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www.creditaccessgrameen.in Q2 & H1 FY27 Investor Presentation October 2026 Leading Rural Focused Inclusive Financing Platform Tested By Cycles, Strengthened By Purpose CreditAccess Grameen Limited
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www.creditaccessgrameen.in 2 Disclaimer By accessing this presentation, you agree to be bound by the following terms and conditions. This presentation (which may reflect some price-sensitive information in terms of SEBI regulations and Companies Act, 2013, as amended from time to time) has been prepared by CreditAccess Grameen Limited (the “Company”). The Company may alter, modify or otherwise change in any manner the contents of this presentation, without obligation to notify any persons of such change or changes. This presentation may contain certain “forward-looking statements”. These statements include descriptions regarding the intent, belief or current expectations of the Company or its management and information currently available with its management, including with respect to the results of operations and the financial condition of the company. 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www.creditaccessgrameen.in Our Current Position – The Vantage Point Our Strategic Vision – Project “Shakti” Financial Profile – Built for Growth ESG & CSR – Our Natural Advantage ii Recent Performance – Momentum That Speaks Discussion Summary 3
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www.creditaccessgrameen.in 4 Key Metrics Q2 FY27 YoY% QoQ% AUM (INR Cr) 30,946 19.5% 2.1% Borrowers (Lakh) 44.98 1.3% 1.0% Disbursements (INR Cr) 6,355 19.4% 4.1% CE (Excl. Arrears) / (Incl. Arrears) % 97.9% / 98.1% GNPA (GL: 60+ dpd, RF: 90+ dpd) % 1.79% PAR 90+ % 1.11% NNPA (GL: 60+ dpd, RF: 90+ dpd) % 0.59% ECL Provisioning % 3.31% (includes 0.45% macro-prudential buffer) CRAR % 26.9% (Tier 1: 26.2%) Key Financial Metrics Q2 FY27 NII (INR Cr) 1,278 PPOP (INR Cr) 970 PAT (INR Cr) 502 Interest Spread % 13.2% NIM % 15.1% ROA % 5.8% / 5.0% 1 ROE % 23.2% / 20.0% 1 Liquidity Assets: INR 3,502 Cr C&CE (10.2% of total assets) Funding (Sanctions): INR 6,759 Cr (in hand) + INR 5,925 Cr (in pipeline) AUM grew 19.5% YoY and 2.1% QoQ ✓ Retail Finance (RF) share at 23.3%; secured book grew 60.9% YoY to INR 695 Cr ✓ Strong traction in 2W loan book, crossing INR 60 Cr (vs. INR 20 Cr in Q1) 2.3 Lakh new borrowers added (35% NTC), 4.9 Lakh added in H1 ✓ 38.1% of borrower base registered on Grameen Mahi (customer app) Asset quality back to pre-crisis levels, best since last 10 quarters - Collection efficiency back to 98% levels in Q2, with digital collections at 26.3% - X-Bucket CE at 99.71% in Sep-26 Best placed to deliver strong profitability in an evolving macro environment ✓ Risk adjusted NIM (reported NIM – credit cost) at highest levels, whilst pricing being competitive across all product segments. Pricing benefit of ~50bps given to customers from Oct-26 ✓ Strong COB control supported by diversified lender base, high-quality PSL book, and judicious borrowings mix (Repo / MCLR / fixed rate) ✓ 45 bps of macro-prudential provisioning buffer Revised FY27 guidance basis superior H1 performance ✓ AUM growth: 20.0 – 25.0% I NIM: 14.4 – 14.7% ✓ C/I Ratio: 29.0 – 30.0% I Credit cost: 3.0 – 4.0% ✓ ROA: 5.2 – 5.8% I ROE: 21.0 – 24.0% 1) On TTM basis Q2 FY27: Key Business Highlights Highest Quarterly Profit Crossing INR 500 Cr Milestone, Growing 5x Over Past 5 Years
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www.creditaccessgrameen.in * GNPA & NNPA recognition policy (GL: 60+ dpd, RF: 90+ dpd) ** On TTM basis AUM INR 30,946 Cr (19.5% YoY) NIM 15.1% Wgtd. Avg. COB 9.1% Disbursements INR 6,355 Cr (19.4% YoY) C/I Ratio 28.2% Opex/AUM Ratio 5.0% PPOP INR 970 Cr (39.6% YoY) PAT INR 502 Cr (298.7% YoY) CRAR Total 26.9% CRAR Tier 1 26.2% ROA 5.8% / 5.0%** ROE 23.2% / 20.0%** Total Equity INR 8,919 Cr D/E Ratio 2.8 GNPA*: 1.79% NNPA*: 0.59% PAR 90+: 1.11% Collection Efficiency (Excl. Arrears) 97.9% Branches 2,326 (+5.3% YoY) 60 New Branches Opened Provisioning: 3.31% Write-off INR 250 Cr Employees 22,677 (+4.5% YoY) Active Borrowers 44.98 Lakh (+1.3% YoY) 5 Q2 FY27: Key Performance Highlights PAT Up 298.7% YoY, ROA: 5.8%, ROE: 23.2%
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www.creditaccessgrameen.in * GNPA & NNPA recognition policy (GL: 60+ dpd, RF: 90+ dpd) AUM INR 30,946 Cr (19.5% YoY) NIM 14.7% Wgtd. Avg. COB 9.2% Disbursements INR 12,461 Cr (15.6% YoY) C/I Ratio 28.7% Opex/AUM Ratio 4.9% PPOP INR 1,843 Cr (36.7% YoY) PAT INR 995 Cr (435.0% YoY) CRAR Total 26.9% CRAR Tier 1 26.2% ROA 5.9% ROE 23.8% Total Equity INR 8,919 Cr D/E Ratio 2.8 GNPA*: 1.79% NNPA*: 0.59% PAR 90+: 1.11% Collection Efficiency (Excl. Arrears) 97.7% Branches 2,326 (+5.3% YoY) 102 New Branches Opened Provisioning: 3.31% Write-off INR 614 Cr Employees 22,677 (+4.5% YoY) Active Borrowers 44.98 Lakh (+1.3% YoY) 6 H1 FY27: Key Performance Highlights PAT Up 435.0% YoY, ROA: 5.9%, ROE: 23.8%
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www.creditaccessgrameen.in Lower PAR Accretion Driving Asset Quality Normalisation Continuous Reduction In Credit Cost Due to Lower New PAR Accretion Credit Cost (INR Cr) Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 ECL provisions (A= i+ ii) 258.9 217.5 101.5 226.6 Due to New PAR (i) 222.0 123.0 101.5 138.4 Due to change in ECL % (ii) 36.9 94.5 0.0 88.3 Due to Write-offs (B) 83.7 117.9 111.0 72.6 Credit Cost (A + B) 342.6 335.3 212.5 299.2 7 Overall Monthly PAR 15+ Accretion/AUM Rate Sep-26 Jun-26 Sep-26 Top 5 States % AUM PAR 0-90 PAR 90+ PAR 0-90 PAR 90+ Karnataka 29.4% 0.7% 1.6% 0.8% 1.1% Maharashtra 21.7% 0.7% 1.3% 1.0% 1.1% Tamil Nadu 17.6% 0.8% 1.4% 1.0% 1.2% Madhya Pradesh 8.2% 1.0% 1.9% 1.5% 1.6% Bihar 4.8% 0.9% 2.1% 1.3% 1.4% Others 18.3% 0.6% 1.1% 0.9% 0.8% Total 100.0% 0.7% 1.5% 1.0% 1.1% Improving Asset Quality Trend 0.91% 0.95% 0.84% 0.46% 0.47% 0.18% 0.07% 0.16% 0.21% 0.21% 0.26% Sep-24 Dec-24 Mar-25 Jun-25 Sep-25 Dec-25 Mar-26 Jun-26 Jul-26 Aug-26 Sep-26
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www.creditaccessgrameen.in Consistent Improvement In PAR 15+ Accretion Trend Across All Geographies 8 0.54% 0.38% 0.18% 0.06% 0.15% 0.17% 0.17% 0.22% 0.22% 0.26% Jun 25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Jul-26 Aug-26 Sep-26 0.43% 0.66% 0.29% 0.09% 0.15% 0.15% 0.21% 0.23% 0.28% 0.32% Jun-25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Jul-26 Aug-26 Sep-26 0.29% 0.31% 0.16% 0.07% 0.10% 0.12% 0.21% 0.15% 0.20% 0.21% Jun-25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Jul-26 Aug-26 Sep-26 Tamil Nadu – Monthly PAR 15+ Accretion/AUM Rate Bihar & UP – Monthly PAR 15+ Accretion/AUM Rate Other States – Monthly PAR 15+ Accretion/AUM Rate 0.37% 0.70% 0.26% 0.12% 0.23% 0.27% 0.26% 0.36% 0.38% 0.45% Jun-25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Jul-26 Aug-26 Sep-26 Madhya Pradesh – Monthly PAR 15+ Accretion/AUM Rate 0.34% 0.46% 0.22% 0.07% 0.15% 0.16% 0.19% 0.24% 0.22% 0.27% Jun-25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Jul-26 Aug-26 Sep-26 Maharashtra – Monthly PAR 15+ Accretion/AUM Rate 0.58% 0.51% 0.13% 0.06% 0.11% 0.12% 0.12% 0.15% 0.14% 0.19% Jun-25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Jul-26 Aug-26 Sep-26 Karnataka – Monthly PAR 15+ Accretion/AUM Rate
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www.creditaccessgrameen.in PAR Buckets At Lowest Levels Since Last 10 Quarters ✓ Delinquency metrics demonstrated consistent sequential improvement ✓ Stable PAR levels despite divergent trends – i) Excess rainfall & flooding, ii) Deficient monsoon • Temporary PAR increase in Aug-26 / Sep-26 due to excess rainfall/ heavy flooding across certain regions in Bihar, Uttar Pradesh, Chhattisgarh, and Madhya Pradesh • Minor increase in monthly PAR accretion rate due to lower wage income and customer migration on account of deficient monsoons across certain states ✓ Overall credit performance was broad-based across operating geographies 9 1.7% 2.5% 4.9% 6.8% 6.9% 5.9% 4.7% 4.4% 3.0% 2.2% 2.1% 1.4% 1.8% 3.3% 5.1% 5.5% 4.9% 3.7% 3.8% 2.7% 1.9% 1.6% 1.2% 1.4% 2.4% 3.8% 4.3% 4.1% 3.1% 3.4% 2.5% 1.6% 1.3% 0.9% 1.1% 1.7% 2.6% 3.3% 3.3% 2.5% 2.9% 2.3% 1.5% 1.1% Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 PAR 0+ PAR 30+ PAR 60+ PAR 90+
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www.creditaccessgrameen.in Asset Quality Across Products Segments 10 GL: Group Loan, IGL: Income Generation Loan, RF: Retail Finance, IBL: Individual Business Loan, OLL: Other Life-cycle Loan, Mortgage Loan: Secured Business Loan & Affordable Housing Loan GL: IGL + OLL Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 PAR 0+ 4.9% 4.8% 3.3% 2.4% 2.3% PAR 30+ 3.9% 4.2% 3.0% 2.0% 1.7% PAR 60+ 3.3% 3.8% 2.8% 1.8% 1.4% PAR 90+ 2.6% 3.2% 2.6% 1.6% 1.2% RF: IBL + OLL Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 PAR 0+ 2.8% 1.8% 1.4% 1.4% 1.5% PAR 30+ 2.3% 1.5% 1.2% 1.2% 1.1% PAR 60+ 2.0% 1.2% 1.1% 1.0% 0.9% PAR 90+ 1.7% 1.0% 1.0% 0.9% 0.8% RF: Mortgage Loans Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 PAR 0+ 2.1% 2.1% 2.0% 2.2% 2.4% PAR 30+ 1.6% 1.7% 1.8% 1.8% 1.9% PAR 60+ 1.3% 1.5% 1.6% 1.6% 1.7% PAR 90+ 1.1% 1.3% 1.5% 1.5% 1.5%
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www.creditaccessgrameen.in EAD: Exposure at default = on-balance sheet loan principal + interest Credit Cost (INR Cr) Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 Opening ECL - (A) 1,030.8 1,114.5 1,115.6 964.2 ECL Provisions (B= i + ii) 258.9 217.5 101.5 226.6 Due to New PAR (i) 222.0 123.0 101.5 138.4 Due to change in ECL % (ii) 36.9 94.5 - 88.3 Reversals (due to write-off) (C) 175.2 216.4 252.9 177.7 Closing ECL (D = A+B-C) 1,114.5 1,115.6 964.2 1,013.1 Write-off (E) 258.9 334.3 364.0 250.3 Write-Off Impact (F = E - C) 83.7 117.9 111.0 72.6 Credit Cost (G = B+F) 342.6 335.3 212.5 299.2 Credit Cost % (non-annualised) 1.34% 1.21% 0.72% 0.99%1 Bad-Debt Recovery (G) 12.5 11.8 13.3 18.7 Q2 FY27 (INR Cr) Consolidated Asset Classification (dpd) EAD EAD% ECL% Stage 1 0 – 15 (GL), 0 – 30 (RF) 29,883.3 97.8% 1.88% Stage 2 16 – 60 (GL), 31 – 90 (RF) 140.6 0.5% 58.7% Stage 3 60+ (GL), 90+ (RF) 546.81 1.8% 67.5% Total 30,570.7 100.0% 3.31% 11 Macro-prudential provisioning buffer: • Total ECL of 3.31% includes 0.45% (INR 137 Cr) macro-prudential buffer 1) Includes INR 151 Cr on account of restructured loans where provisioning stands at 40% Early Risk Recognition & Conservative Provisioning 1) Q2 FY27 credit cost % (non-annualized) of 0.99% = 0.77% due to new PAR + 0.22% due to increase in ECL provisioning %
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www.creditaccessgrameen.in Continued Borrower Addition Coupled With Healthy Retention & Graduation 12 IGL: Income Generation Loan, IBL: Individual Business Loan, SBL: Secured Business Loan, AHL: Affordable Housing Loan Borrowers (‘000) Continued Borrower Addition 4,440 4,498 1,028 296 675 Q2 FY26 Addition Write-off Attrition Q2 FY27 TTM Borrower Additions % Share Karnataka 19.5% Maharashtra 16.3% Tamil Nadu 15.6% Other States 48.7% Total 10,28,357 53% 51% 49% 48% 47% 20% 20% 22% 24% 26% 27% 28% 29% 28% 27% Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 < 3 years 3-6 Years > 6 Years Healthy Retention Translating Into Improving Borrower Vintage Q2 FY27 AUM Mix (INR Cr) % Share GL 23,746 76.7% IGL 20,982 88% Other Life-cycle Loans 2,764 12% RF 7,200 23.3% IBL + Other Life-cycle Loans 6,504 90% SBL 321 5% AHL 311 4% Two-wheeler Loan 63 1% Total 30,946 100% Diverse Product Suite For Graduation & Retention
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www.creditaccessgrameen.in GL AUM (INR Cr) Q2 FY27 % Share Q2 FY26 % Share Karnataka* 5,705 24.0% 6,302 27.4% Maharashtra 5,208 21.9% 5,116 22.2% Tamil Nadu 4,107 17.3% 4,350 18.9% Madhya Pradesh 2,028 8.5% 1,957 8.5% Bihar 1,350 5.7% 1,167 5.1% Other States & UT 5,349 22.5% 4,143 18.0% Total 23,746 100.0% 23,035 100.0% Branch Network Q2 FY27 % Share Q2 FY26 % Share Karnataka 389 16.7% 380 17.2% Maharashtra 353 15.2% 339 15.3% Tamil Nadu 380 16.3% 388 17.6% Madhya Pradesh 199 8.6% 182 8.2% Bihar 158 6.8% 158 7.2% Other States & UT 847 36.4% 762 34.5% Total 2,326 100.0% 2,209 100.0% Borrowers (‘000) Q2 FY27 % Share Q2 FY26 % Share Karnataka 1,023 22.7% 1,060 23.9% Maharashtra 918 20.4% 922 20.8% Tamil Nadu 771 17.1% 786 17.7% Madhya Pradesh 401 8.9% 387 8.7% Bihar 271 6.0% 292 6.6% Other States & UT 1,115 24.8% 993 22.4% Total 4,498 100.0% 4,440 100.0% Exposure of Districts – Q2 FY27 (% of AUM) Districts % of Total Districts < 0.5% 401 87.2% 0.5% - 1% 40 8.7% 1% - 2% 16 3.5% 2% - 4% 3 0.7% > 4% 0 0.0% Total 460 100.0% Q2 FY27 – Top Districts % of AUM Top 1 2.4% Top 3 6.9% Top 5 10.3% Top 10 17.4% Others 82.6% Growing Network & Presence Maharashtra 353 Goa 3 Karnataka 389 Kerala 56 Puducherry 5 Tamil Nadu 380 Madhya Pradesh 199 Chhattisgarh 59 Odisha 80 Jharkhand 45Gujarat 84 Rajasthan 111 Bihar 158 Uttar Pradesh 132 West Bengal 134 Our Presence as on Sep-26 16 States & 1 UT 460 Districts 2,326 Branches Telangana 38 Andhra Pradesh 100 * Karnataka Share in Overall AUM = 29.4% 13
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www.creditaccessgrameen.in FY27 Revised Performance Guidance 14 AUM GROWTH 20.0% - 25.0% (No Change) NIM 14.4% - 14.7% Vs. (12.8% - 13.2%) COST-TO-INCOME 29.0% - 30.0% Vs. (33.0% - 35.0%) CREDIT COST 3.0% - 4.0% (No Change) RETURN ON ASSETS 5.2% - 5.8% Vs. (4.0% - 4.8%) RETURN ON EQUITY 21.0% - 24.0% Vs. 16.0% - 20.0% Key reasons for revision in guidance: • Improved Operating profitability driven by healthy asset quality, strong COB control and higher capital position • Operating cost under control despite inflationary trends • Credit cost guidance of 3-4% retained considering evolving macroeconomic environment • Superior operating profitability translating into higher return ratios, despite retaining the credit cost guidance
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www.creditaccessgrameen.in Discussion Summary 15 Our Current Position – The Vantage Point Our Strategic Vision – Project “Shakti” Financial Profile – Built for Growth ESG & CSR – Our Natural Advantage Recent Performance – Momentum That Speaks
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www.creditaccessgrameen.in Navigating Industry Crisis During FY25 & FY26 Validating Resilience, Emerging Stronger 16 Maintained Operational Discipline Whilst Not Losing Sight Of Growth 26,714 26,304 25,133 24,810 25,948 26,055 25,904 26,566 29,590 Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 AUM in INR Cr 683 709 672 623 634 653 695 680 780 153 175 420 752 583 572 526 343 335 397 398 186 -99.5 47 60 126 252 340 Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 PPOP Credit Cost PAT Figures in INR Cr Focus on quality growth in adherence with MFIN guardrails Robust NIM due to risk-based pricing & stable cost of borrowing Operating efficiency maintained despite on-ground disruptions Core operating profit remained intact despite industry crisis Return ratios → Higher Vs. Covid crisis FY26 / FY25 FY22 / FY21 ROA 2.7% / 1.9% 2.2% / 1.1% ROE 10.7% / 7.7% 9.0% / 4.9%
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www.creditaccessgrameen.in Navigating Industry Crisis During FY25 & FY26 Validating Resilience, Emerging Stronger 17 Staying Focused Amidst Turbulent Tides Aligning With Structural Shifts To Capture Credit Supply Gaps New Customer Acquisition • Sustained NTC additions; ETC customers targeted amidst improved credit discipline led by guardrails Borrower Retention • Emerging as sole lender to guardrail adherent borrowers • Emerging as growth partner to graduated vintage borrowers Manpower Stabilisation • Optimal incentivisation, extensive hiring & continuous training Multi-Channel Engagement • Targeted outreach beyond centre meetings • Grameen Mahi App, digital payments, WhatsApp, tele-calling Audit Frequency & Analytics • Increased internal audit frequency with real time analytics Capital & Funding Strength • Strong capital maintained; diverse funding secured with reduction in funding costs Customer First Approach • Supporting good customers, building trust Leveraging Technology as Enabler • Streamlining field app, reduce friction, enhance operational capabilities • Efficient underwriting through BRE, granular policy implementation Additional Collections Support • Deploying quality control team to provide targeted collections support across geographies Continuous Risk & Audit Oversight • Monitoring early warning signals Leadership On Ground • Senior leaders providing moral support through extensive travel across all states BRE: Business Rule Engine, NTC: New to Credit, ETC: Existing to Credit
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www.creditaccessgrameen.in Ten Years of Testing, Evolving, Compounding Compounding At Scale Despite Multiple Disruptions 18 Proven Resilience In Asset Quality Over Ten Years Key Highlights Competitive Decadal Cross-cycle Performance Growth: 29%, ROA: 3.4%, ROE: 13.9% Best-in-Class Opex Industry leading cost structures in inclusive financing space Consistent Profits Strong internal accrual generation driving self-sustained growth Diversified Liability Profile Lenders: 76 (FY26) vs. 54 (FY17) Domestic: 75.6%, Foreign 24.4% Demonetisation Covid Pandemic MFI Credit Cycle1) INR Crore 1,37,763 1,03,235 4,938 29,590 Disbursements Repayments Write-offs (Net of Recoveries) AUM Mar-26 INR Crore Metrics FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 10Y CAGR AUM1 3,075 4,975 7,159 11,996 13,587 16,599 21,031 26,714 25,948 29,590 28.6% Disbursements1 3,403 6,082 8,221 10,389 11,011 15,466 18,539 23,134 20,037 24,859 24.7% Borrowers (000’s)2 1,452 1,851 2,470 4,055 3,912 3,824 4,264 4,918 4,694 4,418 13.2% Branches 393 516 670 1,393 1,424 1,635 1,786 1,967 2,063 2,236 21.3% Employees 4,952 6,306 8,064 14,496 14,399 15,667 16,759 19,395 20,970 21,941 18.0% Total Net Income1 385 518 867 1,113 1,537 1,766 2,338 3,440 3,809 4,164 30.3% PPOP1 225 315 573 690 952 1,078 1,506 2,391 2,638 2,809 32.4% PAT1 75 212 322 328 131 353 826 1,446 531 778 29.7% Total Equity1 613 1,437 2,365 2,669 3,796 4,167 5,107 6,570 6,956 7,842 32.7% Potfolio Yield % 22.5% 20.4% 20.0% 19.4% 18.8% 18.3% 18.9% 20.9% 20.6% 20.6% - COB % 12.9% 11.5% 10.4% 9.9% 9.5% 9.3% 9.4% 9.8% 9.8% 9.5% - NIM % 13.7% 11.5% 12.7% 12.2% 10.7% 10.9% 11.6% 13.0% 12.9% 13.4% - Opex/AUM % 5.7% 5.1% 5.0% 4.9% 4.8% 4.9% 4.7% 4.5% 4.5% 5.1% - Credit Cost % 3.7% -0.3% 1.3% 3.0% 6.7% 4.6% 2.4% 2.1% 7.7% 6.7% - GNPA % 0.08% 0.82% 0.61% 1.57% 4.43% 3.44% 1.21% 1.18% 4.76% 3.17% - Provisioning % 4.32% 1.26% 2.78% 2.71% 5.01% 3.61% 1.78% 1.95% 5.07% 3.81% - D/E Ratio 3.9 2.5 2.0 2.9 2.9 3.1 3.2 3.3 2.9 3.0 - ROA % 2.3% 5.1% 5.0% 3.6% 1.1% 2.2% 4.2% 5.6% 1.9% 2.7% - ROE % 12.3% 22.2% 16.3% 12.9% 4.9% 9.0% 18.0% 24.9% 7.7% 10.7% - CRAR % 29.7% 28.9% 35.7% 23.6% 26.8% 22.8% 23.6% 23.1% 25.4% 24.4% - 2) ~19 Lakh borrowers written off during FY21 to FY26
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www.creditaccessgrameen.in 37% 30% 30% 48% 42% 44% 30% 74% 58% 49% Individual MSME Entity MSME Prime Housing Personal Loans Affordable Housing Auto Loans Credit Card MFI TW Loans Consumer Durables Urban Rural/Semi Urban Catering To Growing Financing Needs Of Customer Households Aiming For Larger Addressable Market Through Micro-Retail Credit 19 Source: MOSPI, MFIN, Internal Workings & Estimates, CRIF Highmark Target Segment (~23.5 Cr HHs By 2030) ~ INR 70 Lakh Cr Rural / Semi-Urban Micro-Retail Credit Segments Experiencing Rapid Growth India’s Household Income Pyramid CA Grameen Broadening Focus From Customer To Household • CA Grameen has been gradually evolving from “Providing access to affordable credit through microfinance” to “Partnering for growth through lifecycle finance” • Higher vintage customers are demonstrating the opportunity for graduation to retail finance segment, backed by expanding business incomes and growing household aspirations • The future addressable market has significantly expanded from “one customer per household” through microfinance to “entire customer household” through retail finance addressing the growing financing needs of lower-income and middle-income households 22% 58% 13% 15% 3% 18% 3% -12% 16% 31% 51.6 49.7 44.4 16.5 13.2 9.3 4.1 3.3 1.9 1.0 Mar-26, In INR Lakh CrRural / Semi-Urban YoY Growth in FY26
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www.creditaccessgrameen.in Powering Growth Through Smarter Customer Acquisition At Scale Constant Feeder To Financial Lifecycle Engine Built On Trust And Relationship 20 Target Segment → 23.5 Crore Low-Middle Income Households by 2030 Primary Customers: Women Secondary Customers: Household Members Acquisition Engines Group Individual Digital Focus Markets Rural / Semi-Urban Contiguous Urban Customer Franchise Identify early & Nurture Graduate & Cross-sell Deepen & Retain Group Mechanism Eco-system adjacencies Grameen Mahi Build The Relationship Build The Pipeline Lifecycle Engine Acquisition Engine CA Grameen’s Key Accelerators Vast Distribution Reach 16 states & 1 UT, 460 districts, 2,326 branches Dedicated Foot-on-Street > 15,000 loan officers covering > 4 lakh villages weekly Localised Intelligence Deep knowledge in informal segments Strong Referrals Daily customer & market visits driving organic leads Local Mindshare & Recall Trusted brand presence in every community Diverse Product Variants Suiting varied life-cycle financial needs
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www.creditaccessgrameen.in Grameen Mahi 21 Accelerating Digital Journey Through Adaptive Customer Digital Handle Seamless Digital Transactions, Effective Lead Management, Holistic Customer Engagement 17.1 Lakh Active Registered Customers on Grameen Mahi • Digital loan repayments • Expression of interest in graduation products • New loan eligibility checks and loan applications • Engagement in 10 different vernacular languages • Access to customer’s transactional data & digital behaviour patterns
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www.creditaccessgrameen.in Deepening The Customer Relationship Continuous Cycle Of Understanding, Engaging, And Lifetime Value Creation 22 Understanding Customer’s Behaviour & Building Intelligence Lifecycle Engine Building Product Depth Beyond Microfinance Strengthening Multi-channel Customer Engagement Increasing Customer Lifetime Value Owning The Customer The Flywheel Effect Each cycle deepens the customer relationship and data intelligence Product depth expands wallet share across life stages Multi-channel presence reduces attrition & increases stickiness Higher retention → more referrals → lower acquisition cost
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www.creditaccessgrameen.in Stable Leadership With Demonstrated Track Record (7 years) (17 years) (7 years) (6 years) (6 years) (27 years) (24 years) (21 years) (7 years) (22 years) (5 years) (24 years) (26 years)(04 months) (3 years) • Highly stable senior management enabling cultural and process consistency for managing business expansion in the coming years • Consistent emphasis on training and employee retention strategies • Robust pipeline of internal job opportunities (Top 10-15% at the hierarchal level being elevated to higher responsibilities) • 40-50% of senior/ management team goals are aligned with strategic projects’ execution * Years represent the cumulative period associated with CA Grameen (4 years) (3 years) 23
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www.creditaccessgrameen.in Strong Parentage & Shareholder Base • CreditAccess India B.V. (CAI) specialises in Micro & Small Enterprises financing • Widely held shareholding base: 267 shareholders • Olympus ACF Pte Ltd. 15.3%, Asian Development Bank 8.5%, Asia Impact Invest SA 9.6%, Individuals/HNIs/Family Offices 66.6% • Headquartered in Amsterdam, The Netherlands • Invested through multiple rounds of capital funding along with secondary purchases during 2009 to 2017 • Displayed trust in our business model post Demonetisation by infusing INR 550 Cr in FY17 • Provides access to global fundraising opportunities leveraging CAI’s network and relationships • Holds 63.83% in CA Grameen, committed to holding up to the regulatory requirement in future Committed to Financial Inclusion Strong Financial Support via Patient Capital Top 10 Institutional Investors – September 2026 Ashmore Investments Axis Mutual Fund Bowhead India Canara Robeco Mutual Fund Edelweiss Mutual Fund HDFC Mutual Fund HSBC Mutual Fund ICICI Prudential Mutual Fund Schroder Vanguard Promoter Group, 63.83 FPI, 14.73 MF, AIF, Insurance, 13.77 Others, 7.67 Shareholding Pattern (%) – September 2026 24
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www.creditaccessgrameen.in Discussion Summary 25 Our Current Position – The Vantage Point Our Strategic Vision – Project “Shakti” Financial Profile – Built for Growth ESG & CSR - Our Natural Advantage Recent Performance – Momentum That Speaks
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www.creditaccessgrameen.in The Next Ten Years: Building Leadership In Inclusive Finance Expanding Our Boundaries, Customer Centricity At The Core Project “Shakti”: Business Objectives Build Leadership Position In Inclusive Finance With Customer-First Approach Become The Most Trusted Digital-enabled Financial Services Provider For Women Strengthen Right-to-win In Low-and-middle Income Informal Customer Segment Leverage Technology And AI Capabilities As Growth Enablers Maintain Competitive Pricing In Every Business We Operate Benchmark In Customer Loyalty And Employee Loyalty Accelerate Growth (Organic + Inorganic) In Secured Lending Via Market Adjacencies 20% - 25% CAGR AUM Growth 8% - 10% CAGR Customer Growth 4.0% - 4.5% ROA 18.0% - 20.0% ROE Project “Shakti”: Target Outcomes 26
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www.creditaccessgrameen.in Acquiring Customers Early In The Lifecycle Group Dynamics Enabling Scale, Discipline And Trust Leveraging Group Mechanism As a Scalable Acquisition Engine Integrating Risk Management In Every Process 1 Self-Chosen Group Formation Community-driven groups ensuring homogeneity and mutual accountability 2 Digital KYC & Credit Bureau Checks Instant validations + MFIN guardrail adherence at onboarding 3 3-Stage Group Confirmation CGT (3 days) by LO → Re-interview by BM → GRT by AM 4 Weekly / Fortnightly Centre Meetings Regular touchpoints for repayments, engagement and support 5 Multiple Loans Within Credit Limit Lifecycle-need products available within assigned credit limit 6 Choice of Repayment Frequency Weekly, Fortnightly, Monthly - customer's preference 7 Regular Loan Utilisation Checks End-use tracking to ensure responsible credit deployment Contiguous Expansion District-based growth for consistent quality, controls & processes Customer Behaviour Shaping Focus on building credit discipline from day one Responsible Lending Affordable, suitable, transparent, empathetic Weekly Customer Engagement Consistent touchpoints for servicing and early warning detection Employee Incentivisation Rewarding process adherence, customer training & customer servicing Regular Employee Rotation Reduce dependencies and strengthen internal controls LO: Loan Officer, BM: Branch Manager, AM: Area Manager, CGT: Compulsory Group Training, GRT: Group Recognition Training 27
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www.creditaccessgrameen.in Update On The Structural Shifts Shaping Our Customer Profile 28 Source: CRIF Highmark Customer’s Evolving Credit Footprint Vs. Credit Vintage 2 CA Grameen’s Customers Are A Part Of Multi-lender, Multi Product Ecosystem Customers’ MFI Exposure 46% MFI Customer HHs’ Retail Exposure1 37% 47% 64% 71% 21% 18% 12% 7% 23% 18% 7% 2% 12% 14% 12% 8% 7% 3% 6% 11% 10+ yrs 5 to 10 yrs 2 to 5 yrs <2 yrs MFI only MFI + Retail (Unsecured) Unique CA Grameen + 1 CA Grameen + 2 CA Grameen + 3 or more 45% 36% 15% 3% Business Loans Gold Loans Personal Loans Consumer Loans 43% 30% 21% 17% Mortgage Loans9% 1) Retail loans categories overlap – customers holding exposure to multiple retail loan categories 2) Cumulative customer data including their segment wise exposures across multiple vintage buckets over the entire credit his tory Mortgage (SBL + AHL): AUM INR 632 Cr CA Grameen Vintage → 6.2 Years Strong Credit Score → 714 Co-Applicant → 100% Owned House → 100% Household Wallet Share → 61% IBL – Unnati Lite: AUM INR 3,474 Cr CA Grameen Vintage → 6.6 Years Strong Credit Score → 670 Owned House → 50%+ Household Wallet Share → 27% IBL – Unnati Loan (Flagship): AUM INR 3,031 Cr CA Grameen Vintage → 7.7 Years Strong Credit Score → 732 Co-Applicant → 100% Owned House → 99% Household Wallet Share → 36% CA Grameen Customers Evolving To Retail Finance Exhibiting Stronger Characteristics
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www.creditaccessgrameen.in Product Loan Size Interest Rate Tenure Income Generation Loan INR 5K – 200K 18.00% - 23.75% 1 – 3 years Other Life-cycle Loans (home improvement, water & sanitation, education, medical, festival, livelihood improvements, emergencies) INR 1K – 50K 11 – 104 weeks HHs With Income <= INR 3 Lakh (Under Group Model) HHs With Income > INR 3 Lakh (Under Individual Model) Product Loan Size Interest Rate Tenure Individual Business Loan + Other Life-cycle loans INR 1K – 300K 18.00% - 24.00% 11 weeks – 156 weeks Secured Business Loan INR 3L – 20L 16.00% - 23.50% 2 – 15 years Affordable Housing Loan INR 2L – 24L 13.00% - 19.50% 2 – 20 years Two-wheeler Loan INR 40K – 120K 22.50% 2 – 3 years Individual Digital Lending INR 10K – 100K 23.75% 1 – 2 years Targeting Leads Renewals GraduationConversion Maximising Customer Lifetime Value 88% Borrower Retention Individual Business Loan 100% graduated customers Mortgage Loan 50% graduated customers Two Wheeler Loan 100% graduated customers Retaining Vintage MFI Customers Through Additional Products One Stop Shop Providing Support to Various Lifecycle Needs Of The Customer 29
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www.creditaccessgrameen.in Building Customer Data Intelligence Providing Curated Offerings Aligned With Evolving Needs Customer Behaviour Undergoing Structural Shifts • Reducing centre meeting attendance • Higher proportion of working-class women borrowers, FWPR up from >24% in FY18 to >46% in FY24 • Higher digital adoption: digital collections up from 0% to >20% in 5 years Customer Financing Needs Becoming Diverse • Expanding lifecycle needs beyond income generation • Accessing diverse sources of finance: legacy / digital • Demanding convenience: speed, self-service, anytime access Building Data Intelligence • Customer profiling by leveraging internal & external data pivots • Internal (customer household profiling, business/income profiling) • External (credit bureau, banking behaviour, digital app data) • Calibrated offering to maximise financial support • Robust income assessment tools • Customer segmentation and scoring models • Risk-calibrated pricing through BRE • Seamless alignment with credit policies • Pricing optimisation FWPR: Female workforce participation rate • Income profiles becoming diverse, multiple income streams adding resiliency • Expanding credit footprint, access to various retail finance product segments 30
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www.creditaccessgrameen.in Strengthening The Credit Underwriting Framework Credit Decisioning Backed by Human Judgment, Technology And Structured Process Group Loans Individual Loans & Two-Wheeler Loans Mortgage Loans Customer Selection • Lead generation basis proprietary / credit bureau data • BRE-based centralised credit filtering • Field-based second level filtering Dedicated Field Credit Team • Standardised income templates (business types) • Training & certifications: credit, product/policy, asset quality Sample Reassessments • 5–7% cases: additional review for consistency • Quality control loop: feedback to branch teams Central Credit Intelligence • Central team monitors portfolio quality • AI Image BOT (piloted) validation during data capture • Improvements: income templates, scoring, training Customer Selection Personal Discussion Credit Assessment Process Governance • BRE-based centralized credit-filtering • Shared accountability: applicant + co-applicant • Visits: residence, business premises, property site • On-peak/off-peak business volumes, reference check • Standardised income templates (business types) • Account aggregator to capture banking data • Legal / technical: centralised vendor + internal team • Independent verification & sanctioning of loans by credit underwriting team • System driven credit rules management • System driven codified deviation management • Training & certifications: credit, product/policy, portfolio quality BRE-Based Centralised Credit Filtering • Regulatory compliance • Agile product / credit policy implementation • Faster TAT • Fraud prevention • Audit trail & governance Branch-Based Decentralised Decisioning • Field checks and customer home visits • Group and centre consent process • Continuous certification process to sharpen learning 31
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www.creditaccessgrameen.in Strengthening Multi-Channel Customer Engagement Serving Customers On Their Terms – Physical, Digital, Anytime Multi-Channel Service FulfilmentMulti-Channel Presence Anchor Channel Centre Meeting Core touchpoint for group cohesion, loan collections and credit discipline End-to-End Digital Grameen Mahi App Full digital customer journey in vernacular languages - onboarding to repayments. Physical fallback as backup Self-Service WhatsApp Quick fulfilment via conversational channel - queries, schedules and updates Proactive Outreach Tele-Calling Targeted outreach for high potential graduation customers beyond centre meetings Relationship Building In-Person Visits Proactive relationship visits - deepening trust and identifying financial needs Check Loan Status View loan details and repayment schedule anytime Check Loan Eligibility Renewal or new loan eligibility - instant check Express Interest In Graduation Products Signal interest in higher value products Apply for New Loans Digital or physical fulfilment paths available Digital Repayments UPI, app-based, or WhatsApp-triggered payments Anytime Service Queries Query resolution across all channels 32
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www.creditaccessgrameen.in Leveraging Pan-India Presence To Drive Distribution Taking Financial Inclusion To The Last Mile Deep Penetrated Distribution Platform GL Branches Dual-Role Distribution Hub GL LOs source & service individual business loans and two-wheeler loans Dedicated RF LOs source & service mortgage-backed loans Strong graduation channel – Group Model to Retail Finance RF Branches Dedicated Mortgage Distribution Exclusive channel for new mortgage customer acquisition Shared credit hub - processing mortgages from GL branches Centralised underwriting support across the network Contiguous District-Based Operating Presence Benefits Of Contiguous Business Expansion Process & Controls Replication Consistent risk mapping across all geographies Local Market Familiarity Demographics, culture & market know-how enabling better service Deeper Market Penetration Maximise share in current operating markets Gradual Adjacent Expansion Measured entry into adjoining markets Average 84% district coverage across all states 33
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www.creditaccessgrameen.in Managing Collections In Evolving Customer Landscape Ability To Drive Collections In Informal Customer Segments Collection Management PlatformStructured Collection Management Daily On-time Collections Continue To Remain Strong Daily on-time collections continue to remain strong • Despite reduction in centre attendance, >99% of regular collections happen in centre meetings, with personal follow-ups required only in case of PAR customers • Centre meetings remain the primary collection point for group loans, individual business loans, and two-wheeler loans • NACH based collections for mortgage loans, with 10-15% bounce rate PAR Recovery Protocol SMS / WhatsApp IVR Outreach Field Visits Letters / Legal Bucket PAR 1–7 PAR 8–30 PAR 31–60 PAR 60+ Write-Off Structured Intelligence • Customer profiling • Home geo-location • Visit logs: payment patterns, customer responses, field notes Prioritisation Engine • Past visit logs → better analytics • Faster decisioning on next best action Timely Field Action Maximise Recovery • Assignment of accounts to field staff • Clear ownership with actionable next steps • Delinquency movement tracking • Recovery & follow-up tracking • Measuring team productivity Field Staff Dedicated Collection Team + Legal Physical Rigour Structured collections approach leveraging technology and analytics Technology 34
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www.creditaccessgrameen.in Enabling Transformation Through Technology Robust Technology Architecture To Support Scalability, Reliability And Quick Responsiveness Core Banking System Customer, Group & Centre Mgmt. Loan Mgmt. & Branch Accounting ESB & Other Services Business Rule Engine SMS Engine Payment Gateway WhatsApp Messaging Retail Finance Modules Front end Apps Core Infrastructure Data & Workflow Operational Apps Field & Audit Audit App Field Monitoring App Conveyance App Insurance Claim App Data Platform Data Warehouse Centralised data store Data Marts Domain-specific views Analytics Platform Insights & modelling Reporting Dashboards RF LMS Workflow Mgmt. RF LCS Collections RF DMS Document Mgmt. Mortgage Loans LOS/LCS TW Loans LOS Grameen Mahi Customer App Group & Individual Loans LOS/LCS Collections Mgmt. Platform > 30 Lakh Average Transactions Per Day 80 – 100k Credit bureau enquiries 15 – 20k New customer applications & KYC 19K – 20K Insurance app. & claims processing 10 – 15 Lakh Loan repayments 20 – 25 Lakh Credit bureau submissions 70 – 80k Loan applications 35
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www.creditaccessgrameen.in Enabling Transformation Through Technology Keeping Pace With The Future Strengthening The Core Platform Upgrades Performance, Security, Modern architecture App Observability Real-time monitoring of apps, infra & UX Customer Data Integrity Aadhaar KYC, De-duping, OCR pre-fills Organisational Strengthening Testing COE PMO for executional rigour Enabling Lifecycle Strategy Speed & Accuracy Faster field app performance Paperless Journeys Process digitisation end-to-end End-to-End Visibility Single App: Leads → Applications → Conversions → Collections Self-Service UX Vernacular interfaces for seamless customer experience Agile Technologies AI + Low-Code Platforms Enterprise mobility with AI capabilities Ecosystem Integration Faster go-to-market via external integrations Microservices Quick responsiveness & modular architecture AI-Accelerated SDLC Reduced development timelines via AI Adaptive Data Platform Intelligence-Driven Engagement Shift from process-driven to data-driven customer journeys Dynamic Dashboards Intelligent MIS across entire human capital chain Making AI Inclusive Employee Productivity AI-enhanced daily workflows Voice Bot / Engagement AI-powered customer interactions AI Credit & Risk AI-driven credit & risk mgmt. Leadership MIS On-the-Go Real-time decision support AI Compliance Monitoring AI-driven compliance tracking 36
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www.creditaccessgrameen.in Adapting Risk, Audit & Controls Amidst Evolving Business Needs Shift From Reactive To Predictive Approach, Supporting Next Phase of Business Growth Risk Management Framework Data-Driven Income Assessment Improved accuracy through quantitative income models replacing subjective estimates A/B Testing Across Products Systematic experimentation across all products for continuous policy optimisation Fraud Identification & Detection Proactive framework using data signals and analytics to detect fraudulent behaviour early Agentic AI for Risk Monitoring AI agents autonomously monitoring risk signals and triggering alerts in real-time Internal Audit Framework Product Assurance Expanded Coverage Corporate & Governance Technology & Digital Risk Strengthened Assurance Intelligence-Led Audit AI-Powered Deployment 1Wider product scope covering group, individual and secured portfolios End-to-end process adherence checks Customer protection and fair practices review Deepened Oversight Board-level and regulatory compliance assurance Enterprise risk and governance framework review Stakeholder accountability mechanisms Cybersecurity and data privacy audits Digital channel integrity and system controls review IT infrastructure and business continuity checks Risk-based audit prioritisation using data signals Continuous monitoring over periodic review cycles Faster insights with reduced manual effort 37
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www.creditaccessgrameen.in Strengthening Internal Control Structure The Three Lines Of Defence Per Branch: GL: 2 BMs + 1 FCM (RF business through GL branches) RF: 1 BM + 1 FCM Area (4-6 branches) GL: AM RF: AM + ACM + Legal /Technical AM + Collections AM Region (40-50 branches), Division (20-25 branches) GL: RM / DM RF: RM / DM + RCM / DCM Per Branch: GL: 6-7 LOs RF: 4-5 LOs + 1 COs Zone (100 – 120 branches) GL: ZM RF: ZM + ZCM 2nd line of defence: Risk team 3rd line of defence: Internal Audit team 1st line of defence: Field + Credit Underwriting + Quality Control teams Zone Manager Business + Credit Region / Division Manager Business + Credit Area Manager Business + Credit Branch Manager Business + Credit Loan Officer + Credit Officer LO: Loan Officer: CO: Credit Officer, BM: Branch Manager, FCM: Field Credit Manager, AM: Area Manager, ACM: Area Credit Manager, RM: Regional Manager, RCM: Regional Credit Manager, DM: Divisional Manager, DCM: Divisional Credit Manager, ZM: Zonal Manager, ZCM: Zonal Credit Manager 38
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www.creditaccessgrameen.in Discussion Summary 39 Our Current Position – The Vantage Point Our Strategic Vision – Project “Shakti” Financial Profile – Built for Growth ESG & CSR - Our Natural Advantage Recent Performance – Momentum That Speaks
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www.creditaccessgrameen.in Robust Quarterly Performance Trend 25,904 26,566 29,590 30,319 30,946 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 4,440 4,401 4,418 4,451 4,498 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 1.3% AUM (INR Cr) Disbursements (INR Cr) Borrowers (‘000) 19.5% 5,322 5,767 8,313 6,107 6,355 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 19.4% Branches Employees Loan Officers 2,209 2,222 2,236 2,276 2,326 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 5.3% 4.5% 21,701 21,701 21,941 21,981 22,677 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 14,496 14,463 14,470 14,455 15,089 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 4.1% 40
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www.creditaccessgrameen.in Robust Quarterly Performance Trend Total Income (INR Cr) 1,509 1,491 1,599 1,784 1,905 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 Margin Analysis (%) 20.7% 21.0% 21.2% 21.8% 22.3% 9.6% 9.4% 9.2% 9.2% 9.1% 13.3% 13.9% 14.2% 14.4% 15.1% Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 Portfolio Yield Cost of Borrowings NIM Operating Efficiency (%) 32.5% 34.1% 30.4% 29.3% 28.2% 5.2% 5.4% 4.8% 4.8% 5.0% Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 Cost/Income Ratio Opex/AUM Ratio 41
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www.creditaccessgrameen.in Robust Quarterly Performance Trend 7,164 7,440 7,842 8,347 8,919 2.8 2.8 3.0 3.0 2.8 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 Total Equity Debt/Equity Ratio 976 977 1,048 1,164 1,278 695 680 780 873 970 126 252 340 493 502 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 NII PPOP PAT Asset Quality (%) NII, PPOP, PAT (INR Cr) Total Equity (INR Cr) & Debt/Equity Ratio Return Ratios & Capital Adequacy (%) 3.65% 4.04% 3.17% 2.18% 1.79% 4.06% 4.26% 3.81% 3.20% 3.31% 2.50% 2.94% 2.28% 1.46% 1.10% Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 GNPA (largely @ 60+ dpd) Provisioning (ECL) PAR 90+ 26.1% 26.4% 24.5% 24.9% 26.9% 7.1% 13.8% 17.8% 24.4% 23.2% 1.8% 3.5% 4.4% 5.9% 5.8% Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 CRAR ROE ROA 42
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www.creditaccessgrameen.in Curated Products Designed To Meet Diverse Customer Needs Avg. O/S Per Borrower (INR ‘000) Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 GL 55.5 57.1 62.3 62.6 62.3 RF 99.6 92.9 101.8 103.3 105.3 IBL + Other Life-cycle Loans 87.9 83.4 93.7 95.6 97.4 SBL 490.4 484.7 485.4 485.9 494.5 AHL 524.5 529.5 532.3 549.9 570.3 Two-wheeler loans 43.6 46.7 51.7 61.1 91.2 Total 58.3 60.4 67.0 68.1 68.8 AUM Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 Product Mix (INR Cr) % Share (INR Cr) % Share (INR Cr) % Share (INR Cr) % Share (INR Cr) % Share GL 23,035 88.9% 22,826 85.9% 24,227 81.9% 24,061 79.4% 23,746 76.7% IGL 22,079 96% 21,837 96% 22,557 93% 21,751 90% 20,982 88% Other Life-cycle Loans 956 4% 989 4% 1,670 7% 2,310 10% 2,764 12% RF 2,869 11.1% 3,740 14.1% 5,362 18.1% 6,258 20.6% 7,200 23.3% IBL + Other Life-cycle Loans 2,437 85% 3,259 87% 4,816 90% 5,669 91% 6,504 90% SBL 256 9% 267 7% 287 5% 296 5% 321 5% AHL 164 6% 200 5% 244 5% 272 4% 311 4% Two-wheeler loans 12 0.4% 14 0.4% 15 0.3% 20 0.3% 63 1% Total 25,904 100% 26,566 100% 29,590 100% 30,319 100% 30,946 100% IGL: Income Generation Loan, IBL: Individual Business Loan, SBL: Secured Business Loan, AHL: Affordable Housing Loan 43
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www.creditaccessgrameen.in Diversified Liability Mix - Institution / Instrument Wise (%) Cost of Borrowing (%) Focus on dynamic liability management • Focus on long-term funding with strong diversification between domestic & foreign sources • Target to meet funding requirements through foreign/long-term sources over the medium term, with diversified products • Diverse lenders’ base: • 45 Commercial Banks • 3 Financial Institutions • 24 Foreign Lenders • 8 NBFCs • 5 Other Corporates • 1 Wealth Management Firm and 1 Insurance Company • Continued focus to optimize the cost of borrowing Note: O/S Direct Assignment (Sold Portion) - INR 496.5 Cr, Securitisation – INR 941.4 Cr Liability Mix - Tenure Wise (%) Share of Bank Borrowings at 61.5% & Foreign Borrowings at 23.4% Progressing Well on Liability Strategy Short Term (<=1 year) 5.8% Medium Term (>1 Year & < 2 Years) 16.5% Long Term (>= 2 Years) 77.6% 9.6% 9.4% 9.2% 9.2% 9.1%8.9% 8.9% 8.9% 8.8% 9.1% Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 Weighted Avg. COB Marginal COB 44 Banks - TL & CC 61.5% NBFCs - TL 1.9% FIs - TL 3.1% Public NCD 1.4% Foreign - ECB 21.2% Foreign - NCD 2.2% Private NCD 2.9% Direct Assignment & Securitisation 5.8%
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www.creditaccessgrameen.in Stable Liquidity/ ALM Position/ Credit Ratings / ESG Ratings Static Liquidity / ALM Position For the Month For the Financial Year Particulars (INR Cr) Oct-26 Nov-26 Dec-26 FY27* FY28 Opening Cash & Equivalents (A) 3,435.4 2,429.1 2,711.9 3,152.9 5,143.5 Loan recovery [Principal] (B) 1,657.0 1,585.4 1,735.0 4,630.6 15,175.0 Total Inflow (C=A+B) 5,092.4 4,014.5 4,446.9 7,783.5 20,318.5 Borrowing Repayment [Principal] Term loans and Others (D) 2,533.3 972.4 1,163.5 2,162.8 7,584.3 NCDs ( E ) 0.0 192.0 0.0 0.0 70.9 PTC (F) 84.9 86.6 82.4 339.8 528.0 Direct Assignment & Securitisation (G) 45.0 51.7 48.2 137.4 290.8 Total Outflow H=(D+E+F+G) 2,663.2 1,302.6 1,294.1 2,640.0 8,474.0 Closing Cash & equivalents (I= C-H) 2,429.1 2,711.9 3,152.9 5,143.5 11,844.6 Static Liquidity (B-H) -1,006.3 282.8 441.0 1,990.7 6,701.0 Debt Diversification (INR Cr) Q2 FY27 Total Drawdowns 3,312 Domestic 100% Foreign 0% Undrawn Sanction 6,759 Domestic 70% Foreign 30% Sanctions in Pipeline 5,925 Domestic 78% Foreign 22% * Institutional Grading/Code of Conduct Assessment (COCA) Rating Instrument Rating Agency Rating/Grading Bank Facilities Ind-Ra, ICRA, CRISIL AA- (Stable) Non-Convertible Debentures Ind-Ra, ICRA, CRISIL AA- (Stable) Commercial Paper ICRA A1+ Microfinance Grading * M-CRIL M1C1 ESG Rating Sustainalytics Score: 20.7, Rating: “Medium Risk” ESG Rating S&P Global 53 / 100 ESG Rating CDP “C” – Awareness Client Protection Certification M-CRIL Gold Level Social Bond & Loan Framework Sustainalytics Certified 45 * Jan’27 – Mar’27 19.4 19.6 20.5 20.4 20.421.3 22.5 23.9 24.2 24.0 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q2 FY27 Positive ALM Mismatch (in Months) Average Maturity of Assets Average Maturity of Liabilities
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www.creditaccessgrameen.in Profit & Loss Statement (INR Cr) Q2 FY27 Q2 FY26 YoY% Q1 FY27 QoQ% H1 FY27 H1 FY26 YoY% FY26 Interest Income 1,800.6 1,414.1 27.3% 1,714.1 5.0% 3,514.8 2,802.3 25.4% 5,762.6 - Interest on Loans1 1,777.1 1,396.6 27.2% 1,687.4 5.3% 3,464.5 2,764.7 25.3% 5,697.4 - Interest on Deposits with Banks and FIs 23.6 17.5 34.6% 26.7 -11.7% 50.3 37.5 34.0% 65.3 Income from Direct Assignment 30.2 41.3 -27.0% -0.1 n.m. 30.1 72.3 -58.3% 74.0 Finance Cost on Borrowings 553.0 479.5 15.3% 550.0 0.5% 1,103.1 961.7 14.7% 1,899.1 Net Interest Income 1,277.8 975.9 30.9% 1,164.0 9.8% 2,441.8 1,912.9 27.6% 3,937.5 Non-interest Income & Other Income2 74.0 53.5 38.1% 70.4 5.1% 144.3 98.0 47.2% 225.9 Total Net Income 1,351.8 1,029.5 31.3% 1,234.4 9.5% 2,586.1 2,011.0 28.6% 4,163.5 Employee Expenses 254.5 219.3 16.0% 242.0 5.1% 496.5 440.5 12.7% 879.1 Other Expenses 110.4 99.6 10.9% 103.6 6.6% 214.0 191.6 11.7% 412.7 Depreciation, Amortisation & Impairment 16.7 15.8 5.5% 16.2 2.8% 32.9 31.0 6.0% 63.1 Pre-Provision Operating Profit 970.2 694.8 39.6% 872.5 11.2% 1,842.7 1,347.8 36.7% 2,808.6 Impairment of Financial Instruments 299.2 525.7 -43.1% 212.5 40.8% 511.7 1,097.5 -53.4% 1,775.4 Profit Before Tax 670.9 169.2 296.6% 660.0 1.7% 1,331.0 250.3 431.8% 1,033.2 Total Tax Expense 169.4 43.3 290.8% 166.6 1.6% 336.0 64.3 422.8% 255.6 Profit After Tax 501.6 125.8 298.7% 493.4 1.7% 995.0 186.0 435.0% 777.6 Key Ratios Q2 FY27 Q2 FY26 Q1 FY27 H1 FY27 H1 FY26 FY26 Portfolio Yield 22.3% 20.7% 21.8% 22.1% 20.5% 20.6% Cost of Borrowings 9.1% 9.6% 9.2% 9.2% 9.7% 9.5% Interest Spread 13.2% 11.1% 12.6% 12.9% 10.9% 11.1% NIM 15.1% 13.3% 14.4% 14.7% 13.1% 13.4% Cost/Income Ratio 28.2% 32.5% 29.3% 28.7% 33.0% 32.5% Opex/AUM Ratio 5.0% 5.2% 4.8% 4.9% 5.1% 5.1% 1) Interest income (on Stage 3 portfolio) de-recognized was INR 37.8 Cr in Q2 FY27 (vs. Q2 FY26: INR 76.9 Cr) and INR 86.2 Cr in H1 FY27 (vs. H1 FY26: INR 165.1Cr) 2) Bad debt recovery was INR 18.7 Cr in Q2 FY27 (vs. Q2 FY26: INR 16.4 Cr) and INR 32.0 Cr in H1 FY27 (vs. H1 FY26: INR: 24.6 Cr) Q2 FY27: P&L Statement 46
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www.creditaccessgrameen.in Balance Sheet (INR Cr) Q2 FY27 Q2 FY26 YoY% Q1 FY27 QoQ% H1 FY27 H1 FY26 FY26 Cash & Other Bank Balances 1,576.0 937.5 68.1% 1,359.4 15.9% 1,576.0 937.5 1,327.0 Investments 1,925.9 1,238.0 55.6% 2,176.1 -11.5% 1,925.9 1,238.0 1,075.3 Loans - (Net of Impairment Loss Allowance) 29,293.8 24,116.4 21.5% 28,894.8 1.4% 29,293.8 24,116.4 27,922.7 Property, Plant and Equipment 49.4 43.7 13.1% 45.4 8.9% 49.4 43.7 43.7 Intangible Assets 72.6 90.5 -19.8% 76.5 -5.1% 72.6 90.5 80.7 Right to Use Assets 80.7 75.5 6.9% 84.9 -4.9% 80.7 75.5 87.5 Other Financial & Non-Financial Assets 1,076.1 801.8 34.2% 926.5 16.1% 1,076.1 801.8 1,017.5 Goodwill 375.7 375.7 0.0% 375.7 0.0% 375.7 375.7 375.7 Total Assets 34,450.2 27,679.0 24.5% 33,939.2 1.5% 34,450.2 27,679.0 31,930.2 Debt Securities 1,661.4 1,187.8 39.9% 1,346.9 23.3% 1,661.4 1,187.8 1,294.6 Borrowings (other than debt securities) 23,467.0 18,890.1 24.2% 23,805.6 -1.4% 23,467.0 18,890.1 22,346.5 Subordinated Liabilities - 25.3 n.m. - n.m. - 25.3 - Lease Liabilities 101.4 96.4 5.2% 105.9 -4.2% 101.4 96.4 108.9 Other Financial & Non-financial Liabilities 301.3 315.1 -4.4% 334.2 -9.8% 301.3 315.1 338.0 Total Equity 8,919.0 7,164.4 24.5% 8,346.6 6.9% 8,919.0 7,164.4 7,842.2 Total Liabilities and Equity 34,450.2 27,679.0 24.5% 33,939.2 1.5% 34,450.2 27,679.0 31,930.2 Key Ratios Q2 FY27 Q2 FY26 Q1 FY27 H1 FY27 H1 FY26 FY26 ROA 5.8% 1.8% 5.9% 5.9% 1.3% 2.7% D/E 2.8 2.8 3.0 2.8 2.8 3.0 ROE 23.2% 7.1% 24.4% 23.8% 5.3% 10.7% GNPA (GL: 60+ dpd, RF: 90+ dpd) 1.79% 3.65% 2.18% 1.79% 3.65% 3.17% Provisioning 3.31% 4.06% 3.20% 3.31% 4.06% 3.81% Q2 FY27: Balance Sheet 47
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www.creditaccessgrameen.in Discussion Summary 48 Our Current Position – The Vantage Point Our Strategic Vision – Project “Shakti” Financial Profile – Built for Growth ESG & CSR - Our Natural Advantage Recent Performance – Momentum That Speaks
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www.creditaccessgrameen.in ESG Framework: ENVIRONMENTAL | SOCIAL | GOVERNANCE ENVIRONMENTAL SOCIAL GOVERNANCE E E&S Discipline • E & S criteria check during loan assessment • Adherence to IFC exclusion list • Capturing financed emissions since FY25 Green Community Action • WASH lending at affordable rates • CSR initiatives on – • Rejuvenation of water bodies • Deploying solar lights to reduce electricity consumption ★ Responsible Operations • E&S compliance embedded in product design • 451 districts operated with consistent environmental safeguards • Zero tolerance for harmful environmental borrower practices Driving Last-Mile Reach • 99.9% women borrowers • Serving lower-income & middle- income households • High density network with average of 5.0 branches per district Community Embedded Workforce • 97.2% of employees from rural communities • 20.9% women workforce • Employee welfare and borrower welfare are structurally aligned ✓ Centric Practices • Great Place to Work: 7 consecutive years • CPP Gold: India's highest Client Protection Certification Board Integrity & Independence • 50% independent directors; 25% women • 9 Supervisory Committees covering all key governance risk areas • Social Bond & Loan Committee chaired by the MD/CEO G Robust Policy Architecture • Whistleblower, AML, anti-bribery & IT security policies enforced • POSH, non-discrimination and fair client practices audited regularly • Data governance and client privacy controls across all operations ★ Multi-Agency ESG Validation • Rated by 5 independent agencies: Sustainalytics, S&P, CDP, M-CRIL, NSE • Sustainalytics SPO on Social Bond & Loan Framework • Comprehensive ESG disclosures ESG RATINGS & RECOGNITION Sustainalytics 20.7 Medium Risk ESG Risk Score S&P Global 53/100 Very High Data Availability vs Peers CDP C Awareness Band ESG Risk Rating M-CRIL GOLD Certified Client Protection Certification NSE ESG Index 67/100 Aspiring ESG Rating Score Purpose Embedded In Every Loan 49
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www.creditaccessgrameen.in Mobilising Global Impact Capital Sustainalytics is of the opinion that CA Grameen's Social Bond & Loan Framework is Credible and Impactful — aligned with Social Bond Principles 2021 & Social Loan Principles 2023 Social Bond / Loan Framework Aligned With UN SDGs $ Use of Proceeds • Employment generation & SME financing for women-led businesses • Businesses co-developed and co-managed by women borrowers • Rural & semi-urban businesses across India • Affordable housing for underserved households ✓ Eligibility Criteria • Borrower income: lower income quartile per World Bank standards • 100% lending compliant for DFIs & impact investors • E&S risk assessment on each eligible loan Social Bond & Loan Committee • Chaired by the MD/CEO • Audit & risk functions ensuring independent oversight No Poverty Zero Hunger Good Health Quality Education Gender Equality Clean Water Decent Work Industry & Innovation Reduced Inequalities E Structural Economic Mobility Borrowers to employees: ~50% of Loan Officers come from borrower families S Commercial Impact at Scale Every social outcome in the form of health access, women's empowerment, rural education is delivered through a commercially viable self-sustaining model G Governance Standard Upheld Client Protection Pathway certified, while balancing economic growth with responsible finance ★ Vernacular Digital Inclusion Grameen Mahi enables a fully digital lending journey from onboarding to repayment in vernacular languages, making financial services accessible and usable What Sets CA GRAMEEN Apart 50
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www.creditaccessgrameen.in CSR Impact At A Glance (FY 2021–2026): 18.36 Lakh+ Beneficiaries | INR 76 Crore Invested | 60+ Aspirational Districts EDUCATION 6.72 Lakh Beneficiaries Education & Capability Enhancement HEALTH 1.14 Lakh Beneficiaries Health & Preventive Care • 26,400+ individuals screened for cancer; healthcare consultations provided • 7,300+ HPV vaccinations; awareness for 7,135+ parents & students • 265 patients supported with 23,000+ dialysis sessions • 730+ healthcare institutions strengthened; 34,500+ community members benefited • 440+ sanitation units installed with gender-segregated facilities LIVELIHOOD 0.35 Lakh Beneficiaries Skill Development & Rural Income • 3,990+ rural youth & women trained; 76% secured employment • 60+ animal health camps; 8,200+ animals treated; 3,900 farmers benefited • 16 water bodies rejuvenated; 680 million litres water capacity created • 21,000 villagers benefited from water body rejuvenation • 260+ solar streetlights installed in Nashik, Maharashtra RURAL DEVELOPMENT 2.72 Lakh Beneficiaries Rural Public Infrastructure (RPID) • 5,500+ rural public institutions strengthened under RPID • Covered Gram Panchayaths, Village offices, Taluk offices & Police stations • Materials & infrastructure for public use across 16 states DISASTER RELIEF 7.43 Lakh Incl. COVID Beneficiaries Humanitarian Aid & COVID Support • 2,00,000+ grocery kits distributed during disaster relief periods • 5,38,000+ beneficiaries via PPE kits across 8,342 institutions • 29,000+ individuals vaccinated during COVID-19 support program Rationale Behind The 5 Themes Why Education? Investing in education from Anganwadis to scholarships, breaks the inter-generational poverty cycle and gives children a pathway beyond subsistence living Why Health? Health emergencies are the single biggest trigger of financial distress among low-income households. Preventive care and specialist access protect livelihoods, safeguard loan repayment capacity Why Livelihood? Skill development and other related activities reduce dependence on seasonal agriculture and make borrower households genuinely self-sufficient Why Rural Development? Our borrowers live in villages with weak civic infrastructure. Strengthening Gram Panchayaths and public institutions builds the ecosystem that enables inclusive economic participation Community Impact At Scale: CSR Initiatives Why Disaster Relief? Extreme weather events and public health crisis disproportionately impacts low-income communities. Rapid humanitarian response helps maintain financially stability • Strengthened 600+ educational institutions, benefitting 1.9+ lakh students and staff • Career guidance to 1.7+ lakh students across 1,300 government schools • 4,200+ scholarships awarded for higher education support • 3,850+ anganwadis supported reaching 1.4+ lakh children • 1.2+ lakh rural women empowered through financial literacy 51
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www.creditaccessgrameen.in 1. Portfolio Yield = (Interest on loans – processing fees + Income from securitisation)/ Avg. quarterly on-book loans 2. Weighted Avg. COB = (Borrowing cost – finance lease charges) / Daily average borrowings (excl. Financial Liability towards Portfolio Securitized) 3. Marginal COB = (Borrowings availed during the period * interest rate + processing fees and other charges) / Borrowings availed during the period 4. NIM = (NII – processing fees, interest on deposits, income from direct assignment + finance lease charges) / Avg. quarterly on-book loans 5. Cost/Income Ratio = Operating cost / Total Net Income 6. Opex/GLP Ratio = Operating cost / Avg. quarterly GLP 7. ROA = PAT/Avg. Quarterly Total Assets (including direct assignment) (Annualized), ROE = PAT/Avg. Quarterly Total Equity (Annualized) 8. Debt = Debt Securities + Borrowings (other than debt securities) + Subordinated Liabilities + Financial Liability towards Portfolio Securitized 9. GNPA = (Stage III exposure at default) / (Sum of exposure at a default of Stage I + Stage II + Stage III) 10. NNPA = (Stage III exposure at default – Stage III ECL) / (Sum of exposure at a default of Stage I + Stage II + Stage III – Stage III ECL) 11. Provisioning (ECL) = (Stage I ECL + Stage II ECL + Stage III ECL) / (Sum of exposure at a default of Stage I + Stage II + Stage III) Key Ratios: Definitions 52
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www.creditaccessgrameen.in For Further Queries: Nilesh Dalvi Chief Financial Officer Contact No – 9819289131 Email Id – nilesh.dalvi@cagrameen.in Sahib Sharma DGM – Investor Relations & Strategy Contact No – 7066559383 Email Id – sahib.sharma@cagrameen.in