Slides
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Investor Presentation 2Q26 Financial Performance Analyst Meeting 20 July 2026
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2 Executive summary Amid an uncertain economic environment in 1H26, TTB remained focused on selective loan growth, prudent risk management, and digital transformation to support both near -term performance and long -term competitiveness. As a result of disciplined execution of its strategic prioriti es, TTB delivered a resilient 1H26 net profit of THB 10.7 billion, up 6% YoY, together with significant progress on its share repurchase program, completing cumulative buybacks of THB 21 billion, one year ahead of the original plan. 1H26 Summary : Decent results, Building Resilience ➢ Decent topline : Total operating income +3% YoY . NIM held up at 3.02%, supported by effective ALM management, selective loan growth in high -yield products, high-quality customers and lower funding costs. Strong Non-NII growth was driven by retail fees (MF, BA, Credit Card) and non -recurring items including investment-related gains. ➢ Higher OPEX driven by disciplined B/S management : Higher OPEX in 1H26 and 2Q26 was due mainly to one -off expenses including dealer relationship revaluation, online platform impairments and IT system write -offs. These actions reflect our investment discipline and efforts to clean up every aspect of B/S. As a result, C/I ratio slightly edged up to 46% but remained in line with target. ➢ Strong asset quality with prudent risk buffers : NPLs remained well -controlled with NPL ratio stable at 2.93%, within guidance. Credit cost stood at 136 bps, driven by MO, underscoring our precautionary ECL approach. Consequently, LLR rose to 157%, a robust level against ongoing uncertainty. Looking ahead: Despite prolonged economic headwinds, TTB remains committed to strengthening its franchise and value proposition, enhancing shareholder returns through disciplined capital management, and driving sustainable long -term growth. ➢ More challenging revenue outlook : The decent 1H26 topline performance was partly driven by temporary tailwinds, including a pull -forward in EV demand following the Middle East conflict, alongside investment -related gains from mark -to-market and dividend income. MF and BA fee growths were also benefited from customers ’ portfolio reallocation activity in a low -rate environment. As these catalysts normalize, fee and overall revenue growth momentum is likely to moderate. ➢ Remain committed to enhancing shareholder returns : Backed by a robust CET 1 and ongoing initiative to sustain ROE through ecosystem -driven growth, TTB remains well positioned to deliver sustainable shareholder value through attractive dividend yields and effective capital utilization. Capital management plan remains on track, and we continue to actively assess all available capital deployment options to optimize sha reholder returns and long-term value creation.
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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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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
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5 1H26 Financial Results FY2025 Actual FY2026 Targets 1H26 Actual Loan growth -2.9% YTD Approx. 0% - 2% -1.8% YTD Deposit growth -4.4% YTD In line with loan growth +0.4% YTD Net Interest Margin 3.04% 3.0%-3.10% 3.02% Non-NII growth +16.2% YoY Single digit growth 38.5% YoY C/I Ratio 45.0% Mid-40s 46% % Stage 3 Stage 3 loans 2.87% THB 39.1bn ≤ 3.2% n.a. 2.93% THB 38.9 bn Credit cost (bps) Normal 106 Total 136 Normal 130-135 bps Normal 91 bps Total 136 bps Net profit (YoY) THB 20.6 bn -1.9% YoY n.a. THB 10.7 bn +5.8%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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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)
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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 • Optimizing portfolio mix toward high-yield lending • Strategic focus on retail high-quality segments • Investment rebalancing to insulate against yield volatility Deposit • Proactive deposit duration and mix management Borrowing • Effectively reducing high-cost borrowing to improve financial efficiency 1 1.75% (-25 bps) 1.50% (-25 bps) 1.25% (-25 bps) -4 bps QoQ, -32 bps YoY -7 bps QoQ, -33 bps YoY +1 bps QoQ, -4 bps YoY 30% 7% 63% Corporate loan SMEs Retail 1.00% (-25 bps) 6% 37% 36% 21% Current Saving Hybrid Deposit Time Deposit 4.39% 4.25% 4.14% 4.11% 4.07% 3.07% 2.97% 2.95% 3.02% 3.03% 1.56% 1.51% 1.41% 1.30% 1.23% 2Q25 3Q25 4Q25 1Q26 2Q26 1.00% (-) 12.7 12.4 12.3 12.2 12.3 6,000 7,000 8,000 9,000 10,000 11,000 12,000 13,000 14,000 15,000 2Q25 3Q25 4Q25 1Q26 2Q26 +0.9% QoQ -3.7% YoY
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- 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 Dec-25 Mar-26 Jun-26 Resuming loan growth with quality focus amid economic uncertainty1 9 Note: * SME: small and medium SME customers with annual sales volume up to THB400 million, including owner operators Total Loan Amid unpredictable impacts from the Middle East conflict, TTB remains disciplined in loan growth, focusing on optimizing its mix toward high-yield retail while enhancing portfolio quality and risk-adjusted returns. • Grow quality high-yield loans using risk-based pricing model: the model has been applied to Cash2Go, P-loan product, successfully bolstering personal loan growth in this quarter. The Bank plans to apply this model to other high-yield products such as Cash Your Car (CYC) and Cash Your Home (CYH) to capture higher-quality loans. • Enhance lending capabilities and expand comprehensive product suite by integrating motorcycle leasing through its joint venture, ttb leasing, which commenced operations this quarter. • Leverage digital capabilities to drive cross-selling and elevate service experiences: with an ecosystem-play orientation, the Bank can utilize customer database to improve service offerings, deepen customer relationships and increase product holdings as well as reduce the cost-to-serve, defending market share amid upcoming virtual bank competition. 2Q26 Results: Loans slightly increased +0.5% QoQ, due mainly to commercial segment with large corporate loans +3% offsetting with SME loans -1% and targeted high-yield retail loans continued to grow. Also, the Bank started to see loan bookings from ttb leasing, aiming to expand product offerings for salary ecosystem, around THB 800 mn. • CYH continued to expand +4% QoQ growth and supported overall mortgage portfolio amidst sluggish demand in new home market. • Unsecured portfolio or P-loan grew +4% QoQ, driven by Cash2Go (+11% QoQ) while credit card increased by +2% QoQ. • CYB, a high-yield HP product, posted 17% growth rate. However, overall HP balances declined by -2% QoQ due mainly to slower new car, used car and CYC growth. Corporate Small and Medium SME* Retail Mortgage Retail HP Retail Personal Loan Others Retail Credit Card 1,184 bn1,178 bn1,205 bn 27% 28% 7% 30% 28% 27% 7% 31% 3% 4% 3% 4% 0.04%0.04% 4% 4% 28% 28% 7% 30% 0.04% New Car 60% Used Car 16% Cash Your Car (CYC) 22% Cash Your Book (CYB) 2% Motorcycle leasing 0.3% +0.5% QoQ -1.8% YTD
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Product offeringPartner selection 10 1 Customer selection > 79% Customers received lower interest rates + 53% YoY Cash2go booking growth • Exclusive pricing & Special campaign • Faster approval and disbursement process Selected car dealers and home developer for better loan quality Launched Risk-Based Pricing for Cash2go in January 2026, with expansion to other products subsequently Golden portfolio to enhance yield, while optimizing risk cost 2025 YTD2026 Loss Top Dealers: ~20% of total dealers Expansion to CYB in Q3’26 and Flash card in Q4’26 A risk-adjusted portfolio approach is being implemented to enhance loan portfolio quality Proportion of customer with good grade Risk cost Profit PPOP Risk cost PPOP Profit Loss Deepen relationship with high-quality ecosystem partners aligned to our targeted customer selection + 16% Focusing acquisition efforts on high-quality customers, applying more targeted customer selection under risk-adjusted return principles to improve portfolio profitability
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Dec-25 Mar-26 Jun-26 Deposit mix optimization for margin sustainability1 Time deposit (TD) Hybrid Saving Current % Retail deposits 72% 72% +1.5% QoQ +0.4% YTD ~42% CASA ~43% CASA 21% 36% 37% 6% 27% 30% 37% 6% Term Deposit 72% Total Deposit 1,270 bn 1,274 bn 24% 33% 37% 6% ~43% CASA Note: Long-term TD: Maturity > 12 months 11 1,256 bn TTB continues to optimize its structure, balancing deposit and loan growth to manage funding costs and sustain margins in a low-rate environment. The planned shift in mix has successfully safeguarded margins throughout the rate-cut cycle. Three key initiatives are highlighted below: • Run down high-cost deposit demonstrated by the decline portion of term deposit (TD). Concurrently, the Bank has leveraged wealth customer base and partially churn to investment products. • Build up hybrid deposit product with unique features of our hybrid products which help attract customers and enable us to integrate with wealth ecosystem, serving as a gateway before customers transfer their AUM into investment products. • Expand CASA growth through ttb all free, the Bank’s flagship transactional product, to reinforce a structurally low funding base and secured long-term funding stability and increases the proportion of main-bank customers. 2Q26 results: Total deposits increased by +1.5% QoQ, driven mainly by hybrid deposit growth while high-cost deposits continued to runoff. • TD decreased -10% QoQ as part of a strategic runoff of maturing short- and long-term TD. • Hybrid deposits continued positive momentum with no-fixed +7% and ME Save +19% QoQ. CASA also grew +2% QoQ, led by CA +4% while SA (transactional deposit) +2% QOQ. Flagship ttb all free remained stable QoQ. • The shift in deposit mix towards low-cost deposit supports funding cost management while LDR at 93% provides ample flexibility for ongoing deposit and liquidity management. 0% 20% 40% 60% 80% 100% 120% Optimize both volume and duration to manage deposit cost Short-term TD Long-term TD Breakdown as % to total TD 72% 79% 77% 75% 28% 21% 23% 25% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Dec-23 Dec-25 Mar-26 Jun-26 11
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Loan Yield Cost of Deposit NIM Preserved Through Active Funding Management1 • Despite a cumulative 150 bps policy rate reduction since late 2024, ttb has successfully defended our margins through agile asset-liability management. • The quarter’s loan yield movement was mix-driven rather than repricing -led: faster growth in large corporate lending shifted the loan book toward lower -yield, lower-risk exposures and reduced the portfolio’s average loan yield. 2Q26 loan yield was at 5.00% (-4 bps QoQ, -31 bps YoY). • Deposit cost has shown a consistent downtrend since the onset of the downward interest rate cycle in 3Q24, when it stood at 1.66%. In 2Q26, it declined further to 1.21% (-6 bps QoQ, -30 bps YoY), driven by the runoff of high -cost term deposits and recent policy rate cuts. While the pace of repricing benefits is e xpected to naturally moderate, structural flexibility remains; current TD balances at ~24% of total deposits leave room to optimize toward the historical ~10% baseline. • Looking ahead, full-year NIM trajectory remains anchored to disciplined funding execution. Our strategy is to selectively pursue risk-adjusted growth in targeted high-yield segments, defending NII and NIM amidst subdued broader loan demand and a low -rate environment. MPC QoQ Cost QoQ MPC QoQ Yield QoQ 12 2Q25 3Q25 4Q25 1Q26 2Q26 -25 bps -25 bps -25 bps -25 bps - -17 bps -16 bps -11 bps 0 bps -4 bps 2Q25 3Q25 4Q25 1Q26 2Q26 -25 bps -25 bps -25 bps -25 bps - -4 bps -4 bps -9 bps -11 bps -6 bps 5.31% 5.15% 5.04% 5.04% 5.00% 3.00% 3.50% 4.00% 4.50% 5.00% 5.50% 6.00% 2Q25 3Q25 4Q25 1Q26 2Q26 -4 bps QoQ -31 bps YoY 1.51% 1.47% 1.38% 1.27% 1.21% 0.00% 0.20% 0.40% 0.60% 0.80% 1.00% 1.20% 1.40% 1.60% 1.80% 2Q25 3Q25 4Q25 1Q26 2Q26 -6 bps QoQ -30 bps YoY
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0.79% 1.81% 2.61% 1.89% 1Q22 4Q23 4Q24 2Q26 22% 70% 8% 0% 20% 40% 60% 80% 100% 120% Jun-26 FVTPL HTC&S HTC Healthy Investment Portfolio Ensuring portfolio quality while strategically extending duration amid curve steepening1 • Our investment portfolio remains strictly weighted toward high-quality, stable assets. The recent duration extension reflects a strategic rebalancing to secure stable yields for the Bank’s liquidity pool. By shifting from short-term bills into medium-term Thai government bonds during the 2Q26 curve steepening, we optimized our liquidity returns without altering our conservative risk profile. • To shield liquid assets from the impact of volatile market conditions, we maintained a high fixed-rate allocation at 91% of the HTC&S portfolio. This positioning locks in secure cash flows and protects investment yield as the curve steepened on inflation expectations linked to the Middle East conflict. • High-grade FCY government bonds (A and above, 21% of HTC&S) continue to be utilized selectively for yield enhancement only when premiums over domestic bonds are clear. These allocations are strictly aligned with natural balance sheet matching from our growing FCD deposit base.All positions remain fully FX-hedged, eliminating currency mismatch risk. • 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% ▪ 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 Investment portfolio THB 272 bn or 16% of total assets Fixed Rate Bond 91% Floating Rate Bond 9% +2 bps QoQ -28 bps YoY
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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 robust capital position and disciplined balance-sheet management. During the rate cut cycle, borrowings portfolio was optimized through key initiatives: o PAMCO bond maturity: not rolled over; partially refinanced with THB 2 bn issuance at 1.48% (vs 1.80% previously). o Blue bond redemption: US$ 50 mn early redemption in Sep-25. o Green & SME bonds: THB 8.3 bn early redemption in Feb-25 & May-25. o Sub Tier II: THB 30 bn early redemption in Jun-24 with downsized re-issuance at lower cost. o AT1 buybacks: partial buybacks in 2022–2023 prior to full early redemption in 2024. • Overall liquidity remained strong, with LDR + Borrowings at 93% as of 2Q26. A slight increase in borrowings in this quarter came from structured notes to support wealth product offerings. Optimizing borrowing structure and cost where possible1 14 THB million +3% QoQ -33% YoY +3 bps QoQ +1 bps YoY3.62% 3.49% 3.50% 3.60% 3.63%73.2 59.6 29.2 24.1 20.7 17.1 15.1 15.1 15.2 3Q224Q22 4Q24 4Q251Q262Q26 68% 32% 65% 35% 51% 49% 62% 38% 73% 27% 88% 12% 99% 1% 99% 1% 98% 2% 206 174 142 134 138 2Q25 3Q25 4Q25 1Q26 2Q26
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15 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)
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12.7 12.4 12.3 12.2 12.3 3.6 3.9 4.2 4.6 5.1 16.4 16.3 16.4 16.7 17.3 0 5,000 10,000 15,000 20,000 2Q25 3Q25 4Q25 1Q26 2Q26 2 Growth in fee-generating activities compensating pressure on NIM/NII THB billion THB billion Total operating income Non-NII breakdown Non-NII was at THB 5.1 bn in 2Q26, helping to cushion NII pressure in a low-rate environment. While this reflects ongoing ecosystem and fee initiatives, 1H26 performance was largely supported by favorable market dynamics. ➢ Effective margin management: NIM/ NII held firm, supported by disciplined balance sheet management, selective loan growth in high-quality segments, and lower funding costs ➢ Wealth ecosystem supported by temporary market tailwinds: The increase in 2Q26 Non-NII (+11% QoQ, +40% YoY) was partially driven by non-recurring factors as a low- rate backdrop led to portfolio reallocation activity, benefiting MF fees as well as BA non-loan related fee. Additionally, the results were supplemented by non-core items, including FVTPL gains and the “You Fight, We Help” subsidy. Once the reallocation activities fade, we anticipate the pace of fee income generation to moderate to a more normalized level in 2H26. ➢ Looking ahead, TTB will continue to boost recurring fee income through wealth related initiatives and ecosystem scaling. These efforts are designed to capture long term opportunities, ensuring that fee momentum remains resilient and sustainable across cycles. +4% QoQ +6% YoY Non-NII +11% QoQ +40% YoY NII +1% QoQ -4% YoY 16 2.9 3.2 3.4 3.9 4.3 0.7 0.8 0.8 0.7 0.7 3.6 3.9 4.2 4.6 5.1 0.0 1.0 2.0 3.0 4.0 5.0 6.0 0.0 1.0 2.0 3.0 4.0 5.0 6.0 2Q25 3Q25 4Q25 1Q26 2Q26 Loan related Non loan related +11% QoQ +40%YoY +6% QoQ +7% YoY +12% QoQ +47% YoY
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2 Core Retail Strength Anchors Fee Growth YoY 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 17 892 1,008 1,092 429 411 384 2Q25 1Q26 2Q26 +8% QoQ +22% YoY -7% QoQ -10% YoY 120 118 146 2Q25 1Q26 2Q26 +23% QoQ +22% YoY 82 70 92 2Q25 1Q26 2Q26 +31% QoQ +12% YoY 311 577 824 2Q25 1Q26 2Q26 +43% QoQ +165% YoY +4% QoQ +19% YoY 543 511 499 2Q25 1Q26 2Q26 -2% QoQ -8% YoY Note: Fee incomes breakdown – Prelim numbers 542 617 644 200 250 300 350 400 450 500 550 600 650 700 2Q25 1Q26 2Q26
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d 18 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 Contribution to ttb’s P&L Key intents in our ecosystem play Salaryman ~1 million payroll accounts >95% of retail loan portfolio From: product-centric offerings To: customer-centric solution across banking and beyond banking, tailored to individual’s life stage and lifestyle Car owners ~1 million cars in existing hire purchase portfolio >85% of retail deposit balance From: mono-product relationship To: multi-product, life-time relationship Home owners ~900k homeownership customers >80% of retail fee income From: standardized communication with focus on customer acquisition To: personalized engagement throughout customer’s lifecycle Wealth ~700k affluent and above customers >80% of retail banking revenue Why is ecosystem play important? What do we want to achieve? Targeted customer segments
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Car Owner Enhanced customer ecosystem play to drive stronger engagement and ultimately deliver improved business outcomes 2 19 Home Owner Salaryman > 80% > 90% Digital active customers> 80% Digital active customers + 3% YoY refinance retention volume growth > 32% Driving growth through risk diversification and digital enablement Targeted growth through quality products and customer retention CYC Digital booking (Unit) Motor insurance via digital 2Q25 1Q26 2Q26 2Q25 1Q26 2Q26 35% QoQ 10X YoY 28% QoQ 187% YoY (THB mn) Refinance amount 2Q25 1Q26 2Q26 0% QoQ 31% YoY Insurance penetration Credit card penetration of new car customers (Unit) + 8% YoY booking growth(Unit) 2Q25 1Q26 2Q26 0% QoQ 15% YoY Tax planning customers (‘000 Customer) > 15% Credit card penetration > 16% Investment and protection product penetration > 90% Digital active customers Credit card Outstanding balance 2Q25 1Q26 2Q26 1% QoQ 9% YoY (THB bn) Deliver Quality Growth through Financial Well-being solution Home equity booking 2Q25 1Q26 2Q26 21% QoQ 49% YoY (THB mn) CYC Digital booking launched in 2024
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Sustained momentum in expanding the ttb Wealth franchise among high- net-worth to mass affluent customers through a differentiated proposition 2 20 x Loyalty status tier >236k >1.8mn >17bn Industry-first customer status tier offering personalized benefits and mission-based engagement AUM uplift from personalized mission Customers moved up in loyalty tiers Unique customers participated in mission %Reserve card penetration73% USD Investment and Global asset allocation – Wealth customers (THB bn) Sales of investment products (THB bn) 2Q25 1Q26 2Q26 -9% QoQ 15% YoY 2Q25 1Q26 2Q26 Wealth & Mass Affluent Credit card spending growth YoY +28% Expanding into the mass affluent segment as a key growth contributor with significant untapped opportunities Delivering a seamless blend of self-service, AI-assisted, and staff- assisted experiences Enhancing offerings with broader asset classes and wider market access %Credit card penetration (mass affluent) 28% 35% QoQ 185% YoY 1/ Investment product includes mutual funds and structure notes 2/ USD investment (mutual fund and structure note) and Global asset allocation fund
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21 Deposit account opening Unsecured/ credit card booking Automotive lending booking Channel mix of ttb 1st year retail revenue 0% 20% 40% 60% 80% 100% 2Q24 2Q25 2Q26 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) ttb touch and ttb enterprise staff-assist ttb touch self-service Others Online-to-offline 2Q243Q244Q241Q252Q253Q254Q251Q262Q26 2Q24 2Q25 2Q26 2Q243Q244Q241Q252Q253Q254Q251Q262Q26 2Q24 2Q25 2Q26 Digital channel already on its path to become mainstream channel for revenue generation, currently accounting for >50% of ttb retail sales 2 59% 41% 87% 13% 82% 18% 72% 28% 66% 34%
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Notable digital capabilities recently launched to market 22 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 ~7.8K staffs adopting TEP. ▪ Sales initiation and submission transactions through TEP increased 29.5% QoQ in 2Q26, while service transactions slightly decreased 4.9% QoQ over the same period. ▪ License-fee savings of THB ~40 mn will be realized in 2026 from the vendor’s CRM license optimization, increasing to THB ~86 mn annually from 2027 following the transition to an in-house platform by the end of 2026. Yindee x GenAI chat CYC Top-up autobahn ▪ Yindee chat effectiveness (% inquiries resolved by Yindee) improved to 80% in 2Q26, up from 68% in 1Q26. ▪ Inquiries resolved through rule-based and GenAI grew 2.3x and 2.5x QoQ respectively in 2Q26, supported by direct AI access and the transition to an in-house chat platform, with overall customer satisfaction reached 92.6% in Jun’26. Self-service assistant with GenAI intent recognition and automated response capabilities May'24 Jun'26 Instant credit decisions for customers who can do self-service and have digital data readiness ▪ CYC Top up transactions via autobahn increased by 20% from 1Q26 to 2Q26. ▪ The autobahn share of total CYC Top up transactions grew from 29.8% in 1Q26 to 31.4% in 2Q26 % share of autobahn 29.8% 31.4%
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Upcoming capabilities in the pipeline to be launched in 2026 23 32 Staffs to use TEP to chat with multiple customers simultaneously, replacing traditional 1-to-1 offline interactions and aligning bank’s operating model to customer’s behavior. Consolidated portfolio with analysis Research & insights Enriched product shelf Recommended asset allocation GenAI wealth advisor My Wealth widget as an integrated platform enabling comprehensive 360° wealth management New chat engine with GenAI and chat-with-staff capabilities for better customer experience and higher staff productivity Customers chat with Yindee (GenAI) or staffs through ttb touch, ensuring humanized digital experience with effective cost-to-serve.
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Continued momentum in overall channel migration, reflecting customer behaviors increasingly shift from offline to online 3 Voice call-to-agent volume (‘000 calls) 2Q25 1Q26 2Q26 82% 93% 94% No. of digital customers (mn) Average daily users logging in 1.1 1.4 1.5 2.4 6.2 6.3 6.5 2019 2020 2021 2022 2023 2024 2025 2Q26 Digital share of financial transactions (%) Traffic at branch (’000 customers) 2Q25 1Q26 2Q26 -14% Contact CenterDigital Branch No. of transaction at branch (mn transaction) 2Q25 1Q26 2Q26 24 -14% -6% Non-voice volume via Yindee GenAI chat (‘000 resolved sessions) 2Q25 1Q26 2Q26 4X
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As a result, ttb managed to rationalize overall physical footprint and related workforce, resulting decline in expenses and stabilized C/I 3 25 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 21.0 32.2 29.6 29.5 2019 2020 2021 2022 2023 2024 2025 Total OPEX (THB bn) Flat YoY 19.8 14.5 13.6 13.1 2019 2020 2021 2022 2023 2024 2025 2Q26 894 733 472 432 409 395 2019 2020 2021 2022 2023 2024 2025 1Q26 2Q26 Number of staffs (‘000) Number of branches -34% -56% 51% 48% 45% Note : No. of staffs – ttb & subsidiaries and ttb leasing (indirect subsidiary) * * ttb wealth securities has been consolidated since 3Q25. 7.3 7.6 8.1 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20,000 2Q25 1Q26 2Q26* * +5% QoQ +11% YoY 44% 45% 46%
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26 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)
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44.4 42 42 41 39 40 39 39 39 39 39 0% 2% 4% 6% 8% 10% 12% 14% 16% 0.0 10. 0 20. 0 30. 0 40. 0 50. 0 60. 0 70. 0 124% 138% 155% 157% 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 27 - 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 8.3% 61-90 > 90 2.9% Classified as stage 3 3.3% (THB bn) Covid-19 peak level +33% Uplift 1Q21 4Q22 4Q23 2Q26 NPL (THB bn) NPL ratio 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. 3.6 3.0 3.6 2.6 2.4 2.9 1.0 1.3 0.4 1.0 1.6 1.1 4.6 4.3 4.0 3.6 4.0 4.0 1Q25 2Q25 3Q25 4Q25 1Q26 2Q26
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DPD Staging Jun-26 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% DPD Staging Internal data for managerial view - Breakdown as % of Loan principals (excluded interbank) 3.1% 4.9% +34% 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* 5.1% DPD Profile VS Loan Staging DPD 1-30 31-60 Classified as stage 2 61-90 > 90 2.6% 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 to 5%, up from a pre-pandemic level of approx. 3%. Conservative loan staging4 28 94.1% 3.7% 2.2% 87.9% 8.3% 94.2% 3.3% 2.6% 88.4% 8.3% 3.3%
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SMEs Mortgage Hire Purchase Unsecured ~ 60% 29 ‘You Fight, We Help’ customer performance remains in check ~60% of portfolio is customers’ core assets - Mortgage & SMEs, followed by HP while Unsecured is only 0.1% You Fight, We Help • approx. THB 37 billion • ~3% of total loan portfolio (Total loan THB 1,184 bn) Remaining loans under ‘You Fight, We Help’ program Phase 1: 12 Dec 2024 - 30 Jun 2025 / Phase 2 : 1 Jul - 30 Sep 2025 ‘You Fight, We Help’ Portfolio Breakdown 4 High survival rate • Customer participation remains healthy, supported by the portfolio profile as around 60% comprises customers' core assets, mainly mortgages and SMEs. • Based on 12-month monitoring, approx. 85% of customers have continued to service their debts normally. This level was relatively Stable since 1Q26. Conservative staging policy • We have applied conservative staging criteria for vulnerable group, requiring up to 15-27 months before staging upgrades. • This approach helps mitigate risk of relapse and preserve portfolio quality. High Survival Rate
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3.0 3.6 2.6 2.4 2.9 1.3 0.4 1.0 1.6 1.1 4.3 4.0 3.6 4.0 4.0 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 2Q25 3Q25 4Q25 1Q26 2Q26 124% 138% 149% 154% 157% +3300 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. 2Q26 Results: Prudent MO enhanced risk buffer amid ongoing Middle East Conflict • Over 4Q24-4Q25, total ECL steadily declined, supported by lower normal ECL and stable asset quality. This reflected the resilience of TTB's portfolio, underpinned by a selective loan growth strategy, proactive de-risking initiatives, and the effectiveness of the "You Fight, We Help" program. • Despite the stable asset quality backdrop, TTB prudently set up MO of approx. THB 1.1 billion in 2Q26 mainly to reinforce buffers against economic uncertainties. As a result, total credit cost was at 137 bps in 2Q26, stable QoQ, while 1H26 Credit cost of 136 bps decreased -9 bps YoY . LLR/NPL ratio improved to 157%, further strengthening the Bank's risk buffer and balance sheet resilience. Prudent provisioning and LLR levels against future uncertainties4 30 1Q21 4Q22 2Q25 4Q25 Credit cost (bps) Total ECL (THB bn) Normal Total Normal +1% QoQ -6% YoY +20% QoQ -2% YoY 2Q26 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. 1Q263Q25 100 118 87 83 99 143 131 120 136 137 70 80 90 100 110 120 130 140 150
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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% 23.3% 48.1% 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 31 1.4% 23.1% 42.9% 1.4% 23.5% 42.3% 1.5% 24.3% 41.5% 1.5% 25.1% 41.0% 1.6% 24.8% 41.7% 1.6% 25.2% 43.8% 21.8 19.6 19.7 16.7 16.7 16.3 16.1 16.3 17.0 18.1 21.9 24.5 28.2 27.0 27.8 26.8 27.1 26.6 26.4 26.3 10.1 13.3 15.6 15.3 14.6 15.5 16.0 16.6 16.4 16.6 53.8 57.4 63.5 59.0 59.1 58.5 59.2 59.5 59.7 61.0 1Q21 4Q22 4Q23 4Q24 4Q25 2Q26 1.6% 26.4% 46.6% 124% 138% 155% 151% 150% 149% 151% 152% 154% 157%
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0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 Dec-24 Dec-25 Jun-26 44.2 44.4 42.1 41.7 41.0 39.0 39.5 39.2 39.2 39.1 38.8 38.9 2.98% 2.87% 2.93% 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 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 90 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 Mar-20 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 1.36 tn 39.1 bn 105 bn Note: Total loans to customers and interbank loans 136 bn 1,219 bn 114 bn 39.0 bn 144 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% 89.4% 7.7% 2.87% 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. 2Q26 Results: NPLs remained stable, while Stage 2 outstandings stayed well contained. • Stage 3 loans remained stable at THB 39 bn level. NPL ratio was at 2.93%, still in line with target. • Stage 2 loans decreased -5% YTD, a result of ongoing de-risking effort as well as the stage upgrade of customers’ loans under You Fight, We Help program. Proactively resolved weak loans to ensure portfolio quality 4 32 1,351 bn 2010 2019 NPL (THB bn) NPL ratio 38.9bn 97 bn 1.33 tn 1,192 bn 89.8% 7.3% 2.93%
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33 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)
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• Post-merger resilience continues to show through in earnings, with net profit CAGR at +19% over the past six years and 1H26 profit up +5.7% YoY. ROE has held steady at 9.0%, reflecting disciplined execution despite external volatility. • Capital efficiency remains a core strength. %NII to RWA has consistently improved, underscoring effective utilization of balance sheet resources. Risk-weighted assets are managed prudently, balancing growth with quality. • This discipline is reinforced by shareholder value creation initiatives: a high dividend payout commitment and the four-year THB 35bn share repurchase program. Together, these measures highlight our focus on profitability, quality of earnings, and strengthening capital position. • Looking ahead, with the tax shield set to expire in the coming quarters, the Bank has already laid out a comprehensive plan. Capital initiatives—including completed 4 rounds of share buybacks totaling THB 21bn, accelerated one year ahead of plan which have reduced outstanding shares by 10.29%. This will help maintain EPS once the tax shield benefit rolls off. In parallel, revenue initiatives are being executed to further support earnings resilience, ensuring that capital returns remain sustainable even beyond the tax shield period. Note: Remaining tax benefits as of Jun-2026 = THB 3.4 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 34 Net profit (THB mn) ROE 7,222 10,112 10,474 14,195 18,622 21,031 20,639 10,683 6.5% 5.1% 5.1% 6.6% 8.2% 9.0% 8.6% 9.0% -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 1H26 CAGR +19% +5.8% YoY 1,229 1,185 1,141 1,106 1,108 1,104 4.2% 4.4% 5.0% 5.1% 4.6% 4.5% - 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 -2.50% -1.50% -0.50% 0.50% 1.50% 2.50% 3.50% 4.50% 5.50% 2021 2022 2023 2024 2025 1H26
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35 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)
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Optimize shareholder value through a balance between immediate returns and long-term reinvestments 6 36 Capital allocations • Dividend payout • Share repurchase • Organic growth • Inorganic growth • Reserve accumulation 43% 43% 35% 50% 55% 60% 60% 2019 2020 2021 2022 2023 2024 2025 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 Feb 2026, ttb announced the enhancement of share repurchase program, increasing budget from THB 21 bn to THB 35 bn and extending buyback period to end 2028 (2025-2028) • 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
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Inorganic growth to strengthen our ecosystem capabilities and enhance long-term shareholder value 37 • Completion of the transaction by 1 July 2025, with the transaction value THB 2,062 mn • Thanachart Securities becomes a wholly owned subsidiary under ttb’s consolidated supervision • In 1Q26, rebranding to • 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 2Q26 ttb wealth 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 Group structure 6 Subsidiaries of ttb group Associated companies 100% 100% 100% 99.97% 40.50% 70% New
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14.6% 16.9% 17.5% 17.0% 18.9% 19.3% 19.5% 19.0% 0.0 % 5.0 % 10. 0% 15. 0% 20. 0% 2019 2020 2021 2022 2023 2024 2025 2Q26 120% 157% 43% 43% 35% 50% 55% 60% 60% 0.02 0.05 0.065 0.066 0.04 0.045 0.038 0.053 0.055 0.065 0.068 2019 2020 2021 2022 2023 2024 2025 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 +3% 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/ 2025 was at 2.02 Baht per share /2 after factoring in the results of share repurchase transactions and the exercise of TTB-W1. • Solid Capital & Prudent Reserves: As of 2Q26, Tier 1 ratio was at 17% (+240 bps since 2019) and CAR stood at 19%, reflecting a comfortable buffer above BoT’s minimum requirements. Alongside this, we have steadily strengthened our balance sheet, achieving a +37% uplift in our LLR ratio to 157% to ensure the bank's long-term resilience. • Commitment to Shareholder Returns: Since the merger, our careful approach to optimizing capital and building strong reserves has allowed us to consistently reward our shareholders. Strategic steps such as TTB-W1 issuance, redeeming AT1 hybrid capital in 2024, and raising our dividend payout ratio to 60% - have directly supported a highly attractive dividend yield of ~6.6%. • Creating Ongoing Value: Supported by consistent net profit generation and a solid capital base, TTB is well-positioned to continue delivering strong total returns. In addition to sustained dividend payments (with 2025 DPS at 0.134), we are actively utilizing financial tools such as share buybacks or inorganic growth to create lasting shareholder value. CARCET1 & TIER1 Solid Capital with Ample Buffer over Requirement Reinforcing capital position with priority to shareholder interests 6 38 0.13 7.0% CET1 +240 bps Regulatory requirements for D-SIBs: CET1 : 8.0%, Tier1: 9.5%, CAR: 12.0% 0.134 6.6% LLR ratio +37% Uplift
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39 Share buyback program6 Enhancing share buyback program Share price (In THB) & Dividend Yield (%)Improvement of shareholder value creation Cash dividend Share repurchase 35% 50% 55% 60% 60% 0% 10% 20% 30% 40% 50% 60% 70% Note : % incremental was based on assumption that cash dividend equaled to 2025 cash dividend Dividend payout 7.3% 7.5% 7.2% 7.1% 7.0% 7.0% 7.0% 7.0% 6.3% 5.8% 1.79 1.74 1.81 1.82 1.92 1.90 1.90 1.91 2.13 2.32 1.82 1.71 1.97 1.86 1.96 1.89 1.90 2.02 2.30 2.46 0.5% 2.5% 4.5% 6.5% 8.5% 10.5% 12.5% 14.5% 16.5% 0.70 0.90 1.10 1.30 1.50 1.70 1.90 2.10 2.30 2.50 2.70 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25 1Q26 2Q262021 2022 2023 2024 2025 2026 2027 2028 3.7 bn 10.2 bn 7.1 bn 12.6 bn 5.1 17.6 bn 15.9+24% +44% +92% +40% ~+61%* Remaining 14 bn Remaining buyback budget TTB-W1 TTB is well positioned to deliver superior returns and sustainable value creation through a combination of capital strength, disciplined execution, and shareholder value creation initiatives. ➢ Robust capital level: CET1 ratio at 17%, comfortably above our ~ 16% internal target, providing ample headroom for strategic deployment. ➢ Consistent profit generation & Limited RWA inflation : Consistent profit generation, prudent risk management, and limited RWA inflation from a loan mix shift toward retail lending. ➢ Capital initiatives: Utilizing excess capital via share buybacks alongside cash dividends. Four completed rounds of buybacks totaling THB 21bn—accelerated one year ahead of plan —have reduced outstanding shares by 10.29%. These actions not only stabilize share price amid market volatility but also position EPS to remain resilient as tax shield benefits gradually roll off. ➢ Long term value creation: Share buybacks, combined with cash dividends and ongoing revenue initiatives, reinforce ROE and EPS, ensuring sustainable shareholder value creation beyond the near -term cycle. Already Completed THB 21 bn 10,038 mn shares 10.29% of paid-up capital (from phase1-4) Total budget Increasing to 35 bn (from 21 bn) Project period Extending to 2028 (from 2025-2027) Remaining Budget THB 14 bn Dividend Yield Quarter rolling share price Share price at quarter end
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Appendix 40
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ttb’s financial group Major Shareholders as of 12 June 2026 TCAP 24.4% ING Bank N.V. 17.5% Ministry of Finance 11.7% Vayupak1 Fund 3.6% TTB 10.3% Others 32.6% Shareholder Structure • Thanachart Capital (TCAP) : Former Thanachart Bank’s shareholder • ING Bank N.V. : TMB Bank’s strategic shareholder, coming in Dec-2007 and playing a main role during TMB’s 1st transformation • Shareholding by Military group (Included Royal Thai Army, Thai Navy, Thai Air Force, RTA Entertainment Co. Ltd. and Military units) is currently at 0.75% Focus on our core competencies, our strengths and what we know well thru development of new businesses or new way of doing existing business. Group structure Subsidiaries of ttb group Associated companies of ttb group 100% 100% 100% 99.97% 40.50% 70% 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 ttb leasing ttb wealth securities 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 41Note: % shareholding based on total issued and paid-up shares. TTB holding is treasury shares *
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Share buyback program6 Objectives Enhancing share buyback program : Increasing to 35 bn (from 21 bn) and extending to 2028 Max repurchase amount 5.1 bn Max no. of shares (mn. shares) 2,688 % of total paid-up capital 2.76% Repurchase period 3 Feb- 1 Aug 25 Repurchase method Automatic Order Matching 3,095 3.17% 22 Jan - 4 Feb 26 General Offer (@THB2.03) Next phase 14 bn TBC TBC TBC 9.2 bn Phase 4 General Offer (@THB2.26) Phase 1 Phase 2 25 May - 9 Jun 26 4,091 4.19% Phase 3 20 Feb - 5 May 26 164 0.37 bn Automatic Order Matching 0.17% Total cumulative repurchased shares 10.29% of total paid- up capital 6.3 bn ✓ Utilizing excess capital to enhance shareholder returns via share buyback program alongside cash dividends ✓ Stabilizing TTB’s share price amid market volatility ✓ Enhance shareholder value creation though EPS and ROE uplift in long term ✓ Robust capital level: CET1 Ratio at 17.7% while we viewed a CET1 ratio of ~16% as a comfortable level, providing ample headroom for strategic capital deployment
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