Tmbthanachart Bank Public Company Limited · SET:TTB
Tmbthanachart Bank Public — 2Q26 Earnings Presentation
43 slides from Tmbthanachart Bank Public's earnings presentation, Jul 20, 2026
Slide 1: Investor Presentation 2Q26 Financial Performance
Investor Presentation 2Q26 Financial Performance Analyst Meeting 20 July 2026
Slide 2: 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 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: 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 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 (%) (%) 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 9: Resuming loan growth with quality focus amid economic uncertainty
1 Resuming loan growth with quality focus amid economic uncertainty Total Loan +0.5% QoQ 1,400,000 1,205 bn -1.8% YTD Others 1,178 bn 1,184 bn Retail Credit Card 1,200,000 0.04% 3% 0.04% 0.04% 4% Used Car Retail Personal Loan 4% 3% 4% 16% 1,000,000 4% Cash Your Car (CYC) Retail HP 28% 28% 27% 22% Ne
Slide 10: 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 11: 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% 90% 21% 2
Slide 12: 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 13: Ensuring portfolio quality while strategically 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 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 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 15: 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 16: 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 15,000 3.6 5.1 +11% QoQ 5.0 4.6 5.0 3.9 4.2 4.6 4.2 0.7 +40% YoY 3.9 Loan relat
Slide 17: 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 18: 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 19: 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 20: Expanding the ttb Wealth franchise among high-net-worth to mass affluent
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 21: 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 22: 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 23: 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 24: 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 25: Rationalized physical footprint and workforce, declining expenses and 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 26: 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 27: 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 28: 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 140 ,000 Total loans* 3.1% DPD 120 ,000 DPD Staging DPD Staging 1-30 DPD
Slide 29: '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 30: 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 131 120 150 140 130 120 +3300 bps 110 100 Normal 90 118 154% 157% 100 149% 80 70 99 87 83 138% ECL (THB bn) 124% Total 4.3 +1% QoQ 5.0 4.0 4.0 4.0 4.5 4.0 3.6 -6% YoY 3.5
Slide 31: 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 32: 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% 1,600,000 1.60 tn 1,600,000 1.50 tn 70 Successfully cleaning 14% legacy NPLs from Covid-19 1.36 t
Slide 33: 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 34: 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% 1,800 ROE 6.6% 7.5% 4.50% 6.5% 21,031 20,639 1,600 6.5% 18,622 3.50% 20,000 5.1% 5.1% 1,400
Slide 35: 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 36: 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% 60% 3.5 55% 50% 2.8 2.7 43% 43% 35% 2.2 1.7 • Dividend payout TTB W1 • Share
Slide 37: Inorganic growth to strengthen our ecosystem capabilities
6 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 38: 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 LLR ratio Interim dividend Final dividend 60% 60% +37% 157% 55% Uplift 50% 120% Payout ratio 43% 43% (Full Conso) 35% +3% YoY CET1 & TIER1 CAR 0.13 0.134 20. 0% 18.9% 19.3%
Slide 39: Share buyback program
6 Share buyback program Enhancing share buyback program 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. Total budget Increasing to 35 bn (from 21 bn) ➢ Robu
Slide 40: Appendix
Appendix 40
Slide 41: 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 12 June 2026 of ttb group companies of ttb group
Slide 42: Share buyback program
6 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: C
Slide 43: THANK YOU
THANK YOU nidvTsus70 TMBThanachart 00600 Make REAL Change
TMBThanachart Bank Public Company — 2Q26 Earnings Presentation on 6ix