Slides
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INVESTOR PRESENTATION NOVEMBER 2025
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Caution Regarding Forward-Looking Statements This presentation includes forward-looking statements about goeasy, including, but not limited to, its business operations, strategy and expected financial performance and condition. Forward-looking statements include, but are not limited to, statements with respect to forecasts for growth of the consumer loans receivable, annual revenue growth forecasts, strategic initiatives, new product offerings and new delivery channels, anticipated cost savings, planned capital expenditures, anticipated capital requirements and the Company’s ability to secure sufficient capital, liquidity of the Company, plans and references to future operations and results, critical accounting estimates, expected future yields and net charge off rates on loans, the dealer relationships, the size and characteristics of the Canadian non-prime lending market and the continued development of the type and size of competitors in the market. In certain cases, forward-looking statements that are predictive in nature, depend upon or refer to future events or conditions, and/or can be identified by the use of words such as “expect”, “continue”, “anticipate”, “intend”, “aim”, “plan”, “believe”, “budget”, “estimate”, “forecast”, “foresee”, “target” or negative versions thereof and similar expressions, and/or state that certain actions, events or results “may”, “could”, “would”, “might” or “will” be taken, occur or be achieved. Forward-looking statements are based on certain factors and assumptions, including expected growth, results of operations and business prospects and are inherently subject to, among other things, risks, uncertainties and assumptions about the Company’s operations, economic factors and the industry generally. There can be no assurance that forward-looking statements will prove to be accurate as actual results and future events could differ materially from those expressed or implied by forward-looking statements made by the Company. Some important factors that could cause actual results to differ materially from those expressed in the forward-looking statements include, but are not limited to, goeasy’s ability to enter into new lease and/or financing agreements, collect on existing lease and/or financing agreements, open new locations on favourable terms, offer products which appeal to customers at a competitive rate, respond to changes in legislation, react to uncertainties related to regulatory action, raise capital under favourable terms, compete, manage the impact of litigation (including shareholder litigation), control costs at all levels of the organization and maintain and enhance the system of internal controls. The Company cautions that the foregoing list is not exhaustive. These and other factors could cause actual results to differ materially from our expectations expressed in the forward-looking statements, and further details and descriptions of these and other factors are disclosed in the Company’s Management’s Discussion and Analysis (“MD&A”), including under the section entitled “Risk Factors”. The reader is cautioned to consider these, and other factors carefully and not to place undue reliance on forward-looking statements, which may not be appropriate for other purposes. The Company is under no obligation (and expressly disclaims any such obligation) to update or alter the forward-looking statements whether as a result of new information, future events or otherwise, unless required by law. IMPORTANT INFORMATION 2
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GOEASY OVERVIEW
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4.5 / 5 STARS1 CUSTOMER SATISFACTION ~ $18.5B LOAN ORIGINATIONS OVER 1.6M CUSTOMERS SERVED NATIONAL FOOTPRINT OVER 400 LOCATIONS $6.2B TOTAL ASSETS PROVIDES NON-PRIME LEASING AND LENDING SERVICES THROUGH ITS EASYHOME, EASYFINANCIAL AND LENDCARE BRANDS Note: As of September 30, 2025 1. Feefo – easyfinancial, based on 1,822 service ratings over the past year as of October 2025 2. As of September 30, 2025 defined as sum of number of active loans in easyfinancial and LendCare. It is not a de -duped number between the two brands WHAT MAKES US UNIQUE OUR HISTORY • 35 years of industry leading experience • 18%+ revenue CAGR since 2019 to September 30, 2025 OUR PEOPLE • Over 2,600 employees • Over 90 nationalities represented by our employees OUR CUSTOMERS • Approximately 470,000 total active customers2 OUR OMNICHANNEL MODEL • Omnichannel approach optimizes customer lifetime value versus online only lending model OUR COMMITMENT TO OUR COMMUNITIES QUICK FACTS WHO IS GOEASY 4 • Over $6.7 million donated to BGC Canada (formerly known as Boys & Girls Clubs of Canada) and other local charities to date • easybites program launched in 2014 and has built over 100 new kitchens in Boys and Girls Clubs across Canada • In 2023, the Company announced a 3-year, $1.4 million commitment to BGC Canada’s Food Fund to help address the rising issue of food insecurity amongst Canadian households
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1. easyhome locations include franchise stores. easyfinancial locations include 4 kiosks located within easyhome stores and 3 op erations centres PRODUCTS ANCILLARY SERVICES RETAIL LOCATIONS1 (September 30, 2025) Financing for Powersports, Automotive, Retail and Healthcare COMPREHENSIVELY SERVE CUSTOMERS’ FINANCIAL NEEDS 5 2004ESTABLISHED Lease-to-Own Financing for Home Entertainment Products, Computers, Appliances and Household Furniture 130 1990 POINT-OF-SALE FINANCING CONSUMER LEASING BRAND Personal Loans Home Equity Loans 292 2006 Creditor Insurance Home & Auto Benefit Plan Credit Optimizer DIRECT TO CONSUMER LENDING Creditor Insurance Warranty Coverage Gap Insurance ~11,300 (Merchant Partners) Customer Protection Program Lease Damage Waiver
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$158 $153 $143 $137 $138 $139 $143 $150 $150 $153 $153 $101 $152 $204 $264 $368 $470 $510 $676 $870 $1,097 $1,370 $14.21 $16.71 $14.48 $16.30 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 CONSISTENT TRACK RECORD OF REVENUE GROWTH AND PROFITABILITY 6 easyfinancial revenue easyhome revenue Diluted EPS 27.6% Diluted Earnings per Share CAGR since 2014 30.5% Net Income CAGR since 2014 19.4% Revenue CAGR since 2014 1. This is a non-IFRS ratio. Refer to“ Non-IFRS and Other Financial Measures” section on page 55 of this presentation. Non- IFRS ratios are not determined in accordance with IFRS, do not have standardized meanings and may not be comparable to similar financial measures presented by other companies 2. As at December 31, 2024 RANKINGS BASED ON 5-YEAR DILUTED EPS CAGR2 TSX 60 TOTAL TSX #3 OF 25 #3 OF 60 #37 OF 761 TSX FINANCIALS 28.7% Adjusted Diluted Earnings per Share1 CAGR since 2014 ($ in millions) Adjusted diluted EPS1
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STRONG MANAGEMENT TEAM DRIVING EXECUTION 7 James Obright SVP Investor Relations & Capital Markets David Ingram Executive Chairman Felix Wu Interim Chief Financial Officer Patrick Ens President, easyfinancial and easyhome Ali Metel President, LendCare Farhan Ali Khan Chief Revenue Officer, LendCare Sabrina Anzini Chief Legal Officer Jason Appel Chief Risk Officer David Cooper Chief People Officer Michael Eubanks Chief Information Officer Dan Rees Chief Executive Officer
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OUR MARKET & CUSTOMERS
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ESTABLISHED CONSTITUENT IN THE SIZABLE AND UNDERSERVED CANADIAN MARKET 9 800+ Super Prime (40%) 760 – 799 Prime Plus (15%) 720 – 759 Prime (15%) 640 – 719 Near Prime (19%) <500 – 639 Subprime (11%) 32.6M Canadians With Credit Reports Major Banks (63%) Secondary Banks (15%) Monolines (6%) Captives (8%) Competitors (7%) ~$231B Non-Prime Consumer Credit ~9.6M People Canadians with Non-Prime Credit Scores Non-Prime Consumer Credit Growth (Balances) Industry Growth Post COVID COVID Source: goeasy and TransUnion data as of December 31, 2024 unless otherwise noted. Data based on TransUnion’s Credit Vision R isk Score. Balances include those held by co-borrowers. Excludes balances of mortgages and utilities. Auto Credit card Instalment Line of credit (2%)1 COVID 1. goeasy market share based on total non-prime consumer credit market data as of December 31, 2024 and current gross consumer loans receivable balance of $4.6 billion as of December 31, 2024 8.4M 8.2M 8.5M 9.3M 9.6M 2020 2021 2022 2023 2024 30% 31% 32% 31% 30% 20% 20% 22% 23% 24%22% 23% 18% 18% 18%28% 26% 28% 28% 28% $196B $186B $194B $218B $231B 2020 2021 2022 2023 2024
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OUR CUSTOMERS ARE EVERYDAY CANADIANS 10 43 AVERAGE CUSTOMER AGE 1.9 AVERAGE NUMBER OF CHILDREN 1 ~$62K AVERAGE INDIVIDUAL INCOME 3.7 AVERAGE YEARS AT EMPLOYER 3.5 AVERAGE YEARS AT RESIDENCE 590 MEDIAN CREDIT SCORE 72% OF CURRENT CUSTOMERS HAVE BEEN DENIED CREDIT BY A BANK OR CREDIT UNION 80% OF CURRENT CUSTOMERS RELY ON ACCESS TO CREDIT WHEN A FINANCIAL EMERGENCY COMES UP2 Source: goeasy direct-to-consumer loan data (September 2025) and goeasy non- prime benchmark survey (2021) 1. Number of dependent children of customers claiming a source of income related to dependents 2. Includes credit cards and instalment loans
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CORPORATE STRATEGY
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FINANCIAL WELLNESS GEOGRAPHIC EXPANSION PRODUCT RANGE CHANNEL 12 Full suite of products and value add ancillary services Multiple channels of distribution for customers Strong presence in Canada with opportunity for further growth and expansion Helping customers improve financial future through education ESTABLISHED STRATEGY SUPPORTED BY FOUR KEY PILLARS
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GOEASY FRAMEWORK – BUSINESS & FINANCIAL DECISIONS 13 1. STABLE CREDIT PERFORMANCE - 8.0% -10.0% Net Charge Off Rate 3. LEVERAGE - <4.0x DEBT TO ADJ. TANG. EQUITY 2. RETURN ON EQUITY >20% When making business and financial decisions (allocating capital, building products etc.), the Company aims to optimize for profitability (EPS) within three specific hurdles and conditions… OPTIMIZE FOR PROFITABILITY / EARNINGS PER SHARENet Charge Off Rate Return on Equity Financial Leverage
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CORPORATE STRATEGY I. PRODUCT RANGE
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COMPREHENSIVE SUITE OF PRODUCTS THAT MEET THE NEEDS OF OUR CUSTOMERS UNSECURED PERSONAL LOAN HOME EQUITY LOAN Source: goeasy originations for quarter ended September 30, 2025 1. Excludes fees and ancillary product revenue 2. Unsecured Personal Loan and Home Equity Loan based on TransUnion, with the remainder based on FICO AUTO LOANRETAIL LOAN POWERSPORTS LOANHEALTHCARE LOAN Unsecured Loans (52% of Portfolio) Secured Loans (48% of Portfolio) AVG. LOAN SIZE $8,942 $4,873 $3,474 $21,977 $18,530 $74,946 INTEREST RATE1 26.99% - 34.95% 14.90% - 29.90% 15.90% - 29.90% 11.90% - 29.90% 9.90% - 29.90% 9.99% - 25.99% WEIGHTED AVERAGE INTEREST RATE 34.0% 10.9% 17.8% 21.5% 25.2% 16.5% TERM (MONTHS) 9 – 84 Months 6 – 60 Months 12 – 60 Months 12 – 84 Months 9 – 96 Months 72 – 240 Months AVG. RISK SCORE2 591 713 701 649 638 606 15
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A SUITE OF PRODUCTS THAT MEET ALL OUR CUSTOMERS NEEDS 16 $15,000 - $150,000 HOME EQUITY LOAN 9.99% - 25.99% 72 - 240 MONTHS • Financing secured by the equity in customers’ homes • Typically a second lien charge with LTVs between 65-70% (including GSY loan) • Most commonly used for home renovation, debt consolidation and large emergency expenses • Provides homeowners access to a larger loan and lower rate of interest LOAN SIZE INTEREST RATE TERM UNSECURED PERSONAL LOAN • Fixed rate, unsecured instalment loans to customers who have limited access to traditional bank financing products because of limited or bruised credit history • Most commonly used for bill payments, debt consolidation and home & auto repairs • Assisting customers with rebuilding their credit and graduating to lower (i.e. bank) rates $500 - $27,500 26.99% - 34.95% 9- 84 MONTHS LOAN SIZE INTEREST RATE TERM
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17 $1,000 - $15,000LOAN SIZE RETAIL FINANCING INTEREST RATE TERM 14.90% - 29.90% 6 - 60 MONTHS $500 - $15,000 HEALTHCARE FINANCING 15.90% - 29.90% 12 - 60 MONTHS • Fixed rate, unsecured instalment loans to finance customers’ everyday household purchases such as furniture and appliances • Offered through long-standing partnerships with merchants • Seamless point-of-sale experience with automated approvals • Flexible financing options with extended terms for manageable payments • Fixed rate, unsecured healthcare financing for medical, dental, orthodontic, veterinary and cosmetic procedures • Offered through partnerships through veterinary clinics, dental clinics and medical device companies • Express credit decisions and flexible financing options LOAN SIZE INTEREST RATE TERM A SUITE OF PRODUCTS THAT MEET ALL OUR CUSTOMERS NEEDS (CONT .)
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A SUITE OF PRODUCTS THAT MEET ALL OUR CUSTOMERS NEEDS (CONT .) 18 $4,000 - $50,000 AUTOMOTIVE FINANCING 11.90% - 29.90% 12 - 84 MONTHS $1,000 - $75,000 POWERSPORTS FINANCING 9.90% - 29.90% 9 - 96 MONTHS • Secured automotive financing offered through partnerships with ~4,200 dealerships • Underwritten based on credit and affordability • Competitive advantages in approval rate, speed, merchant support and dealer commission • Leading provider for non-prime financing of powersports and recreational vehicle products in Canada • Offered through partnerships with 3,100+ active merchant partners • Offers flexible financing options and competitive approval rates to help dealer partners increase sales volumes and better serve customers LOAN SIZE INTEREST RATE TERM LOAN SIZE INTEREST RATE TERM
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COMPLEMENTED BY VALUE ADDED ANCILLARY SERVICES 19 LOAN PROTECTION PLAN HOME & AUTO BENEFITS Canada’s only credit optimizer service that provides simulator tools to create customized action plans to help customers improve their credit scores. Benefit plan that includes coverage for roadside assistance, locksmith services, legal and financial advice and much more. Creditor insurance that offers customers payment protection in the event of injury, critical illness, involuntary job loss or death. Up to 12 consecutive months of full loan payment with a $2,000 lump sum payment in the case of involuntary job loss. + DESCRIPTION THIRD-PARTY PROVIDER CREDIT OPTIMIZER GAP INSURANCE & WARRANTY Gap insurance that protects buyer and lender from any shortfall on amount owed in case of total loss insurance claim. Warranty coverage for white labeled product for exclusive distribution through LendCare - 27 months powertrain warranty on current model year units, plus 15 years transmissions, seals and gaskets coverage.
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CORPORATE STRATEGY II. CHANNEL
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Online goeasy Connect Partner & 3rd Party Websites Retail ~7,300 Dealership Partners ~4,000 Retail Merchant Partners Call Centre Established Go -To- Market Strategy Comprised Of Multiple Channels To Connect With Customers 21 OMNICHANNEL DISTRIBUTION MODEL
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CORPORATE STRATEGY III. GEOGRAPHIC EXPANSION
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23 WITHIN CANADA 32.3M CANADIANS1 9.6M NON-PRIME1 Source: goeasy and TransUnion as at December 31, 2024. Data based on TransUnion’s Credit Vision Risk Score 1. Includes Canadians with credit reports GEOGRAPHIC EXPANSION
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CORPORATE STRATEGY IV. FINANCIAL WELLNESS
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PUTTING NON-PRIME CANADIANS ON A PATH TO A BETTER FINANCIAL FUTURE 25 A business and a brand differentiated by creating a path to better borrowing for non-prime Canadians Improving Financial Literacy • Hundreds of articles, tools and resources through goeasy academy • Expanded content creation strategy – Podcast, influencer strategies, spokespeople, community based activities & channel expansion 1. Prime credit is defined as opening a trade with a prime lender within 12 months of borrowing from easyfinancial as of Decembe r 2024 2. As measured by an increase in TransUnion Risk Score within 12 months of borrowing from easyfinancial as of December 2024 One to One Personalized Relationships Reducing Cost of Borrowing through a Full Suite of Products • Flexible product suite designed to meet diverse needs, enabling access to the most cost-effective option based on individual credit profiles • Risk-based pricing model that rewards credit improvement over time “Great service learned more in 20 minutes with them than 15 years at banks” Amazing will definitely continue to recommend to everyone
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COMPETITIVE & LEGISLATIVE LANDSCAPE
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27 PRIMENON-PRIME PAYDAY UNSECURED / LOC HOME EQUITY POINT-OF-SALEAUTOMOTIVE LEASE-TO-OWN MORTGAGE INVESTMENT CORPORATIONS CREDIT CARD Prime Lenders Tightening Underwriting in Current Environment 1. BMO announced exit from indirect automotive financing business as of September 15, 2023 1 UNIQUE VALUE PROPOSITON UNDERPINS COMPETITIVE DIFFERENTIATION
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28 Market Dynamics Limited number of market participants operating in Canada 35 domestic banks vs more than 4,000 in the US 1 Banking Systems One of the most accessible banking systems in the world More than 99 per cent of Canadian adults have an account with a financial institution 2 Regulatory Framework Simplified regulatory framework Lending in Canada is regulated under federal law, various provincial consumer protection acts Recourse Laws Consumers have a strong obligation to repay debts Inability to “walk away” from financial obligations given recourse laws 3 1. OSFI for Canada, FDIC for US 2. Canadian Bankers Association 3. Bank of Canada OPERATING IN A CONSTRUCTIVE ENVIRONMENT
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EVOLVING AND CONSTRUCTIVE REGULATORY ENVIRONMENT 29 1. Data as of September 30, 2025 2. Weighted average interest rate is a supplementary financial measure CURRENT PORTFOLIO STATISTICS1 82.2% OF CONSUMER LOAN PORTFOLIO CARRIES INTEREST RATE LESS THAN OR EQUAL TO 35% APR 27.7% WEIGHTED AVERAGE INTEREST RATE2 ON CONSUMER LOAN PORTFOLIO • The Government of Canada passed legislation to lower the maximum allowable rate of interest to 35% APR, effective January 1, 2025 • goeasy has been on a multi-year journey to reduce the weighted average annual interest rate for its customers, currently approximately 27.7% • The Company’s existing strategy has already been to continuously reduce the weighted average interest rate charged to its borrowers going forward • Strategy has enabled goeasy to scale to approximately $5.4B in consumer loans, while originating approximately $18.5B in loans and serving over 1.6M Canadians • The Company expects the change in regulations will be favorable for goeasy in the long term, as it will disproportionately affect companies with less scale and higher funding costs, leading to less competition
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RISK & ANALYTICS
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31 ROOTED IN ESTABLISHED UNDERWRITING PRACTICES TO MANAGE RISK REPAYMENT FULFILMENT AFFORDABILITYCREDIT ADJUDICATIONPRE-QUALIFICATION • Knock-out rules determine initial eligibility • Robust merchant evaluation process • Application information combined with underlying data from credit report and banking history • Proprietary custom risk models based on historical analysis of thousands of attributes unique to the customer • Asset evaluation for secured products • Detailed debt to income calculation • Establishes a maximum loan amount based on ability to repay • Supporting electronic documentation validation including identity, credit report, banking, residency and income • Performed by a central loan approval office • Custom loan document generation including optional ancillary product enrollment • Centralized funding controls • Application to funding in as little as one hour • Payments set up via electronic pre-authorized debit from the customer’s bank account • Loan repayment schedule often set up to align with customer’s payroll cycle VERIFICATION
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• 42.0 TB of data • 92,952 unique data points • 11.43 million applications • 942,479 unique customers EASYFINANCIAL DATA REPOSITORY1 • Customer web analytics • Machine / device fingerprinting • Customer demographic and income / liabilities data • Customized credit report characteristics and spending / payment algorithms • Banking and credit card transaction history (up to one year) • easyfinancial lifetime borrowing and repayment history • easyfinancial collection and customer contact history • Eligibility and pre-qualification rule sets • Proprietary customer adjudication and behavioural risk scores • Comprehensive affordability assessment • Price elasticity testing and optimization • Fraud and document verification screening • Proprietary collection scores and treatment optimization CUSTOMER DATA INTERACTIONS ADVANCED MODELING & ANALYTICS 32 • Expanding sources of data leveraged through advanced modelling and analytical techniques to optimize lending decisions throughout the customer lifecycle • Robust risk appetite framework utilized to measure key trends and proactively identify areas of opportunity / concern ROBUST DATA INFRASTRUCTURE AND ADVANCED MODELING & ANALYTICS 1. As at December 31, 2024
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33 PREDICTIVE ANALYTICS AND NEW DATA SOURCES IMPROVE MODELLING GSY MODEL PREDICTIVE POWER VS. TRANSUNION CREDIT SCORE1 1. Performance comparison is based on TU CV risk score Time 2012-2014 2015-2017 2018-2019 2020-Present Candidate Attributes ~160 TU Characteristics EFS Application Variables ~860 TU Characteristics TU Algorithms EFS Application Variables ~1,360 TU Characteristics TU Algorithms EFS Application Variables EFS Feature Engineering ~2,140 TU Characteristics TU Algorithms EFS Application Variables EFS Feature Engineering Banking Data Attributes Modelling Techniques Traditional Predictive Modelling Gen 1 Logistic Regression Traditional Predictive Modelling Gen 2 Logistic Regression Advanced Predictive Modelling Gen 1 Linear Regression Linear Programming Optimization Ensemble Advanced Predictive Modelling Gen 2 Logistic Regression Neural Nets Random Forest Gradient Boosting • GSY credit models have improved significantly over time with the use of more data and sophisticated modelling techniques • GSY custom models outperform generic credit bureau scores in predicting the expectation of loss for the non-prime consumer by a widening margin 100% 113% 164% 187% 211% TU 2012-2014 2015-2017 2018-2019 2020 to Present GSY Model
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12.7% 13.3% 10.0% 8.8% 8.8% 9.3% 9.3% 9.0% 8.9% 9.1% 8.8% 8.8% 9.1% 9.3% 9.2% 9.1% 8.9% 8.8% 8.9% 2018 2019 2020 2021 Q1 2022 Q2 2022 Q3 2022 Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Q3 2025 34 DEMONSTRATED TRACK RECORD OF DRIVING STEADY FINANCIAL PERFORMANCE 1. Secured instalment loans include loans secured by real estate, personal property or by way of a Notice of Security Interest Note: Supplementary financial measures are not determined in accordance with IFRS, do not have standardized meanings and may not be comparable to similar financial measures presented by other companies 2. Reflects easyfinancial prior to the LendCare acquisition 3. Weighted average interest rate is a supplementary financial measure. 2019 -2020 rates include only easyfinancial loans, while 2021-2024 rates include both easyfinancial and LendCare loans Unsecured Resulting in improved, stable credit performance Gross loan book composition Shift towards secured lending Weighted average interest rate3 of consumer loans + credit score of new originations Risk-adjusted pricing Net charge off rate (%) + Secured1 Increased diversification in loan portfolio through secured loans Evolving credit adjudication capabilities Weighted Average Credit Score of Originations Q4 20192 583 Target range for net charge off rate Weighted Average Interest Rate of Consumer Loans Q3 2025 624 89.6% 87.5% 67.2% 61.0% 58.1% 54.7% 52.2% 10.4% 12.5% 32.8% 39.0% 41.9% 45.3% 47.8% 2019 2020 2021 2022 2023 2024 Q3 2025 40.0% 37.9% 33.3% 30.5% 30.3% 29.0% 27.7% 2019 2020 2021 2022 2023 2024 Q3 2025
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FINANCIAL PERFORMANCE & CAPITAL STRUCTURE
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$1,095 $1,033 $1,594 $2,378 $2,709 $3,166 $1,111 $1,247 $2,030 $2,795 $3,645 $4,596 2019 2020 2021 2022 2023 2024 36 ($ in millions) ACCELERATING LOAN PORTFOLIO GROWTH LEADING TO REVENUE GROWTH ORIGINATIONS AND LOAN BOOK 33% LOAN BOOK CAGR SINCE 2019 22% REVENUE CAGR SINCE 2019 easyfinancial Revenue easyhome Revenue Originations Loan Book SEGMENTED REVENUE $609 $653 $827 $1,019 $1,250 $1,523 2019 2020 2021 2022 2023 2024
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$80 $118 $175 $192 $243 $290 2019 2020 2021 2022 2023 2024 37 ($ in millions) ROBUST PERFORMANCE AND CONSISTENTLY STRONG RETURN METRICS ADJUSTED NET INCOME 20% CAGR SINCE 2019 ADJUSTED RETURN ON EQUITY 31.1% 26.2% 24.2% 25.4% 25.4% 25.5% 2019 2020 2021 2022 2023 2024
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$3,974 $4,676 $6,413 $7,813 5.2% 6.4% 6.8% 6.6% 2022 2023 2024 2025 Q3 $5,911 2025 Q3 CAPITAL STRUCTURE ESTABLISHED TO SUPPORT STRONG LOAN GROWTH 38 Equity Senior Unsecured Note Revolving Credit Facility Securitization Facility I Cost of Borrowing Well positioned capital structure with balanced debt mix and staggered maturities • Revolving credit facility supports short-term needs, with future draws subject to movements in the Prime Rate and CORRA • Diversified debt stack supported by participation from all major Canadian banks across one or more facilities • Funding capacity of approximately $2.31 billion available under existing funding facilities, and ability to raise additional debt financing to fund organic growth forecast • At Q3 2025, 100% of the Company’s drawn debt is with fixed / hedged rates; weighted average cost of borrowing at 6.6% • Debt to adjusted tangible equity ratio of 3.97x1 elevated primarily due to higher levels of balance sheet cash and liquidity following notes offering • Subsequent to quarter end, renewed $1.4B securitization warehouse facility Securitization Facility II (Auto Loans) Other Secured Borrowings • ESTABLISHED NEW $200M SECURITIZATION FACILITY COLLATERALIZED BY AUTOMOTIVE LOANS • $57.9M EQUITY ISSUANCE • US$550M NOTES ISSUANCE • UPSIZED AUTOMOTIVE SECURITIZATION FACILITY TO $500M • INCREASED REVOLVING CREDIT FACILITY TO $370M • US$1B & $150M NOTES ISSUANCE DURING 2024 • INCREASED REVOLVING CREDIT FACILITY TO $550M • INCREASED AUTOMOTIVE SECURITIZATION FACILITY TO $700M 18% 7% 48% 16% 1% 9% 63% 21% 4% 11% Net Capital Structure Based on Utilized Debt • US$400M NOTES ISSUANCE IN APRIL • US$450M AND C$175M NOTES ISSUANCE IN AUGUST Note: Capital stack ($M) defined as total shareholders’ equity plus maximum funding capacity of the Company’s debt; cost of b orrowing defined as the average blended coupon interest rate on drawn balance of the Company’s debt 1. This is a capital management measure. Refer to“ Non- IFRS and Other Financial Measures“ section on page 57 of this presentation. Capital management measures are not determined in accordance with IFRS, do not have standardized meanings and may not be comparable to similar financial measures presented by other companies ($ in millions) Q3 2025 HIGHLIGHTS 2%
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3-YEAR FORECAST 39 KEY PERFORMANCE INDICATOR 2025 2026 2027 Gross consumer loans receivable at year end $5.40 to $5.70 billion $6.40 to $6.70 billion $7.35 to $7.75 billion Total Company revenue $1.62 to $1.82 billion $1.80 to $2.00 billion $2.00 to $2.20 billion Total yield on consumer loans (including ancillary products)1 31.0% to 32.5% 29.0% to 31.0% 29.0% to 31.0% Net charge offs as a percentage of average gross consumer loans receivable 7.75% to 9.75% 7.5% to 9.5% 7.5% to 9.5% Total Company operating margin 41%+ 42.5%+ 43%+ Return on equity 23%+ 23%+ 23%+ 1. This is a non-IFRS ratio. Refer to“ Non-IFRS and Other Financial Measures“ section on page 55 of this presentation Note: Non-IFRS ratios are not determined in accordance with IFRS, do not have standardized meanings and may not be comparable to similar financial measures presented by other companies. CONSISTENT WITH PAST PRACTICE, 3-YEAR FORECAST UPDATE TO BE PROVIDED IN CONNECTION WITH Q4 RESULTS
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ESG OVERVIEW
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41 RELATIONSHIP WITH OUR CUSTOMERS • Our purpose has always been deeply rooted in helping our customers get access to credit • Responsible lending products in a nonjudgmental and respectful manner; high degree of transparency to our lending process • Products that help customers rebuild credit, lower cost of borrowing and ultimately graduate to prime lending • Free access to financial education platform that contains hundreds of articles and tools to help enhance financial literacy 72% OF CURRENT CUSTOMERS DENIED CREDIT BY BANK OR CREDIT UNION1 60% OF CUSTOMERS IMPROVE THEIR CREDIT SCORE2 1. Source: goeasy non-prime benchmark survey (2021) 2. As measured by an increase in TransUnion Risk Score within 12 months of borrowing from easyfinancial 3. Prime credit is defined as opening a trade with a prime lender within 12 months of borrowing from easyfinancial $6.7M+ DONATED TO BGC CANADA & LOCAL CHARITIES INCLUDING RED CROSS, MARIAM SOCIETY TO DATE $1.4M COMMITMENT TO BGC CANADA’S FOOD FUND 1 IN 3 CUSTOMERS GRADUATE TO PRIME CREDIT3 RELATIONSHIP WITH OUR COMMUNITIES OUR SOCIAL COMMITMENT TO OUR CUSTOMERS AND COMMUNITIES
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42 DIVERSITY, EQUITY & INCLUSION • Inspiring employees by providing them with challenging and rewarding work and developing a team-based environment • Employee benefits designed to recognize and reward performance, while also serving to support team members’ financial, physical and mental wellbeing • Committed to award winning culture of ambition, growth, respect, and integrity AWARD WINNING CULTURE WOMEN IN LEADERSHIP • 33% of internal promotions in 2023 were filled by women-identifying employees • 30% of board positions held by women-identifying leaders AFRO-CANADIAN EMPOWERMENT • Black Talent employee resource group founded in 2020 • BNI: Joined over 400 other companies committed to equity for Black talent in Corporate Canada • 7% of goeasy employees identify as Black “I AM GOEASY –SURVEY” • Completed 1st ever Workforce Demographic Survey • ~28% of all employees identified as visible minorities • ~34% of external hires in 2024 were new to Canada OUR SOCIAL COMMITMENT TO OUR EMPLOYEES
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43 CORPORATE GOVERNANCE ENVIRONMENT • Committed to limiting our environmental impact to create a more sustainable future No high carbon footprint, LED lighting throughout over 400 stores and locations to reduce energy consumption Companywide recycling programs for plastics, glass, and electronics Reducing paper consumption by eliminating paper-based billing and statements • Adopted written code of business conduct and independent confidential hotline to ensure ethical business conduct • Committed to a Board that is diverse in experience, perspective, education, race, gender and national origin Energy Efficient PaperlessRecycling 30% FEMALE BOARD MEMBERS GENDER PAY NEUTRAL 90%+ OF BOARD MEMBER COMPENSATION IN DEFERRED SHARE UNITS 80% INDEPENDENT BOARD MEMBERS CORPORATE GOVERNANCE AND ENVIRONMENT
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APPENDIX
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NON-PRIME LENDING MODEL MOST STABLE DURING ECONOMIC SHOCKS 45 • Non-prime Canadians have less debt than prime consumersLOWER LEVELS OF DEBT • A significant portion of our portfolio carries incremental insurance for unemployment risk with a third-party provider of credit insuranceLOAN PROTECTION INSURANCE • Canada’s standard unemployment insurance program covers more than 50% of an average consumer’s after-tax incomeGOVERNMENT SUPPORT Source: goeasy and TransUnion • A smaller percentage of goeasy customers own their homes, compared to the overall populationLESS EXPOSURE TO RISING INTEREST RATES DUE TO LOWER HOMEOWNERSHIP • 48% of the portfolio is now secured by hard assets, such as real estate or automotive and recreational vehiclesSECURED LOANS • Our customers work in a wide variety of industry sectors including manufacturing, retail, financial services, healthcare, technology, and public sector – with no significant industry specific concentration riskDIVERSE INDUSTRY SECTORS • Due to strong risk-adjusted margins and the variable nature of many operating expenses, net charge offs can more than double before compromising profitabilityBUSINESS MODEL UNDER STRESS • If lending activity was slowed and the portfolio were held flat, the business generates over $350 million of free cash • In a run-off scenario with reasonable cost reductions, the business produces approximately $7.3 billion of gross cash and enough free net cash flow to extinguish all external debt in approximately 19 months CASH FLOW GENERATION • Dynamic proprietary credit and underwriting models 2x more predictive than traditional credit scores, and able to affect nearly 50% of the portfolio within 12 months CREDIT RISK MANAGEMENT & SHORT LOAN DURATION
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12.0% 11.4% 8.4% 9.5% 5.3% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 1976 1979 1982 1985 1988 1991 1994 1997 2000 2003 2006 2009 2012 2015 2018 2021 Unemployment Rate • Highest unemployment rate in Canada was 12.0% in 1983 (~1.5x today) during a recession/oil collapse; recessions in the 1990s, 2010s and 2020s saw unemployment at 11.4%, 8.4% and 9.5%, respectively • In each instance the rate increased by ~50% over the rate prior to the economic event • By examining the three regionally concentrated economic shocks where unemployment increased by 50% or greater, three comparisons to credit performance were made during these periods of shock and the subsequent impact on personal loans delinquencies, two based on TransUnion data and one based on internal data: 1. 2001 - Dot.com bubble in Silicon Valley 2. 2009 - Auto-market collapse / financial crisis in Detroit 3. 2015 - Oil collapse in Alberta NON-PRIME SEGMENT MOST STABLE DURING ECONOMIC SHOCKS CANADIAN HISTORICAL ANALYSIS 46 Source: Statistics Canada
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• Unemployment grew 2.6x from ~3.5% to a peak of 9.1% • Subprime delinquency declined by 11.8% • Largest impact felt in prime segments (super prime, prime plus, prime) 2001 – DOT .COM BUBBLE IN SILICON VALLEY ORIGINATION RISK TIER PRE-DOWNTURN ORIGINATIONS (JAN 2000 - FEB 2001) DOWNTURN ORIGINATIONS (MAR 2001 - DEC 2002) SUPER PRIME 0.3% 1.9% PRIME PLUS 1.8% 4.3% PRIME 3.2% 6.6% NEAR PRIME 6.0% 8.9% SUBPRIME 17.8% 15.7% ALL PERSONAL LOANS 7.8% 8.9% 47 Source: TransUnion, 2016 U.S. Research Study titled “Personal loan performance during times of stress” Note: Delinquency rates of loans reported as % of loans that are 90+ days past due at month 24 by units (#) UNEMPLOYMENT RATE DELINQUENCY RATE OBESERVATIONS
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• Unemployment grew 2.4x from ~7% to a peak of 16.5% • Subprime delinquency was flat / stable • Largest impact felt in prime segments (super prime, prime plus, prime) 2009 - AUTO-MARKET COLLAPSE / FINANCIAL CRISIS IN DETROIT ORIGINATION RISK TIER PRE-RECESSION ORIGINATIONS (JAN 2006 - NOV 2007) RECESSION ORIGINATIONS (DEC 2007 - JAN 2009) SUPER PRIME 0.7% 0.9% PRIME PLUS 1.5% 2.0% PRIME 3.8% 4.3% NEAR PRIME 6.4% 7.6% SUBPRIME 15.2% 15.0% ALL PERSONAL LOANS 7.5% 7.9% 48 UNEMPLOYMENT RATE DELINQUENCY RATE OBESERVATIONS Source: TransUnion, 2016 U.S. Research Study titled “Personal loan performance during times of stress” Note: Delinquency rates of loans reported as % of loans that are 90+ days past due at month 24 by units (#)
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0% 2% 4% 6% 8% 10% $0 $20 $40 $60 $80 $100 $120 Jan-12 Jan-13 Jan-14 Jan-15 Jan-16 Jan-17 Jan-18 Alberta Unemployment Rate $U.S. WTI/barrel • Unemployment grew 2x from ~4.5% to a peak of 9% • Subprime vintage delinquency increased 12% • easyfinancial vintage loss rates saw a modest increase of 8% • In period loss rates increased from 14% pre-recession to a peak of 16.5% Pre-Recession Recession 2015 – OIL COLLAPSE IN ALBERTA ORIGINATION RISK TIER PRE-OIL COLLAPSE ORIGINATIONS (JAN 2013 - DEC 2014) OIL COLLAPSE ORIGINATIONS (JAN 2015 - DEC 2016) SUPER PRIME 0.30% 0.37% PRIME PLUS 0.64% 0.90% PRIME 1.35% 1.80% NEAR PRIME 3.68% 5.46% SUBPRIME 19.29% 21.84% ALL PERSONAL LOANS 4.19% 6.03% EASYFINANCIAL PORTFOLIO 16.13% 17.55% 49 UNEMPLOYMENT RATE DELINQUENCY RATE OBESERVATIONS Source: goeasy, TransUnion, and Alberta Economics Dashboard (http://economicdashboard.alberta.ca) Note: Delinquency rates of loans reported as % of loans that are 90+ days past due at month 24 by units (#)
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CONSOLIDATED INCOME STATEMENTS 50 1. This is a non-IFRS measure. Refer to“ Non-IFRS and Other Financial Measures” section on page 52 of this presentation Note: Non-IFRS measures are not determined in accordance with IFRS, do not have standardized meanings and may not be comparable to similar financial measures presented by other companies ($ in thousands) Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 YTD 24 YTD 25 REVENUE Interest income 282,665 304,363 295,829 315,485 328,045 817,459 939,359 Lease revenue 23,439 23,213 22,242 21,822 21,250 72,194 65,314 Commissions earned 69,703 71,092 68,187 73,621 79,372 204,634 221,180 Charges and fees 7,388 6,517 5,603 7,383 11,548 23,817 24,534 383,195 405,185 391,861 418,311 440,215 1,118,104 1,250,387 OPERATING EXPENSES BAD DEBTS 121,092 128,978 131,023 136,383 157,162 338,786 424,568 OTHER OPERATING EXPENSES Salaries and benefits 44,311 50,461 49,463 52,112 51,455 151,330 153,030 Share-based compensation 3,894 1,051 4,441 5,706 3,594 12,484 13,741 Technology costs 9,960 9,798 12,220 12,583 10,943 28,290 35,746 Advertising and promotion 6,768 9,271 8,686 8,338 7,132 23,708 24,156 Underwriting and collection 4,944 6,416 7,162 8,671 9,891 14,835 25,724 Occupancy 5,078 5,060 5,672 5,330 5,388 15,572 16,390 Other expenses 6,249 8,298 7,681 7,567 7,866 25,399 23,114 81,204 90,355 95,325 100,307 96,269 271,618 291,901 DEPRECIATION AND AMORTIZATION 21,218 20,797 20,523 20,559 20,593 63,098 61,675 TOTAL OPERATING EXPENSES 223,514 240,130 246,871 257,249 274,024 673,502 778,144 OPERATING INCOME 159,681 165,055 144,990 161,062 166,191 444,602 472,243 OTHER INCOME (LOSS) 4,165 6,105 - - (1,800) (2,973) (1,800) FINANCE COSTS (47,850) (71,645) (89,651) (43,033) (118,767) (153,847) (251,451) INCOME TAX EXPENSE 31,056 25,690 15,940 31,486 12,534 78,497 59,960 NET INCOME 84,940 73,825 39,399 86,543 33,090 209,285 159,032 ADJUSTED NET INCOME 1 75,123 77,399 60,039 68,457 68,926 212,743 197,421
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CONSOLIDATED BALANCE SHEETS 51 1. These are non-IFRS measures. Refer to“ Non-IFRS and Other Financial Measures” section on page 52 of this presentation Note: Non-IFRS measures are not determined in accordance with IFRS, do not have standardized meanings and may not be comparable to similar financial measures presented by other companies ($ in thousands) Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 ASSETS Cash 151,056 251,381 180,832 254,494 501,914 Consumer loans receivable, net 4,179,169 4,366,533 4,555,358 4,858,147 5,169,753 Investment 58,491 41,918 41,918 41,918 40,118 Lease assets 41,312 40,973 38,665 37,485 36,121 Property and equipment, net 33,516 35,004 33,579 32,270 31,271 Intangible assets, net 112,308 110,979 107,080 105,603 103,740 Goodwill 180,923 180,923 180,923 180,923 180,923 Right-of-use assets, net 55,032 54,224 52,732 51,577 50,698 Other assets 1 80,513 112,601 138,440 63,970 89,802 TOTAL ASSETS 4,892,320 5,194,536 5,329,527 5,626,387 6,204,340 LIABILITIES AND SHAREHOLDERS' EQUITY Liabilities Accounts payable and other liabilities 78,227 156,903 126,457 75,681 80,597 Revolving credit facility 47,483 21,797 164,610 170,924 (2,264) Notes payable 1,937,165 2,413,795 2,440,141 2,823,448 3,719,872 Revolving securitization warehouse facilities 1,246,660 1,073,876 1,134,628 987,112 857,239 Secured borrowings 136,151 120,335 107,402 97,795 91,625 Other liabilities 1 253,893 206,767 203,874 259,118 226,392 TOTAL LIABILITIES 3,699,579 3,993,473 4,177,112 4,414,078 4,973,461 TOTAL SHAREHOLDERS’ EQUITY 1,192,741 1,201,063 1,152,415 1,212,309 1,230,879 TOTAL LIABILITIES AND SHAREHOLDERS' EQUITY 4,892,320 5,194,536 5,329,527 5,626,387 6,204,340
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NON-IFRS AND OTHER FINANCIAL MEASURES 52 The Company uses a number of financial measures to assess its performance. Some of these measures are not calculated in accordance with International Financial Reporting Standards (IFRS) as issued by International Accounting Standards Board (IASB), are not identified by IFRS and do not have standardized meanings that would ensure consistency and comparability among companies using these measures. The Company believes that non- IFRS measures and other financial measures are useful in assessing ongoing business performance and provide readers with a better understanding of how management assesses performance. These non-IFRS measures and other financial measures are used throughout this earnings presentation and listed in this section. An explanation of the composition of non-IFRS measures and other financial measures can be found in the Company’s MD&A, available on www.sedar.com. • Adjusted net income is a non-IFRS measure. Refer to 1) “Key Performance Indicators and Non-IFRS Measures” section on page 31 of the Company’s MD&A for the three and nine-month periods ended September 30, 2025 for Q3 25, Q3 24, YTD 25, and YTD 24 metrics, 2) “Key Performance Indicators and Non-IFRS Measures” section on page 30 of the Company’s MD&A for the three and six-month periods ended June 30, 2025 for Q2 25, and Q2 25 metrics, 3) “Key Performance Indicators and Non-IFRS Measures” section on page 24 of the Company’s MD&A for the three-month period ended March 31, 2025 for Q1 25 metrics, and 4) “Key Performance Indicators and Non-IFRS Measures” section on page 42 of the Company’s MD&A for the three-month period and year ended December 31, 2024 for Q4 24 metrics Non-IFRS Measures Adjusted Net Income • Adjusted operating income is a non-IFRS measure. Refer to 1) “Key Performance Indicators and Non-IFRS Measures” section on page 31 of the Company’s MD&A for the three and nine- month periods ended September 30, 2025 for Q3 25, Q3 24, YTD 25, and YTD 24 metrics, 2) “Key Performance Indicators and Non-IFRS Measures” section on page 30 of the Company’s MD&A for the three and six-month periods ended June 30, 2025 for Q2 25, and Q2 25 metrics, 3) “Key Performance Indicators and Non-IFRS Measures” section on page 24 of the Company’s MD&A for the three-month period ended March 31, 2025 for Q1 25 metrics, and 4) “Key Performance Indicators and Non-IFRS Measures” section on page 42 of the Company’s MD&A for the three-month period and year ended December 31, 2024 for Q4 24 metrics Adjusted Operating Income
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NON-IFRS AND OTHER FINANCIAL MEASURES (CONT .) 53 Non-IFRS Measures (Cont.) • Free cash flows from operations before net growth in gross consumer loans receivable is a non-IFRS measure Refer to 1) “Key Performance Indicators and Non-IFRS Measures” section on page 31 of the Company’s MD&A for the three and nine-month periods ended September 30, 2025 for Q3 25, Q3 24, YTD 25, and YTD 24 metrics, 2) “Key Performance Indicators and Non-IFRS Measures” section on page 30 of the Company’s MD&A for the three and six-month periods ended June 30, 2025 for Q2 25, and Q2 25 metrics, 3) “Key Performance Indicators and Non-IFRS Measures” section on page 24 of the Company’s MD&A for the three-month period ended March 31, 2025 for Q1 25 metrics, and 4) “Key Performance Indicators and Non- IFRS Measures” section on page 42 of the Company’s MD&A for the three-month period and year ended December 31, 2024 for Q4 24 metrics Free Cash Flows from Operations before Net Growth in Gross Consumer Loans Receivable • Other assets is a non-IFRS measure. The Company defines other assets as the sum of accounts receivable, prepaid expense, deferred tax asset, and derivative financial assets. The Company believes other assets is a relevant measure of the Company’s financial position. Refer to below for reconciliation. Other Assets ($ in thousands) Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 Total assets Accounts receivable 39,458 42,438 41,918 42,032 44,910 Prepaid expense 12,031 9,488 15,000 10,346 10,646 Derivative financial assets 29,024 60,675 73,773 6,188 20,656 Deferred income tax assets, net - - 7,749 5,404 10,474 Income taxes recoverable - - - - 3,116 Other assets 80,513 112,601 138,440 63,970 89,802
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NON-IFRS AND OTHER FINANCIAL MEASURES (CONT .) 54 • Other liabilities is a non-IFRS measure. The Company defines other liabilities as the sum of income taxes payable, dividends payable, unearned revenue, accrued interest payable, deferred tax liabilities, net, lease liabilities, and derivative financial liabilities. The Company believes other liabilities is a relevant measure of the Company’s financial position. Refer to below for reconciliation. Non-IFRS Measures (Cont.) Other Liabilities ($ in thousands) Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 Total liabilities Income taxes payable 17,060 24,567 5,928 3,109 - Dividends payable 19,658 19,519 23,717 23,461 23,478 Unearned revenue 25,516 25,864 25,710 28,122 29,715 Accrued interest payable 52,556 49,003 62,543 55,178 84,675 Deferred income tax liabilities, net 16,290 4,184 - - - Lease liabilities 63,225 62,164 60,495 59,025 57,835 Derivative financial liabilities 59,588 21,466 25,481 90,223 30,689 Other liabilities 253,893 206,767 203,874 259,118 226,392
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NON-IFRS AND OTHER FINANCIAL MEASURES (CONT .) 55 • Adjusted operating margin is a non-IFRS ratio. Refer to 1) “Key Performance Indicators and Non-IFRS Measures” section on page 31 of the Company’s MD&A for the three and nine- month periods ended September 30, 2025 for Q3 25, Q3 24, YTD 25, and YTD 24 metrics, 2) “Key Performance Indicators and Non-IFRS Measures” section on page 30 of the Company’s MD&A for the three and six-month periods ended June 30, 2025 for Q2 25, and Q2 25 metrics, 3) “Key Performance Indicators and Non-IFRS Measures” section on page 24 of the Company’s MD&A for the three-month period ended March 31, 2025 for Q1 25 metrics, and 4) “Key Performance Indicators and Non-IFRS Measures” section on page 42 of the Company’s MD&A for the three-month period and year ended December 31, 2024 for Q4 24 metrics. Non-IFRS Ratios Adjusted Operating Margin • Adjusted diluted earnings per share is a non-IFRS ratio. Refer to 1) “Key Performance Indicators and Non-IFRS Measures” section on page 31 of the Company’s MD&A for the three and nine-month periods ended September 30, 2025 for Q3 25, Q3 24, YTD 25, and YTD 24 metrics, 2) “Key Performance Indicators and Non-IFRS Measures” section on page 30 of the Company’s MD&A for the three and six-month periods ended June 30, 2025 for Q2 25, and Q2 25 metrics, 3) “Key Performance Indicators and Non-IFRS Measures” section on page 24 of the Company’s MD&A for the three-month period ended March 31, 2025 for Q1 25 metrics, and 4) “Key Performance Indicators and Non-IFRS Measures” section on page 42 of the Company’s MD&A for the three-month period and year ended December 31, 2024 for Q4 24 metrics. Adjusted Diluted Earnings per Share • Adjusted return on equity is a non-IFRS ratio. Refer to 1) “Key Performance Indicators and Non-IFRS Measures” section on page 31 of the Company’s MD&A for the three and nine- month periods ended September 30, 2025 for Q3 25, Q3 24, YTD 25, and YTD 24 metrics, 2) “Key Performance Indicators and Non-IFRS Measures” section on page 30 of the Company’s MD&A for the three and six-month periods ended June 30, 2025 for Q2 25, and Q2 25 metrics, 3) “Key Performance Indicators and Non-IFRS Measures” section on page 24 of the Company’s MD&A for the three-month period ended March 31, 2025 for Q1 25 metrics, and 4) “Key Performance Indicators and Non-IFRS Measures” section on page 42 of the Company’s MD&A for the three-month period and year ended December 31, 2024 for Q4 24 metrics. Adjusted Return on Equity
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NON-IFRS AND OTHER FINANCIAL MEASURES (CONT .) 56 • Adjusted other operating expenses (Opex) is a non-IFRS measure. Refer to 1) “Key Performance Indicators and Non-IFRS Measures” section on page 31 of the Company’s MD&A for the three and nine-month periods ended September 30, 2025 for Q3 25, Q3 24, YTD 25, and YTD 24 metrics, 2) “Key Performance Indicators and Non-IFRS Measures” section on page 30 of the Company’s MD&A for the three and six-month periods ended June 30, 2025 for Q2 25, and Q2 25 metrics, 3) “Key Performance Indicators and Non-IFRS Measures” section on page 24 of the Company’s MD&A for the three-month period ended March 31, 2025 for Q1 25 metrics, and 4) “Key Performance Indicators and Non-IFRS Measures” section on page 42 of the Company’s MD&A for the three-month period and year ended December 31, 2024 for Q4 24 metrics. Non-IFRS Ratios (Cont.) Adjusted Other Opex / Average Loan Book • Adjusted other opex / average loan receivables are non-IFRS ratios. Refer to table below for reconciliation ($ in thousands) Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 Adjusted other operating expenses $88,640 $97,885 $102,216 $107,162 $102,961 Divided by average loan book $4,314,520 $4,536,022 $4,709,745 $4,977,757 $5,323,728 Annualized Adjusted other opex / average loan book 8.2% 8.6% 8.7% 8.6% 7.7% • Efficiency ratio is a non-IFRS ratio. Refer to 1) “Key Performance Indicators and Non-IFRS Measures” section on page 31 of the Company’s MD&A for the three and nine-month periods ended September 30, 2025 for Q3 25, Q3 24, YTD 25, and YTD 24 metrics, 2) “Key Performance Indicators and Non-IFRS Measures” section on page 30 of the Company’s MD&A for the three and six-month periods ended June 30, 2025 for Q2 25, and Q2 25 metrics, 3) “Key Performance Indicators and Non-IFRS Measures” section on page 24 of the Company’s MD&A for the three-month period ended March 31, 2025 for Q1 25 metrics, and 4) “Key Performance Indicators and Non-IFRS Measures” section on page 42 of the Company’s MD&A for the three-month period and year ended December 31, 2024 for Q4 24 metrics. Efficiency Ratio
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NON-IFRS AND OTHER FINANCIAL MEASURES (CONT .) 57 Non-IFRS Ratios (Cont.) • Adjusted return on tangible common equity (ROTCE) is a non-IFRS ratio. Refer to 1) “Key Performance Indicators and Non-IFRS Measures” section on page 31 of the Company’s MD&A for the three and nine-month periods ended September 30, 2025 for Q3 25, Q3 24, YTD 25, and YTD 24 metrics, 2) “Key Performance Indicators and Non-IFRS Measures” section on page 30 of the Company’s MD&A for the three and six-month periods ended June 30, 2025 for Q2 25, and Q2 25 metrics, 3) “Key Performance Indicators and Non-IFRS Measures” section on page 24 of the Company’s MD&A for the three-month period ended March 31, 2025 for Q1 25 metrics, and 4) “Key Performance Indicators and Non-IFRS Measures” section on page 42 of the Company’s MD&A for the three-month period and year ended December 31, 2024 for Q4 24 metrics. Adjusted Return on Tangible Common Equity • Total yield on consumer loans (including ancillary products) is a non-IFRS ratio. Refer to 1) “Portfolio Analysis” section on page 20 of the Company’s MD&A for the three and nine- month periods ended September 30, 2025 for Q3 25, 2) “Portfolio Analysis” section on page 19 of the Company’s MD&A for the three-month period ended June 30, 2025 for Q2 25 and Q2 24 metrics, 3) “Portfolio Analysis” section on page 13 of the Company’s MD&A for the three-month period ended March 31, 2025 for Q1 25 and Q1 24 metrics, 4) “Portfolio Analysis” section on page 31 of the Company’s MD&A for the year ended December 31, 2024 and Q4 24 Total Yield on Consumer Loans as a Percentage of Average Gross Consumer Loans Receivable • Debt to adjusted tangible equity is a capital management measure. Refer to “Financial Condition” section on page 42 of the Company’s MD&A for the quarter-ended September 30, 2025 for Q3 25 metric Capital Management Measures Debt to Adjusted Tangible Equity • Weighted average interest rate is a supplementary financial measure. It Is calculated as the sum of individual loan balance multiplied by interest rate divided by gross consumer loans receivable Supplementary Financial Measures Weighted Average Interest Rate