Chow Bright Ventures Holdings Public Company Limited · SET:CHOW
Chow Bright Ventures Holdings Public — Chow Bright Ventures Holdings PCL — Investor Presentation (April 2026)
43 slides from Chow Bright Ventures Holdings Public's investor presentation, April 2026
Slide 1: Business Plan for 2026 – 2028
Business Plan for 2026 – 2028 Chow Bright Ventures Holdings PCL
Slide 2: Disclaimer
Disclaimer เอกสารฉบับนีจ้ ดั ทาขึน้ โดยบริษัท เชาว์ ไบรท์ เวนเจอร์ส โฮลดิง้ ส์ จากัด (มหาชน) (“CHOW”) โดยใช้ขอ้ มูล สมมติฐาน และการประมาณการของบริษัทฯ ณ วันที่จดั ทาเอกสาร ทัง้ นี ้ แผนงาน โครงการ ข้อเสนอ ความคิดเห็น การคาดการณ์ การประมาณการ หรือข้อความใด ๆ ที่ปรากฏในเอกสารฉบับ นี ้ ได้จดั ทาขึน้ เพ
Slide 3: Company’s Overview
1 1 Company’s Overview
Slide 4: Company’s Information
Company’s Information Shareholding Structure : Stock Information as of Apr 8, 2026 Symbol CHOW Trade Market MAI (Dec 24, 2011) Industry Industrial >> Holding Paid up capital 800 mBaht 70.0% Jiratomsiri Family Market CAP 1,080 mBaht 30.0% Others P/ E 18.5 P/ BV 0.51 Source: www.set.or.th dated Apr 8,
Slide 5: Company’s Information
Company’s Information CHOW Bright Ventures Holdings PCL. 99.9% 99.9% 76.0% 87.36% Chow Steel Captain Cash Chow Energy CBVH Trading Manufacturing Holding Plc. 99.9% 51.0% Oversea Thailand Renewable Renewable Energy Group Energy Group Thailand Australia Japan 5
Slide 6: Products
STEEL BUSINESS Certificate and licenses Thai Industrial Standards Institute (TISI) Manufacture License of Industrial product - Round Bars (RB6 RB8 RB9 RB10) Manufacture License of Industrial Product - Deformed Bar Manufacture License of Industrial Product - Low Carbon Steel Wire Rod Federation of Th
Slide 7: Energy Business EPC PPA
Energy Business EPC Service Private PPA EPC PPA Chow Energy invests, Purchase our own, operate, and O&M Smart investment Zero investment Key Features system and enjoy system while customer maximum savings enjoys discount electricity price Investment Competitive cost Zero investment cost Cost (depend
Slide 8: Energy Business
Energy Business Thailand’s leader of secured capacity of private PPA and geographically dispersed across Thailand ▪ Incorporated in Thailand in 2014, Chow Energy is an owner, operator and developer of solar PV > 300 MW PPA power projects in Thailand, Japan and Australia. ▪ At present, Chow Energy is
Slide 9: Grow Sustainably
Grow Sustainably Received an excellent rating of 5 stars CG Scoring by IOD CAC Certificate Collective Action Against Corruption NACC Integrity Awards Renewable Energy Deal of the Year The Asset Triple A sustainable Infrastructure Awards 2023 4 Star rating of 2025 AGM Quality Assessment 9
Slide 10: Global and Domestic Trends of Renewable Energy
2 1 Global and Domestic Trends of Renewable Energy
Slide 11: Decarbonisation and technology shaping the future of global power markets
Decarbonisation and technology shaping the future of global power markets Global historic and forecasted power generation (GWh) Energy policy/direction by country 12,827,208 Renewable 12,222,206 ▪ The EU targets a climate-neutral energy system by 2050F, with 11,478,758 Other low emission fuels 10,51
Slide 12: Thailand moves toward a low-carbon, Renewable energy mix driven by policy and industry
Thailand moves toward a low-carbon, Renewable energy mix driven by policy and industry Thailand forecasted electricity generation (GWh) National Energy Plan 4D1E Carbon 335,592 Decarbonisation, Decentralisation, Digitalisation, Deregulation, and Electrification Neutrality 267,610 Energy Efficiency >
Slide 13: Policy momentum and demand growth in Thailand’s Renewable transition
Policy momentum and demand growth in Thailand’s Renewable transition Thailand forecasted renewable electricity generation (GWh) CAGR (2024A-2037F) Hydropower 134,723 Other renewable power +7.5% 17.9% 29% Solar Power 82,404 22% 29% 5.0% 52,543 9% 30% 39% 5.8% 42% 52% 47% 2024A 2030F 2037F Alternative
Slide 14: Jump+ 3.1 Business Plan
3 1 Jump+ 3.1 Business Plan
Slide 15: Integrating CHOW’s goal, strategic direction, and key enabler to drive growth
Integrating CHOW’s goal, strategic direction, and key enabler to drive growth To achieve THB 253 million EBITDA by 2028F by managing a diversified portfolio of core and emerging businesses, while delivering Goal sustainable, long-term value to stakeholders and communities ▪ Industry: Steel & Renewab
Slide 16: Leveraging renewable growth to drive CHOW’s 3-year expansion toward the 2028F target
Leveraging renewable growth to drive CHOW’s 3-year expansion toward the 2028F target CHOW’s EBITDA Target (Unit: THB million) Growth development CHOW’s Jump+ business plan CAGR (2025A-2028F) Energy 291 296 13% Steel 253 44% 41% 31% 2% 177 42% 56% 59% 69% 20% 58% 2025A 2026F 2027F 2028F Note: 1.The f
Slide 17: Fueling CHOW’s future through the SSS strategy toward EBITDA THB 253 mn by 2028F
ง Fueling CHOW’s future through the SSS strategy toward EBITDA THB 253 mn by 2028F Business Pillar Scale Streamline Stability • Organic C&I acquisition • Operational efficiency • Maintain liquidity buffer • Strategic M&A of operating • OEM and trading • Optimise capital structure assets enhancement
Slide 18: Scaling renewables through targeted expansion and disciplined portfolio optimisation
Scaling renewables through targeted expansion and disciplined portfolio optimisation Accelerate the renewable energy business through multi-engine S1 Scale expansion, portfolio optimisation, and cost discipline Financial goal Project initiatives Total portfolio MW 1 Energy EBITDA +2% 128 122 Growth
Slide 19: Integrated capacity expansion with smart operations and performance enhancement
Integrated capacity expansion with smart operations and performance enhancement Growth & Capacity Development Expected goal Integrated Capacity Expansion Integrated Capacity Expansion (MW) ▪ Targeted C&I growth through cluster +113 expansion, standardised PPAs, and 305 305 selective M&A of operating
Slide 20: Integrated O&M excellence with smart operations and productivity enhancement
Integrated O&M excellence with smart operations and productivity enhancement Operation and Maintenance Service Expected goal Smart Operations & Performance enhancement O&M cost reduction ▪ In-house O&M dashboard to streamline resource allocation, improve pipeline visibility, and enable faster respon
Slide 21: Demonstrating strong discipline and flexibility guides CHOW’s risk mitigation approach
Demonstrating strong discipline and flexibility guides CHOW’s risk mitigation approach Accelerate the renewable energy business through multi-engine expansion, portfolio optimisation, S1 and cost discipline Potential risk impact Risk mitigation Project timelines may be pushed back due to The busin
Slide 22: Driving steel improvement through stronger capability and smarter operations
Driving steel improvement through stronger capability and smarter operations Enhance the steel business through optimised production, expanded S2 Streamline OEM output, strengthened trading activities, and continuous operational efficiency improvements Financial goal Project initiatives 1 Total Stee
Slide 23: Upgrading production capability through quality and efficiency
Upgrading production capability through quality and efficiency Enhancing Production & Customer Quality Expected goal ▪ Reopen the production line and OEM and trading volumes (tonnes) discipline production volume through an Trading volume 858,764 866,700 804,979 optimised OEM/ Tolling mix, enabling O
Slide 24: Driving steel resilience through pricing agility, credit discipline, and efficient operations
Driving steel resilience through pricing agility, credit discipline, and efficient operations Enhance the steel business by improving product quality, strengthening the customer mix, S2 and boosting operational efficiency Potential risk impact Risk mitigation A reduction in market demand may weaken
Slide 25: Reinforcing financial resilience to strengthen liquidity and support long-term growth
Reinforcing financial resilience to strengthen liquidity and support long-term growth Strengthen financial stability through strong liquidity, disciplined capital S3 Stability structure, diversified funding, and effective risk management Financial goal Project initiatives 2026F 2027F 2028F 1 Financi
Slide 26: Driving stability through disciplined liquidity, capital efficiency, and strong financial resilience
Driving stability through disciplined liquidity, capital efficiency, and strong financial resilience Financial Strength & Liquidity Management Expected goals ▪ Maintain a strong liquidity buffer ▪ Tighten AR management and credit discipline Reduce DSO to below 50 days through weekly AR dashboard to
Slide 27: Reinforcing financial strength through mitigation of credit, interest-rate, and FX risks
Reinforcing financial strength through mitigation of credit, interest-rate, and FX risks Strengthen financial stability through strong liquidity, disciplined capital structure, diversified S3 funding, and effective risk management Potential risk impact Risk mitigation Conduct credit screening and r
Slide 28: Executing CHOW’s 3-year roadmap across growth, efficiency, and financial resilience
Executing CHOW’s 3-year roadmap across growth, efficiency, and financial resilience Key Assignments 2026F 2027F 2028F S1 – Scale renewable expansion Growth & Capacity development (M&A, Private PPA, EPC and trading) Enhancement of SCADA system S2 – Streamline steel efficiency Continuous testing and q
Slide 29: Jump+ 3.2 Governance Plan
3 1 Jump+ 3.2 Governance Plan
Slide 30: Governance plan -- Cybersecurity
Governance plan -- Cybersecurity Governance Plan Cybersecurity Plan This strategic plan aims to strengthen a robust and credible cybersecurity governance framework by establishing and regularly reviewing security description policies, fostering a culture of cyber awareness, conducting cybersecurity
Slide 31: Governance plan -- Cybersecurity
Governance plan -- Cybersecurity Governance Plan Cybersecurity Plan This strategic plan aims to strengthen a robust and credible cybersecurity governance framework by establishing and regularly reviewing security description policies, fostering a culture of cyber awareness, conducting cybersecurity
Slide 32: Governance plan -- Cybersecurity
Governance plan -- Cybersecurity Governance Plan Cybersecurity Plan This strategic plan aims to strengthen a robust and credible cybersecurity governance framework by establishing and regularly reviewing security description policies, fostering a culture of cyber awareness, conducting cybersecurity
Slide 33: Governance plan -- Cybersecurity
Governance plan -- Cybersecurity Governance Plan Cybersecurity Plan This strategic plan aims to strengthen a robust and credible cybersecurity governance framework by establishing and regularly reviewing security description policies, fostering a culture of cyber awareness, conducting cybersecurity
Slide 34: Governance plan -- Cybersecurity
Governance plan -- Cybersecurity Governance Plan Cybersecurity Plan This strategic plan aims to strengthen a robust and credible cybersecurity governance framework by establishing and regularly reviewing security description policies, fostering a culture of cyber awareness, conducting cybersecurity
Slide 35: Governance plan -- Cybersecurity
Governance plan -- Cybersecurity Governance Plan Cybersecurity Plan This strategic plan aims to strengthen a robust and credible cybersecurity governance framework by establishing and regularly reviewing security description policies, fostering a culture of cyber awareness, conducting cybersecurity
Slide 36: Governance plan -- Cybersecurity
Governance plan -- Cybersecurity 3-year governance plan (Cybersecurity) 2026 2027 2028 Targets Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Target 1: Develop IT Security policies & procedures with BOD approval 1. Establish IT Governance structure 2. Policies and procedures Policy announcement development and
Slide 37: Governance plan -- Whistle Blowing
Governance plan -- Whistle Blowing
Slide 38: Governance plan -- Whistle Blowing
Governance plan -- Whistle Blowing Target 2: Uplift the Anti-corruption policy and execution plan Expected Outcome Risk Management Sub-Target 2026 2027 2028 1. Pass the test and continue CAC Complete Complete Complete - Establish a robust due diligence Potential Risk : process for critical Tier 1 su
Slide 39: Jump+ 3.3 Climate Action Plan
3 1 Jump+ 3.3 Climate Action Plan
Slide 40: Climate Action
Climate Action Target 1: Decarbonization Roadmap Development and Net Zero Project Initiatives. Expected Outcome Risk Management Sub-Target 2026 2027 2028 - Decarbonization roadmap with Potential Risk project initiative to support Net Zero Inaccurate baseline data, weak engagement, 1.Decarbonization
Slide 41: Climate Action
Climate Action Target 3: Climate Reporting System Development. Expected Outcome Risk Management Sub-Target 2026 2027 2028 - Report algin with IFSR S2 or TCFD Potential Risk 1. Provide report based on IFSR S2 or TCFD Not Started Not Started Complete Limited knowledge, poor data readiness, delays, reg
Slide 42: Q&A
4 1 Jump+ Q&A
Slide 43: Q&A
- + “CHOW JUMP BRIGHT VENTURES Q&A
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