Slides
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Investor Presentation 2Q25 Financial Performance 18 July 2025
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2 Executive summary In the face of rising uncertainties from both domestic and global factors, business sentiment in 2Q25 remained subdued. In response, we reaffirmed our conservative stance with a long -term commitment to preserve balance sheet healthiness, safeguarding future growths and deliverin g sustainable value to shareholders. To address short- and medium-term challenges including sluggish growth environment, we focus on 3 key strategic priorities; ❑ Preserving portfolio quality with selective loan growth strategy and prudent risk approach including ongoing customer supports through various program including debt consolidation and “You Fight, We Help” measure. ❑ Driving transformation to build new revenue engines, optimize cost structure and transform organization towards Humanized Digital Banking, laying foundation for long term. ❑ Improving shareholder returns by focusing on the execution on capital management initiatives. 1H25 Operational highlights ❑ Net profit of THB 10,100 mn (-6% YoY) reflected strategic focus on selective growth in targeted retail loans and cost efficiency, which enabled us to maintain NIM, C/I ratio and credit cost in line with target and helped cushion bottom -line against sooner-than-expected rate cuts and revenue pressure. ❑ Loan staging slippage showed sign of improvement, reflecting positive impact from debt resolution efforts including “You Fight, We Help” program. Overall, asset quality remained well-managed with a low and stable NPL ratio at 2.73% and sufficient Coverage ratio at 149%. ❑ Capital initiatives progressed as planned. ➢ Inorganic growth: Closing the acquisition of Thanachart Securities (TNS) with a total transaction value of THB 2.06 bn or ~1x adjusted P/BV. ➢ Share repurchase program: Remaining budget is THB 3.1 bn / maximum shares to be repurchase of ~1,450 mn shares. Staying ahead of headwinds, mitigating downside risks to ensure shareholder returns ❑ Given weaker economic outlook and uncertainties, TTB set aside THB 1.3 bn of MO in 2Q25 as a pre-cautionary buffer on loan portfolio, addressing potential risks stemming from US tariff, unexpected economic uncertainties and You Fight, We Help phase 2. ❑ We remain committed to enhancing shareholder return through a high dividend payout policy, backed by a strong financial and c apital position. The 3-year share repurchase program of THB 21 bn could also protect shareholder value amid prolonged market volatility.
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Transformation journey towards the most recommended bank of choice 2018 2020 2021 2022 2024+ Integration of 2 banks becoming one D-SIBs Launch of new ttb Touch / Biz One and setup of ttb Spark Ready to take off for better performance and shareholder value creation 2019 2023 Auto lending Leader Top performing deposit franchise TMB TBANK Financial closing of the merger transaction Synergy realization House-keeping Merger transaction and integration effort Initial result from business model transformationBuilding foundation for future growth Continuation of business transformation towards ‘digital-first’ and ecosystem play Provision to absorb Covid impact funded by synergy and prudent loan growth to preserve B/S health amid & post Covid 3
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4 Improvement pathway of key business drivers: 2018-24 Optimized loan structure % Retail % SMEs Asset quality % LLR % NPL Capital Profitability Net profit % CAR Digital users 1.8 mn 6.2 mn No. of users Before 2019 Pre-merger 2019-2021 Merger & Integration Covid-19 Pandemic 2022-2024 Integration Completion Well-controlled >240% +200 bps +18% CAGR +31% uplift *2018 net profit excludes gain from TMBAM sales **TMB-only ** Moving towards retail bankingBefore ▪ Sub-scale medium- sized bank ▪ High SME concentration ▪ Low funding cost ▪ Low asset yield ▪ Lack of digital capabilities to grow or transform business After ▪ D-SIB bank with scale (yet nimble enough to react to changes) ▪ Retail-focused with very selective SMEs in portfolio ▪ Strong capital ▪ Strong LLR ▪ High liquidity ▪ In-house digital capabilities with foundation in place to drive business transformation 31% 61% 29% 8% 2.76% 2.81% 2.59% 120% 129% 151% 7.9 bn* 10.5 bn 21 bn 17.3% 19.3%
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5 1H25 Financial Results FY2024 Actual FY2025 Targets 1H25 Actual Loan growth -6.6% YTD Approx. 0% - 2% -2.8% YTD Deposit growth -4.2% YTD In line with loan growth -3.0% YTD Net Interest Margin 3.26% 3.1% - 3.25% 3.13% Non-NII growth (YoY) -6.0% YoY -3% if excluded. BA amortization Single digit growth +7.9% YoY C/I Ratio 42.6% Low-40s 43.7% % Stage 3 2.59% < 2.9% 2.73% Credit cost (bps) Normal 135 Total 154 Normal 125-135 bps Normal 110 bps Total 147 bps Net profit (YoY) THB 21.0 bn +13% YoY n.a. THB 10.1 bn -6%YoY INCOME EFFICIENCY ASSET QUALITY
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ttb Strategic intent and aspirations Recap: governing thoughts on the bank’s direction ▪ Optimize for return while maintaining economy of scale gained thru the merger. ▪ Increasingly shift loan mix towards retail while focus on value chain/ecosystem play in commercial. ▪ Transition from mono-product to multi-product relationship with customers and ultimately win main bank relationship. ▪ Double down on humanized digital banking (vs. a pure virtual bank) while optimizing for a leaner physical network with enhanced productivity. ▪ Build in sufficient buffer to absorb volatility and ensure steady return to shareholders. Recap: the Bank’s strategic intent 6 • Top-quartile ROE of >10% • High-yield loan mix of 30-35% on retail loan • >1.0% Non-NII to assets • >90% digital share for both sales and service transactions • <40% competitive C/I ratio compared to those of virtual banks • Credit costs 125 – 135 bps excluding any extra provisions Our long-term aspirations
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ttb strategy framework Operating cost Risk cost Capital 7 Cost discipline through digitalization and branch optimization Strong asset quality achieved with prudent risk management Digital-first revenue generation engines Effective asset-liability management Optimal shareholder value creation Efficient use of capital supported by liquidity recycling 3 4 2 1 5 6 a) Customer-centric lending transformation b) Customer engagement to win main-bank relationship c) Beyond banking ecosystem play Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Revenue
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ttb strategy framework Operating cost Risk cost Capital 8 Cost discipline through digitalization and branch optimization Strong asset quality achieved with prudent risk management Digital-first revenue generation engines Effective asset-liability management Optimal shareholder value creation Efficient use of capital supported by liquidity recycling 3 4 2 1 5 6 a) Customer-centric lending transformation b) Customer engagement to win main-bank relationship c) Beyond banking ecosystem play Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Revenue
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14.2 14.1 13.8 13.2 12.7 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 2Q24 3Q24 4Q24 1Q25 2Q25 Effective asset-liability management to sustain net interest margin 9 Total loan mix (%) Total deposit mix (%) Earning asset yield, cost of fund and NIM NIM Cost of Fund EA Yield MPC Rate 2.50% unchanged 2.50% unchanged -3.6% QoQ -10.2% YoY THB billion Net Interest Income (NII) Key initiatives Earning assets • Selective loan growth focusing on retail • Shift to high-yield lending products • Adjust investment portfolio ahead of falling in bond yield Deposit • Proactive deposit duration and mix management Borrowing • Effectively reducing high-cost borrowing to improve financial efficiency -18 bps QoQ, -45 bps YoY -7 bps QoQ, -27 bps YoY 2.00% (-25 bps) -12 bps QoQ, -19 bps YoY 1 2.25% (-25 bps) 4.84% 4.80% 4.70% 4.57% 4.39% 3.26% 3.26% 3.25% 3.19% 3.07% 1.83% 1.79% 1.71% 1.63% 1.56% 2Q24 3Q24 4Q24 1Q25 2Q25 1.75% (-25 bps) 35% 6% 26% 33% Saving Current Hybrid Deposit Time deposit63% 7% 30% Retail SMEs Corporate
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New Car 63% Used Car 15% Cash Your car (CYC) 21% Cash Your Book (CYB) 1% 30% 29% 30% 8% 8% 7% 26% 27% 27% 29% 29% 29% 3% 4% 4% 3% 3% 3% 1% 0.2% 0.2% - 200 ,000 400 ,000 600 ,000 800 ,000 1,00 0,000 1,20 0,000 1,40 0,000 Dec-24 Mar-25 Jun-25 Maintaining quality growth strategy amid economic uncertainty1 10 Corporate Small and Medium SME* Retail Mortgage Retail HP Retail Personal Loan Others Retail Credit Card Note: * SME: small and medium SME customers with annual sales volume up to THB400 million, including owner operators Total Loan 1,206 bn1,241 bn 1,211 bn • Amid political instability, high household debt, and the steep U.S. tariffs threatening export competitiveness, 2025 Thailand’s GDP projection was revised down to 1%-2%. In this economic climate, TTB has continued to prioritize quality growth over quantity and has sharpened its strategic lens to focus on resilience, agility, and sustainable returns. • TTB has adopted a selective loan growth strategy, decisively shifting its loan mix toward targeted retail segments as broad-based expansion is neither prudent nor viable. This approach balances risk and return, and its effectiveness is reflected in the steady improvement of NII/RWA to ~5%, despite subdued loan growth and rate-cut cycle. ➢ Retail Focus: TTB’s retail strategy is anchored in digital enablement and our 4 ecosystem initiatives. This allows the Bank to deepen engagement with existing customers while cultivating main-bank relationships with high-potential segments. The goal is to unlock cross-sell opportunities and drive sustainable, high-yield growth. ➢ Liquidity recycling for high-yield lending thru effective funding utilization, the Bank recycled liquidity from low-yield lending to focus on high-yield retail products, including CYC, CYH, personal loans, and credit card, to enhance loan yields during slow growth environment. 2Q25 Results: Total loan volume dropped -0.4% QoQ, driven by: • A modest decline in retail loans (-0.7% QoQ), attributable to repayments from high-quality borrowers and a slowdown in HP portfolio (-1.9% QoQ). Having said that, the contraction in HP was at a slower pace as growth in new booking improved QoQ especially from new car lending. For targeted high-yield loans, growth momentum continued, CYH +2.1%, CYB +15.3%, Credit cards +1.2% QoQ. • Commercial loans remained relatively flat QoQ. SME loans declined as part of the Bank’s de-risking effort, while large corporates posted a slight growth. -0.4% QoQ -2.8% YTD
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Dec-24 Mar-25 Jun-25 80% 20% Optimizing deposit level to ensure effective deposit cost management1 Time deposit Hybrid Saving Current % Retail deposits 72% 73% -0.7% QoQ -3.0% YTD ~41% CASA ~41% CASA 34% 25% 35% 6% 33% 26% 35% 6% 72% 28% Dec-23 Jun-25 Shift in TD mix towards shorter duration Short to Medium TD Long-term TD Breakdown as % to total TD Term Deposit 73% Total Deposit 1,298 bn 1,289 bn1,329 bn 34% 25% 34% 7% ~41% CASA • To ensure cost efficiency and optimize interest rate margins, TTB focuses on optimizing both deposit duration and product mix in response to changing interest rate environment. This core approach is executed through 3 strategic levers: ➢ Shortening TD durations to preserve optionality in a declining rate environment. ➢ Accelerating CASA growth, anchored by the flagship zero-interest ALL Free product, to maintain a super-low funding base. ➢ Enhancing hybrid savings products (No-Fixed) to attract rate-sensitive customers, with a clear pathway to convert into investment solutions which also helps deepens customer engagement across the Bank’s wealth ecosystem. 2Q25 results: Total deposits declined by 0.7% QoQ, reflecting our deposit strategy to align loan-deposit volume and to lower portion of high-cost deposit. Key highlights were; • Long-term TD contracted -5.6% QoQ, mainly from high-cost 24M TD Up&UP (-38% QoQ) acquired during the rate-hike cycle. The decline in long-term TD was offset by strong growth in 12M TD Up&UP (+692% QoQ, +THB12bn). • Foreign currency savings and TD increased by +35.5% QoQ and +8.2% QoQ, driven by wealth ecosystem initiatives and main-bank acquisition efforts. No-Fixed savings also grew +2.3% QoQ, capturing rate-sensitive inflows and enabling future investment conversion. • CASA was at 41%, up from 36-37% in 2024 during rate-hike cycle. Liquidity remains robust, with LDR at 94%, providing ample flexibility for tactical deposit acquisition through the remainder of 2025. Note: Long-term TD: Maturity > 12 months 11
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1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 - - - -25 bps -25 bps -25 bps +18 bps +7 bps +1 bps -6 bps -5 bps -4 bps Loan Yield Cost of Deposit Balancing loan and deposit strategy to ensure sustainable NIM performance1 12 • As Thailand’s rate-cut cycle deepened, with the policy rate lowered to 1.75% in April 2025, TTB maintained its strategic focus on balancing risk-adjusted loan growth and funding cost efficiency. This disciplined approach is designed to sustain margin performance despite increasing pressure on yields. • In 2Q25, loan yield declined to 5.31%, shaped by 1) Full-quarter impact from 3 cumulative rate cuts. 2) Selective loan growth strategy, prioritizing quality over volume. 3) Repayments from high-quality borrowers, especially in auto loans. And 4) Ongoing impact from the “You Fight, We Help” support program, with an adoption rate of 42% of total eligible loans. • On the funding side, cost of deposit remained well-contained at 1.51%, reflecting the effectiveness of TTB’s proactive deposit strategy of 1) Strategic rundown of long-term TD, reducing exposure to high-cost funding. 2) CASA ratio held firm at ~41%, supported by ALL Free, a zero-interest flagship product. • As the downward interest rate trend continued to pressure asset yields, NIM softened to 3.07% in 2Q25. This reflects the full impact of recent policy rate reductions as well as softer loan demand dynamics. Despite the compression, 1H25 NIM of 3.13% remained within the Bank’s full-year guidance of 3.10%–3.25%, supported by disciplined funding cost control and a selective loan growth strategy. MPC QoQ Cost QoQ MPC QoQ Yield QoQ 1.65% 1.66% 1.60% 1.55% 1.51% 0.00% 0.20% 0.40% 0.60% 0.80% 1.00% 1.20% 1.40% 1.60% 1.80% 2Q24 3Q24 4Q24 1Q25 2Q25 -4 bps QoQ -14 bps YoY 5.63% 5.59% 5.53% 5.48% 5.31% 3.00% 3.50% 4.00% 4.50% 5.00% 5.50% 6.00% 2Q24 3Q24 4Q24 1Q25 2Q25 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 - - - -25 bps -25 bps -25 bps +7 bps +3 bps -4 bps -6 bps -5 bps -17 bps -17 bps QoQ -32 bps YoY Note: MPC rate cuts : 16 Oct 2024 , 26 Feb 2025, 30 Apr 2025 current MPC rate at 1.75%
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30% 58% 12% 0% 20% 40% 60% 80% 100% 120% Jun-25 FVTPL HTC&S HTC Healthy Investment Portfolio Ensuring portfolio quality and optimal duration along with changing yield curve1 • At TTB, we take a prudent and conservative approach, focusing on low-risk, highly-liquid instruments to safeguard liquidity rather than chasing speculative returns. Our strategy balances portfolio quality with duration optimization to stay responsive to evolving market conditions. • Currently, 30% of our portfolio is HTC (entirely Thai government bonds) and 58% is HTC&S, comprising 76% Thai government bonds, 19% foreign currency bonds, and 5% high- rated Thai corporate bonds (90% rated AA and above). • For our foreign currency bond holdings, any exposure to FX risk has been prudently managed and 100% of those bonds have been swapped into Thai baht to eliminate currency mismatches. • This disciplined approach makes TTB’s investment portfolio resilient and less exposed to market shocks, including recent concerns around domestic corporate bond defaults. We are also well-insulated from FX and equity market volatility, even amid global trade uncertainties. • In 2Q25, investment yields declined QoQ due to rate cuts affecting floating-rate bonds, which account for 31% of our portfolio. Despite this, we remain patient and disciplined. Given the continued dovish outlook for Thai interest rates and market expectations already priced in, we are selectively increasing exposure to high-rated foreign government bonds to modestly boost yield while staying committed to sound risk-adjusted returns. Investment portfolio 199 bn or 12% of total assets HTC&S Portfolio Breakdown Improving Investment Yield Thai Corp Bond 5% THB Govt Bond 76% FCY Bond 19% Fixed Rate Bond 69% Floating Rate Bond 31% ▪ Increase fixed rate bond allocation: This shift helps lock in yields under a declining rate environment and enhance portfolio stability. ▪ Enhance returns with Foreign currency (FCY) bonds: Leveraging falling bond yields with a focus on bonds rated A and higher. Note: Debt-to-equity swap is excluded 13 -9 bps QoQ +2 bps YoY 0.79% 2.14% 2.61% 2.16% 1Q22 2Q24 4Q24 2Q25
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637 460 393 261 206 2Q24 3Q24 4Q24 1Q25 2Q25 Optimized Borrowing Structure Subdebt Senior debentures and other borrowings Total borrowingTHB billion Note: *Effective borrowing cost – using internal numbers (daily average) Borrowing Cost Vs. Effective Borrowing Cost* • In line with our ongoing efforts to optimize our borrowing structure and costs, we have implemented a series of strategic funding cost initiatives at both bank and subsidiary levels. The robust capital position has allowed us to effectively manage borrowing portfolio through various ways, including: ➢ Feb & May 25 : Early redemption of Green Bond and SME bond amounting to THB 8.3 bn ➢ June-24: Early-redemption of THB 30 bn-Subordinate Tier II and downsizing the re-issuance by haft at a lower cost. ➢ 2022-2023: Partial buyback of AT1 securities before the early redemption of the entire AT1 portfolio in 2024. • These actions have played a key role in lowering borrowing costs, aligning with our balance sheet optimization and funding cost management strategy. • Despite the decrease in borrowing portfolio, overall liquidity remained strong as indicated by the ratio of LDR+Borrowings at 92% as of 2Q25. Optimizing borrowing structure and cost where possible1 14 THB million 73.2 59.6 29.2 24.1 20.7 3Q22 4Q22 4Q24 1Q25 2Q25 68% 32% 65% 35% 51% 49% 62% 38% 73% 27% -21% QoQ -68% YoY 4.27% 4.24% 4.33% 4.02% 3.62% -40 bps QoQ -65 bps YoY
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ttb strategy framework Operating cost Risk cost Capital 15 Cost discipline through digitalization and branch optimization Strong asset quality achieved with prudent risk management Digital-first revenue generation engines Effective asset-liability management Optimal shareholder value creation Efficient use of capital supported by liquidity recycling 3 4 2 1 5 6 a) Customer-centric lending transformation b) Customer engagement to win main-bank relationship c) Beyond banking ecosystem play Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Revenue
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Customer-Centric Lending Customer Engagement Ecosystem Play ▪ Upfront credit assessment through “My Credit” widget ▪ Risk-based pricing through lending modernization ▪ Personalized messaging to drive effective cross-selling ▪ Bank-wide loyalty program to win main bank relationships ▪ Seamless customer journey in the entire value chain through beyond banking services and partnerships 16 Total operating income Non-NII breakdown -1% QoQ -6% YoY 2 Digital-first revenue generation engines THB billion THB billion *Prelim numbers 14.2 14.1 13.8 13.2 12.7 3.2 3.2 3.3 3.3 3.6 17.4 17.2 17.1 16.6 16.4 0 5,000 10,000 15,000 20,000 2Q24 3Q24 4Q24 1Q25 2Q25 Non-NII NII Total Operating Income Non-NII +9% QoQ +14% YoY NII -4% QoQ -10% YoY 2.5 2.6 2.6 2.6 2.9 0.7 0.6 0.7 0.7 0.7 3.2 3.2 3.3 3.3 3.6 2Q24 3Q24 4Q24 1Q25 2Q25 -4% QoQ +6% YoY +13% QoQ +16% YoY Loan related Non loan related +9 QoQ +14%YoY
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2 “My Credit” widget continues to transform how ttb lends as a bank and accelerate sales momentum via digital Receive pre-approve credit offer Confirm personal Info + grant e-NCB consent Select objective Digital Booking 17 2Q24 1Q25 2Q252Q24 1Q25 2Q25 Credit card (Unit) Flash card (Unit) Personal loan (Unit)Automotive lending (Unit) 2Q24 1Q25 2Q25 66% 71%57% 68% 63%54% % Digital 68% 74%60% 20% YoY -32% QoQ 32% QoQ 9% YoY 26% YoY 1% QoQ 2Q24 1Q25 2Q25 52% 54% Digital sales for new/used car launched in 3Q24 -10% QoQ
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Data-driven hyper-personalization engine is our tools to become customer centric and achieve richer engagement with customers 2 18 89 2Q24 2Q25 Impressions millions 91% 11 2Q24 2Q25 Views millions 76% 3 2Q24 2Q25 Clicks millions 93%
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19 Gamification and status tiers as additional tools to better engage customers along their life cycles to ultimately win main bank relationship 2 Customer status tiers Gamification Key stats >8bn Increase wealth AUM THB bn Apply promptpay Accounts >72k Pay utility bill Accounts >390k
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Motor insurance via My Car (Unit) Car tax renewal via My Car (Transaction) 2Q24 1Q25 2Q25 My Car Roddonjai > 970k Cars onboarded Roddonjai contribution to used car booking (%) 31% 33% 34% 2Q24 1Q25 2Q25 Unique monthly visitors (2Q25) ~ 1mn Cars listed > 110k > 77k Easy pass registered Average car price on Roddonjai (THB) 2Q25 Rod- donjai Others channel 23% of sold cars are financed with ttb 50% Car owner ecosystem – Deepening engagement with car owners through digital platforms 2 20 2Q24 1Q25 2Q25 1.9mn Visits to My Car (2Q25) 79% YoY 19% QoQ 40% QoQ 41% YoY
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Refinance & Retention +14% YoY retention rate growth ▪ Bill management with home members ▪ Refinance calculation & apply ▪ CYH top-up offering ▪ Reminder to renew insurance ▪ Maintenance service My Home Home profile created > 1mn Users > 727k Credit Card Spending ~ 50% (# of cards) Global house card (THB mn) 2Q24 1Q25 2Q25 of ttb home-loan customer holds ttb credit card Utility bills set up in My Home > 125k Spending amountGlobal house card 46% YoY 2Q24 1Q24 2Q25 5% QoQ Homeowner ecosystem – Enriching homeowners' relationships through lifetime solutions via My Home and our ecosystem partners 2 21 Refinance unit (Unit) (THB mn) Refinance amount 2Q24 1Q24 2Q25 2Q24 1Q25 2Q25 45% YoY 1% QoQ 38% YoY 3% QoQ 38% YoY 8% QoQ
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2Q24 1Q25 2Q25 New welfare loan booking via digital (THB Mn) ~ 1mn Total payroll employees > 477k Employees eligible for welfare loans Payroll Engagement & Well-being my work by ttb > 8.3k Total payroll companies Companies onboarded > 1,300 Payroll acquisition (No. of employees) Total company acquired Companies converted to premium version > 350 Salaryman ecosystem – Broadening digital solutions for both employers and employees 2 22 2Q24 1Q25 2Q252Q24 1Q25 2Q25(F) 29% QoQ 192% YoY
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Wellness Investment3/Savings – Retail FCD1/Wealth Customer FCD Account (New account) 2Q24 1Q25 2Q25 Structure notes new sales (THB Bn) >55bn New Investment volume YTD ▪ Easy account management via ttb touch ▪ For FCD e-saving, up to 4.0% p.a. FCD USD and 2.6% p.a. FCD GBP2/ Reserve card (# of cards) 1/ FCD : Foreign currency deposit 2/ Applicable for new account opened FCD Balance (THB mn) >85% Of Private banking customers hold reserve card Spending amount (THB bn) 2Q24 1Q25 2Q25 >500 Private banking customer acquired >79% Of Private banking customers hold investment and insurance products Wealth ecosystem – Maximizing and growing wealth through suits of wellness products and solutions 2 23 2Q24 1Q25 2Q252Q24 1Q25 2Q25 2Q24 1Q25 2Q25 9% QoQ 18% YoY 71% QoQ 197% YoY 35% QoQ 3x YoY 1% QoQ 10% YoY 4% QoQ 38% YoY 3/ Principle protect investment solutions with satisfactory returns Investment penetration of Private bank customer (%) 2Q24 1Q25 2Q25 4% QoQ 12% YoY
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ttb strategy framework Operating cost Risk cost Capital 24 Cost discipline through digitalization and branch optimization Strong asset quality achieved with prudent risk management Digital-first revenue generation engines Effective asset-liability management Optimal shareholder value creation Efficient use of capital supported by liquidity recycling 3 4 2 1 5 6 a) Customer-centric lending transformation b) Customer engagement to win main-bank relationship c) Beyond banking ecosystem play Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Revenue
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Operational efficiency gains to be progressively realized Cost discipline through digitalization and branch optimization3 25 19.8 14.5 13.8 2019 2020 2021 2022 2023 2024 2Q25 894 472 436 2019 2020 2021 2022 2023 2024 2Q25 Number of staff (‘000) Number of branch Digital migration through new capabilities and foundation Branch rationalization focused on targeted in-person sales and staff productivity uplift Digital share of financial transactions (%) No. of digital customers (Mn users) Average daily users logging in -30% -51% 82% 91% 93% 1.1 1.4 1.4 2.4 6.0 6.2 2019 2020 2021 2022 2023 2024 2Q25 +1.6x Total operating expenses & C/I ratio C/I Ratio 21.0 32.2 29.6 2019 2020 2021 2022 2023 2024 Total OPEX (THB bn) -5% YoY 51% 48% 43% 41% 44%43% 7.2 7.1 7.3 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20,000 2Q24 1Q25 2Q25 +2% QoQ +2% YoY
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Strong digital transactions’ momentum well-maintained in financial, non-financial and sales 3 Financial transaction Non-financial transaction • Request statement • Activate dormant • Request car registration • Auto loan status tracking • Request HP contract • Request HP receipt • Renew car tax • Credit card/loan status tracking • Activate card • Apply e-statement • Block credit card Digital sales Deposit account opening (‘000 accounts) 26 Retail lending (No. of applications ‘000) 2Q24 1Q25 2Q25 Automotive lending (No. of applications) 2Q24 1Q25 2Q25 Channel mix of all financial transactions 87% 87% 87% 13% 13% 13% 2Q24 1Q25 2Q25 Deposit Retail Lending Automotive Lending 98% 98% 98% 2% 2% 2% 98% 98% 98% 2% 2% 2% % Digital % Others DigitalATM/CDMBranch 48% 51% 91.0% 92.6% 93.0% 7.7% 6.2% 5.9%1.3% 1.2% 1.1% 2Q24 1Q25 2Q25 2Q24 1Q25 2Q25 -1% QoQ 8% YoY 20% YoY -4% QoQ 6% QoQ 53% 55%44% 78% 80%73% Digital sales for new/used car launched in 3Q24
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Contact Center High counter migration to auto lobby (% migrated transaction) Low counter migration to touch (% migrated transaction) Branch Traffic at branch (’000 customers) -12% (YoY) Reduction in inquiry on payment amount and due date -16% (YoY) Reduction in inquiry on closing hire purchase account -5% (YoY) Reduction in balance request 66% 67% 68% 2Q24 1Q25 2Q25 50% 51% 55% 2Q24 1Q25 2Q25 High counter services e.g., • Deposit and withdrawal • Money transfer • Bill payment Low counter services e.g., • Account opening/ info. update • Debit card issuing • Other customer supports Contact center volume (Mn calls) 2Q24 1Q25 2Q25 -18% With on-going expansion of digital migration, continuing reduction in customer contacts across all physical touchpoints 3 27 1% QoQ 3% YoY 8% QoQ 10% YoY 0.83 0.83 0.78 2Q24 1Q25 2Q25 -6%
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Common staff-assisted platform with seamless omni-channel capabilities with ttb Touch to be rolled out in 2025 3 28 Strategic intent: Better customer experience given faster turnaround time and seamless omni-channel journey Uplift staff productivity given less paper/ manual work and more data- driven intelligence Straight-through processing allowing further streamlining of middle/ back office Customers ttb Enterprise RM/ Sales Branch staff Contact center Staff/ Operations ttb touch Drop requests with centralized manual backend processing for low-volume transactions Shared backend architecture with ttb Touch for high-volume transactions Roll out plan: Common platform with economy of scale across all staff-assisted touchpoints National-wide rollout to all branches in July 2025 onwards and to Contact center in 4Q25 40 pilot branches as of April 2025
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ttb strategy framework Operating cost Risk cost Capital 29 Cost discipline through digitalization and branch optimization Strong asset quality achieved with prudent risk management Digital-first revenue generation engines Effective asset-liability management Optimal shareholder value creation Efficient use of capital supported by liquidity recycling 3 4 2 1 5 6 a) Customer-centric lending transformation b) Customer engagement to win main-bank relationship c) Beyond banking ecosystem play Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Revenue
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124% 138% 155% 149% 50% 70% 90% 110 % 130 % 150 % 170 % 1Q21 2Q21 4Q22 1Q23 2Q23 3Q23 4Q23 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 44.4 39.2 2.98% 2.73% 0% 2% 4% 6% 8% 10% 12% 14% 16% 0.0 10. 0 20. 0 30. 0 40. 0 50. 0 60. 0 70. 0 80. 0 202 0 202 1 202 2 3Q21 4Q21 2Q22 4Q22 2Q23 4Q23 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 Proactive and prudent approach to risk management4 Conservative loan staging Prudent ECL set-up Well-controlled NPLs Proactive collections Sufficient LLR Normal ECL Extra ECL Customer engagement via Touch Voice Bot system 30 - 20,0 00 40,0 00 60,0 00 80,0 00 100 ,000 120 ,000 140 ,000 160 ,000 DPD Staging DPD 1-30 31-60 Classified as stage 2 9.0% 61-90 > 90 2.3% Classified as stage 3 3.3% (THB bn) Covid-19 peak level Successfully cleaning legacy NPLs from Asian Crisis +255 bps 1Q21 4Q22 4Q23 2Q25 NPL (THB bn) NPL ratio 3Q212020 2Q25 14.3% 0% 2% 4% 6% 8% 10% 12% 14% 16% 0 10 20 30 40 50 60 70 80 201 0 201 1 201 2 201 3 201 4 201 5 201 6 201 7 201 8 201 9 2010 2019 4.2 4.6 4.1 3.6 3.0 1.1 0.2 0.6 1.0 1.3 5.3 4.8 4.7 4.6 4.3 0.0 1.0 2.0 3.0 4.0 5.0 6.0 2Q24 3Q24 4Q24 1Q25 2Q25
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DPD Staging Jun-25 - 20,0 00 40,0 00 60,0 00 80,0 00 100 ,000 120 ,000 140 ,000 160 ,000 DPD Staging 9.0% 3.3% - 200 ,000 400 ,000 600 ,000 800 ,000 1,00 0,000 1,20 0,000 DPD Staging Dec-24 DPD Staging Internal data for managerial view - Breakdown as % of Loan principals (excluded interbank) 3.1% 4.7% +29% in LLR from pre-Covid19 Note: * Total loans include accrued interest receivables and EIR Pre-Covid Dec-19 94.5% 2.7% 2.8% 87.1% 10.1% 2.8% LLR Total loans* 4.8% DPD Profile VS Loan Staging DPD 1-30 31-60 Classified as stage 2 61-90 > 90 2.3% Classified as stage 3 3.3% Conservative Staging Policy Stage 1 Stage 2 Stage 3 No DPD DPD 1-30 DPD 31-60 DPD 61-90 DPD >90 Bucket 1 Bucket 2 Bucket 3 DPD Profile Loan Staging • Since Covid-19, TTB has applied a more conservative loan classification policy when compared to the pre-IFRS 9 method (DPD). The conservative loan classification policy has also been applied for the “You Fight We Help” program. • With the current staging policy, stage 2 and stage 3 classification already capture the early indicators of weak customers’ debt service behaviors. • In addition to the stringent staging policy, TTB has strengthened LLR buffer since the pandemic to uplift LLR, leading to a solid rise in LLR/total loans close to 5%, up from a pre-pandemic level of approx. 3%. Conservative loan staging4 31 93.2% 87.6% 4.5% 2.3% 9.3% 3.1% 94.0% 3.7% 2.3% 87.7% 9.0%
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32 You Fight, We Help : Phase 1 and 2 Group 1: No DPD or DPD 1-30 days with past records indicating vulnerability; ➢ Past due 1-30 days since 1 Jan 2022 and ➢ Loan modification since 1 Jan 2022 Or Group 2: DPD > 30 days (remove limit on DPD 31-365 days in 1st phase) Home loans / Top-up ≤ 5 mn Car loans / Title loans ≤ 800K Motorcycle loans / Title loans ≤ 50K SME loans ≤ 5 mn Debt Settlement with haircut2Principal Reduction 1 Unsecured Loan Restructure3 • Retail and SME NPLs (DPD >90 days) Eligible Products Customer DPD Status • Retail NPLs (DPD >90 days) 1. Retail loan outstanding ≤ 5K / account (no condition on credit line at origination) 2. Unsecured loan outstanding ≤ 10K / account Eligible products: P-loans and Credit cards 3. Residual loan outstanding ≤ 30K / account Eligible products: Secured loans Home loans / Top-up ≤ 5 mn Car loans / Title loans ≤ 800K Motorcycle loans / Title loans ≤ 50K Unsecured loan outstanding ≤ 50K / account Eligible products: P-loans and Credit cards Eligible products Restructuring Program • New term : Term loans - minimum repayment rate at 2% of principal • Principal reduction with interest rate suspension for 3 years ❑ BoT & Commercial banks co-program : FIDF subsidy - 50% of interest rate reduction of loans under the program through FIDF fee cut ❑ Phase 1: 12 Dec 2024 – 30 Jun 2025 / Phase 2 : 1 Jul – 30 Sep 2025 ❑ Loan origination: before 1 Jan 2024 / DPD status cut-off date: 30 Oct 2024 Customer DPD Status Eligible Products Customer DPD Status Note: Blue text - Key changes in phase 2
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Mortgage Hire Purchase SMEs You Fight, We Help : Implication to TTB 1. Net Interest Income Day 1 impact results from the EIR adjustment for opt-in customers in the "You Fight, We Help" project, where the EIR is recalculated, then returns to the contract rate after the program ends. 2. FIDF Expense FIDF expenses remain at 0.46%. The subsidy will be recognized as Non-NII when customers repay their debts. 3. ECL Indirect positive impacts from; ✓ Lower loan staging slippage ✓ Improving in customer risk profile and potential of staging upgrade and PD shift ~42% of total eligible loans or approx. THB 31 bn; Mortgage + SMEs as main portion, followed by HP 33 4 Accounting P ractice Eligible Loan and Adoption Rate Phase 1 : Eligible Loans ~ 6% of total loans or approx. THB 73 bn Phase 2: Eligible Loans ~ 1% of total loans or approx. THB 14 bn Note: Registration Period Phase 1: Extend to 30 Sep 2025 Phase 2 : 1 Jul – 30 Sep 2025 Phase 1: Adoption rate Phase 2: Adoption rate - n.a
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124% 138% 155% 151% 150% 149% 50% 70% 90% 110 % 130 % 150 % 170 % 1Q21 2Q21 4Q22 1Q23 2Q23 3Q23 4Q23 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 +255 bps ECL & Credit Cost LLR/NPLs • Apart from stringent staging policy, TTB always ensures prudent provisioning and LLR levels. • On the backdrop of financial flexibility, TTB continue to provide extra ECL on top of normal BAU level to ensure sufficient cushion against future downside risks. • With extra cushion, the current LLR level provides the potential upsides for both shareholders and the Bank once economic uncertainties subside. 2Q25 Results: • Total ECL declined both QoQ and YoY from a reduction in Normal ECL. This was driven mainly by lower slippage from stage 1 to 2 and stage 2 to 3, reflecting a result of our quality loan growth strategy and positive impact from “You Fight, We Help” program. Loss on repossessed cars continued to show sign of improvement as well. • The Bank, however, maintained a conservative stance by setting aside higher Management Overlay (MO) in 2Q25 in response to rising economic uncertainties stemming from the US Reciprocal Tariff and as a precautionarysetup for phase 2 of “You Fight, We Help” program. Prudent provisioning and LLR levels against future uncertainties4 34 Total credit cost (bps) Normal credit cost (bps) Normal ECL (THB mn) Special ECL (THB mn) 1Q21 4Q22 4Q23 4Q24 1Q25 Total ECL -6% QoQ -19% YoY Normal ECL -17% QoQ -29% YoY 4,194 4,610 4,060 3,626 2,997 1,087 154 630 954 1,297 5,281 4,764 4,690 4,580 4,294 0 1,000 2,000 3,000 4,000 5,000 6,000 2Q24 3Q24 4Q24 1Q25 2Q25 129 144 130 120 100 163 149 150 152 143 2Q25
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21.8 19.6 19.7 17.9 17.0 16.8 16.7 16.7 16.3 21.9 24.5 28.2 29.2 28.9 28.2 27.0 27.8 26.8 10.1 13.3 15.6 14.7 14.9 15.0 15.3 14.6 15.5 53.8 57.4 63.5 61.8 60.8 60.1 59.0 59.1 58.5 0.0 10. 0 20. 0 30. 0 40. 0 50. 0 60. 0 70. 0 1Q21 4Q22 4Q23 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 1.1% 20.9% 47.0% Coverage by stage Stage 1 Stage 2 Stage 3 0.8% 18.5% 49.3% Stage 1 Stage 2 Stage 3 Coverage ratio Allowance for ECL (THB billion) 1.3% 24.2% 45.0% 1.3% 23.3% 48.1% 1.3% 24.1% 42.3% 1.4% 23.9% 41.8% Distribution of Risk Provision • At TTB, we consistently review our ECL model and closely monitor customers’ behavior to ensure sufficient distribution of LLR. • The higher LLR levels for Stage 1 & Stage 2 loans reflect an improvement in LLR distribution. • Moreover, the Bank continue to de-risk non-collateral Stage 3 loans through sales and write-off activities. This is to enhance the quality of Stage 3 portfolio. • As a result, LLR for Stage 3 loans has decreased overtime, leading to a declining trend of total LLR. Ensuring a resilient LLR distribution4 35 1.4% 23.1% 42.9% 1.4% 23.5% 42.3% 124% 138% 155% 155% 152% 149% 151% 150% 149% 1.5% 24.3% 41.5%
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44.2 44.4 42.1 41.7 41.0 39.0 39.5 39.2 0% 2% 4% 6% 8% 10% 12% 14% 16% 0.0 10. 0 20. 0 30. 0 40. 0 50. 0 60. 0 70. 0 80. 0 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 Dec-24 Mar-25 Jun-25 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 Mar-20 37.7 14.30% 0% 2% 4% 6% 8% 10% 12% 14% 16% 0 10 20 30 40 50 60 70 80 201 0 201 1 201 2 201 3 201 4 201 5 201 6 201 7 201 8 201 9 Stage 1 Stage2 Stage 3 TFRS9 177 bnStage 2+3 153 bn 1.60 tn Pre-pandemic 1,427 bn 132 bn 44.1 bn 1.50 tn 1.43 tn 39.2 bn 108 bn Note: Total loans to customers and interbank 147 bn 1,287 bn 114 bn 39.0bn 155 bn Covid-19 peak level Merger Successfully cleaning legacy NPLs from 1997 Asian Crisis Loan Classification (%) 89.0% 8.3% 2.76% 7.6% 2.59% 89.7% 7.5% 2.73% 89.8% Stage 3 loans and NPL Ratio • To de-risk and ensure existing portfolio quality, TTB maintains conservative staging classification policy and proactively resolves weak-loans. As a result, the level of Stage 2+3 loans has decreased from pre-pandemic level and remained under control. • NPL ratio continued to decline from the peak level during Covid-19 period and has been well-contained as per target. 2Q25 Results: Portfolio quality is under control and continues to be well-managed. • NPLs decreased -0.9% QoQ, bringing NPL ratio down to 2.73%. Stage 2 outstanding also declined -6.7% QoQ with Stage 2 ratio dropping approx. -50 bps to 7.5%. • The improvement in staging migration reflected our quality loan growth and ongoing debt resolution efforts though various programs including “You Fight, We Help”. Proactively resolved weak loans to ensure portfolio quality 4 36 8.0% 2.75% 1,351 bn 116 bn 39.5 bn 2010 2019 NPL (THB bn) NPL ratio 1.44 tn 1,282 bn 89.2%
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Proactively engaging with customers to facilitate loan restructuring and mitigate potential defaults 4 Overdue E-contract / E-sign (April 2025) Submit contact list to bot system Call customers Collection system Voice Bot system Customers Receive calls with pre- defined scripts 1 2 3 Due date reminders Restructuring offers Before due date Recent past due date Voice Bot system 37
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ttb strategy framework Operating cost Risk cost Capital 38 Cost discipline through digitalization and branch optimization Strong asset quality achieved with prudent risk management Digital-first revenue generation engines Effective asset-liability management Optimal shareholder value creation Efficient use of capital supported by liquidity recycling 3 4 2 1 5 6 a) Customer-centric lending transformation b) Customer engagement to win main-bank relationship c) Beyond banking ecosystem play Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Revenue
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• Following the post-merger, TTB has successfully navigated a challenging economic environment with resilience. The Bank has demonstrated steady progress, with net profit showing an upward trend over time, achieving a CAGR of 24% over the past five years. • In light of increasing uncertainties due to intensified global trade conflicts, TTB remains prudent, carefully balancing risk and return to ensure financial stability. We reaffirm our commitment to maintaining a high dividend payout, supported by a three-year share repurchase program valued at THB 21 billion, aimed at safeguarding shareholders’ value amidst prolonged market volatility. • Beyond initiatives to sustain profitability during current economic challenges, we place a strong emphasis on enhancing the quality of net profit to strengthen our capital position. • Our tactical strategies have yielded positive results, as evidenced by the percentage of NII to RWA, which has shown consistent improvement over time. This reflects the effectiveness of our approach, enabling us to sustain earnings while optimizing capital utilization. Note: Remaining tax benefits of THB 8.2 billion to be recognized within 2028, based on future net profit estimates % NII to RWA and Risk Weighted Assets % NII to RWA Risk-weighted assets (THB bn) Net Profit Efficient use of capital supported by liquidity recycling 5 39 7,222 10,112 10,474 14,195 18,622 21,031 10,100 6.5% 5.1% 5.1% 6.6% 8.2% 9.0% 8.5% -5% -3% -1% 1% 3% 5% 7% 9% (3,000) 2,000 7,000 12,000 17,000 22,000 27,000 32,000 2019 2020 2021 2022 2023 2024 1H25 Net profit (THB mn) ROE CAGR +24% -6% YoY 1,229 1,185 1,141 1,106 1,089 4.2% 4.4% 5.0% 5.1% 4.8% 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 1 201 401 601 801 1,001 1,201 1,401 1,601 1,801 2021 2022 2023 2024 1H25
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ttb strategy framework Operating cost Risk cost Capital 40 Cost discipline through digitalization and branch optimization Strong asset quality achieved with prudent risk management Digital-first revenue generation engines Effective asset-liability management Optimal shareholder value creation Efficient use of capital supported by liquidity recycling 3 4 2 1 5 6 a) Customer-centric lending transformation b) Customer engagement to win main-bank relationship c) Beyond banking ecosystem play Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Revenue
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Optimize shareholder value through a balance between immediate returns and long-term reinvestments 6 41 Capital allocations • Dividend payout • Share repurchase • Organic growth • Inorganic growth • Reserve accumulation 43% 43% 35% 50% 55% 60% 2019 2020 2021 2022 2023 2024 TTB W1 Dividend payout ratio Digital & IT investments (THB bn) InorganicShare repurchase Immediate returns Long-term reinvestments • ttb’s share repurchase program aims to enhance shareholder returns and align the Bank’s share price more closely with its intrinsic value • In Jan 2025, the Bank announced the 3-year share repurchase program (2025 -2027), worth THB 21 bn. • Opportunistic play to maintain scale and strengthen ecosystem capabilities • Focus on creating value and improving ttb’s competitive standing in the industry Ecosystem strategic fit Ability to compliment ttb’s capabilitiesx Home owner Car owner Salaryman Wealth Mid-corp/ SME 4.8 4.4 3.5 4.4 5.5 5.9 2020 2021 2022 2023 2024 2025F
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• Completed suite of investment products through the arm of securities business for cross-selling to ttb’s wealth customers • Deepen wealth customer engagement enabled by holistic view of customer’s assets – improving advisory and personalization • Leverage combined bank and securities capabilities to elevate wealth advisor capabilities and expand research coverage, including local and global assets • Lower funding cost supported by ttb’s strong liquidity base • Unlock revenue upside from holistic wealth management across investment product suites • Operational efficiency via streamlined and shared support functions and infrastructure Thanachart Securities: Unlocking wealth ecosystem capabilities6 42 ttb Broker Phahonyot hin asset manage -ment ttb Consumer Thanachart Securities Eastspring Asset manage -ment 99.97% • Completion of the transaction by on 1 July 2025, with the transaction value 2,062 mn THB • Thanachart Securities becomes a wholly owned subsidiary under ttb’s consolidated supervision 100% 100% 100% 40.50% Group structure Business strategy Balance sheet synergies Revenue synergies Cost synergies
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14.6% 16.9% 17.8%18.9% 19.3% 20.0% 2019 2020 2021 2022 2023 2024 มิ.ย.-25 0.02 0.05 0.065 0.04 0.045 0.038 0.053 0.055 2019 2020 2021 2022 2023 2024 43% 43% 35% 50% 55% 60% Dividend 2.4% Final dividend 4.2% 2.6% 5.2% Interim dividend Payout ratio (Full Conso) Dividend Yield /1 Dividend (Baht/share) 0.073 TTB W1 6.3% 0.105 +24% YoY Note: - In 2021, banks’ dividend payment was capped by the BoT’s guidance, TTB issued warrants (TTB-W1), allocated to existing shareholders at no cost on top of dividend payment /1 Dividend yield based on stock price at year end/ 2022 was at 1.41 Baht per share /2 after factoring in the results of share repurchase transactions and the exercise of TTB-W1. • As of Jun-25 , following the roll-in profit for 1H24, TTB's preliminary Tier 1 ratio rose to 17.8%, while CAR reached 20.0%, placing us among the top tier in the banking industry and well above BoT’s minimum requirements. • Since the merger, TTB has focused on optimizing capital usage and enhancing shareholder returns thru strategic initiatives, such as the issuance of TTB-W1, the redemption of hybrid capital AT1 in 2024 and the increase in the dividend payout to 60% in 2024, demonstrating TTB’s strong commitment to shareholders. • With steady net profit generation and robust capital levels, there are further opportunities to enhance shareholders' total returns, not only through dividend payments but also via financial tools such as share buybacks or inorganic growth. Note: Since 2022, a total of 724 mn shares of TTB-W1 have been exercised, accounting for 75% of the total 965 mn units of the warrant. CARCET1 & TIER1 Solid Capital with Ample Buffer over Requirement Reinforcing capital position with priority to shareholder interests 6 43 0.13 0.065 7.0% CET1 +358 bps Regulatory capital ratio requirements for D-Sib banks: CET1 : 8%, Tier1: 9.5%, CAR: 12% Prelim numbers
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0 5E+0 9 1E+1 0 1.5 E+10 2E+1 0 2.5 E+10 2021 2022 2023 2024 2025 2026 2027 +24% 35% 50% 55% 60% 0% 10% 20% 30% 40% 50% 60% 70% Share buyback program6 Ample liquidity position Total assets As of Jun’25, THB bn 12 258 119 Cash Interbank & money market Marketable investment Loan & others Share buyback program 202720262025Total % of total paid-up capital 3.6% Repurchase period TBCTBC3 Feb-1 AugMedium term 3 years Max repurchase amount 7 bn21 bn Max no. of shares TBC(mn shares) Objective • THB 21 bn. buyback program announced on the back of strong capital generation. ➢ Structurally increasing EPS and ROE • We are well -positioned to continue delivering strong shareholder return. Over the past three years, we've generated an annual CET1 capital capacity of around 115 bps. We also expect limited RWA inflation ahead, giving us flexibility to return more capital to shareholders. ➢ CET1 ratio of 17.8% with THB 14 bn of capital* has not yet rolled-in ➢ We consider CET1 ratio of ~16% a comfortable level 7 bn 7 bn 3,500 High-quality liquid assets of THB 465 bn, 27% of total assets 7 bn 7 bn 10.2 bn 7.1 bn 3.7 bn 7 bn TBC TBC TTB-W1 Benefits to shareholder Dividend payout Improvement of shareholder value creation TBC TBCTBC +44% +92% Note: 1 : % incremental was based on assumption that cash dividend equaled to 2024 cash dividend. • Besides cash dividend improvement, TTB always optimizes shareholder value such as warrant issuance in 2021 and share buyback program. • TTB will distribute more value to shareholders, considering the combined size of the cash dividend and buyback program of THB 7 bn a year from 2025-2027. • When combining cash dividends and share buybacks, this reflects TTB’s continued dedication to enhancing shareholder returns, representing approximately 11%1 capital return to Market Cap. over the next 3 years. Additional value for next 3 yrs Cash dividend Share repurchase Note: Liquid assets were defined according to Share Repurchase for Financial Management Disclosure Form TS-1.2 (Bank-only data) Note: * 2H24 Net profit from 2H24 (net of dividend payment) & 1HQ25 Net profit which have not yet rolled-in 12.6 bn Cumulative no. of share repurchased as of 2Q25 Total value of share repurchased as of 2Q25 2,045 mn shares 3.9 bn, or approx. 55% of total size 44
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45 Appendix
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396 507 544 2Q24 1Q25 2Q25 474 547 541 2Q24 1Q25 2Q25 93 61 82 2Q24 1Q25 2Q25 Bancassurance fee Mutual fund & Structure Note fees LG fee 46 Commercial -Loan related fee THB million Related to loan Non-related to loan THB million THB million THB million Credit card THB million Trade finance and FX THB million Non loan-related fees Loan-related fees Remark: Prelim numbers Diversified fee resilience amid sector softness 876 891 893 354 368 427 2Q24 1Q25 2Q25 +16% QoQ +21% YoY Flat QoQ +2% YoY 128 127 120 2Q24 1Q25 2Q25 -5% QoQ -6% YoY +34% QoQ -12% YoY 323 329 310 2Q24 1Q25 2Q25 -6% QoQ -4% YoY -1% QoQ +14% YoY +7% QoQ +37% YoY
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Disclaimer: The information in this material is in summary form and does not purport to be complete. No representation or warranty, expre ss or implied, is or should be made concerning, and no reliance should be place on, the accuracy, fairness, or completeness of this information and liability the refore is disclaimed. TMBThanachart Bank Public Company Limited (the “ Bank” or “ ttb” or “ TTB”) does not independently verified, approved or endorsed the information contained herein, or undertakes to update or revise any information, whether as a result of new information, future events or otherwise. The material to be presented may contain certain forward-looking statements and information regarding the Company that reflect c urrent views and/or expectations of the Company with respect to its performance, business and future events. Statements relating to achieving certain goals are forward-looking statements. Forward-looking statements are based on certain assumptions and expectations of future events. The Company cannot guarantee that these assumptions and expectations a re accurate or will be realized. Past performance does not guarantee or predict future performance. A number of important factors could cause actual results or outcomes to dif fer materially from those expressed in any forward - looking statement. Representative examples of these factors include (without limitation) general industry and economic condit ions, interest rate trends, cost of capital and capital availability, currency exchange rates, competition from other companies, shifts in customer demands, customers and partners, changes in operating expenses including employee wages, benefits and training, governmental and public policy changes and the continued availability of financing in the amoun ts and the terms necessary to support future business. Actual future performance, outcomes and results may differ materially from those expressed in forward -looking statements as a re sult of a number of risks, uncertainties and assumptions. You are cautioned not to place reliance on these forward -looking statements, which are based on current view of the management on future events. The Company does not assume any responsibility to publicly amend, modify or revise any forward -looking statements, on the basis of any subse quent developments, information or events, or otherwise. This presentation does not constitute an offer, or invitation, or solicitation of an offer, to subscribe for, sell or purchas e any securities. Neither this material nor anything contained herein shall form the basis of any contract or commitment whatsoever. The recipients of this presentation should not make any investment or business decision or take actions in reliance on the information and statements contained in this presentation and must conduct their own investigation and analysis of the contemplated transaction and the information and data contained herein. This presentation is being made available on a confidential basis and intended only for the recipients, and may not be copied , reproduced, retransmitted or distributed by a recipient to any other persons in any manner. By attending this presentation and/or accepting a copy of this document, you agree to be bound by the foregoing limitations and conditions.