Slides
Page 1
Investor Presentation 4Q25 and 2025 Financial Performance 22 January 2026
Page 2
2 2025 Deliverables: Resilient performance amid headwinds Apart from global economic slowdown, heightened trade tensions, and policy shifts in major economies, Thailand ’s recovery was further constrained by domestic factors including high household debt, political uncertainties, and natural disasters such as severe flooding and earthquakes. Despite these headwinds, TTB navigated the year with discipline and delivered resilient performance across its core priorities, reinforcing its ability to adapt and execute effectively in a challenging environment. • Resilient financial performance: Net profit of THB 20,639 million (-2% YoY), reflecting the Bank’s effective Asset-Liability management to reduce NII/NIM impact from multiple rate cuts, cost discipline and manageable ECL (credit cost 136 bps, -18 bps YoY). • Efficiency and digital progress: Well-controlled OPEX (flat YoY) , driven by digital transformation to enhance efficiency and customer engagement, enabling cost containment while improving the customer experience. • Portfolio quality preserved: Stage 2 loans -8% YTD with stable NPL at THB 39 billion and strong Coverage ratio at 152%, a result of quality credit selection, de-risking efforts and the high succession rate of ‘You Fight, We Help’ program. • Unlocking shareholder value: Capital management plan on track, including the launch of 3-year share buyback program (2025-2027) and inorganic growth initiatives while DPR level was among the highest in banking industry. 2026 Direction: Driving quality growth, Operational efficiency and Shareholder value creation • Continue to identify and capture quality growth with effective B/S management amid ongoing uncertainties and a low-rate environment. • Accelerate revenue generation initiatives and cost efficiency through digital scaling to achieve cost-to-income aspiration. • Ensure portfolio quality with proactive monitoring and effective resolution, mitigating downside risks and preserving B/S strength. • Enhance total shareholder returns amid a slow growth environment through capital management initiatives including the remaini ng THB 15.9 billion of buyback programs for 2026-2027 while robust capital levels allows the Bank to maintain high DPR. Executive summary
Page 3
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
Page 4
120% 129% 152% 4 Improvement pathway of key business drivers: 2018-25 Optimized loan structure % Retail % SMEs Asset quality % LLR % NPL Capital Profitability Net profit % CAR Digital users No. of users Before 2019 Pre-merger 2019-2021 Merger & Integration Covid-19 Pandemic 2022-2025 Integration Completion Well-controlled >250% >220 bps +19% CAGR +32% uplift *2018 net profit excludes gain from TMBAM sales **TMB-only 6.36 mn 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 1.8 mn** 2.76% 2.81% 2.87% 31% 62% 29% 7% 17.3% 19.5% 7.9 bn* 10.5 bn 20.6 bn
Page 5
5 2025 Financial Results FY2024 Actual FY2025 Targets 2025 Actual Loan growth -6.6% YTD Approx. 0% - 2% -2.9% YTD Deposit growth -4.2% YTD In line with loan growth -4.4% YTD Net Interest Margin 3.26% 3.1% - 3.25% 3.04% Non-NII growth (YoY) -6.0% YoY -3% if excluded. BA amortization Single digit growth +16.2% YoY C/I Ratio 43% Low-40s 45% % Stage 3 2.59% < 2.9% 2.87% Credit cost (bps) Normal 135 Total 154 Normal 125-135 bps Normal 106 bps Total 136 bps Net profit (YoY) THB 21.0 bn +13% YoY n.a. THB 20.6 bn -2%YoY INCOME EFFICIENCY ASSET QUALITY
Page 6
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
Page 7
7 ttb strategy framework Risk cost Strong asset quality with prudent risk management Digital-first and digital-only business model Optimal shareholder value creation Capital efficiency through liquidity recycling 4 5 6 • Deepened relationship and enhanced customer life-time value via ecosystem play • Better experience and lower cost-to-serve via digital migration Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Capital 2 3 Balance sheet 1• Effective asset-liability management1 Pre-provision operating profit (PPOP)
Page 8
6% 37%30% 27% Current Saving Hybrid Deposit Time Deposit Effective asset-liability management to sustain net interest margin 8 Total loan mix (%) Total deposit mix (%) Earning asset yield, cost of fund and NIM NIM Cost of Fund EA Yield MPC Rate 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 1 2.00% (-25 bps) 2.25% (-25 bps) 1.75% (-25 bps) 1.50% (-25 bps) 13.8 13.2 12.7 12.4 12.3 56.5 50.6 4Q24 1Q25 2Q25 3Q25 4Q25 2024 2025 -10.3% YoY -1.1% QoQ -11.1% YoY NIM 3.26% 3.04% -22 bps YoY 4.70% 4.57% 4.39% 4.25% 4.14% 3.25% 3.19% 3.07% 2.97% 2.95% 1.71% 1.63% 1.56% 1.51% 1.41% 4Q24 1Q25 2Q25 3Q25 4Q25 1.25% (-25 bps) -11 bps QoQ, -56 bps YoY -10 bps QoQ, -30 bps YoY -2 bps QoQ, -29 bps YoY 31% 7% 62% Corporate loan SMEs Retail
Page 9
- 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 Dec-24 Sep-25 Dec-25 29% 26% 8% 30% Resuming loan growth with quality focus amid economic uncertainty1 9 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 1,205 bn1,241 bn 1,198 bn • During the challenging operating environment in 2025, TTB remained committed to a quality loan growth strategy. By prioritizing ‘quality over quantity’ and focusing on ‘high-yield retail lending products’ under appropriated risk profile, the Bank successfully reinforced resilient performance and kept asset quality well-controlled. ➢ Selective quality loan growth and high-yield lending focus: In response to the low-rate environment, the Bank continued to optimize loan mix by recycling liquidity from low- yield lending toward targeting high-yield retail products, including CYC, CYH, personal loans, and credit cards to improve loan yields and margins sustainably. ➢ Retail Focus: TTB continues to enhance customer experience and product offerings by leveraging our digital capability and our ecosystem initiatives. To penetrate retail market further, the Bank will deepen existing customer relationships to increase the number of product holdings while cultivating main-bank relationships in high-potential segments. • As a result of loan strategy, Currently retail loans is 62% of total portfolio VS. a pre-merger level of 56%. 4Q25 Results: Loan regain growth momentum, driven by commercial and retail lending. • Commercial grew +1.8% QoQ, led by large corporate loans (+2.6%) mainly from seasonal working capital while SMEs declined -1.7% QoQ in line with our de-risking direction. • Targeted retail lending continued to grow. Mortgage showed recovery sign with home loans +0.5% QoQ, driven by strategic refinance home loan, and CYH +3.1% QoQ. Consumer loan also grew with Credit cards +12.4% QoQ and Unsecured +0.9% QoQ. • Auto portfolio showed improving signs, with new car bookings +22.4% QoQ, boosted partly by the Motor Expo event in 4Q25. CYB also continued to grow (+14.0% QoQ). However, overall HP port was slowdown (-1.7% QoQ) due to loan repayments and a slowdown in auto industry. +0.6% QoQ -2.9% YTD 29% 27% 7% 30% 28% 27% 7% 31% 3% 3% 3% 4% 1% 0.3% 3% 4% New Car 62% Used Car 15% Cash Your Car (CYC) 22% Cash Your Book (CYB) 1%
Page 10
79% 21% Dec-24 Sep-25 Dec-25 Optimizing deposit level to ensure effective deposit cost management1 Time deposit Hybrid Saving Current % Retail deposits 72% 73% Flat QoQ -4.4% YTD ~41% CASA ~41% CASA 31% 27% 36% 6% 27% 30% 37% 6% 72% 28% Dec-23 Dec-25 Shift in TD mix towards shorter duration Short to Medium TD Long-term TD Breakdown as % to total TD Term Deposit 72% Total Deposit 1,270 bn 1,270 bn1,329 bn 34% 25% 34% 7% ~43% CASA • The change in deposit volume and mix was aligned with deposit and borrowing structure management plan to cushion margins during the interest rate downtrend. The 3 key strategic initiatives which TTB executed to optimize the funding structure during the rate cut cycle: ➢ Balancing level of deposit and loan growth amid slow loan growth demands, leading to well-managed cost of deposit. ➢ Running down high-cost funding by shortening TD durations and proactively migrating rate sensitive customers from long term TD into hybrid savings products (no-fixed). This strategy preserved flexibility in the deposit book while encouraging customers to convert savings into investment solutions or FCD deposits for alternative investments or overseas use, thereby strengthening customer engagement within the Bank’s wealth ecosystem. ➢ Boosting CASA growth, anchored by the flagship zero-interest all free product, to maintain a super-low funding base and increase main-bank customers. 4Q25 results: Total deposits was flat QoQ aligned with deposit strategy. • % TD to total deposit continued to declined as planned, driven by the outflow of long-term high-cost TD 24M and TD UP&UP acquired during the rate-hike cycle. Meanwhile, Foreign Currency TD continued to increase by +32.2% QoQ, aligned with wealth ecosystem initiatives. • No-fixed saving grew +12.5% QoQ, capturing rate-sensitive customers and enabling future investment conversion. CASA also grew from savings account +3.0% QoQ, leading % CASA to 43%. • Liquidity remains robust, with LDR at 95%, providing ample flexibility for deposit acquisition strategy as part of funding cost management. Note: Long-term TD: Maturity > 12 months 10
Page 11
Loan Yield Cost of Deposit Balancing loan and deposit strategy to ensure sustainable NIM performance1 • TTB continued to manage margin resilience through disciplined balance sheet execution, as Thailand remained in a rate cut environment (five consecutive MPC’s rate cuts since 4Q24, 25 bps each), putting downward pressure on asset yields across the system. • Loan yield declined to 5.04% in 4Q25 (-11 bps QoQ, -49 bps YoY), reflecting: 1) The full impact of cumulative policy rate cuts, 2) A selective growth strategy prioritizing better risk adjusted returns over volume, 3) Repayments from high quality borrowers, particularly in auto loans, and 4) The ongoing impact of the “You Fight, We Help” program, with an adoption rate of 44% of total eligible loans (refer to page 28). Despite the downtrend, the Bank’s disciplined loan mix helped cushion yield deterioration. • Funding cost improvement remained a strong offset , with cost of deposits decreasing to 1.38% (-9 bps QoQ, -22 bps YoY), driven by deposit mix optimization toward lower -cost deposits, strategic reduction of high-cost term deposits, CASA retention/migration, and duration management enhancing repricing flexibility. • For 2025, loan yield softened to 5.23% (-36 bps YoY) while cost of deposits improved to 1.47% (-15 bps YoY), demonstrating continued effectiveness of funding actions across the year. NIM softened to 3.04% (-22 bps YoY), reflecting rate-cycle headwinds while maintaining resilience through proactive loan-deposit strategy. MPC QoQ Cost QoQ MPC QoQ Yield QoQ 11 5.53% 5.48% 5.31% 5.15% 5.04% 5.59% 5.23% 4Q24 1Q25 2Q25 3Q25 4Q25 2024 2025 4Q24 1Q25 2Q25 3Q25 4Q25 -25 bps -25 bps -25 bps -25 bps -25 bps -6 bps -5 bps -17 bps -16 bps -11 bps -11 bps QoQ -49 bps YoY -36 bps YoY 4Q24 1Q25 2Q25 3Q25 4Q25 -25 bps -25 bps -25 bps -25 bps -25 bps -6 bps -5 bps -4 bps -4 bps -9 bps 1.60% 1.55% 1.51% 1.47% 1.38% 1.62% 1.47% 4Q24 1Q25 2Q25 3Q25 4Q25 2024 2025 -9 bps QoQ -22 bps YoY -15 bps YoY
Page 12
Dec-25 FVTPL HTC&S HTC Healthy Investment Portfolio Ensuring portfolio quality with disciplined execution amid shifting rate expectations1 • TTB continued to manage its investment portfolio with prudence and disciplined execution amid a gradually easing interest rate environment. In 4Q25, we further reinforced portfolio resilience by proactively locking in yields while maintaining duration discipline, ensuring a balanced outcome across liquidity, credit quality, and return optimization. • The Bank increased fixed-rate bond holdings to 87% of the HTC&S portfolio, reflecting our continued dovish view on the Thai interest rate outlook and expectations of further policy rate cuts. During the quarter, we strategically added Thai government bonds while allowing floating-rate BOT bonds to mature, enabling us to lock in yields ahead of further rate declines without materially extending portfolio duration. • To enhance risk-adjusted returns, we selectively invested in FCY government bonds rated A and above, which accounted for 21% of the HTC&S portfolio. These were added only when yield pick-up over Thai bonds was compelling and aligned with our conservative framework. All FX investments remain fully hedged, eliminating mismatch risk. The increase also supports natural balance sheet matching with our growing FCD deposit base. • Our strategy prioritizes liquidity and stability over speculative gains. The amortized cost structure and stable duration continue to cushion volatility and support consistent earnings across rate cycles. HTC&S Portfolio Breakdown Improving Investment Yield Thai Corp Bond 4% THB Govt Bond 75% FCY Bond 21% Fixed Rate Bond 87% Floating Rate Bond 13% ▪ 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 12 0.79% 1.81% 2.61% 1.91% 1Q22 4Q23 4Q24 4Q25 -11 bps QoQ -70 bps YoY 23% 68% 9% 0% 20% 40% 60% 80% 100% 120% Investment portfolio THB 261 bn or 15% of total assets
Page 13
Optimized Borrowing Structure Sub-debt Senior debentures and other borrowings Total borrowingTHB billion Note: *Effective borrowing cost – using internal numbers (daily average) Borrowing Cost Vs. Effective Borrowing Cost* • TTB continued to optimize borrowing structure and cost through proactive funding actions across the Bank and subsidiaries, supported by our robust capital position and disciplined balance-sheet management. • In 4Q25, total borrowings declined further, mainly driven by the maturity of PAMCO’s bond, which was not rolled over, reflecting continued balance-sheet optimization and refinancing at more favorable cost levels. • Borrowing cost improved sequentially, supported by early redemptions and liability management initiatives, including: o Sep-25: Early redemption of US$ 50 mn Blue bond; PAMCO bond maturity partially refinanced with THB 2 bn issuance at 1.48% (vs 1.80% previously) o Feb-25 & May-25: Early redemption of Green bond and SME bond totaling THB 8.3 bn o Jun-24: Early redemption of THB 30 bn Sub Tier II and downsized re-issuance at lower cost o 2022-2023: Partial AT1 buybacks prior to full early redemption in 2024 • Overall liquidity remained strong, with LDR + Borrowings at 95% as of 4Q25. Optimizing borrowing structure and cost where possible1 13 THB million 73.2 59.6 29.2 24.1 20.7 17.1 15.1 3Q22 4Q22 4Q24 1Q25 2Q25 3Q25 4Q25 68% 32% 65% 35% 51% 49% 62% 38% 73% 27% 88% 12% 99% 1% 393 261 206 174 142 2,130 783 4Q24 1Q25 2Q25 3Q25 4Q25 2024 2025 -18% QoQ -64% YoY -63% YoY +2 bps QoQ -81 bps YoY -58 bps YoY 4.33% 4.02% 3.62% 3.50% 3.52% 4.27% 3.69%
Page 14
14 ttb strategy framework Risk cost Strong asset quality with prudent risk management Digital-first and digital-only business model Optimal shareholder value creation Capital efficiency through liquidity recycling 4 5 6 • Deepened relationship and enhanced customer life-time value via ecosystem play • Better experience and lower cost-to-serve via digital migration Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Effective asset-liability management1 Balance sheet Capital 2 3 Pre-provision operating profit (PPOP)
Page 15
2.7 2.7 2.9 3.2 3.4 10.2 12.2 0.7 0.6 0.7 0.8 0.8 2.8 2.9 3.3 3.3 3.6 3.9 4.2 12.9 15.0 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 4Q24 1Q25 2Q25 3Q25 4Q25 2024 2025 Non-Loan Related Loan Related Non-NII 2 Growth in fee-generating activities in 4Q25 to compensate for declining NIM and overall NII THB billion THB billion Total operating income Non-NII breakdown • In 2025, the Bank faced a more challenging earnings backdrop vs 2024 as the rate-cut cycle accelerated, weighing on NIM and overall NII. In response, TTB placed stronger emphasis on income diversification, accelerating fee-generating businesses to improve revenue balance and strengthen earnings resilience. • This strategy was reflected in the full year performance, with Non NII rising + 16% YoY, supported by broad based improvement across key fee lines. Growth was led by wealth and protection related fees, sustained momentum in bancassurance and credit card fees, TF&FX, and partly by the FIDF subsidy. Excluding this deposit levy, Non NII still grew +10% YoY. These fee engines played an increasingly critical role in cushioning the decline in NII as interest rates trended lower. • 4Q25 Non-NII accelerated further (+6% QoQ, +26% YoY), supported by seasonal tax-planning demand and year-end spending. Details in the following page 13.8 13.2 12.7 12.4 12.3 56.5 50.6 3.3 3.3 3.6 3.9 4.2 12.9 15.0 17.1 16.6 16.4 16.3 16.4 69.4 65.7 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 55,000 60,000 65,000 70,000 75,000 4Q24 1Q25 2Q25 3Q25 4Q25 2024 2025 NII Non-NII Total Operating Income +1% QoQ -4% YoY Non-NII +6% QoQ +26% YoY NII -1% QoQ -11% YoY -5% YoY Non-NII +16% YoY NII -10% YoY +3% QoQ +19% YoY +7% QoQ +27% YoY Loan related Non loan related +6 QoQ +26%YoY +4% YoY +19% YoY Loan related Non loan related +16%YoY 15
Page 16
3,827 4,018 1,494 1,692 2024 2025 1,424 1,824 2024 2025 2 Strong fee growth in key strategic products, thanks to year end’s spending, tax-saving-related activities and investment portfolio shift Loan-related fees Non loan-related fees Bancassurance fee LG fee Commercial-Loan related fee THB million Related to loan Non-related to loan THB million THB million Mutual fund & Structure Note fees THB million Credit card THB million Trade finance and FX THB million 1,075 938 1,298 376 439 456 4Q24 3Q25 4Q25 +38% QoQ +21% YoY +4% QoQ +21% YoY +5% YoY +13% YoY 125 125 123 4Q24 3Q25 4Q25 -2% QoQ -1% YoY 512 495 2024 2025 -3% YoY 82 90 78 4Q24 3Q25 4Q25 -13% QoQ -5% YoY 338 311 2024 2025 -8% YoY 350 471 528 4Q24 3Q25 4Q25 +12% QoQ +51% YoY +28% QoQ 546 553 645 4Q24 3Q25 4Q25 1,951 2,287 2024 2025 +17% QoQ +17% QoQ +18% YoY 419 464 430 4Q24 3Q25 4Q25 1,701 1,945 2024 2025 +14% QoQ -7% QoQ +3% YoY 16
Page 17
17 2 Through ecosystem-focused strategy, we aspire to deepen our relationship with these targeted customer segments and to ultimately position them as our core revenue growth engine Targeted customer segments Contribution to ttb’s current P&L Key intents in our ecosystem play Salaryman ~1 million payroll accounts >95% of existing retail loan portfolio From product-centric offerings To customer-centric, holistic financial well-being solution Car owners ~1 million cars in existing hire purchase portfolio >85% of existing retail deposit balance From mono-product relationship To multi-product, lifetime relationship Home owners ~800k homeownership customers >80% of existing retail fee income From standardized communication and off-the-shelf products To personalized engagement, bundled solutions with risk-based pricing Wealth ~700k affluent and above customers >80% of total retail banking revenue From traditional banking services To integrated banking and beyond banking solutions tailored to lifestyles
Page 18
Car Owner Enhanced customer ecosystem play to drive stronger engagement and ultimately deliver improved business outcomes 2 18 Home Owner Salaryman + 11% YoY growth in home equity balance 4Q24 3Q25 4Q25 -15% QoQ 21% YoY No. of employeesNo. of employers 4Q24 3Q25 4Q25 5% QoQ 41% YoY > 90% Digital active customers > 90% Digital active customers> 80% Digital active customers > 70% Company acquired from target industry + 17% YoY refinance retention volume growth > 60% Day-1 credit card penetration growth1/ Driving growth through risk diversification and digital enablement Targeted growth through quality products and customer retention Deliver Quality Growth through Financial Well-being solution + 19% YoY booking growth + 10% YoY growth in customers with lending products CYC Digital booking (Unit) (Unit) Motor insurance 4Q24 3Q25 4Q25 4Q24 3Q25 4Q25 140% QoQ 307% YoY 44% QoQ 64% YoY Refinance unit (Unit) (THB mn) Refinance amount 4Q24 3Q25 4Q25 4Q24 3Q25 4Q25 -2% QoQ 119% YoY -1% QoQ 145% YoY 1/ based on full-year growth
Page 19
Wealth Continued momentum in extending ttb wealth franchise, thanks to full suit of superior wealth-related products and loyalty status tiers 2 19 Unlock premium privileges with ttb Reserve card Secure global opportunities with USD savings solutions Grow portfolio through a wide range of investment choices Reserve card (# of cards) 4Q24 3Q25 4Q25 2% QoQ 7% YoY FCD Balance (THB Bn) 4Q24 3Q25 4Q25 29% QoQ 193% YoY Wealth Investment AUM (THB Bn) 4Q24 3Q25 4Q25 1% QoQ 8% YoY Loyalty status tier >130k Customers moved up in loyalty tiers Unique customers participated in mission>1.5mn AUM uplift from wealth missions>14bn Industry-first customer status tier offering personalized benefits and mission-based engagement
Page 20
Digital channel already on its path to become mainstream channel for revenue generation, currently accounting almost 50% of ttb retail sales 20 2 Deposit account opening Unsecured/ credit card booking Automotive lending booking Channel mix of ttb 1st year retail revenue 0% 20% 40% 60% 80% 100% 4Q24 3Q25 4Q25 Overall retail banking1/ 1/ Include 1st year retail revenues from deposit, mutual fund, unsecured lending, automotive lending and bancassurance Channel mix of retail sales Mutual fund amount (buy/sell/switch) 0% 50% 100% 4Q24 3Q25 4Q25 0% 50% 100% 4Q24 3Q25 4Q25 4Q24 3Q25 4Q25 4Q24 3Q25 4Q25 Digital staff-assist Digital self-service Offline Online-to-offline
Page 21
Notable digital capabilities recently launched to market 21 32 Nationwide rollout of ttb Enterprise (TEP) Staff-assisted platform with seamless omni-channel capabilities ▪ Full nationwide roll out to all branches and the Contact Center, with ~5,000 staffs adopting TEP. ▪ Avg. weekly transactions increased from ~0.5k during the pilot phase (Jun’25), to ~7k during the ramp-up phase and reached ~87k at full rollout (Dec’25). ▪ License-fee savings of THB ~40 mn will be realized in 2026 as a result of license-usage optimization for the vendor’s CRM platform in 2025. Yindee x GenAI chat CYC Top-up autobahn ▪ Yindee chat effectiveness (% inquiries resolved by Yindee) improved to ~59% in 4Q25, up from ~22% in 4Q24. ▪ Inquiries resolved by rule-based logic and GenAI increased 4.7x and 7.8x respectively from 4Q24 to 4Q25, while inquiries directed to agents declined by 37% over the same period reflecting stronger customer adoption and increased reliance on Yindee as a primary service channel. Self-service assistant with GenAI intent recognition and automated response capabilities May'24 Dec'25 Instant credit decisions for customers who can do self-service and have digital data readiness 17% 0.04% % share of autobahn ▪ CYC Top up transactions via autobahn increased by 7.3x from 4Q24 to 4Q25. ▪ The autobahn share of total CYC Top up transactions grew from 0.04% at launch to 17% by Dec’25.
Page 22
Upcoming capabilities in the pipeline to be launched in 2026 22 32 Yindee chat on TEP with AI whispering mode for real-time guidance Consolidated portfolio with analysis Research & insights Enriched product shelf Recommended asset allocation GenAI wealth advisor MyWealth widget as an integrated platform enabling comprehensive 360° wealth management Yindee, chat engine for better customer experience and higher staff productivity ttb staffs can chat with customers through Yindee chat.
Page 23
Continued momentum in overall channel migration, reflecting customer behaviors increasingly shift from offline to online 3 Contact CenterBranchDigital 82% 91% 93% No. of digital customers (mn) Average daily users logging in 1.1 1.4 1.4 2.4 6.2 6.3 2019 2020 2021 2022 2023 2024 2025 162% Digital share of financial transactions (%) Traffic at branch (’000 customers) -15% (YoY) Credit card outstanding, balance and due date inquiry Contact center volume (Mn calls) Low counter transaction migrated to ttb Touch (% of total transaction) 4Q24 3Q25 4Q25 -18% 49% 65% 69% 4Q24 3Q25 4Q25 Retail Loan product interest and fee information inquiry-7% (YoY) 23 4Q24 3Q25 4Q25 -3% Incl. impact from BOT program e.g., KSO, Flood relief Deposit-related request; e.g., debit card unblock, unlock password -11% (YoY)
Page 24
As a result, ttb managed to rationalize overall physical footprint and related workforce, resulting decline in expenses and stabilized C/I 3 24 Operational efficiency gains to be progressively realized Branch rationalization focused on targeted in-person sales and staff productivity uplift Total operating expenses & C/I ratio C/I Ratio 44% 45% 47% 21.0 32.2 29.6 29.5 2019 2020 2021 2022 2023 2024 2025 Total OPEX (THB bn) Flat YoY +5% QoQ +2% YoY 19.8 14.5 13.6 2019 2020 2021 2022 2023 2024 2025 894 733 472 432 2019 2020 2021 2022 2023 2024 2025 Number of staffs (‘000) Number of branches -31% -52% 7.6 7.4 7.8 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20,000 4Q24 3Q25 4Q25 51% 48% 45% Note : No. of staffs – ttb and subsidiaries
Page 25
25 ttb strategy framework Risk cost Digital-first and digital-only business model Optimal shareholder value creation Capital efficiency through liquidity recycling5 6 • Deepened relationship and enhanced customer life-time value via ecosystem play • Better experience and lower cost-to-serve via digital migration Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Capital 2 3 Balance sheet • Strong asset quality with prudent risk management4 Effective asset-liability management1 Pre-provision operating profit (PPOP)
Page 26
44.2 44.4 41.0 39.0 39.1 2.76% 2.98% 2.87% 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 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 9 124% 138% 155% 152% Proactive and prudent approach to risk management4 Conservative loan staging Prudent ECL set-up Well-controlled NPLs Proactive approach to manage risk Sufficient LLR Normal ECL Extra ECL 26 - 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 8.8% 61-90 > 90 2.2% Classified as stage 3 3.3% (THB bn) Covid-19 peak level Successfully cleaning legacy NPLs from Asian Crisis +280 bps 1Q21 4Q22 4Q23 4Q25 NPL (THB bn) NPL ratio 3Q212020 4Q252010 2019 4.1 3.6 3.0 3.6 2.6 0.6 1.0 1.3 0.4 1.0 4.7 4.6 4.3 4.0 3.6 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 4Q24 1Q25 2Q25 3Q25 4Q25 17.4 12.8 2.5 3.7 19.9 16.5 2024 2025 4Q23 4Q24 Ensure risk-adjusted returns Continuously optimize portfolio mix (golden portfolio) by risk- based pricing, Gone strategies, and customer selection to balance growth and risk-return trade-offs Early engagement for troubled accounts Proactively identify and engage high-risk customers to enter restructuring programs early - improving recovery and reducing future NPL formation Digital and AI-led collection efficiency Enhance end-to-end collection with data-driven prioritization, voicebot automation, and tailored customer communications to drive cost-effective outcomes.
Page 27
DPD Staging Dec-25 - 20,0 00 40,0 00 60,0 00 80,0 00 100 ,000 120 ,000 140 ,000 160 ,000 DPD Staging 8.8% 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% +30% 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* 4.9% DPD Profile VS Loan Staging DPD 1-30 31-60 Classified as stage 2 61-90 > 90 2.2% 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 27 93.2% 87.6% 4.5% 2.3% 9.3% 3.1% 94.1% 3.7% 2.2% 87.9% 8.8%
Page 28
SMEs Mortgage Hire Purchase Unsecured ~ 60% 28 Summary of customers’ debt relief programs High survival rate as ~60% of “You Fight, We Help” portfolio is customers’ core assets - Mortgage & SMEs, followed by HP while Unsecured is only 0.1% You Fight, We Help Southern Flood - Relief Program • approx. THB 41 billion • ~3% of total loan portfolio or • ~45% of total eligible loans Total Adoption Rate (Phase 1+2) Phase 1: 12 Dec 2024 - 30 Jun 2025 / Phase 2 : 1 Jul - 30 Sep 2025 • TTB’s internal program, offering 3-month skip payment across all segments in multiple Southern provinces. • As of Dec-2025, loans under this program was ~THB 4 billion or ~0.3% of total loans. Tangluk (ตั้งหลัก) Additional program for Songkhla (30 Dec 2025 – 31 January 2026) • In collaboration with the BoT, offering up to 12-month skip payment for non-NPL customers* in Songkhla / level 4 severe disaster zones • Estimated eligible loans: ~THB 9 billion or ~0.7% of total loans Home loans / Top-up ≤ 3 mn Car loans / Title loans ≤ 800K Personal loans ≤ 100K SME loans ≤ 3 mn Credit card ≤ 100K Note: * Customer status as of 2 December 2025 You Fight, We Help Portfolio
Page 29
17,379 12,818 2,473 3,667 19,852 16,485 2024 2025 124% 138% 155% 151% 152% +280 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 has provided extra ECL on top of normal BAU level as a cushion against prolonged economic uncertainties. • With the extra ECL, the current LLR level provides potential upsides for both shareholders and the Bank once economic uncertainties subside. 4Q25 and 2025 Results: Manageable and prudent ECL set-up • During the past 5 quarters, total ECL continued to decline, driven by manageable Normal ECL on the backdrop of stable asset quality. This reflected TTB’s resilient portfolio quality, a result of selective loan growth strategy, proactive de-risking activities and “You Fight, We Help” program. • To ensure a strong LLR position, TTB has set aside extra provisions throughout 2025. As a result, total credit cost remained elevated at 136 bps. Note : the QoQ uptick in 3Q25 normal ECL was mainly due to a low base in 2Q25 as a result of the “You Fight, We Help” phase 1 which achieved high adoption. Prudent provisioning and LLR levels against future uncertainties4 29 1Q21 4Q22 4Q23 4Q24 4Q25 4,060 3,626 2,997 3,560 2,635 630 954 1,297 420 996 4,690 4,580 4,294 3,980 3,631 4Q24 1Q25 2Q25 3Q25 4Q25 130 120 100 118 87 135 106 150 152 143 131 120 154 136 80 90 100 110 120 130 140 150 160 Credit cost (bps) Total ECL (THB mn) Normal Total Normal -9% QoQ -23% YoY -26% QoQ -35% YoY -17% YoY -26% YoY
Page 30
21.8 19.6 19.7 17.9 17.0 16.8 16.7 16.7 16.3 16.1 16.3 21.9 24.5 28.2 29.2 28.9 28.2 27.0 27.8 26.8 27.1 26.6 10.1 13.3 15.6 14.7 14.9 15.0 15.3 14.6 15.5 16.0 16.6 53.8 57.4 63.5 61.8 60.8 60.1 59.0 59.1 58.5 59.2 59.5 1Q21 4Q22 4Q23 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 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, to enhance the quality of Stage 3 portfolio, the Bank continue to de-risk non-collateral Stage 3 loans through sales and write-off activities. • As a result, LLR for Stage 3 loans has decreased, leading to a declining trend of total LLR outstanding when compared to 4Q23. Ensuring a resilient LLR distribution4 30 1.4% 23.1% 42.9% 1.4% 23.5% 42.3% 1.5% 24.3% 41.5% 1.5% 25.1% 41.0% 124% 138% 155% 151% 152% 1.6% 24.8% 41.7%
Page 31
0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 Dec-24 Sep-25 Dec-25 44.2 44.4 41.0 39.0 39.2 39.1 2.76% 2.98% 2.62% 2.59%2.73% 2.87% 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 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 bn Stage 2+3 153 bn 1.60 tn Pre-pandemic 1,427 bn 132 bn 44.1 bn 1.50 tn 1.39 tn 39.2 bn 106 bn Note: Total loans to customers and interbank loans 144 bn 1,249 bn 114 bn 39.0 bn 145 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% 89.6% 7.6% 2.81% 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. 4Q25 and 2025 Results: Well-controlled portfolio quality with lower stage 2 and stable stage 3 outstandings. • Stage 2 loans decreased -8% YTD while Stage 3 was relatively stable at around THB 39 bn. NPL ratio was at 2.87%, in line with target. The uptick in NPL ratio was due to a contraction in total loans. • The improvement in staging migration reflected our quality loan growth and ongoing debt resolution efforts including “You Fight, We Help” program. Proactively resolved weak loans to ensure portfolio quality 4 31 1,351 bn 2010 2019 NPL (THB bn) NPL ratio 39.1 bn 105 bn 1.36 tn 1,219 bn 89.4% 7.7% 2.87%
Page 32
32 ttb strategy framework Risk cost Digital-first and digital-only business model Optimal shareholder value creation6 • Deepened relationship and enhanced customer life-time value via ecosystem play • Better experience and lower cost-to-serve via digital migration Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Capital 2 3 Balance sheet Effective asset-liability management1 • Capital efficiency through liquidity recycling5 Strong asset quality with prudent risk management4 Pre-provision operating profit (PPOP)
Page 33
• 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 +19% over the past six 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: As of Dec 25, remaining tax benefits of THB 5.7 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 33 Net profit (THB mn) ROE 1,229 1,185 1,141 1,106 1,108 4.15% 4.35% 5.01% 5.10% 4.60% 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 2025 7,222 10,112 10,474 14,195 18,622 21,031 20,639 6.5% 5.1% 5.1% 6.6% 8.2% 9.0% 8.6% -0.5% 0.5% 1.5% 2.5% 3.5% 4.5% 5.5% 6.5% 7.5% 8.5% 9.5% - 5,000 10,000 15,000 20,000 25,000 30,000 2019 2020 2021 2022 2023 2024 2025 CAGR +19% -2% YoY
Page 34
34 ttb strategy framework Risk cost Digital-first and digital-only business model • Deepened relationship and enhanced customer life-time value via ecosystem play • Better experience and lower cost-to-serve via digital migration Medium term (2-3 years)Short term (1 year) Long term (3-5 years) Capital 2 3 Balance sheet Effective asset-liability management1 Strong asset quality with prudent risk management4 • Optimal shareholder value creation6 Capital efficiency through liquidity recycling5 Pre-provision operating profit (PPOP)
Page 35
Optimize shareholder value through a balance between immediate returns and long-term reinvestments 6 35 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 1.7 2.2 2.8 2.7 3.5 2022 2023 2024 2025 2026F
Page 36
Inorganic growth to strengthen our ecosystem capabilities and enhance long-term shareholder value 36 TMB Thanachart Broker Phahonyo- thin asset manage -ment ttb Consumer Thanachart Securities Eastspring Asset manage -ment 99.97% • Completion of the transaction by 1 July 2025, with the transaction value 2,062 mn THB • Thanachart Securities becomes a wholly owned subsidiary under ttb’s consolidated supervision • Rebranding activities are currently in progress 100% 100% 100% 40.50% The new JV 70% • Shareholder Agreement (SHA) signed on 7 November 2025 • The new JV company will become a subsidiary under ttb consumer, with 70% ownership stake • Expected to commence operation in 2Q 20261/ Thanachart securities The new JV on motorcycle financial business Completed suite of investment products through the arm of securities business Deepen wealth customer engagement enabled by holistic view of customer’s assets Leverage combined bank and securities capabilities to elevate advisory capabilities and expand research coverage More comprehensive product suite to enhance the monetization capabilities for lower-income payroll customer Leverage detailed salaried customer data to enhance credit scoring and underwriting effectiveness Enhancing current capabilities for better operation efficiency on hire purchase leveraging common function New Group structure Subsidiaries of ttb group Associated companies of ttb group 1/ Subject to BOT approval
Page 37
14.6% 16.9% 17.5% 18.9% 19.3% 19.5% 2019 2020 2021 2022 2023 2024 2025 0.02 0.05 0.065 0.066 0.04 0.045 0.038 0.053 0.055 0.065 2019 2020 2021 2022 2023 2024 1H25 43% 43% 35% 50% 55% 60% 60% Dividend 2.4% Final dividend 4.2% 2.6% 5.2% Interim dividend Payout ratio (Full Conso) Dividend Yield /1 Dividend (Baht/share) 0.073TTB 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 Dec-25, TTB's preliminary Tier 1 ratio rose to 17.5%, while CAR almost 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 37 0.13 0.065 7.0% CET1 +328 bps Regulatory capital ratio requirements for D-Sib banks: CET1 : 8%, Tier1: 9.5%, CAR: 12% Prelim numbers
Page 38
Share buyback program6 Share price (In THB) & Dividend Yield (%) Objective Improvement of shareholder value creation Cash dividend Share repurchase Note: *2025 net profit (net of full year dividend payment 2025) which have not yet rolled-in 38Avg. DPS / four-quarter rolling share price Structurally Enhancing EPS and ROE: TTB continues to deliver strong shareholder returns through consistent share buyback programs and steady cash dividend payments. Share price performance has remained resilient, underpinned by solid fundamentals. This disciplined capital return strategy has helped protect shareholders’ total return amid prolonged market volatility. Robust Capital Generation Support Future Flexibility: Over the past 3 years, TTB has generated annual CET1 capital capacity of approx. 115 bps. With limited RWA inflation expected ahead, we retain flexibility to return additional capital to shareholders. ➢ CET1 Ratio at 17.5%, with THB 18.5 bn Capital yet to be Rolled In* : We view a CET1 ratio of ~16% as a comfortable level, providing ample headroom for strategic capital deployment. Share buyback program 202720262025Total % of total paid-up capital 2.76% Repurchase period TBC22Jan-4Feb3Feb-1AugMedium term 3 years Max repurchase amount 5.1 bn21 bn Max no. of shares TBC(mn shares) 8.9 bn 7 bn 2,688 4,384 TBC 4.49% TBCTBC 5.1 7.0 2021 2022 2023 2024 2025 2026 2027 21 bn Additional value for 3 yrs 8.9 3.7 bn TTB-W1 Benefits to shareholder +24% 10.2 bn 7.1 bn +44% +92% 12.6 bn Note: 1 : % incremental was based on assumption that cash dividend equaled to 2024 cash dividend 35% 50% 55% 60% 0% 10% 20% 30% 40% 50% 60% 70% Dividend payout 7.3% 7.5% 7.2% 7.1% 6.9% 6.9% 6.9% 6.9% 1.79 1.74 1.81 1.82 1.92 1.90 1.90 1.91 1.82 1.71 1.97 1.86 1.96 1.89 1.90 2.02 0.5% 2.5% 4.5% 6.5% 8.5% 10.5% 12.5% 14.5% 16.5% 18.5% 1.40 1.50 1.60 1.70 1.80 1.90 2.00 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 Shareholder return 4 quarters rolling average End of quarter Repurchased conducting through Automatic Order Matching General Offer
Page 39
2025 Actual 2026 Targets Loan growth -2.9% YTD Approx. 0% - 2% Deposit growth -4.4% YTD In line with loan growth Net Interest Margin 3.04% 3.0%-3.10% Non-NII growth (YoY) +16.2% YoY Single digit growth C/I Ratio 45% Mid-40s % Stage 3 2.87% ≤ 3.2% Credit cost (bps) Normal 106 bps Total 136 bps Normal 130-135 bps Net profit (YoY) THB 20.6 bn -2%YoY n.a. 39 2026 Target INCOME EFFICIENCY ASSET QUALITY
Page 40
40