Tmbthanachart Bank Public Company Limited · SET:TTB
Tmbthanachart Bank Public — 4Q25 and FY2025 Earnings Presentation
40 slides from Tmbthanachart Bank Public's earnings presentation, Jan 22, 2026
Slide 1: Investor Presentation 4Q25 and 2025 Financial Performance
Investor Presentation 4Q25 and 2025 Financial Performance 22 January 2026
Slide 2: Executive summary
Executive summary 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
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: 2018-25
Improvement pathway of key business drivers: 2018-25 Before 2019 2019-2021 2022-2025 Pre-merger Merger & Integration Integration Covid-19 Pandemic Completion 62% 31% Moving towards Before % Retail retail banking After Optimized 29% loan structure % SMEs ▪ Sub-scale medium- 7% ▪ D-SIB bank with sized
Slide 5: 2025 Financial Results
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 INCOME Net Interest Margin 3.26% 3.1% - 3.25% 3.04% Non-NII growth -6.0% YoY Single digit growth +16.2% YoY (YoY) -3% if exclude
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) Balance sheet •1 1 Effective asset-liability management Digital-first and digital-only business model Pre-provision operating profit 2• Deepened relationship and enhanced customer life-time value via ecosystem p
Slide 8: 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 (%) Corporate loan (%) Current Earning assets • Selective loan growth focusing on retail SMEs 6% Saving • Shift to high-yield lending products Retail 27% Hybrid Deposit • Adjust inv
Slide 9: Resuming loan growth with quality focus amid economic uncertainty
1 Resuming loan growth with quality focus amid economic uncertainty Total Loan +0.6% QoQ 1,400,000 1,241 bn 1,198 bn 1,205 bn Others -2.9% YTD 1% Used Car Retail Credit Card 3% 0.3% 1,200,000 3% 3% 15% Retail Personal Loan 3% 4% 4% 1,000,000 29% Cash Your Car (CYC) Retail HP 29% 28% 22% 800,000 New
Slide 10: Optimizing deposit level to ensure effective deposit cost management
1 Optimizing deposit level to ensure effective deposit cost management Total Deposit Term Deposit Flat QoQ Shift in TD mix towards shorter duration 1,329 bn -4.4% YTD Breakdown as % to total TD 1,270 bn 1,270 bn Time deposit 34% 31% 27% Short to Medium TD Long-term TD Hybrid 30% Dec-23 Dec-25 25% 27
Slide 11: 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 4Q24 1Q25 2Q25 3Q25 4Q25 4Q24 1Q25 2Q25 3Q25 4Q25 MPC QoQ -25 bps -25 bps -25 bps -25 bps -25 bps MPC QoQ -25 bps -25 bps -25 bps -25 bps -25 bps Yield QoQ -6 bps -5 bps -17 bps -16 bps -11 bps Cos
Slide 12: Ensuring portfolio quality with disciplined execution amid shifting rate expectations
1 Ensuring portfolio quality with disciplined execution amid shifting rate expectations Healthy Investment Portfolio HTC&S Portfolio Breakdown Improving Investment Yield Investment portfolio ▪ Enhance returns with Foreign 120% THB 261 bn or 15% of total assets THB Govt FCY Bond currency (FCY) bonds:
Slide 13: 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 Sub-debt THB million Senior debentures +2 bps QoQ 73.2 and other borrowings -81 bps YoY -58 bps YoY 4.33% 4.02% 4.27% 59.6 3.62% 3.50% 3.52%
Slide 14: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) Balance sheet 1 Effective asset-liability management Digital-first and digital-only business model Pre-provision operating profit 2• Deepened relationship and enhanced customer life-time value via ecosystem play
Slide 15: Growth in fee-generating activities in 4Q25 to compensate for declining NIM
2 Growth in fee-generating activities in 4Q25 to compensate for declining NIM and overall NII Total operating income Non-NII breakdown THB billion THB billion +16%YoY 75,000 69.4 -5% YoY 16.0 15.0 16.0 70,000 65.7 65,000 14.0 12.9 2.9 14.0 Loan related 12.9 Non-NII +4% YoY 60,000 15.0 12.0 12.0 55,0
Slide 16: Strong fee growth in key strategic products
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 Bancassurance fee Non-related to loan LG fee Commercial-Loan related fee THB million Related to loan +5% YoY THB million THB million -3% YoY +3
Slide 17: Ecosystem-focused strategy to deepen relationship with targeted customer segments
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 From product-centric offer
Slide 18: Enhanced customer ecosystem play to drive stronger engagement
2 Enhanced customer ecosystem play to drive stronger engagement and ultimately deliver improved business outcomes Car Owner Home Owner Salaryman Driving growth through risk Targeted growth through quality Deliver Quality Growth through diversification and digital enablement products and customer ret
Slide 19: Continued momentum in extending ttb wealth franchise
2 Continued momentum in extending ttb wealth franchise, thanks to full suit of superior wealth-related products and loyalty status tiers Wealth Loyalty status tier Unlock premium Secure global Grow portfolio through Industry-first customer status tier privileges with opportunities with USD a wide ra
Slide 20: Digital channel on path to become mainstream channel for revenue generation
2 Digital channel already on its path to become mainstream channel for revenue generation, currently accounting almost 50% of ttb retail sales Offline Online-to-offline Digital staff-assist Channel mix of ttb 1st year Channel mix of retail sales Digital self-service retail revenue Deposit account op
Slide 21: Notable digital capabilities recently launched to market
2 3 Notable digital capabilities recently launched to market Nationwide rollout of Yindee x GenAI chat CYC Top-up autobahn ttb Enterprise (TEP) Staff-assisted platform with seamless Self-service assistant with GenAI intent Instant credit decisions for customers who can omni-channel capabilities reco
Slide 22: Upcoming capabilities in the pipeline to be launched in 2026
2 3 Upcoming capabilities in the pipeline to be launched in 2026 MyWealth widget as an integrated platform enabling Yindee, chat engine for better customer experience comprehensive 360° wealth management and higher staff productivity Yindee chat on TEP with ttb staffs can chat with AI whispering mod
Slide 23: Continued momentum in overall channel migration
3 Continued momentum in overall channel migration, reflecting customer behaviors increasingly shift from offline to online Digital Branch Contact Center Digital share of financial transactions (%) Traffic at branch Contact center volume (’000 customers) (Mn calls) 91% 93% 82% -18% -3% Incl. impact f
Slide 24: Rationalized physical footprint and workforce, stabilized C/I
3 As a result, ttb managed to rationalize overall physical footprint and related workforce, resulting decline in expenses and stabilized C/I Branch rationalization focused on targeted Operational efficiency gains to be in-person sales and staff productivity uplift progressively realized Number of br
Slide 25: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) Balance sheet 1 Effective asset-liability management Digital-first and digital-only business model Pre-provision operating profit 2• Deepened relationship and enhanced customer life-time value via ecosystem play
Slide 26: Proactive and prudent approach to risk management
4 Proactive and prudent approach to risk management Conservative loan staging Prudent ECL set-up Proactive approach to manage risk Normal ECL (THB bn) DPD 160 ,000 Extra ECL Ensure risk-adjusted returns 19.9 140 ,000 1-30 Continuously optimize portfolio 2.5 16.5 120 ,000 mix (golden portfolio) by ri
Slide 27: 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 4.9% +30% 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
Slide 28: Summary of customers' debt relief programs
Summary of customers’ debt relief programs You Fight, We Help Southern Flood-Relief Program Phase 1: 12 Dec 2024 - 30 Jun 2025 / Phase 2 : 1 Jul - 30 Sep 2025 Tangluk (ตั้งหลัก) Total Adoption Rate (Phase 1+2) • TTB’s internal program, offering 3-month skip payment across all segments in multiple So
Slide 29: Prudent provisioning and LLR levels against future uncertainties
4 Prudent provisioning and LLR levels against future uncertainties ECL & Credit Cost LLR/NPLs Credit cost (bps) Total 150 152 143 154 +280 bps 160 131 136 150 140 120 130 Normal 120 110 130 135 100 120 118 155% 152% 106 151% 90 100 80 87 138% ECL (THB mn) 19,852 124% 2,473 16,485 -17% YoY Total 4,69
Slide 30: Ensuring a resilient LLR distribution
4 Ensuring a resilient LLR distribution Distribution of Risk Provision 155% 151% 152% 138% Coverage ratio 124% 63.5 61.8 60.8 57.4 60.1 59.0 59.1 58.5 59.2 59.5 Allowance for ECL 53.8 (THB billion) 15.6 14.7 14.9 13.3 15.0 15.3 14.6 15.5 16.0 16.6 10.1 Stage 1 21.9 24.5 28.2 29.2 28.9 28.2 27.0 27.8
Slide 31: 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% 80. 0 TFRS9 16% 1.60 tn 1,600,000 70 Successfully cleaning 14% 1,600,000 1.50 tn 1.39 tn 1.36 tn legacy NPLs from
Slide 32: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) Balance sheet 1 Effective asset-liability management Digital-first and digital-only business model Pre-provision operating profit 2• Deepened relationship and enhanced customer life-time value via ecosystem play
Slide 33: 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 5.01% 5.10% 30,000 9.0% 9.5% 4.60% 5.00% 8.6% 1,801 4.35% 8.2% 8.5% 4.15% % NII to RWA 1,601 ROE 25,000 -2% YoY 7.5% 4.00% 6.5% 6.6% 21,031 20,639 1,401 6.5% 1,229 1,185 20,000 18,622 1,141 5
Slide 34: ttb strategy framework
ttb strategy framework Short term (1 year) Medium term (2-3 years) Long term (3-5 years) Balance sheet 1 Effective asset-liability management Digital-first and digital-only business model Pre-provision operating profit 2• Deepened relationship and enhanced customer life-time value via ecosystem play
Slide 35: Optimize shareholder value through 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% 3.5 55% 50% 2.8 2.7 43% 43% 35% 2.2 • Dividend payout 1.7 TTB • Share W1 repu
Slide 36: Inorganic growth to strengthen our ecosystem capabilities
Inorganic growth to strengthen our ecosystem capabilities and enhance long-term shareholder value Group structure Thanachart securities Subsidiaries Associated of ttb group companies • Completion of the Completed suite of investment of ttb group transaction by 1 July products through the arm of 2025
Slide 37: 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% 60% 55% 50% Payout ratio 43% 43% 19.3% 19.5% 35% +24% 18.9% (Full Conso) 17.5% 0.13 YoY 16.9% 14.6% 0.10
Slide 38: Share buyback program
6 Share buyback program Objective Share buyback program Total 2025 2026 2027 Structurally Enhancing EPS and ROE: TTB continues to deliver strong shareholder returns through consistent share buyback programs and steady cash dividend payments. Share price Max repurchase amount 21 bn 5.1 bn 8.9 bn 7 bn
Slide 39: 2026 Target
2026 Target 2025 Actual 2026 Targets Loan growth -2.9% YTD Approx. 0% - 2% Deposit growth -4.4% YTD In line with loan growth INCOME Net Interest Margin 3.04% 3.0%-3.10% Non-NII growth +16.2% YoY Single digit growth (YoY) EFFICIENCY C/I Ratio 45% Mid-40s % Stage 3 2.87% ≤ 3.2% ASSET QUALITY Normal 10
Slide 40: ntSudsus10
ntSudsus10 TMBThanachart ttbbank.com &1428 09000 Make REAL Change .
TMBThanachart Bank Public Company Limited (ttb) — 4Q25 and FY2025 Earnings Presentation on 6ix