancora 4.0% Cera MRBB Other core 5.0% Treasury shares Free float 18.6% 12.4% 7.0% 53.0% The Board of Directors decided: • the dividend policy as from 2025: • A payout ratio (including AT1 coupon) between 50%-65% of consolidated profit of the accounting year. • An interim dividend of 1 EUR per share in November of each accounting year as an advance on the total dividend • the capital deployment policy as from 2025: • KBC aims to be amongst the better capitalised financial institutions in Europe • Each year (when announcing the full year results), the Board of Directors will take a decision, at its discretion, on the capital deployment. The focus will predominantly be on further organic growth and M&A • KBC sees a 13% unfloored fully loaded CET1 ratio (*) as the minimum • KBC will fill up the AT1 and Tier 2 buckets within P2R and will start using SRTs (as part of RWA optimisation program) Dividend policy & capital distribution Shareholder structure (as at end 2025) (*) fully loaded Basel 4 CET1 ratio excluding output floor impact
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51 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Acquisition of 365.bank in Slovakia closed on 15 January 2026 (Below, you can find the slide provided at signing/initial agreement) KBC has agreed to acquire (in cash) 98.45% of 365.bank in Slovakia, based on a total value for 365.bank of 761m EUR Indisputable strategic rationale • Enhancing the footprint in Slovakia by strengthening the operating size in the market and reaching a 16% market share (total assets), closing the gap with the top 3 competitors • In line with KBC’s strategy to achieve reference positions in its core markets, the increase in critical market mass and the complementary business mix of 365.bank and ČSOB SK will allow KBC to further benefit from cross-selling potential • KBC will particularly strengthen its reach in retail banking as well as benefit from access to the unique client base and distribution network of 365.bank (and exclusive partnership with Slovak Post) Notes: 1 based on the equity position of 365.bank at year-end 2024; 2 based on the average 2022-2024 net profit of 365.bank Strong financial rationale • EPS accretive from year 1 onwards • Purchase price represents a 1.4x Book Value1 and 9.4x P/E2 multiple • Leveraging on the combined entity, the cross-selling potential and KBC’s expertise: • Synergies (incl. integration and restructuring costs) will quickly increase to at least 75m EUR as of 2028 onwards (pre-tax) • Return on investment is estimated at 16%, while the RoE of the pro-forma combined Slovakian entity is uplifted to roughly 15% (both by 2028, i.e. after a two-year integration period), substantially above the cost of equity • Estimated capital impact on KBC Group’s unfloored fully loaded CET1 ratio will be limited to approximately -50bps upon closing • This transaction is fully in line with the updated capital deployment plan as from 2025, with focus predominantly on further organic growth and M&A
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52 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view KBC strengthens its position in Central Europe with the acquisition of Business Lease in the Czech Republic and Slovakia, closed on 10 February 2026 (Below, you can find the slide provided at signing/initial agreement) KBC has agreed to acquire Business Lease Czech Republic and Business Lease Slovakia, for a total consideration of 72m EUR Indisputable strategic rationale • With this transaction, KBC Group will significantly expand its leasing activities in Central Europe and strengthen its market position in both countries, becoming a top 5 player in Czech Republic and a top 3 player in Slovakia • The combined entity will be able to further increase operational efficiency, optimise customer experience and unlock substantial benefits, including cross-selling opportunities • In line with KBC’s strategy to achieve reference positions in its core markets, this transaction will lead to further income diversification at KBC Group Strong financial rationale • EPS accretive from year 1 onwards • Purchase price represents a 1.4x Book Value (year-end 2024) • Leveraging on the combined entity, the cross-selling potential and KBC’s expertise, synergies (incl. integration and restructuring costs) will quickly increase to high single digit million euros per year, after a two- year integration period (pre-tax). Return on investment is estimated at 14% • Estimated capital impact on KBC Group’s unfloored fully loaded CET1 ratio will be limited to an immaterial -4bps upon closing • This transaction is fully in line with the updated capital deployment plan as from 2025, with focus predominantly on further organic growth and M&A
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53 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Company profile | Well-defined core markets 1.1% 2024 1.0% 2025e 1.1% 2026e GDP GROWTH in %, KBC Economics of assets clients branches 62% 4.1m 424 MARKET SHARE in %, end 2025 131bn EUR loans 148bn EUR deposits 1.1% 2024 2.6% 2025e 2.3% 2026e of assets clients branches 24% 4.3m 197 20% 23% 9% 10% loans and deposits investment funds life insurance non-life insurance 1.9% 0.7% SK 0.9% 0.6% 0.3% HU 2.0% 3.2% 3.1% BG 2.7% of assets clients branches 4% 0.8m 97 12% L&D 8% funds 5% life 5% non- life 13bn EUR loans 9bn EUR deposits SK of assets clients branches 4% 1.7m 191 HU of assets clients branches 5% 2.2m 170 BG 8bn EUR loans 11bn EUR deposits 13bn EUR loans 16bn EUR deposits 59% debt/GDP 74% debt/GDP 24% debt/GDP 21% 27% 13% 9% loans and deposits investment funds life insurance non-life insurance 11% L&D 11% funds 4% life 7% non- life 19% L&D 15% funds 25% life 13% non- lifeSK HU BG* GDP GROWTH in %, KBC Economics GDP GROWTH in %, KBC Economics MARKET SHARE in %, end 2025 MARKET SHARE in %, end 2025 Belgium BU International Markets BUCzech Republic BU 105% debt-to-GDP ratio 44bn EUR loans 54bn EUR deposits 44% debt-to-GDP ratio
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54 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Looking forward Sustainability MREL & FundingBU & FY25 view Strategy | S.T.E.M.: the ecosphere • We place our clients at the centre of everything we do. • We look to offer our clients a unique bank-insurance experience. • We focus on our group’s long-term development and aim to achieve sustainable and profitable growth • We assume our role in society and local economies • We implement our strategy within a strict risk, capital and liquidity management framework As part of our PEARL+ business culture, we focus on jointly developing solutions, initiatives and ideas within the group Our strategy rests on the following principles:
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55 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Looking forward Sustainability MREL & FundingBU & FY25 view Strategy | Powered by PEARL ‘Why would you build exactly the same thing in your country, when you have the solution next door?’ Johan Thijs
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56 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Looking forward Sustainability MREL & FundingBU & FY25 view Strategy | Bank-insurance We move beyond traditional bank-insurance towards bank-insurance, providing not only traditional bank-insurance solutions but also less traditional non-financial solutions that impact the financial wellness of retail customers or the future of their business Data driven organization: fully integrated digital first distribution approach based on a solution driven and AI enabled bank-insurance Acting as a single operational company: bank and insurance company working under unified governance, realizing commercial and non-commercial synergies Acting as a single operational company: bank and insurance company working under unified governance, realizing commercial synergies Bank branches sell insurance products from intra-group insurance companies as additional source of income Bank branches sell insurance products of third-party insurers as additional source of income
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57 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Looking forward Sustainability MREL & FundingBU & FY25 view The performance diamond defines, within the limits of the risk management framework, the targets for KBC Group and for all the business units for 4 performance dimensions: Strategy | The KBC performance diamond
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58 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Looking forward Sustainability MREL & FundingBU & FY25 view Personalised & data driven The interaction between the customer and Kate will be triggered by data analysis (approval granted by customer). Kate will be trained on the basis of the customer’s profile, preferences and activities Relevant & valuable offer Kate will only propose offers where sufficient added value is shown or when she can serve the client in an important moment in the client's live At the right time Lead journeys driven by time or location are preferably taken care of by Kate, as notifications linked to a specific location or specifying moment in time are perceived as highly personal Digital first & E2E We will offer the client a frictionless End2End digital process and in doing so make bank/insurance simple and hassle free Serving: secure & frictionless Kate will help the client saving time and/or money, focusing more on the convenience factor. Kate will also serve the client regarding security and fraud Volume We want all our clients to meet Kate as much as possible. Kate will allow us to reach out to a sufficient volume of clients, in terms of transactions and in terms of number of targetable audience Kate | KBC’s hyper personalised and trusted digital assistant ‘No hassle, no friction, zero delay’ Johan Thijs
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59 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Looking forward Sustainability MREL & FundingBU & FY25 view Kate | Four flavours, one Kate Kate is a personal virtual assistant that engages with our retail, self-employed and mSME customers to save them time and money. Kate engages both in a reactive way (You2Kate) and a proactive way (Kate2You). Kate is available in all KBC’s core countries! Kate4Retail & mSME Kate also engages with our SME and corporate clients and provides them relevant support and actionable insights. Already available in BE, CZ and BG. Further roll-out planned in SK and HU. We do not build Kate for every country individually. Kate is built once at a group level and then deployed to all core countries (Kate in a box). Technically, we have set up a shared infrastructure on the cloud that allows us to share use cases, code and IT components maximally. Furthermore, KBC strives to have a common user interface and persona, so Kate looks and feels the same everywhere. Finally, everything that can be developed at group level is governed by a specific steering committee that develops and maintains the group Kate infrastructure. Kate also has an impact on our employees: Kate provides commercial steering towards our workforce, she augments them to better serve our clients and supports them in their administrative tasks. In doing so, employees can focus on providing even more added value to our client. Kate gives tools to management to better coach employees and plan ahead. Kate4Business Kate Group Platform Kate4Commercial Employees KATE autonomy 82% BE 69% CZ 6.0 million users in contact with Kate ‘KATE IN A BOX’ delivered to all core countries 398k converted Kate leads (1y)
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60 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Looking forward Sustainability MREL & FundingBU & FY25 view Kate | A data-driven organisation with Kate at the core Kate is more than an interface towards customers. It also refers to the AI-enhanced software at our center: the Kate brain. The Kate brain will be the driving force behind data-driven decision making, product design and development, marketing, commercial and sales steering and much more. So, Kate is not only steering the interaction with customer-facing touchpoints (digital, physical, remote) but also the product factories and decision makers by providing relevant insights. The Kate brain is fed by our own banking and insurance data-sources but also by data sources from third party services, resulting in seamlessly integrated, instant (STP) and scalable processes. Very important in this are the feedback loops from all interactions to make sure Kate is learning and getting smarter, resulting in better decision making. The main purpose remains the same: happy customers. As a data-driven company we remain guided by our client-centric vision. Another upside of being AI-powered and solution-driven, is that we not only save time (cost reductions), not only for the customer, and we improve our sales efforts through better sales productivity.
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61 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Looking forward Sustainability MREL & FundingBU & FY25 view Kate | From basic chatbot to hyper-personal digital assistant LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 … Level 4: Kate offers hyper-personal solutions at the right time Level 3: Kate proactively offers actionable end-to-end solutions to unburden customers (to save time and earn money) Level 2: Kate reactively offers digital end-to-end solutions to customers Level 1: A chatbot answers basic questions from customers on day-to-day bank-insurance needs Basic Q&A End2end solutions Proactive & relevant Hyper- personal & contextual Sales effectiveness, operational efficiency, enhanced customer experience Powered by AI driven and automated lead life cycle management
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62 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Looking forward Sustainability MREL & FundingBU & FY25 view • No hassle, no frills, zero-delay customer experience • Proactive personalized financial solutions via DATA and AI • Re-design & automation of all processes • Bank-insurance • Digital lead management: from data driven to solution driven • Group-wide collaboration Strategy | Translating strategy into non-financial targets Maximise customer experience Customer NPS ranking Further enhance bank- insurance Bank-insurance customers Outperform on operational efficiency STP score Go for Digital First Digital sales
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63 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Looking forward Sustainability MREL & FundingBU & FY25 view • KBC is 3rd in customer NPS (Net Promoter Score) ranking based on weighted avg of ranking in five core countries • Target is to remain the reference (i.e. Top-2 score on group level) Strategy | KBC’s non-financial targets (2023-2026) Top-3 Top-3 Top-3 Top-2 2023 2024 2025 2026 * Based on analysis of all retail processes. The STP ratio measures how many of the services that can be offered digitally are processed without any human intervention and this from the moment of interaction by a client until the final approval by KBC. 58% 62% 65% 68% 2023 2024 2025 2026 BI customers have at least 1 bank + 1 insurance product of our group. 76% 76% 76% 83% 2023 2024 2025 2026 23% 23% 24% 29% 2023 2024 2025 2026 Stable BI customers: at least 2 bank + 2 insurance products (Belgium: 3+3) 52% 55% 57% 65% 2023 2024 2025 2026 26% 29% 30% 35% 2023 2024 2025 2026 Target: Digital sales 65% of banking sales Target: Digital sales 35% of insurance sales * Based on weighted average of selected core products. Customer ranking Bank-insurance (BI) clients Straight-through processing STP SCORE* in % BI CLIENTS in % Digital sales BI STABLE CLIENTS in % DIGITAL SALES BANKING PRODUCTS* in % DIGITAL SALES INSURANCE PRODUCTS in % TARGET TARGET TARGET TARGET TARGET TARGET * *
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64 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Sustainability Asset quality Profit & Loss MREL & FundingLooking forward BU & FY25 view KBC’s ESG ratings and indices are ahead of the curve Agency ESG rating end-of-year 2025 Position versus industry AD- • Leader in addressing climate change • CDP’s A list for Climate • B-score on Forests and Water Security • Score date: December 10, 2025 A 1000 73 • Top 9% • 91st percentile of 629 banks assessed • Score date: September 25, 2025 Negligible RiskMedium RiskSevere Risk High Risk Low Risk 10.2 • 3rd percentile of 215 diversified banks assessed • Score date: September 23, 2025
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65 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Sustainability Asset quality Profit & Loss MREL & FundingLooking forward BU & FY25 view Sustainability highlights (FY2024) Sustainability highlights in 2024, unless otherwise indicated Commitment to the environment Sustainable business Social responsibility Up to 500 days spent by KBC staff for BRS KBC colleagues, along with other volunteers, dedicated 500 days to voluntary coaching and training for BRS. In total, BRS vzw supported 15 projects in the Global South. Two social targets for housing in Belgium This year, we are reporting for the first time on our progress towards two social targets on housing: the number of young adults reached with housing-related information, and the relative share of young adults in a situation of overindebtedness. 7.4 billion euros in social sectors In 2024, we financed 6.17 billion euros in the healthcare and senior living sectors and 1.23 billion euros in the education sector. 80% of start-ups integrate sustainability We support start-ups and scale-ups through the Start it @KBC communities. In Belgium, 80% of them integrate sustainability into their mission and operations. Thousands of conversations with our customers We engage on a variety of sustainability topics with a wide range of clients with respect to their sustainability transition. 50.8 billion euros in Responsible Investing funds Responsible Investing funds account for 44% of total direct client money. These include Responsible funds, ECO-thematic funds and Impact Investing funds. Two new thematic White Papers This year, we developed two new internal thematic White Papers: one on plastics and one on deforestation. CSRD Reporting We published our first Sustainability Statement in our 2024 Annual Report . These new disclosures align with CSRD requirements and detail how we integrate sustainability into our business. 750-million-euro Green Bond issue KBC Group successfully issued a new eight- year Green Bond under the recently updated Green Bond Framework, through which we support energy efficient buildings, renewable energy transactions and clean transportation. 25 billion euros to loans with environmental objectives In 2024, KBC financed 3.2 billion euros in the renewable energy and biofuel sector, 21 billion euros in mortgages for energy-efficient housing and 1.3 billion euros for low carbon vehicles. 12 climate targets for our lending portfolio KBC’s Climate Progress Dashboard shows that, overall, we are on track to meet our climate targets, with nine out of twelve targets being in line with our climate alignment benchmarks. Over 400 dreams realised Launched in late 2024, the Team Blue Challenge supports our mission to safeguard the dreams of our community by inviting all colleagues to volunteer for non-profits.
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66 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Sustainability Asset quality Profit & Loss MREL & FundingLooking forward BU & FY25 view Own environmental impact: our progress in brief Own environmental footprint (FY 2024) More details in our 2024 Sustainability Report -68%2024 -80%Target by 2030 100% 100% 2024 Target by 2030 • Since 2015, we have been calculating the GHG emissions arising from our own operations at group level, in accordance with the GHG Protocol Corporate Accounting and Reporting Standard • We set group-wide GHG reduction targets in 2016, and we have tightened them over the years • In 2020 the most recent targets were set, with a long-term ambition of achieving an 80% reduction in our direct emissions by 2030 (as compared to 2015). For the fourth consecutive year, we reached net climate neutrality by offsetting our residual direct emissions • Additionally, we committed to increasing our own green electricity consumption to 100% by 2030. The goal was already reached in 2021 • Since 2024, our environmental footprint calculations have been verified through the assurance of our Sustainability Statementin the Annual Report. REDUCTION IN OUR OWN GHG EMISSIONS reduction compared to 2015 RENEWABLE ELECTRICITY in % of purchased electricity
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67 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Sustainability Asset quality Profit & Loss MREL & FundingLooking forward BU & FY25 view Indirect environmental impact: our progress in brief INDIRECT environmental footprint (FY 2024) -56% -39% -77% 2024 Target by 2030 Target by 2050 Electricity -10% -43% -85% Mortgages and commercial residential real estate -42% -81% -100% Operational lease passenger cars 67% 75%Target by 2030 Renewable energy 44% 45% 55% 2024 Target by 2025 Target by 2030 51% 65% -72% -50% in % of total energy sector Responsible Investing (RI) funds in % of total AUD in % of total annual fund production Carbon-intensity of corporate investees in RI funds versus 2019 benchmark Loan portfolio (selection of sectors) Carbon-intensity reduction compared to 2021 baseline, otherwise indicated Asset management funds Reduction compared to 2021 baseline, otherwise indicated • We refer to our Collective Commitment to Climate Action (CCCA) and the subsequent publication of our Climate Report at the end of September 2022 • Containing stringent decarbonisation targets for the white papers sectors which represent the majority of our lending portfolio emissions. Targets cover 55% of the lending portfolio related GHG emissions • Clear targets for KBC Asset Management’s Responsible Investing (RI) funds • The baseline of the various targets and the actuals have been externally limited assured KBC Insurance: own investments in shares and corporate bonds Carbon intensity reduction compared to 2019 baseline -75%2024 -25%Target by 2025 -40%Target by 2030
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68 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Loan loss experience at KBC FY25 FY24 FY23 FY22 FY21 FY20 FY19 AVERAGE ‘99 –’25 Belgium BU 0.13% 0.19% 0.06% 0.03% -0.26% 0.57% 0.22% n/a Czech Republic BU 0.10% -0.09% -0.18% 0.13% -0.42% 0.67% 0.04% n/a International Markets BU* 0.18% -0.08% -0.06% 0.31% 0.36% 0.78% -0.07% n/a Total 0.13% 0.10% 0.00% 0.08% -0.18% 0.60% 0.12% 0.35% * As of 1Q 2022, KBC Ireland has been shifted from International Markets BU to Group Centre BU. No restatements have been made CREDIT COST RATIO* in %; Credit cost ratio: amount of losses incurred on troubled loans as a % of total average outstanding loan portfolio
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69 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Diversified loan portfolio • Aligned with the credit risk view of our loan portfolio outstanding as reported in the quarterly financial statements. Distribution Real Estate Finance and insurance Building & construction Authorities Agriculture, farming & fishing Automotive Food producers Electricity Metals Chemicals Shipping Machinery & heavy equipment Hotels, bars & restaurants Oil, gas & other fuels Electrotechnics Other (< 0.5% share) Services 7.8% 6.9% 5.6% 4.9% 3.1% 2.7% 2.5% 1.9% 1.8% 1.5% 1.2% 0.9% 0.9% 0.8% 0.8% 0.6% 4.1% 10.5% 53.3% Belgium 19.3% Czech Rep. 6.2%Slovakia 6.0% Bulgaria 4.4% Hungary 7.4% Other W-Eur 0.2% Other CEE 3.1% Other Mortgages Consumer Finance 36.9% 4.2% Retail SME & Corporate 41.1% Retail 21.9% SME 37.0% Corporate Total loan portfolio outstanding 228bn EUR* Group level Total loan portfolio outstanding Total loan portfolio outstanding | by segment as % of total Group loan portfolio outstanding* Total loan portfolio outstanding | by sector as % of total Group loan portfolio outstanding* Total loan portfolio outstanding | by geography as % of total Group loan portfolio outstanding*
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70 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Loan portfolio breakdown by IFRS 9 ECL stage * Aligned with the credit risk view of our loan portfolio as reported in the quarterly financial statements 11.5% 3.3% FY20 13.6% 2.9% FY21 19.9% 2.1% FY22 17.9% 2.1% FY23 7.8% 2.0% FY24 7.5% 1.9% 1Q25 7.9% 1.8% 2Q25 7.9% 1.8% 3Q25 7.6% 1.8% 4Q25 Stage 2 Stage 3 • Drop of Stage 3 ratio over the years is driven mainly by the sale of the Irish loan portfolio • The increase of Stage 2 portfolio in 2022 resulted mainly from collective transfer to Stage 2 of Stage 1 portfolios, linked to the geopolitical and macroeconomic uncertainties (in line with strict application of the general ECB guidance on staging). In 2023, the declining trend of Stage 2 exposures was driven mainly by the partial release of the collective transfer back to Stage 1 • The decrease of the Stage 2 ratio in 2024 is mainly caused by a revised staging methodology as from January 2024 (change from indicator based on 12 months probability of default to lifetime), a continuous update of staging for credits deemed vulnerable (to the geopolitical and macroeconomic uncertainties or indirectly exposed to military conflicts, such as the one in Ukraine) and for the remainder by a shift for KBC Commercial Finance exposure where the relative change in credit risk has been revisited based on the very low historical credit losses in this portfolio and the very short maturities 2.3% FY20 2.2% FY21 1.9% FY22 2.0% FY23 2.0% FY24 1.9% 1Q25 1.9% 2Q25 1.8% 3Q25 1.8% 4Q25 2.3% FY20 1.8% FY21 1.7% FY22 1.4% FY23 1.3% FY24 1.3% 1Q25 1.3% 2Q25 1.3% 3Q25 1.3% 4Q25 6.9% FY20 5.7% FY21 1.9% FY22 1.8% FY23 1.6% FY24 1.6% 1Q25 1.5% 2Q25 1.5% 3Q25 1.7% 4Q25 Total loan portfolio outstanding | by IFRS9 ECL Stage* as % of total Group loan portfolio outstanding Stage 3 ratio | Belgium BU in % Stage 3 ratio | Czech Republic BU in % Stage 3 ratio | International Markets BU in %
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71 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Cover ratios 4.8% 44.7% FY20 2.2% 47.1% FY21 1.7% 47.1% FY22 1.4% 44.7% FY23 2.1% 47.4% FY24 1.8% 47.9% 1Q25 1.9% 49.3% 2Q25 1.9% 50.4% 3Q25 1.9% 48.9% 4Q25 Stage 2 Stage 3 • The increasing trend of the Stage 3 cover ratio is driven mainly by additional provisions in Belgium, mostly related to lowering the backstop shortfall for (old) non-performing loans • The decline of the Stage 2 cover ratio as of 2021, resulted mainly from collective shifts to Stage 2 (linked to Covid and the geopolitical & macroeconomic uncertainties) with on average better PD rating than the files already part of Stage 2. As of 2024, driven by the revised staging methodology and the continuous update of the stage transfer for credits deemed vulnerable (to the geopolitical and macroeconomic uncertainties or indirectly exposed to military conflicts, such as the one in Ukraine) the Stage 2 cover ratio has gone up. This is explained by the fact that the files remaining in Stage 2 have on average higher PD ratings and therefore higher impairments 45.6% FY20 42.6% FY21 39.6% FY22 38.3% FY23 42.4% FY24 43.9% 1Q25 45.4% 2Q25 47.1% 3Q25 45.8% 4Q25 48.7% FY20 49.4% FY21 44.7% FY22 45.2% FY23 43.5% FY24 43.1% 1Q25 43.2% 2Q25 43.9% 3Q25 44.6% 4Q25 34.4% FY20 43.4% FY21 49.4% FY22 43.2% FY23 46.1% FY24 44.8% 1Q25 47.3% 2Q25 46.7% 3Q25 45.2% 4Q25 Cover ratio | by IFRS9 ECL Stage* in % Stage 3 cover ratio | Belgium BU in % Stage 3 cover ratio | Czech Republic BU in % Stage 3 cover ratio | International Markets BU in % * Aligned with the credit risk view of our loan portfolio as reported in the quarterly financial statements
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72 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Substantial and well-diversified government bond portfolio • Carrying value of 67.4bn EUR in government bonds (excl. trading book) at end of FY25, primarily as a result of a significant excess liquidity position and the reinvestment of insurance reserves in fixed-income instruments * Carrying value is the amount at which an asset (or liability) is recognised: for those not valued at fair value this is after deducting any accumulated depreciation (amortisation) and accumulated impairment losses thereon, while carrying amount is equal to fair value when recognisedat fair value 22% 22% 7% 8% 6% 10% 4% 2% 10% Belgium Czech Rep. Hungary Slovakia Bulgaria France Spain 1%Ireland 1% Poland Italy 1% Germany 1% Austria 1% Netherlands 1% Portugal Other 67.4bn EUR FY25 GOVERNMENT BOND PORTFOLIO | CARRYING VALUE* FY24/FY25 in % 20% 22% 6%8% 5% 11% 4% 2% 10% Belgium Czech Rep. HungarySlovakia Bulgaria France Spain 1%Ireland 1% Poland Italy 1% Germany 1% Austria 1% Netherlands 1% Portugal Other 60.1bn EUR FY24
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73 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality MREL & Funding Profit & Loss SustainabilityLooking forward BU & FY25 view Indicative view on transitional RWA evolution under Basel IV (as provided with 1Q25 results) • Moving towards the Basel IV era and applying a static balance sheet and all other parameters ceteris paribus, without mitigating actions, KBC • reports at 1JAN25, a first-time application impact of +0.9bn EUR (0.1bn EUR lower than +1.0bn EUR RWA communicated together with 3Q24 results) • projects by 1JAN33, a further impact of +4.2bn EUR (3.3bn EUR lower than +7.5bn EUR RWA communicated together with 3Q24 results) resulting in a fully loaded impact of +5.1bn EUR(3.4bn EUR lower than +8.5bn EUR RWA communicated together with 3Q24 results) For the fully loaded CET1 ratio as of 1Q25, KBC focuses on the so called unfloored fully loaded CET1 ratio which accounts for the total RWA impact from Basel IV, excluding the output floor impact 4Q24 +0.9bn EUR FTA impact 1JAN25 Basel IV FTA +1.6bn EUR Phase-in impact (2026-2033) +2.6bn EUR Output floor (2033) 1JAN33 Basel IV fully loaded +5.1bn EUR Basel III Basel IV Projections, assuming constant balance sheet and all other parameters ceteris paribus INDICATIVE TRANSITIONAL RWA ESTIMATE in bn EUR
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74 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality MREL & Funding Profit & Loss SustainabilityLooking forward BU & FY25 view • The resolution plan for KBC is based on a Single Point of Entry (SPE) approach at KBC Group level, with bail-in as the preferred resolution tool • In June 2025, the SRB communicated binding MREL targets (under BRRD2) applicable as from 2Q25, expressed as a percentage of Risk Weighted Assets (RWA) and Leverage Ratio Exposure Amount (LRE) • The binding MREL targets (incl. CBR on top of the MREL target in % of RWA) are: • 27.64% of RWA (including transitional CBR* of 5.25%) • 7.42% of LRE in bn EUR in % of RWA in % of LRE Above resolution requirements in terms of MREL 15.7 3.1 2.5 18.8 FY25 40.1 12.3% 2.4% 2.0% 14.7% FY25 31.4% 4.1% 0.8% 0.6% 4.9% FY25 HoldCo senior T2 AT1 CET1 10.4% • The MREL ratio in % of RWA increased from 30.9% in 3Q25 to 31.4% in 4Q25, driven mainly by higher available MREL (chiefly due to higher CET1 capital and the issuance of 2 HoldCo Senior instruments for a total amount of 1bn EUR), partly offset by increased RWA • The MREL ratio in % of LRE stabilised q-o-q at 10.4% in 4Q25 • Combined Buffer Requirement = Conservation Buffer (2.50%) + O-SII buffer (1.50%) + Countercyclical Buffer (1.15%) + Systemic Risk Buffer (0.10%) MREL targets MREL actuals
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75 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality MREL & Funding Profit & Loss SustainabilityLooking forward BU & FY25 view Total outstanding 26.5bn EUR 17% Covered bonds 12% Subordinated T2 4%Subordinated T1 9% Senior unsecured OpCo 58% Senior unsecured HoldCo Upcoming mid-term funding maturities KBC Bank has 6 solid sources of long-term funding: (i) Retail term deposits, (ii) Retail EMTN, (iii) Public benchmark transactions, (iv) Covered bonds, (v) Structured notes and covered bonds using the private placement format, and (vi) Senior unsecured, T1 and T2 capital instruments issued at KBC Group level and down- streamed to KBC Bank • In October 2025, KBC Group issued a Senior HoldCo for an amount of 500m EUR with a 4-year maturity callable after 3 years • In November 2025, KBC Group issued a Senior HoldCo for an amount of 500m EUR with a 8-year maturity callable after 7 years • In January 2026, KBC Group issued a Senior HoldCo for an amount of 1bn EUR with a 7-year maturity callable after 6 years We aim to issue 1 green/social bond per year Note: any change in regulatory requirements, RWA evolutions, MREL targets or market circumstances can change the current disclosed range 4.0 1.5 Plan 2026 Realised 2026 5.5 Range 4bn-5.5bn EUR % of KBC Group B/S 1.6% 0.8% 1.2% 0.7% 1.0% 0.9% 0.5% Total outstanding | 4Q25 in % Recent deals Funding maturity buckets in m EUR Funding program for 2026 | Expected MREL funding (incl. capital instruments) in bn EUR 0,000 1,000 2,000 3,000 4,000 5,000 6,000 7,000 2026 2027 2028 2029 2030 2031 >=2032 Senior Unsecured - Holdco Senior Unsecured - Opco Subordinated T1 Subordinated T2 Covered Bond
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76 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality MREL & Funding Profit & Loss SustainabilityLooking forward BU & FY25 view Strong customer funding base • KBC Bank continues to have a strong retail/mid-cap deposit base in its core markets – resulting in a stable funding mix with a significant portion of the funding attracted from core customer segments and markets • Stable % in customer funding compared to balance sheet total (but net growth in customer funding in absolute terms) 4% 72% FY19 13% 1% 6% 8% 2% 70% FY20 13% 1% 7% 8% 2% 69% FY21 8% 3% 6% 7% 3% 73% FY22 5%1% 8% 8% 6% 72% FY23 4% 6% 8% 7% 4% 71% FY24 4%8% 1% 7% 8% 7% 71% FY25 Interbank Funding 2% 7%Debt issues placed at institutional relations Total Equity Certificates of deposit 8% Customer funding Secured Funding 87% 10% 3% FY25 Government and PSE Mid-cap Retail and SME FUNDING BASE in % CUSTOMER FUNDING in % Roughly 56% of total customer deposits are covered by the Deposit Guarantee Fund
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77 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view Glossary B3 / B4 Basel III / Basel IV Combined ratio (non-life insurance) Short-term non-life insurance contracts: [claims and claim related costs net of reinsurance + costs other than claims and commis sions] / [earned expected premiums received, net of reinsurance] Common equity ratio [common equity tier-1 capital] / [total weighted risks] Cost/income ratio without banking and insurance tax (group) [operating expenses of the group without banking and insurance tax + Insurance commissions paid] / [total income of the group] Cost/income ratio adjusted for specific items or C/I ratio when excluding certain non- operating items The numerator and denominator are adjusted for (exceptional) items which distort the P&L during a particular period in order to provide a better insight into the underlying business trends. Adjustments include (i) MtM ALM derivatives (fully excluded), (ii) bank & insurance taxes (including contributions to European Single Resolution Fund) are included pro rata and hence spread over all quarters of the year instead of being recognised for the most part upfront (as required by IFRIC21) and (iii) one-off items Credit cost ratio (CCR) [annualised net changes in individual and portfolio-based impairment for credit risks] / [average outstanding loan portfolio]. Note that, inter alia, government bonds are not included in this formula. EBA European Banking Authority ESMA European Securities and Markets Authority ESFR European Single Resolution Fund FICOD Financial Conglomerates Directive Impaired loans cover ratio [total specific impairments on the impaired loan portfolio (stage 3) ] / [part of the loan portfolio that is impaired (PD 10-11-12) ] Impaired loans ratio [part of the loan portfolio that is impaired (PD 10-11-12)] / [total outstanding loan portfolio] Leverage ratio [regulatory available tier-1 capital] / [total exposure measures]. The exposure measure is the total of non-risk-weighted on and off-balance sheet items, based on accounting data. The risk reducing effect of collateral, guarantees or netting is not taken into account, except for repos a nd derivatives. This ratio supplements the risk- based requirements (CAD) with a simple, non-risk-based backstop measure Liquidity coverage ratio (LCR) [stock of high-quality liquid assets] / [total net cash outflow over the next 30 calendar days] MREL Minimum requirement for own funds and eligible liabilities Net interest margin (NIM) of the group [banking group net interest income excluding dealing room, ALM FX swaps and repos] / [banking group average interest-bearing assets excluding dealing room, ALM FX swaps and repos] Net stable funding ratio (NSFR) [available amount of stable funding] / [required amount of stable funding] PD Probability of default Return on allocated capital (ROAC) for a particular business unit [result after tax, including minority interests, of a business unit, adjusted for income on allocated capital instead of real capital] / [average capital allocated to the business unit]. The capital allocated to a business unit is based on risk-weighted assets for banking and risk-weighted asset equivalents for insurance Return on equity [result after tax, attributable to equity holders of the parent] / [average parent shareholders’ equity] TLAC Total loss-absorbing capacity
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78 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view 13 February Equity roadshow, London 17 February Equity roadshow, NY 18 February Equity roadshow, Boston 19 February Equity roadshow, Toronto 24 February Equity roadshow, Edinburgh & Dublin 26 February Equity roadshow, Paris … … 12 May Publication of 1Q26 results 13 May Equity roadshow, London Contacts / questions • Company website KBC • Quarterly Report • Table of results (Excel) Quarterly Reports • Quarterly presentation • Debt presentation Presentations Johan Thijs KBC Group CEO Bartel Puelinckx KBC Group CFO Kurt De Baenst Investor Relations General Manager direct +32 2 429 35 73 mobile +32 472 500 427 kurt.debaenst@kbc.be Wouter Hertegonne Investor Relations Manager direct +32 2 448 52 43 mobile +32 497 949 507 wouter.hertegonne@kbc.be Martijn Schelstraete Investor Relations Manager direct +32 2 429 08 12 mobile +32 474 213 535 martijn.schelstraete@kbc.be More information Upcoming events
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79 of 79 Highlights Capital & Liquidity Company profile KBC Strategy Asset quality Profit & Loss Sustainability MREL & FundingLooking forward BU & FY25 view • This presentation is provided for information purposes only. It does not constitute an offer to sell or the solicitation to buy any security issued by the KBC Group. • KBC believes that this presentation is reliable, although some information is condensed and therefore incomplete. KBC cannot be held liable for any loss or damage resulting from the use of the information. • This presentation contains non-IFRS information and forward-looking statements with respect to the strategy, earnings and capital trends of KBC, involving numerous assumptions and uncertainties. There is a risk that these statements may not be fulfilled and that future developments differ materially. Moreover, KBC does not undertake any obligation to update the presentation in line with new developments. • By reading this presentation, each investor is deemed to represent that they possess sufficient expertise to understand the risks involved. Disclaimer