Slides
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Q3/2025 Interim Report 3 November 2025 CEO Karri Alameri This presentation is a translation of the original Finnish version "Q3/2025 osavuosikatsaus 3.11.2025”. If discrepancies occur, the Finnish version is dominant.
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Topics Q3 summary Q3 figures Development of volumes and income Our future priorities
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Q3 Summary
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Q3 summary (1/2) • Core business on robust foundation - Comparable profit before taxes EUR 16.1 (27.6) million - Excellent private customer satisfaction • Cost level on declining curve - Comparable operating expenses EUR 26.3 (23.8) million - Q3 expenses decreased compared to the beginning of the year • Decrease in the loan portfolio explained mainly by H1 measures - Divestment of a few large customers - Exit from high-risk customers - Progress in the controlled winding down portfolio
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3.11.2025 Q3 summary (2/2) • Credit quality as earlier - Impairment losses on financial assets EUR -10.1 (-13.3) million - The share of non-performing exposures of total loan portfolio 8.6 (6.5)% • Further improved risk management measures - Action plan to reduce the number of NPLs - Action plan to address the observations made by the supervisor in February - Controlled winding down portfolio related to non -compliance with guidelines • Further strengthening financial position - The total capital (TC) ratio 19.2 (15.6)% - Common Equity Tier 1 (CET1) capital ratio 18.2% - Exceptionally strong liquidity position
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Q3 Figures
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3.11.2025 • Comparable result before taxes EUR 16.1 (27.6) million • Net interest income EUR 40.2 (52.4) million • Net commission income EUR 12.5 (12.2) million • Comparable cost/income ratio 50.1 (36.8)% • Comparable ROE 8.5 (16.2)% • Comparable earnings per share EUR 0.38 (0.67) • Impairment losses on financial assets EUR -10.1 (-13.3) million • Strong financial position - Exceptionally strong capital adequacy and liquidity Moderate result in challenging environment Comparable profit before taxes EUR 16.1 million Profit before taxes EUR 15.5 million Balance sheet total EUR 7.5 mrd Comparable cost/income ratio 50.1% Total capital (TC) ratio 19.2% Common Equity Tier1 (CET1) capital ratio 18.2% Q3
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Strong demand for our unsecured senior-term bond • Unsecured senior-term bond of EUR 200 million • Issued in September under our bond program • Will cover in advance the updated MREL requirement that will come into effect next year • Attracted strong demand with the order book exceeding EUR 600 million
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Costs explained by increased number of employees, expanded branch network & risk management measures 9.8 14.8 2.1 Q3/2025 26.8 EUR million 651 548 0 200 400 600 800 Number of employees 9/2025 9/2024 7.3 16.5 2.3 Henkilöstökulut Liiketoiminnan muut kulut Yritysjärjestelyjen kulut Poistot ja arvonalentumiset Q3/2024 27.7 EUR million 1.6
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EUR million Q3/25 Q2/25 Q1/25 Q1/24 Q2/24 Q3/24 Q4/24 2024 Action plan to correct the supervisor's observations 1.7 2.6 Costs of the “Noste” risk management action plan - - 3.3 - 0.1 2.8 5.4 8.3 Provision for possible sanctions imposed by the FIN-FSA's inspection - - 3.0 - - - - - Deposit guarantee contribution - 0.6 - - - - - 2.8 Items affecting comparability: Investigations related to non-compliance with the guidelines 0.5 0.3 2.0 - - 2.3 1.2 3.5 Expenses related to Handelsbanken’s business arrangement - - 0.8 1.4 1.6 0.4 4.2 Breakdown of non-recurring expences
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Outlook for the rest of the year No changes compared to Q2 • The costs remain high due to improvements in risk management practices, quality process development, increased headcount, and efforts to address the findings of the Finnish Financial Supervisory Authority • Credit loss provisions higher than estimated due to the update of the ECL model implemented in the first quarter • Development of fee and commission income weaker than estimated in the prevailing economic environment • Comparable profit before taxes for the financial year 2025 is estimated to be EUR 50 -65 million
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Outlook for the financial year 2025 In June, Oma Savings Bank Plc lowered its earnings guidance for 2025, as the Company's cost level is expected to remain high throughout the financial year 2025 due to investments in risk management and quality processes, increased headcount, and efforts to address the findings of the Finnish Financial Supervisory Authority’s inspection. In addition, the update of the ECL model implemented during the first quarter has increased the level of credit loss provisions more than anticipated. Furthermore, the development of fee and commission income is expected to be weaker than expected in the prevailing economic environment. The Company estimates that the Group's comparable profit before taxes for the financial year 2025 will be EUR 50– 65 million.
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Development of volume & income
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Volumes 9/24 vs. 9/25 -3.7% Mortgage portfolio Corporate loans -17.9% Deposit base -0.7%
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Loan portfolio (excl. credit institutions) 1,000 €
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75.9 143.6 86.7 58.7 2022 2023 2024 1-9/24 1-9/25 39.7 Comparable profit before taxes, EUR million
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104,930 197,045 213,097 162,184 131,119 - 8 000 16 000 24 000 32 000 40 000 48 000 56 000 64 000 72 000 80 000 88 000 96 000 104 000 112 000 120 000 128 000 136 000 144 000 152 000 160 000 168 000 176 000 184 000 192 000 200 000 208 000 216 000 224 000 Net interest income (EUR 1,000) 2022 2023 2024 1-9/2024 1-9/2025 Fee and commission income (EUR 1,000) Lending Card and payment transactions Funds Mediate d activity Other commission income Operating income 2022 2023 2024 56,621 46,270 45,217 44,428 1-9/2024 1-9/2025 61,242
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Future priorities
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Satisfied customers are the key to our success 0 200 400 600 800 1 000 1 200 1 400 New customers per month -- Without M&A
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High customer satisfaction Digital services With th e cu stom er everyw here OmaSp Branches 48 Nationwide branch network serves in key growth and regional centres Development of excellent customer experience and service accessibility continues Comparable profit before taxes for the financial year 2025 estimated to be EUR 50–65 million Significant measures to strengthen risk management practices We are committed to personal and accessible banking
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• Focus on cost control and operational efficiency - Completion of action plans and implementation in practices - Long-term and systematic cost management • Leveraging on personal and accessible banking - Expert advisory services from your personal banker - Nationwide branch network • Strengthening customer experience and sales activities - Growth from broad customer relationships - Improving the service quality and strengthening the customer experience Aiming for profitable growth
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THANK YOU