Intrum Ab · OMXSTO:INTRUM
Intrum Ab — Investor Presentation (January 2026)
33 slides from Intrum Ab's investor presentation, Jan 29, 2026
Slide 1: Strategic Review
Strategic Review 29 January 2026
Slide 2: Intrum 2030
Intrum 2030 Near -term focus 2030 financial targets Improved Deleverage Deleveraging and derisking cashflow ~ 3x Servicing Leverage 2026 -2030 priorities Total costs: SEK 10 -11 BN1 Improve Accelerate Servicing performance credit growth rating Growth acceleration 30 -35% Servicing EBIT margin Invest
Slide 3: Intrum today
Intrum today
Slide 4: Europe’s largest debt collector with scalability
Europe’s largest debt collector with scalability SEK17 BN SEK22 BN SEK92 BN Income Book value 1 Gross collections 2025 2025 2025 2 SEK46 BN 9k FTEs ~6 M ERC on investing and 180 partner Debtors fully repaid portfolios Q4 2025 countries worldwide and >22M active 3 >400k 70k clients 103% Consumer inte
Slide 5: A dual engine: Intrum’s Servicing and Investing capabilities
A dual engine: Intrum’s Servicing and Investing capabilities Servicing Investing Collecting debt on behalf of clients Purchasing debt portfolios Key differentiators Key differentiators Collection efficiency and effectiveness High valuation accuracy Full value chain and industry coverage Comp
Slide 6: Transitioned to higher focus on external servicing
Transitioned to higher focus on external servicing Investing book External servicing Servicing adj. Servicing share value (SEK BN) income (SEK BN) EBIT margin (%) of EBIT (%) 1 Net debt (SEK BN) 2 -40% +8% +56% +87% -23% 36,6 12,3 25% 56% 57,1 11,4 43,8 21,9 16% 30% 2023 2025 2023 2025 2023 2025 202
Slide 7: Favourable market environment for Intrum
Favourable market environment for Intrum Main forces shaping the industry Intrum’s position Competitive landscape is evolving, fewer players can offer full scope of services Changing competitive landscape • Intrum is the strategic partner of choice, offering a one -stop shop across the full scope of
Slide 8: Market growth expected in both Servicing and Investing
Market growth expected in both Servicing and Investing Financial Services (FS) Non -FS 1 Servicing income pool, Intrum markets, EUR BN Investing Capex, Intrum markets, EUR BN Historical Forecast Historical Forecast +3% p.a. -9% p.a. +9% p.a. 18.1 18.5 +3% p.a. 17.4 15.4 ~10% 13.1 ~20% 10.4 ~90% ~25%
Slide 9: Intrum 2030
Intrum 2030
Slide 10: In the near-term, focus is on deleveraging and derisking
In the near -term, focus is on deleveraging and derisking Sale of portfolio at EUR 215 M; proceeds intended for repayment of 2027 maturities Further divestments of portfolios / non -strategic assets are being evaluated Strict cost control; 2026 costs expected to be 5% lower than 2025 Limited portfol
Slide 11: Strategic priorities
Strategic priorities The leading credit management servicer and most attractive investing partner Servicing Growth Investing performance acceleration partner • Unmatched scale • Value-adding services • Superior track record • Superior collection performance • Strategic servicing partner • Deal flow
Slide 12: The leading servicer and most attractive investing partner 2030
The leading servicer and most attractive investing partner 2030 Strategic element From today being… …To what we will be in 2030 • Bespoke and largely manual collection • Highly digital , automated and standardised collections Servicing processes performance • Data used in parts of processes and • Fu
Slide 13: Strategy execution
Strategy execution
Slide 14: New Executive management team
New Executive management team Johan Åkerblom Masih Yazdi Annica Witschard Javier Aranguren Mohammed Salloum Indrė Bartulytė Užupė In progress President and Chief Financial Officer Head of Servicing Head of Investment Head of Operations Chief Human Chief Technology Chief Executive Officer Resource Of
Slide 15: Strategic priorities
Strategic priorities The leading credit management servicer and most attractive investing partner Servicing Growth Investing performance acceleration partner • Unmatched scale • Value-adding services • Superior track record • Superior collection performance • Strategic servicing partner • Deal flow
Slide 16: Continued platform optimisation driving substantial cost reduction and improved user experience
Continued platform optimisation driving substantial cost reduction and improved user experience On -going Inbound Outbound customer Non-call process Capacity management Agent productivity customer contact contact automation Enhance self -service Automated outreach AI-based forecasting Call w
Slide 17: Norway, an early adopter of platform optimisation, is already delivering measurable improvements
Norway, an early adopter of platform optimisation, is already delivering measurable improvements mid journey Income, NOK M Production cost -to-collect, % Collections per FTE, SEK M Adjusted EBIT margin, % -4% -36% +46% +47% 2023 2024 2025 2023 2024 2025 2023 2024 2025 2023 2024 2025 © Intrum 17
Slide 18: Unlocking the full potential of our data will enhance recovery and servicing performance
Unlocking the full potential of our data will enhance recovery and servicing performance Data used Data not used Current data capture Current data usage Additional future data usage Portfolio investments Portfolio investments Despite having underwriting with PI data underwriting with all data extens
Slide 19: Strategic priorities
Strategic priorities The leading credit management servicer and most attractive investing partner Servicing Growth Investing performance acceleration partner • Unmatched scale • Value-adding services • Superior track record • Superior collection performance • Strategic servicing partner • Deal flow
Slide 20: Servicing performance is the foundation for income growth
Servicing performance is the foundation for income growth Grow in new segments Grow in existing segments Open up new business opportunities Servicing performance Competitive pricing Create new profit pools Cost efficiency Better results for clients Collection effectiveness Protect and grow existing
Slide 21: Significant topline potential
Significant topline potential Close whitespaces Capture untapped potential Increase presence in within Financial Services in large non -FS segments B2B SME across regions Strengthen position via strategic partnerships Grow in non -FS industries 1 Standardise and simplify SME offering Provide
Slide 22: Examples of income opportunities
Examples of income opportunities Value chain expansion Germany: penetrating non -FS industries Non -collection 15-20% Collection Intrum 10-15% <1% Banking & FS: Other industries: Switzerland Group Collection services 3 Collection services Switzerland income / FTE is more than double Total market siz
Slide 23: Further potential to extract value from digital standalone platform (Ophelos)
Further potential to extract value from digital standalone platform (Ophelos) Fully digital standalone platform Roll -out plan • Ophelos 2.0 in progress – standalone model instead of fully integrated approach ✓ Portugal - live • Complementary to Intrum's current platform, with modern tech and AI at
Slide 24: Strategic priorities
Strategic priorities The leading credit management servicer and most attractive investing partner Servicing Growth Investing performance acceleration partner • Unmatched scale • Value-adding services • Superior track record • Superior collection performance • Strategic servicing partner • Deal flow
Slide 25: Investing partner
Investing partner > 95% coverage of the European NPL stock Unmatched underwriting capabilities Partnership -led approach ~600 deals analysed / year Blending smaller high -return deals with larger co -investments Adapt pace and strategy to funding cost and market dynamics +20,000 portfolios – extensi
Slide 26: Proven track record in NPL investing across Europe with consistent returns
Proven track record in NPL investing across Europe with consistent returns 107% 105% 14.4% 2.1x SEK 46 BN avg. performance vs. original avg. performance vs. active avg. unlevered IRR gross MoM Expected remaining forecast since 2004 forecast since 2004 since 2018 since 2018 collections as of Q4 2025
Slide 27: Intrum’s investment strategy until 2030
Intrum’s investment strategy until 2030 Investment Own investments Capital partnership SDR vehicle option Investments made by Intrum Investments made fully or partly by Investments made via Specialized on our own balance sheet 1 a partner with Intrum as Servicer Debt Restructurer entity Near -term L
Slide 28: Financial path
Financial path
Slide 29: Financial targets
Financial targets Leverage Costs Margins 6.0x Servicing Leverage 1 SEK 12.3 BN 2 25% Servicing EBIT margin 4 Current 2025 2025 2025 Targets 30 -35% ~ 3x Servicing Leverage Total costs: 2030 SEK 10 -11 BN3 Servicing EBIT margin Lower leverage every year Lower costs every year Steady margin improvemen
Slide 30: Evolution of key metrics and path towards the 2030 targets
Evolution of key metrics and path towards the 2030 targets Servicing Leverage Total costs Servicing EBIT margin (SEK BN) 9.0x 16.0 40% 8.1x 7.9x 8.0x 15.0 14.4 35% 30 -35% 7.0x 13.9 14.0 6.0x 6.0x 30% 13.0 12.3 5.0x 25% 12.0 25% 4.0x 3.0x 11.0 3.0x 2026 target is -5% vs 2025 20% 18% underlying costs
Slide 31: Execution path to deleveraging targets and supporting P&L
Execution path to deleveraging targets and supporting P&L Maturities and intention SEK BN Redeem Refinance 20 15 Revolving SEK 10 -15 BN planned to be credit facility redeemed by 2030 10 2nd lien bond 2nd lien bond 2nd lien bond 2nd lien bond 5 1.5 lien bond 2nd lien bond 2nd lien bond 2nd lien bond
Slide 32: Intrum 2030
Intrum 2030 Near -term focus 2030 financial targets Improved Deleverage Deleveraging and derisking cashflow ~ 3x Servicing Leverage 2026 -2030 priorities Total costs: SEK 10 -11 BN1 Improve Accelerate Servicing performance credit growth rating Growth acceleration 30 -35% Servicing EBIT margin Invest
Slide 33: Enabling financial health for people, businesses, and society.
Enabling financial health for people, businesses, and society. © Intrum