Tmbthanachart Bank Public Company Limited · SET:TTB
Tmbthanachart Bank Public — 33rd CITIC CLSA Investors' Forum 2026
65 slides from Tmbthanachart Bank Public's conference presentation, Sep 24, 2026
Slide 1: Investor Presentation 33rd CITIC CLSA Investors' Forum 2026
Investor Presentation 33rd CITIC CLSA Investors’ Forum 2026 21-24 September 2026 Hong Kong
Slide 2: Thailand's opportunities and macroeconomic outlook
Thailand’s opportunities and macroeconomic outlook 2
Slide 3: Thai economic outlook projected to grow modestly despite headwinds
Thai economic outlook projected to grow modestly despite headwinds Economic indicators, 2023-2027F Real GDP growth development, 2019-2026F Compared to previous year Index (2019avg=100) (%YoY) 2023 2024 2025 2026Q1 2026F 2027F 115 Projection 110 Real GDP 2.0 2.9 2.4 2.8 1.9 1.7 105 100 Private consum
Slide 4: Key growth drivers remain resilient
Key growth drivers remain resilient 1. Private Consumption 2. Foreign Tourist 3. Merchandise Export (60% of GDP) (13% of GDP) (59% of GDP) Index 2019=100 Index 2019=100 Index 2019=100 139.8 135.6 126.9 124.4 125.0 121.4 118.2 113.2 89.0 86.5 82.7 81.5 111.7 70.4 109.8 106.1 107.0 28.1 2022 2023 2024
Slide 5: Household financial conditions are improving, supported by lower debt pressure
Household financial conditions are improving, supported by lower debt pressure and better credit quality Government revenue from value-added tax (VAT) Retail loan credit quality of Thai commercial banks Billion THB % of total loan 1,200 30 Stage2 / SM 993 2024 930 914 947 25 2025 900 793 800 793 745
Slide 6: FDI landscape is shifting toward tech-related industries
FDI landscape is shifting toward tech-related industries as reflected by BOI investment promotion on application approved Thailand’s FDI cumulative inflow (since 2009) BOI investment promotion (Application Approved) by targeted industries Billion USD Billion THB 200 Japan 800 2023 2024 2025 ASEAN EU
Slide 7: Targeted policy incentives positioning key industries as Thailand's next growth engines
Leveraging existing industry strength and targeted policy incentives are positioning key industries as Thailand’s next growth engines Reinvent Thailand 7 priority sectors Major manufacturers already invested in Thailand* No. of Revenue Employment Firm (trillion Target / focus industry Automotive and
Slide 8: Higher energy prices from Middle East tension; inflation impact contained
Despite higher energy prices stemming from the Middle East tension, the impact on Thailand’s inflation remains contained Headline inflation of selected countries Core inflation of selected countries %YoY %YoY 10 10 8 8 6 Philippines 6 Philippines 4 4 Indonesia Indonesia Thailand Malaysia 2 Malaysia
Slide 9: Stronger external position helps contain risk of stress spreading across ASEAN
Thailand’s stronger external position and more resilient macro fundamentals help contain the risk of stress spreading across ASEAN countries Asian gross international reserves Recent Asian economic fundamental Billion USD 300 Indonesia Indicators Indonesia Malaysia Philippines Thailand Malaysia 281.
Slide 10: Energy Diversification as Strategic Shield to Middle East Conflict
Energy Diversification as Strategic Shield to Middle East Conflict 10
Slide 11: Middle East conflict and implication to Thai economy and major industries
Middle East conflict and implication to Thai economy and major industries Key mechanism of US-Iran conflict and the closure of Strait of Hormuz impact to Thai economy Implication to major industries US-Iran conflict and the closure of Strait of Hormuz Tighten financial market condition and 1 2 risk-
Slide 12: Thailand's energy resilience supported by diversified energy mix
Thailand’s energy resilience is supported by a relatively diversified energy mix and high adoption of biofuels and waste-to-energy, providing a practical hedge against global energy price volatility Thailand’s dependence on energy imports from the Middle East is Thailand’s biofuels & waste share (19
Slide 13: ttb performance & 2026 targets
A ttb performance & 2026 targets B Shareholder value creation a. Largest buyback program among Thai Banks b. Attractive dividend yield c. Long-term alignment to sustain shareholder value C Sustainability 13
Slide 14: Executive summary
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 priorities,
Slide 15: 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 16: 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 17: 1H26 Financial Results
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 INCOME Net Interest Margin 3.04% 3.0%-3.10% 3.02% Non-NII growth +16.2% YoY Single digit growth 38.5% YoY EFFICIENCY C/I Ratio 4
Slide 18: 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 19: 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 20: 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 Corporate loan Current • Optimizing portfolio mix toward high-yield lending SMEs 21% Saving • Strategic focus on retail high-quality segments 30% Retail 6% •
Slide 21: Resuming loan growth with quality focus amid economic uncertainty
1 Resuming loan growth with quality focus amid economic uncertainty Total Loan +0.5% QoQ 1,205 bn -1.8% YTD 1,400,000 Others 1,178 bn 1,184 bn Retail Credit Card 1,200,000 0.04% 3% 0.04% 0.04% 4% Used Car 4% 3% 16% Retail Personal Loan 4% 4% Cash Your Car (CYC) 1,000,000 Retail HP 28% 28% 27% 22% Ne
Slide 22: Risk-adjusted portfolio approach to enhance loan portfolio quality
1 A risk-adjusted portfolio approach is being implemented to enhance loan portfolio quality Customer selection Partner selection Product offering Golden portfolio to enhance yield, Selected car dealers and home Launched Risk-Based Pricing for while optimizing risk cost developer for better loan qual
Slide 23: Deposit mix optimization for margin sustainability
1 Deposit mix optimization for margin sustainability Total Deposit Term Deposit +1.5% QoQ Optimize both volume and duration to manage deposit cost +0.4% YTD 1,270 bn 1,256 bn 1,274 bn Breakdown as % to total TD 24% 21% Time deposit (TD) 27% 120% Short-term TD Long-term TD 100% 100% 33% 36% 21% 23% 2
Slide 24: NIM Preserved Through Active Funding Management
1 NIM Preserved Through Active Funding Management Loan Yield Cost of Deposit 2Q25 3Q25 4Q25 1Q26 2Q26 2Q25 3Q25 4Q25 1Q26 2Q26 MPC QoQ -25 bps -25 bps -25 bps -25 bps - MPC QoQ -25 bps -25 bps -25 bps -25 bps - Yield QoQ -17 bps -16 bps -11 bps 0 bps -4 bps Cost QoQ -4 bps -4 bps -9 bps -11 bps -6 b
Slide 25: Ensuring portfolio quality while extending duration amid curve steepening
1 Ensuring portfolio quality while strategically extending duration amid curve steepening Healthy Investment Portfolio HTC&S Portfolio Breakdown Improving Investment Yield Investment portfolio Thai Corp THB 272 bn or 16% of total assets Bond 4% ▪ Enhance returns with Foreign 2.61% 120% +2 bps QoQ TH
Slide 26: 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 and other borrowings 3.62% 3.63% +3 bps QoQ 73.2 3.60% 3.49% 3.50% +1 bps YoY 59.6 68% 206 174 65% 29
Slide 27: 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 28: Growth in fee-generating activities compensating pressure on NIM/NII
2 Growth in fee-generating activities compensating pressure on NIM/NII Total operating income Non-NII breakdown THB billion THB billion +4% QoQ 20,000 +6% YoY 16.7 17.3 16.4 16.3 16.4 6.0 6.0 +11% QoQ 5.1 +40%YoY Non-NII 3.6 5.1 +11% QoQ 4.6 4.6 15,000 3.9 5.0 4.2 5.0 +40% YoY 4.2 0.7 Loan related 3
Slide 29: Core Retail Strength Anchors Fee Growth YoY
2 Core Retail Strength Anchors Fee Growth YoY Loan-related fees Bancassurance fee Non-related to loan LG fee Commercial-Loan related fee THB million Related to loan +8% QoQ THB million THB million +22% YoY 1,092 +23% QoQ 1,008 +22% YoY 892 -7% QoQ 146 +31% QoQ -10% YoY +12% YoY 429 411 384 92 120 11
Slide 30: 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 Why is ecosystem play important? What do we want to achieve? Contribution to ttb’s P&L Key int
Slide 31: 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 32: Expanding the ttb Wealth franchise
2 Sustained momentum in expanding the ttb Wealth franchise among high- net-worth to mass affluent customers through a differentiated proposition Wealth & Mass Affluent Loyalty status tier Expanding into the Credit card Industry-first customer status tier mass affluent +28% spending growth offering p
Slide 33: Digital channel becoming mainstream for revenue generation
2 Digital channel already on its path to become mainstream channel for revenue generation, currently accounting for >50% of ttb retail sales Others Online-to-offline ttb touch and ttb enterprise staff-assist Channel mix of ttb 1st year Channel mix of retail sales ttb touch self-service retail revenu
Slide 34: 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 35: Upcoming capabilities in the pipeline to be launched in 2026
2 3 Upcoming capabilities in the pipeline to be launched in 2026 My Wealth widget as an integrated platform enabling New chat engine with GenAI and chat-with-staff capabilities comprehensive 360° wealth management for better customer experience and higher staff productivity Staffs to use TEP to chat
Slide 36: 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 (’000 customers) Voice call-to-agent volume (‘000 calls) 82% 93% 94% -14% -6% No. of
Slide 37: 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 38: 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 39: 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 140 ,000 1-30 Continuously optimize portfolio 120 ,000 4.6 4.3 mix (golden portfolio) by risk- 4.
Slide 40: 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 5.1% +34% in LLR 160 ,000 4.9% from pre-Covid19 LLR 3.1% 140 ,000 Total loans* DPD 1-30 120 ,000 DPD Staging DPD Staging DPD
Slide 41: 'You Fight, We Help' customer performance remains in check
4 ‘You Fight, We Help’ customer performance remains in check You Fight, We Help High Survival Rate Remaining loans under ‘You Fight, We Help’ program ‘You Fight, We Help’ Portfolio Breakdown • approx. THB 37 billion ~60% of portfolio is customers’ Hire Purchase core assets - Mortgage & SMEs, • ~3% o
Slide 42: 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) 143 136 137 Total 131 120 +3300 bps 150 140 130 120 110 Normal 118 154% 157% 100 90 100 99 149% 80 87 70 83 138% ECL (THB bn) 124% Total 4.3 +1% QoQ 5.0 4.0 4.0 4.0 4.5 3.6 -6% YoY 0.4 4.0
Slide 43: Ensuring a resilient LLR distribution
4 Ensuring a resilient LLR distribution Distribution of Risk Provision 155% 151% 150% 149% 151% 152% 154% 157% 138% Coverage ratio 124% Allowance for ECL (THB billion) 63.5 61.0 57.4 59.0 59.1 58.5 59.2 59.5 59.7 53.8 15.6 16.6 Stage 1 10.1 13.3 15.3 14.6 15.5 16.0 16.6 16.4 Stage 2 21.9 24.5 28.2 2
Slide 44: 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 1.60 tn 80. 0 16% 1.50 tn Successfully cleaning 70 14% 1,600,000 1,600,000 legacy NPLs from Covid-19 1.36 t
Slide 45: 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 46: 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 30,000 9.0% 9.0% 9.5% 8.6% 8.2% 8.5% 5.50% 5.0% 5.1% 2,000 4.4% 4.6% 4.5% 25,000 % NII to RWA 4.2% ROE 1,800 7.5% 6.6% 4.50% 6.5% 21,031 20,639 1,600 6.5% 18,622 3.50% 20,000 5.1% 5.1% 1,229
Slide 47: Shareholder value creation
A ttb performance & 2026 targets B Shareholder value creation a. Largest buyback program among Thai Banks b. Attractive dividend yield c. Long-term alignment to sustain shareholder value C Sustainability 47
Slide 48: Optimize shareholder value through balance of immediate returns and reinvestments
B 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% 60% 3.5 55% 50% 2.8 2.7 43% 43% 35% 2.2 1.7 • Dividend payout TTB W1 • Share
Slide 49: Robust capital level provides ample room to drive shareholder return
B Robust capital level provides ample rooms to drive shareholder return TTB is well-positioned to deliver superior returns and sustainable value creation to our shareholders through various initiatives, supported by ▪ Robust capital level, current CET1 at ~17%, comfortably above the internal target
Slide 50: Disciplined capital management to optimized shareholder returns
B Disciplined capital management to optimized shareholder returns ▪ Enhanced dividend returns through a consistent dividend payment, with DPR significantly increased from 30-35% pre-merger to 65% currently. ▪ Early realization of share buyback benefits, having completed THB 21 billion in cumulative
Slide 51: Inorganic growth to strengthen ecosystem capabilities
B Inorganic growth to strengthen our ecosystem capabilities and enhance long-term shareholder value Group structure ttb wealth securities • Completion of the Completed suite of investment transaction by 1 July 2025, products through the arm of with the transaction value securities business THB 2,062
Slide 52: Alignment of long-term interests between bank and shareholders (EJIP)
B The alignment of long-term interests between bank and shareholders High-impact retention driving long-term shareholder with zero dilution effect The “Skin in the Game” The Retention Moat Shareholder Discipline 5X Higher retention ~1.6% Bank wide Talents with EJIP Zero Dilution Current Employee Own
Slide 53: Attractive shareholder return boosts market valuation
B Attractive shareholder return boosts market valuation ▪ Supported by strong capital positions, Thai banks have continued to see improving valuation multiples. Despite the share price re-rating, dividend yields remain attractive, with most banks offering yields of 5% or higher. ▪ TTB’s valuation re
Slide 54: Superior shareholder value through strong share price appreciation
B Superior shareholder value through strong share price appreciation ▪ TTB remains one of the strongest performers in the Thai banking sector, achieving 91% increase in share since Dec-23. ▪ Outperformance against SETBANK and SET highlights successful execution of the Bank’s strategic initiatives an
Slide 55: Sustainability
A ttb performance & 2026 targets B Shareholder value creation a. Largest buyback program among Thai Banks b. Attractive dividend yield c. Long-term alignment to sustain shareholder value C Sustainability 55
Slide 56: B+ESG in action, integrating sustainability into our business
B+ESG in action, integrating sustainability into our business Anchored by the B+ESG principle, we strive to integrate sustainability into our business, ensuring that our strategic objectives not only meet short-term goals but also contribute to long-term sustainable growth. Data between 1 Jan - 31 D
Slide 57: ttb Net-zero Commitment and Strategic Directions
ttb Net-zero Commitment and Strategic Directions – revised target to 2050 The Bank is committed to achieve net zero emissions in line with Thailand’s commitment by 2050 by empowering customers towards net zero economy 57
Slide 58: Our framework on transition finance
Our framework on transition finance Assess Analyze Prevent Provide Assess impacts of emerging Analyze clients’ risks to Prevent future impacts through Provide financial solutions for climate regulations to clients categorize them for an transition solutions transition journey engagement approach Car
Slide 59: ttb Climate Action: Climate Risks and Opportunities
ttb Climate Action: Climate Risks and Opportunities Examples of Exclusion list Examples of transition product programs Green & Blue Loans Sustainability-linked Loan (SLL) Long-term loan to support the transition Long-term loan with toward various themes interest rates linked of environmental to sust
Slide 60: Appendix
Appendix 60
Slide 61: Company Recognitions
Company Recognitions World Economic Magazine Annual Awards 2026 16th Extel Asia Executive Team Survey Asian Excellence Awards 2026 • Excellence in Shareholder Value Creation All Asia (ex-Japan/ANZ) • Asia’s Best CEO • Best Digital Banking Transformation • Best CEO : 1st position*, • Asia’s Best CFO
Slide 62: Sustainability Recognitions
Sustainability Recognitions 62
Slide 63: ttb's financial group
ttb’s financial group Focus on our core competencies, our strengths and what we know well thru development of new businesses or new way of doing existing business. Shareholder Structure Group structure Subsidiaries Associated Major Shareholders as of 3 September 2026 of ttb group companies of ttb gr
Slide 64: Share buyback program
Share buyback program ✓ Utilizing excess capital to enhance shareholder returns via share buyback program alongside cash dividends ✓ Stabilizing TTB’s share price amid market volatility Objectives ✓ Enhance shareholder value creation though EPS and ROE uplift in long term ✓ Robust capital level: CET
Slide 65: THANK YOU
THANK YOU nidvTsus70 TMBThanachart 09000 Make REAL Change ,
TMBThanachart Bank Public Company Limited (ttb) — 33rd CITIC CLSA Investors' Forum 2026 on 6ix