Tmbthanachart Bank Public Company Limited · SET:TTB
Tmbthanachart Bank Public — 2Q25 Earnings Presentation
47 slides from Tmbthanachart Bank Public's earnings presentation, Jul 18, 2025
Slide 1: Investor Presentation 2Q25 Financial Performance
Investor Presentation 2Q25 Financial Performance 18 July 2025
Slide 2: Executive summary
Executive summary In the face of rising uncertainties from both domestic and global factors, business sentiment in 2Q25 remained subdued. In response, we reaffirmed our conservative stance with a long-term commitment to preserve balance sheet healthiness, safeguarding future growths and delivering s
Slide 3: Transformation journey towards the most recommended bank of choice
Transformation journey towards the most recommended bank of choice TBANK Auto lending Leader Ready to take off for TMB better performance and Launch of new ttb shareholder value creation Top performing deposit franchise Touch / Biz One and setup of ttb Spark Integration of 2 banks Financial closing
Slide 4: Improvement pathway of key business drivers: 2018-24
Improvement pathway of key business drivers: 2018-24 Before 2019 2019-2021 2022-2024 Pre-merger Merger & Integration Integration Covid-19 Pandemic Completion 61% 31% Moving towards Before % Retail retail banking After Optimized 8% loan structure % SMEs 29% ▪ Sub-scale medium- ▪ D-SIB bank with sized
Slide 5: 1H25 Financial Results
1H25 Financial Results FY2024 Actual FY2025 Targets 1H25 Actual Loan growth -6.6% YTD Approx. 0% - 2% -2.8% YTD Deposit growth -4.2% YTD In line with loan growth -3.0% YTD INCOME Net Interest Margin 3.26% 3.1% - 3.25% 3.13% Non-NII growth -6.0% YoY Single digit growth +7.9% YoY (YoY) -3% if excluded
Slide 6: ttb Strategic intent and aspirations
ttb Strategic intent and aspirations Recap: Recap:governing the Bank’sthoughts strategicon the bank’s direction intent Our long-term aspirations ▪ Optimize for return while maintaining economy of scale gained thru the merger. • Top-quartile ROE of >10% ▪ Increasingly shift loan mix towards retail wh
Slide 7: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) 1 Effective asset-liability management 2 Digital-first revenue generation engines a) Customer-centric lending transformation Revenue b) Customer engagement to win main-bank relationship c) Beyond banking ecosyst
Slide 8: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) 1 Effective asset-liability management 2 Digital-first revenue generation engines a) Customer-centric lending transformation Revenue b) Customer engagement to win main-bank relationship c) Beyond banking ecosyst
Slide 9: Effective asset-liability management to sustain net interest margin
1 Effective asset-liability management to sustain net interest margin Total loan mix Total deposit mix Key initiatives (%) (%) Earning assets Retail 6% Saving SMEs Current • Selective loan growth focusing on retail Corporate Hybrid Deposit • Shift to high-yield lending products 63% 26% Time deposit
Slide 10: Maintaining quality growth strategy amid economic uncertainty
1 Maintaining quality growth strategy amid economic uncertainty Total Loan 1,400,000 1,241 bn 1,211 bn 1,206 bn -0.4% QoQ Used Car Others 15% 1% -2.8% YTD Retail Credit Card 3% 0.2% 0.2% 1,200,000 3% 3% Retail Personal Loan 3% 4% 4% 1,000,000 Cash Your car (CYC) Retail HP 29% 29% 29% 21% 800,000 New
Slide 11: Optimizing deposit level to ensure effective deposit cost management
1 Optimizing deposit level to ensure effective deposit cost management Total Deposit Term Deposit -0.7% QoQ Shift in TD mix towards shorter duration 1,329 bn 1,298 bn -3.0% YTD Breakdown as % to total TD 1,289 bn Time deposit 34% 34% 33% Short to Medium TD Long-term TD Hybrid 25% Dec-23 Jun-25 25% 2
Slide 12: Balancing loan and deposit strategy to ensure sustainable NIM performance
1 Balancing loan and deposit strategy to ensure sustainable NIM performance Loan Yield Cost of Deposit 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 MPC QoQ - - - -25 bps -25 bps -25 bps MPC QoQ - - - -25 bps -25 bps -25 bps Yield QoQ +7 bps +3 bps -4 bps -6 bps -5 bps -17 bps Cost QoQ
Slide 13: Ensuring portfolio quality and optimal duration along with changing yield curve
1 Ensuring portfolio quality and optimal duration along with changing yield curve Healthy Investment Portfolio HTC&S Portfolio Breakdown Improving Investment Yield Investment portfolio 120% ▪ Enhance returns with Foreign 199 bn or 12% of total assets THB Govt FCY Bond currency (FCY) bonds: Bond 19%
Slide 14: Optimizing borrowing structure and cost where possible
1 Optimizing borrowing structure and cost where possible Optimized Borrowing Structure Borrowing Cost Vs. Effective Borrowing Cost* THB billion Total borrowing Subdebt THB million Senior debentures -40 bps QoQ and other borrowings 4.27% 4.24% 4.33% -65 bps YoY 73.2 4.02% 3.62% 59.6 637 68% 65% 460 2
Slide 15: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) 1 Effective asset-liability management 2 Digital-first revenue generation engines a) Customer-centric lending transformation Revenue b) Customer engagement to win main-bank relationship c) Beyond banking ecosyst
Slide 16: Digital-first revenue generation engines
2 Digital-first revenue generation engines Customer-Centric Lending Customer Engagement Ecosystem Play ▪ Upfront credit assessment ▪ Personalized messaging to ▪ Seamless customer journey in through “My Credit” widget drive effective cross-selling the entire value chain through ▪ Risk-based pricing t
Slide 17: “My Credit” widget continues to transform how ttb lends
2 “My Credit” widget continues to transform how ttb lends as a bank and accelerate sales momentum via digital Confirm personal Receive Digital Booking % Digital Select Info + grant pre-approve objective e-NCB consent credit offer Automotive lending (Unit) Personal loan (Unit) 52% 54% 57% 66% 71% -10
Slide 18: Data-driven hyper-personalization engine for richer customer engagement
2 Data-driven hyper-personalization engine is our tools to become customer centric and achieve richer engagement with customers Impressions millions 89 91% 2Q24 2Q25 Views millions 11 76% 2Q24 2Q25 Clicks millions 3 93% 2Q24 2Q25 18
Slide 19: Gamification and status tiers to engage customers and win main bank relationship
2 Gamification and status tiers as additional tools to better engage customers along their life cycles to ultimately win main bank Key stats relationship Increase wealth AUM Customer status tiers Gamification THB bn >8bn Pay utility bill Accounts >390k Apply promptpay Accounts >72k 19
Slide 20: Car owner ecosystem – Deepening engagement with car owners
2 Car owner ecosystem – Deepening engagement with car owners through digital platforms My Car Roddonjai 1.9mn ~ 1mn Visits to My Car (2Q25) Unique monthly visitors (2Q25) > 970k > 110k Cars onboarded Cars listed > 77k 50% Easy pass registered of sold cars are financed with ttb Motor insurance via My
Slide 21: Homeowner ecosystem – Enriching homeowners' relationships
2 Homeowner ecosystem – Enriching homeowners' relationships through lifetime solutions via My Home and our ecosystem partners My Home Refinance & Retention Credit Card Spending of ttb home-loan customer ~ 50% holds ttb credit card +14% YoY retention rate growth ▪ Bill management with home members Gl
Slide 22: Salaryman ecosystem – Broadening digital solutions for employers and employees
2 Salaryman ecosystem – Broadening digital solutions for both employers and employees Payroll Engagement & Well-being my work by ttb > 1,300 Total company acquired > 8.3k Total payroll companies Companies onboarded 29% QoQ 192% YoY ~ 1mn > 350 Total payroll employees Companies converted to premium v
Slide 23: Wealth ecosystem – Maximizing and growing wealth
2 Wealth ecosystem – Maximizing and growing wealth through suits of wellness products and solutions Wealth Customer Savings – Retail FCD1/ Wellness Investment3/ >500 ▪ Easy account >79% management Of Private banking Private banking customer acquired via ttb touch customers hold investment ▪ For FCD
Slide 24: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) 1 Effective asset-liability management 2 Digital-first revenue generation engines a) Customer-centric lending transformation Revenue b) Customer engagement to win main-bank relationship c) Beyond banking ecosyst
Slide 25: Cost discipline through digitalization and branch optimization
3 Cost discipline through digitalization and branch optimization Branch rationalization focused Digital migration through new on targeted in-person sales and Operational efficiency gains to capabilities and foundation staff productivity uplift be progressively realized Digital share of financial tra
Slide 26: Strong digital transactions' momentum well-maintained
3 Strong digital transactions’ momentum well-maintained in financial, non-financial and sales Financial transaction Non-financial transaction Digital sales Channel mix of all financial Deposit % Digital Deposit account opening (‘000 accounts) transactions % Others 2% 2% 2% 44% 53% 55% Branch ATM/CDM
Slide 27: Continuing reduction in customer contacts across physical touchpoints
3 With on-going expansion of digital migration, continuing reduction in customer contacts across all physical touchpoints Branch Contact Center Traffic at branch (’000 customers) Contact center volume (Mn calls) -5% (YoY) Reduction in balance -18% request 0.83 0.83 -6% 0.78 -12% (YoY) 2Q24 1Q25 2Q25
Slide 28: Common staff-assisted platform with seamless omni-channel capabilities
3 Common staff-assisted platform with seamless omni-channel capabilities with ttb Touch to be rolled out in 2025 Strategic intent: Better customer experience given faster turnaround time and seamless ttb Enterprise omni-channel journey RM/ Sales ttb touch Uplift staff productivity given less paper/
Slide 29: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) 1 Effective asset-liability management 2 Digital-first revenue generation engines a) Customer-centric lending transformation Revenue b) Customer engagement to win main-bank relationship c) Beyond banking ecosyst
Slide 30: Proactive and prudent approach to risk management
4 Proactive and prudent approach to risk management Conservative loan staging Prudent ECL set-up Proactive collections Normal ECL (THB bn) DPD 160,000 Extra ECL Voice Bot system 140,000 1-30 6.0 5.3 4.8 120,000 4.7 4.6 9.0% 5.0 1.1 0.2 4.3 100,000 Classified 0.6 as stage 2 4.0 1.0 31-60 80,000 1.3 3
Slide 31: Conservative loan staging
4 Conservative loan staging DPD Profile VS Loan Staging Internal data for managerial view - Breakdown as % of Loan principals (excluded interbank) Conservative Staging Policy 4.8% +29% in LLR 160,000 4.7% from pre-Covid19 LLR 140,000 Total loans* 3.1% DPD 120,000 1-30 DPD Staging DPD Staging DPD Sta
Slide 32: You Fight, We Help: Phase 1 and 2
You Fight, We Help : Phase 1 and 2 ❑ BoT & Commercial banks co-program : FIDF subsidy - 50% of interest rate reduction of loans under the program through FIDF fee cut ❑ Phase 1: 12 Dec 2024 – 30 Jun 2025 / Phase 2 : 1 Jul – 30 Sep 2025 ❑ Loan origination: before 1 Jan 2024 / DPD status cut-off date:
Slide 33: You Fight, We Help: Implication to TTB
4 You Fight, We Help : Implication to TTB Accounting Practice Eligible Loan and Adoption Rate 1. Net Interest Income Phase 1 : Eligible Loans Phase 2: Eligible Loans Day 1 impact results from the EIR adjustment for opt-in customers in the "You Fight, We ~ 1% of total loans Help" project, where the E
Slide 34: Prudent provisioning and LLR levels against future uncertainties
4 Prudent provisioning and LLR levels against future uncertainties ECL & Credit Cost LLR/NPLs Total credit cost (bps) 163 Normal credit cost (bps) 149 150 152 +255 bps 143 Normal ECL (THB mn) Special ECL (THB mn) 144 170% 155% 151% 150% 149% 129 130 120 150% 138% 100 6,000 5,281 124% 4,764 4,690 Tot
Slide 35: Ensuring a resilient LLR distribution
4 Ensuring a resilient LLR distribution Distribution of Risk Provision 155% 155% 152% 149% 151% 150% 149% 138% 124% Coverage ratio 70.0 63.5 61.8 60.8 57.4 60.1 59.0 59.1 58.5 Allowance for ECL 60.0 53.8 (THB billion) 15.6 14.7 14.9 13.3 15.0 15.3 14.6 15.5 10.1 50.0 Stage 1 40.0 21.9 24.5 28.2 29.2
Slide 36: Proactively resolved weak loans to ensure portfolio quality
4 Proactively resolved weak loans to ensure portfolio quality Loan Classification (%) Stage 3 loans and NPL Ratio NPL (THB bn) Stage 1 Stage2 Stage 3 NPL ratio Pre-pandemic 80 16% 14.30% TFRS9 80.0 16% 1.60 tn 70 Successfully cleaning 14% 1.50 tn 1,600,000 legacy NPLs from 1,600,000 1.44 tn 1.43 tn
Slide 37: Proactively engaging with customers to facilitate loan restructuring
4 Proactively engaging with customers to facilitate loan restructuring and mitigate potential defaults Before due date Recent past due date Overdue Due date reminders Voice Bot system Restructuring offers E-contract / E-sign Collection Voice Bot Customers system system 1 Submit 2 Call 3 Receive call
Slide 38: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) 1 Effective asset-liability management 2 Digital-first revenue generation engines a) Customer-centric lending transformation Revenue b) Customer engagement to win main-bank relationship c) Beyond banking ecosyst
Slide 39: Efficient use of capital supported by liquidity recycling
5 Efficient use of capital supported by liquidity recycling Net Profit % NII to RWA and Risk Weighted Assets 5.0% 5.1% 1,801 32,000 9.0% 4.8% 5.00% 8.2% 8.5% 9% 1,601 4.4% 27,000 % NII to RWA 4.2% ROE 6.5% 6.6% 7% 1,401 4.00% 1,229 1,185 22,000 5.1% 5.1% 21,031 1,141 1,201 1,106 1,089 18,622 5% Risk
Slide 40: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) 1 Effective asset-liability management 2 Digital-first revenue generation engines a) Customer-centric lending transformation Revenue b) Customer engagement to win main-bank relationship c) Beyond banking ecosyst
Slide 41: Optimize shareholder value through a balance between immediate returns and long-term reinvestments
6 Optimize shareholder value through a balance between immediate returns and long-term reinvestments Immediate returns Long-term reinvestments Dividend payout ratio Digital & IT investments (THB bn) Capital allocations 60% 55% 5.9 50% 5.5 43% 43% 4.8 4.4 35% 4.4 • Dividend payout 3.5 TTB • Share W1
Slide 42: Thanachart Securities: Unlocking wealth ecosystem capabilities
6 Thanachart Securities: Unlocking wealth ecosystem capabilities Group structure Business strategy • Completion of the transaction by on 1 July 2025, with the • Completed suite of investment products through the transaction value 2,062 mn THB arm of securities business for cross-selling to ttb’s • T
Slide 43: Reinforcing capital position with priority to shareholder interests
6 Reinforcing capital position with priority to shareholder interests Solid Capital with Ample Buffer over Requirement Dividend Prelim numbers CET1 & TIER1 CAR Interim dividend Final dividend 60% 55% 50% Payout ratio 43% 43% +24% 19.3% 20.0% (Full Conso) 35% 18.9% YoY 17.8% 0.13 16.9% 14.6% 0.105 0.
Slide 44: Share buyback program
6 Share buyback program Objective Share buyback program • THB 21 bn. buyback program announced on the back of Total 2025 2026 2027 strong capital generation. Max repurchase amount 21 bn 7 bn 7 bn 7 bn ➢ Structurally increasing EPS and ROE Max no. of shares (mn shares) TBC 3,500 TBC TBC • We are well
Slide 45: Appendix
Appendix 45
Slide 46: Diversified fee resilience amid sector softness
Diversified fee resilience amid sector softness Bancassurance fee Non-related to loan LG fee Commercial -Loan related fee Related to loan THB million THB million THB million Loan-related fees Flat QoQ +2% YoY 876 891 893 +34% QoQ -5% QoQ -12% YoY -6% YoY +16% QoQ 128 127 93 +21% YoY 427 120 82 354 3
Slide 47: Disclaimer
Disclaimer: The information in this material is in summary form and does not purport to be complete. No representation or warranty, express or implied, is or should be made concerning, and no reliance should be place on, the accuracy, fairness, or completeness of this information and liability there
TMBThanachart Bank Public Company — 2Q25 Earnings Presentation on 6ix