Efg International Ag · SIX:EFGN
Efg International — Investor Day (November 2025)
137 slides from Efg International's investor day presentation, Nov 25, 2025
Slide 1: Consistency and the power of compounding
EFG Investor Day: Strategic Cycle 2026–2028 Consistency and the power of compounding Zurich, Switzerland 25 November 2025
Slide 2: Important Legal Disclaimer
Important Legal Disclaimer This presentation and the information contained herein has been prepared by EFG International AG (“EFG”) solely for use by you for general information only and does not contain and is not to be taken as containing any securities advice, recommendation, offer or invitation
Slide 3: This is EFG: An experienced Team
This is EFG: An experienced Team Global Business Committee Executive Committee Giorgio Dimitris Ioanna Vassiliki Enrico Andre Demis Pradelli Politis Archimandriti Dimitrakopoulou Piotto Portelli Stucki Chief Executive Chief Financial Officer Chief People Officer Global Head of Chief Risk Officer Hea
Slide 4: This is EFG: Well-diversified, global and entrepreneurial business model
This is EFG: Well–diversified, global and entrepreneurial business model CHF 183.7 billion in AuM1 Net profit Global presence managed across five regions in CHF million Latin America Switzerland Headquartered in Zurich & Italy 303 322 ~320 13% 45 UK 31% 14% ~275* More than 40 locations worldwide Con
Slide 5: Agenda
Agenda Presentation Video Plenary Time Agenda item Speaker Format Introduction 10’ Welcome Giorgio Pradelli, CEO Our strategic 20’ 2028 ambition, outlook and Giorgio Pradelli, CEO framework strategic framework 20’ Clients and CROs Giorgio Pradelli, CEO Client-centric CRO model Commercial excellence
Slide 6: Agenda
Agenda Presentation Video Plenary Time Agenda item Speaker Format Introduction 10’ Welcome Giorgio Pradelli, CEO Our strategic 20’ 2028 ambition, outlook and Giorgio Pradelli, CEO framework strategic framework 20’ Clients and CROs Giorgio Pradelli, CEO Client-centric CRO model Commercial excellence
Slide 7: Giorgio Pradelli
, Giorgio Pradelli Chief Executive Officer EFG International | Investor Day
Slide 8: We have a strong track record of delivering sustainable and profitable growth
We have a strong track record of delivering sustainable and profitable growth 2023–2025 2019–2022 2016–2018 Sustaining profitable Sustainable and growth, achieving Acquisition and profitable growth scale integration Cost discipline, consistent Strong focus on drivers of delivery and implementation o
Slide 9: Consistent delivery unlocks the full power of compounding
Consistent delivery unlocks the full power of compounding 2026 - 2028 Consistent performance and Vision 2030 the power of compounding What we aspire to be Drive continued growth by focusing “The private bank of choice for on excellence and generating generations of clients, operating leverage delive
Slide 10: Commitment to sustainable value creation leading to ambitious yet realistic targets
Commitment to sustainable value creation leading to ambitious yet realistic targets Financial targets 2025 targets1 10M 2025 actuals 2028 targets NNA growth2 avg. 4–6% p.a. 6.8% avg. 4–6% p.a. Revenue margin 85 bps 99 bps >85 bps Cost/income ratio 69% 69.0% 68% RoTE 15–18% 21.5% 20% Capital manageme
Slide 11: Delivering consistently
Delivering consistently A journey of sustainable and profitable growth EFG International | Investor Day
Slide 12: Consistent delivery over the past two strategic cycles, outperforming the industry
Consistent delivery over the past two strategic cycles, outperforming the industry 2023–2025 performance 2025 financial targets Industry average1 Net new asset growth (NNA) Cost/income ratio (CIR) NNA growth in % Evolution CIR in % 7.1 6.8 6% 92.0 69% 5.5 5.5 84.3 83.1 4.4 76.2 76.0 73.3 72.92 4
Slide 13: Delivered attractive returns through our proven operating model
Delivered attractive returns through our proven operating model +116% ~2x Total Return to Shareholders1 vs industry growth1,2 6% NNA growth1 Translate growth into profitability Deliver sustainable Generate growth attractive returns While transforming the Bank Maintain a low risk profile and further
Slide 14: Seven consecutive years of strong net asset growth
Seven consecutive years of strong net asset growth… 2019–2022 2023–2025 2016–2018 Acquisition and Sustainable and Sustaining profitable integration profitable growth growth, achieving scale AuM 83 145 142 131 154 159 172 143 142 165 184 (CHFbn)1 CROs (#)2 462 697 644 590 815 772 740 654 693 703 761
Slide 15: … with organic growth complemented by acquisitions
… with organic growth complemented by acquisitions Organic growth Inorganic growth Strategic hiring Productivity of existing CROs Strategic acquisitions 50–70 High quality CRO hiring NNA per existing CRO ∆ 2x AuM impact of Acquisitions Net p.a. vs 2023 and Divestments (CHF bn) + 71 85 7 guidance 62
Slide 16: Translating growth into profitability
Translating growth into profitability 2019–2022 2023–2025 2016–2018 Acquisition and Sustainable and Sustaining profitable integration profitable growth growth, achieving scale RoAuM 85 80 83 83 81 76 75 81 99 96 99 (bps) CIR (%) 86% 95% 103% 92% 84% 83% 76% 76% 73% 73% 69% ~20% ~30% p.a. p.a. 303 32
Slide 17: Continuous focus on generating operating leverage through the cycle
Continuous focus on generating operating leverage through the cycle 4.4% 6.1% 10.1 NNA 5.2 8.4 8.8 6.2 9.3 4.2 CHF bn 2019 2020 2021 2022 2023 2024 10M 2025 Translating NNA 9% growth in consistent IFRS P&L revenue growth Growth 3% rate % Actively managing 6% operating -1% Operating expenses expe
Slide 18: Transformation as a foundation for long-term success (1/2)
Transformation as a foundation for long-term success (1/2) Clients Metrics from EFG client survey1 Enhanced client proximity in key strategic markets (Rio de EFG Net Promoter Score with an ambition Janeiro, Sao Paulo, Tel Aviv, Istanbul, Panama, St. Moritz, Gstaad) 50.2 to reach 60.0 by 2028 of cl
Slide 19: Transformation as a foundation for long-term success (2/2)
Transformation as a foundation for long-term success (2/2) Simplicity & digital acceleration Cost-Income-Ratio (CIR), in % Delivered CHF 66 mn in cost savings through the Simplicity 84.3 83.1 programme 76.2 76.0 73.3 72.91 69.0 Harmonised global T24 core banking platform Improved data governan
Slide 20: Maintained a low risk profile and further de-risked the balance sheet
Maintained a low risk profile and further de-risked the balance sheet Rating Regulatory compliance and risk management EFG International AG Continuous investment into policy frameworks, talent, processes and systems Moody’s Strengthening first line of defence across geographies and products Long
Slide 21: Generated attractive returns for shareholders
Generated attractive returns for shareholders Share price and PE ratio 1 (1 Jan. 2019–31 Oct. 2025) Dividend distribution Share price (CHF) Dividend payout, by year of distribution in CHF mn 20.0 31 Oct. 2025 X Distributed dividend per share, in CHF Total Shareholder Return (TSR2) Share price: 16.7
Slide 22: Clear strategic direction rooted in EFG's ownership structure and governance
Clear strategic direction rooted in EFG’s ownership structure and governance Shareholder structure, 30 June 2025 Founding family EFG Bank European Financial Group (45.9%) BTG Pactual (16.6%) Commitment to long term planning and clear Other shareholders (37.5%) values, defines prudent risk appetite P
Slide 23: Strategic outlook
Strategic outlook Capturing new opportunities for growth EFG International | Investor Day
Slide 24: Situation: a new chapter in a fast-changing world
CEO reflection on Investor Day: a new chapter in a fast-changing world 2019-2022 (13 March 2019) 2022-2025 (12 October 2022) Today Low/negative interest rates China still in COVID lock-down Continued wealth growth, esp. APAC region Yield curve inverting – first time Fastest global rate-hik
Slide 25: Outlook 2026: Opportunities tempered by external headwinds
Outlook 2026: Opportunities tempered by external headwinds Our top 10 themes for the year ahead Global economic Innovation and Market and policy trends change opportunities p. 4-17 p. 18-25 p. 26-39 1. US set to lead 5. Trump’s 3 D’s: DOGE, 7. An EU revival: economic growth Deregulation, and Restruc
Slide 26: EFG well positioned to benefit from underlying long-term trends
EFG well positioned to benefit from underlying long-term trends Wealth creation1 Wealth migration Global Across geographies 6% ~9% EFG well positioned to benefit from the wealth created by entrepreneurs globally and the global growth of financial cross-border wealth growth2 wealth moving across geog
Slide 27: Further potential to grow and realise operating leverage
Further potential to grow and realise operating leverage 4.4% 6.1% 4-6% 8.4 8.8 10.1 9.3 NNA 5.2 4.2 6.2 CHF bn 2019 2020 2021 2022 2023 2024 10M 2025 2026 2027 2028 2029 2030 Continue to create sustainable 9% and IFRS P&L profitable Growth rate % 3% growth, -1% 6% leveraging Operating expenses our
Slide 28: Confident to continue long-term value creation
Confident to continue long-term value creation The 2026–2028 strategic framework Consistent value creation Capture new opportunities for growth Build on our strengths Branding and client experience Client Value creation for Client centric CRO model all stakeholders Content NNA growth Commercial exce
Slide 29: Agenda
Agenda Presentation Video Plenary Time Agenda item Speaker Format Introduction 10’ Welcome and introduction Giorgio Pradelli, CEO Our strategic 20’ 2028 ambition, outlook and Giorgio Pradelli, CEO framework strategic framework 20’ Clients and CROs Giorgio Pradelli, CEO Client-centric CRO model Comme
Slide 30: Giorgio Pradelli
Giorgio Pradelli Chief Executive Officer EFG International | Investor Day
Slide 31: Client-centric CRO model
Client-centric CRO model Next level of sophistication in client servicing EFG International | Investor Day
Slide 32: Client-centric CRO model is the engine of EFG growth
Client-centric CRO model is the engine of EFG growth 2026–2028 2023–2025 Consistent 2019–2022 Sustaining profitable performance and the 2016–2018 growth, achieving power of compounding Profitable growth scale Acquisition and integration Harmonising client service Re-focusing the CRO model on Complem
Slide 33: Clients and CROs are at the core of EFG's value proposition
Clients and CROs are at the core of EFG’s value proposition EFG’s value proposition Discussed in client solutions and advice deep dive Global reach, CROs with strong Holistic local know-how client focus client solutions Proximity Service Content EFG International | Investor Day 25 November 2025 Page
Slide 34: The CRO model enables long-term partnership with clients
The CRO model enables long-term partnership with clients, delivering truly personalised and impartial advice EFG values Entrepreneurial approach Long-term Accountable to provide impartial partnership with advice on holistic product clients across offering generations Hands-on Client Passionate Clien
Slide 35: CROs are the epicentre of EFG model
CROs are the “epicentre” of EFG model, connecting clients with the offering EFG clients (% of AuM1) Dedicated offering UHNW clients 53% Wealth Investment Solutions Solutions HNW clients 36% Client Global Credit Affluent and Markets Solutions PB Entry clients 11% 1 AuM with EFG as of October 2025. UH
Slide 36: Continuous improvements of the CRO model delivered growth
Continuous improvements of the CRO model delivered growth Consistent approach in high quality CRO hiring Improved business case delivery CRO productivity CROs entered (2018–10M25, #)1 Evolution of CRO business case success AUM per CRO, in CHF mn (2018–10M25)3 after 3 years (2018–20242, % of NNA) +56
Slide 37: Ongoing focus on hiring top talent CROs
Ongoing focus on hiring top talent CROs Hiring experienced CRO teams CRO performance predictor Model based on qualitative and quantitative factors Strong executive management involvement to attract top tier CROs Business case: every new hire submits a 3-year business case with minimum requirements
Slide 38: CRO model with transparent and attractive compensation framework
CRO model with transparent and attractive compensation framework CRO remuneration Meritocratic and transparent compensation approach leading Base salary to a high-performance culture Total Uncompromised focus to risk and conduct assessment with remuneration dedicated CRO risk scorecard Variable
Slide 39: Next-gen CROs to capture ongoing wealth transfer
Next-gen CROs to capture ongoing wealth transfer EFG’s next-gen Approach Next-gen CRO Capture inter-generational wealth transfer opportunity by bringing in next-gen CROs Continuously develop internal talent Establish clear approach to succession planning, ensuring seamless transition and conti
Slide 40: Video: Our CRO model
Video: Our CRO model EFG International | Investor Day 25 November 2025 Page 40
Slide 41: 2023-2025: Strong growth in all Regions
2023-2025: Strong growth in all Regions UK Growth in line or 24bn above local industry levels Switzerland Cont. Europe across all regions & Italy & Middle East 44bn Asia Pacific and Latin America Latin America 29bn Asia Pacific delivered double digit NNA growth rates 20bn 37bn 5% 10% EFG NNA gro
Slide 42: 2026-2028: Global network supports the next chapter of growth
2026-2028: Global network supports the next chapter of growth Global network UK 24bn strategically positioned to capture wealth Switzerland Cont. Europe generation and & Italy & Middle East “wealth on the 44bn move” 29bn Asia Pacific Latin America Local presence is a competitive advantage in CRO
Slide 43: Video: Our global footprint
Video: Our global footprint EFG International | Investor Day 25 November 2025 Page 43
Slide 44: Priorities for the next strategic cycle
Priorities for the next strategic cycle Initiatives Ambition / Target 2028 1. Hire top talent CROs NNA 4–6% growth p.a. 2. Increase success rate of new CROs 3. Increase productivity of existing CROs CRO hiring, 50–70 gross p.a. #CROs 4. Roll out next-gen CRO programme EFG International | Investor Da
Slide 45: Client and commercial excellence
Client and commercial excellence Augmenting our CROs through Teams, Tools and Branding EFG International | Investor Day
Slide 46: Building on past success, further opportunity for client and commercial excellence
Building on past success, we see further opportunity for client and commercial excellence NNA evolution 2018–2025, in CHF bn Key levers of success 2019–2025 CHF 50bn+ over past two strategic cycles 1. Systematic pipeline management 10.1 9.3 8.8 2. Top Deal Team / Strategic Client 8.4 Management 6.2
Slide 47: Targeting untapped opportunities 2026-2028
Targeting untapped opportunities 2026-2028 Client acquisition Client engagement Share of wallet and retention NNA per existing CRO Products per client by segment, 1H251 NNA contribution of existing CROs2 (average, CHF mn) (Avg. # of products per client segment) % of total NNA Max 8 products 7 40% 4.
Slide 48: Augmented CRO - Ready to capture untapped opportunities
“Augmented CRO” - Ready to capture untapped opportunities CRO augmentation through Teams: Improved collaboration with ICs and NEW asset class specialists Tools: Upgraded technology and smart use NEW of data NEW Branding: Enhanced awareness and client experience Client Supported by upgraded key
Slide 49: Augmented CRO - Ready to capture untapped opportunities
“Augmented CRO” - Ready to capture untapped opportunities CRO augmentation through Opportunities Teams: Improved collaboration with ICs and Client asset class specialists acquisition Client Tools: Upgraded technology and smart use engagement of data Share of Branding: Enhanced awareness
Slide 50: Augmented CRO enables more targeted client service and client acquisition
“Augmented CRO” enables more targeted client service and client acquisition Augmented CRO facilitates more targeted client servicing/acquisitions UHNW CRO1 & IC & More differentiated access to Specialists IC and specialist resources Content Relationship- sophistication HNW CRO1 & IC based pricing
Slide 51: Priorities for the next strategic cycle
Priorities for the next strategic cycle Initiatives Ambition / Target 2028 4–6% 1. Client acquisition NNA growth p.a. 2. Share of wallet and retention Mandate 70–75% penetration 3. Client engagement >85 RoAuM 4. Augmented CRO bps EFG International | Investor Day 25 November 2025 Page 51
Slide 52: Agenda
Agenda Presentation Video Plenary Time Agenda item Speaker Format Introduction 10’ Welcome and introduction Giorgio Pradelli, CEO Our strategic 20’ 2028 ambition, outlook and Giorgio Pradelli, CEO framework strategic framework 20’ Clients and CROs Giorgio Pradelli, CEO Client-centric CRO model Comme
Slide 53: Andre Portelli
Andre Portelli Head of Investment and Client Solutions EFG International | Investor Day
Slide 54: Excellence in content delivery and sophistication
Excellence in content delivery and sophistication 2026–2028 2023–2025 Consistent 2019–2022 Sustaining profitable performance and the 2016–2018 growth, achieving power of compounding Profitable growth scale Acquisition and integration Harmonising solutions Focusing on the basics Increasing mandate pe
Slide 55: Partnering across capabilities for our clients' wealth journeys
Partnering across capabilities for our clients’ wealth journeys Wealth Solutions Investment Solutions Managing, protecting and enhancing The global investment arm of EFG client wealth Overarching principle of our impartial advice: Giving choice to the client Global Markets Credit Solutions A range o
Slide 56: Connecting our offering to our clients
Connecting our offering to our clients Solutions designed to meet client’s A broad range of services carefully needs along their wealth journey, with selected by EFG’s experts access to proprietary and third-party complemented by specialised solutions solutions Advisory Discretionary Next-gen Trust
Slide 57: Increased mandate penetration and sophistication
Increased mandate penetration and sophistication Mandate penetration1, in % Wealth Solutions Implemented structured approach to Wealth Planning 62 67 52 54 57 56 56 Hired top wealth planning experts and improved collaboration with CROs Investment Solutions 2019 2020 2021 2022 2023 2024 10M25 G
Slide 58: Addressing untapped opportunities
Addressing untapped opportunities Generating value by using ICs Content Delivery Commission margin1 improvement Further strengthen collaboration between ICs and CROs Scale content delivery with BlackRock’s Aladdin Wealth platform +4 +43 bps bps + Execution Only (EO) conversion to Advisory EO con
Slide 59: Value oriented delivery of solutions
Value oriented delivery of solutions With the size of the client portfolio… UHNW CRO1 & IC & …the level of sophistication Specialists of the offering and coverage Content Relationship- model increases … sophistication HNW CRO1 & IC based pricing …and the pricing is more PB Entry CRO1 tailored to the
Slide 60: Priorities for the next strategic cycle
Priorities for the next strategic cycle Initiatives Ambition / Target 2028 1. Expand Wealth Planning – Great wealth transfer and Mandate 70 – next-gen offering penetration 75% 2. Strengthen Funds solutions – additional Private Markets proprietary products and potential 3rd party partnerships 3. Upgr
Slide 61: Alain Zimmermann
Alain Zimmermann Global Chief Marketing and Branding Officer EFG International | Investor Day
Slide 62: Video: Branding and Client Experience
Video: Branding and Client Experience EFG International | Investor Day 25 November 2025 Page 62
Slide 63: Accelerating our momentum through differentiated Branding and Client Experience
Accelerating our momentum through differentiated Branding and Client Experience 2026–2028 2023–2025 Consistent 2019–2022 Sustaining profitable performance and the 2016–2018 growth, achieving power of compounding Profitable growth scale Acquisition and integration Launching the brand Positioning the
Slide 64: Branding and Client Experience: A strategic business driver
Branding and Client Experience: A strategic business driver First class client experience and branding are a strategic Our clients are familiar growth lever by driving: with the luxury codes. They expect the same level of: 1 NNA through stronger client acquisition including next-gen 2 High quality
Slide 65: A high-conversion brand with significant awareness upside
A high-conversion brand with significant awareness upside Peers EFG with lower brand awareness and familiarity Awareness 29% 40–80% vs. peers (29% vs. 40–80%) EFG with highest conversion from awareness to usage and Familiarity 15% 20–43% satisfaction (NPS) Conversion: Conversion: 14% 6–8% Incr
Slide 66: Awareness: Improved Branding performance with further upside potential
Awareness: Improved Branding performance with further upside potential Brand Value (CHF mn) – Swiss Private Banks Change1 Our ambition +2% Swiss PB brands #1 1540 #4 Top 3 #2 1424 +25% 2024 2028 588 +7% #3 Finance brands globally #4 410 +11% Top #316 250 EFG Brand ranking development #5 405 -8% 2024
Slide 67: Usage: Client satisfaction will drive long-term success
Usage: Client satisfaction will drive long-term success, especially for next-gen clients Client satisfaction has a value Our ambition Net Promoter Score (NPS)1 Existing clients 90% value our trusted and personal relationship and quality of service1 50.2 60 85% are “very likely” to 2025 2028 recommen
Slide 68: Priorities for the next strategic cycle
Priorities for the next strategic cycle Initiatives Ambition / Target 2028 1. Raise brand awareness and familiarity, on- and offline, NNA 4–6% through publications and digital engagement (incl. social media) growth p.a. 2. Elevate the digital client experience to ensure seamless alignment and integr
Slide 69: Agenda
Agenda Presentation Video Plenary Time Agenda item Speaker Format Introduction 10’ Welcome and introduction Giorgio Pradelli, CEO Our strategic 20’ 2028 ambition, outlook and Giorgio Pradelli, CEO framework strategic framework 20’ Clients and CROs Giorgio Pradelli, CEO Client-centric CRO model Comme
Slide 70: Demis Stucki
Demis Stucki Global Chief Operating Officer EFG International | Investor Day
Slide 71: Investing in technology and further simplifying operating platform
Investing in technology and further simplifying operating platform 2026–2028 2023–2025 Consistent 2019–2022 Sustaining profitable performance and the 2016–2018 growth, achieving power of compounding Profitable growth scale Acquisition and integration Integration Stabilisation Strengthening Scaling
Slide 72: Smart execution strategy along our clear priorities
Smart execution strategy along our clear priorities Operational Resilience Operational Excellence Client Experience & Efficiency Simplicity Technology Tone from the top on operational Focus our resources on what Structured cost/benefit analysis resilience is firm and resolute matters in view o
Slide 73: Simplicity
Simplicity Our approach to turn complex challenges into opportunities EFG International | Investor Day
Slide 74: Simplicity programme delivered CHF 66 mn cost savings in 2023–2025
Simplicity programme delivered CHF 66 mn cost savings in 2023–2025 following a holistic and strategic approach Increased level of Aligned global core Structured cost automation processes discipline We have managed to We measure and steer We have achieved absorb growth in process quality, significant
Slide 75: Simplicity is part of our DNA
Simplicity is part of our DNA Operational Governance Authority Holistic simplicity The Operational Governance Authority Holistic, multi year programme (OGA) ensures strong oversight, engaging all levels of the organisation structured prioritisation and consistent Strengthened the role of Proce
Slide 76: Asia Simplicity – diligent execution
As a case in point: Asia Simplicity – diligent execution Sustainable growth from Operational leverage Key Performance Indicators (KPI) 2023–2025 Blueprint Target Operating Model adoption across all functions <50% 90% Straight Through Processing level across Centralisation of back-office servic
Slide 77: The way ahead – Scaling up Simplicity
The way ahead – Scaling up Simplicity by leveraging on our experience and technology investments Scope of Simplicity programme Our focus for 2026–2028 Ambition in CHF mn vs baseline1 Simplicity Simplicity Operating model & optimisation 2023–2025 2026–2028 Efficient operating model of front-line 7%
Slide 78: Technology
Technology Leveraging technology to augment and empower our entrepreneurial minds EFG International | Investor Day
Slide 79: Strengthened capabilities and resilience along our core strategic pillars
Strengthened capabilities and resilience along our core strategic pillars Strategy 2023–2025 Key achievements and KPIs Client, user & Globally consistent client lifecycle management system CRO experience Integrated credit monitoring system 1 unified global core Digital interactive reporting so
Slide 80: Turning data into insights with Digital Interactive Risk Cockpit
As a case in point: Turning data into insights with our awarded Digital Interactive Risk Cockpit Value from data Best in-house risk data initiative The Digital Interactive Risk Cockpit consolidates risk data and key indicators into an analytics platform, transforming them into actionable insights.
Slide 81: Our lean global technology ecosystem enables faster delivery
Our lean global technology ecosystem enables us to deliver new features faster while ensuring resilience and flexibility EFG technology principles High-level global technology landscape Smart adoption of new technology leveraging on a strategic partnerships ecosystem Client Advisory Credit Pricing
Slide 82: Refocusing our five pillars to drive our 2028 ambitions
Refocusing our five pillars to drive our 2028 ambitions investing in our technology to support growth and scalability Strategy 2023–2025 Our focus for 2026–2028 Client, user & A first class client experience across all Augmented CRO experience channels and interactions experience Value from Connecti
Slide 83: Accelerate investments to increase scale and drive growth
Accelerate investments to increase scale and drive growth Planned technology investment Investment focus (Net CAPEX1 in CHF mn) Accelerating investments to 45 44 43 sustain a resilient and secure 402 operating platform while we grow 372 362 Leverage on our harmonised, lean global architecture to
Slide 84: The Augmented CRO powered by best-in-class digital solutions
The “Augmented CRO” powered by best-in-class digital solutions1 Value from data & AI AI enabled solutions Supports CROs in minimising admin NEW work, ensures quality and consistency Augmented experience CRO Atlas NEW Aladdin Wealth Gives CROs actionable insights and NEW Delivers portfolio analytics
Slide 85: Video: Augmented CRO
Video: Augmented CRO EFG International | Investor Day 25 November 2025 Page 85
Slide 86: Augmented CRO: Aladdin Wealth
Augmented CRO: Aladdin Wealth BlackRock’s Market Leading Portfolio Advisory Tool For illustrative purposes only 1. Book Analysis 2. Portfolio Deep Dive 3. Proposal Guides Intuitive visualisation and categorisation Market leading analytics Easy ready to go portfolio creation Breakdown of port
Slide 87: Augmented CRO: Atlas
Augmented CRO: Atlas A unified intelligence ecosystem providing data driven insights For illustrative purposes only 1. PB Atlas 2. CRO Atlas 3. IC Atlas Business Unit level insights on CRO P&L overview and insights Comprehensive dashboard for performance CRO client stratification insights an
Slide 88: Augmented CRO: Client Lifecycle Management System
Augmented CRO: Client Lifecycle Management System A state-of-the art tool for client relationship and workflow management For illustrative purposes only 1. Widget-empowered browsing 2. Workflow assignment 3. Clear management information Browse through relevant client Execute workflow actions for
Slide 89: Augmented CRO: Pricing & Analytics Tool
Augmented CRO: Pricing & Analytics Tool A state-of-the art tool for Pricing For illustrative purposes only 1. Client pricing 2. Management approval flow 3. Reporting functionalities Set pricing based on well informed basis Proper and well-informed approval Aggregation by, e.g., sub-region, (re
Slide 90: Augmented CRO: Credit Engine
Augmented CRO: Credit Engine Client credit monitoring and management For illustrative purposes only 1. Client portfolio management 2. Pledge group analysis 3. Breach management Client Summary view Pledge group view Breach alert and trigger information Assets and liabilities detail Cross pled
Slide 91: Augmented CRO: Order Management System
Augmented CRO: Order Management System Seamless order flows from front to back For illustrative purposes only 1. Request for quote 2. Order workflow blotter 3. STP into core banking Enter product specific data Execute the trade Open the asset automatically Fill in voice-log details Access
Slide 92: Priorities for the next strategic cycle
Priorities for the next strategic cycle Initiatives Ambition /Target 2028 1. Operational Resilience: NNA 4–6% Keep strengthening our resilient and secure operating platform growth p.a. in line with regulatory and market best practices 2. Operational Excellence and Efficiency: Scale-up Simplicity, su
Slide 93: Agenda
Agenda Presentation Video Plenary Time Agenda item Speaker Format Introduction 10’ Welcome and introduction Giorgio Pradelli, CEO Our strategic 20’ 2028 ambition, outlook and Giorgio Pradelli, CEO framework strategic framework 20’ Clients and CROs Giorgio Pradelli, CEO Client-centric CRO model Comme
Slide 94: Giorgio Pradelli
Giorgio Pradelli Chief Executive Officer EFG International | Investor Day
Slide 95: Confident to continue long-term value creation
Confident to continue long-term value creation The 2026–2028 strategic framework Consistent value creation Capture new opportunities for growth Build on our strengths Branding and client experience Client Value creation for Client centric CRO model all stakeholders Content NNA growth Commercial exce
Slide 96: Core foundations: compliance culture and prudent risk management
Core foundations: EFG’s strong compliance culture and prudent risk management are the prerequisites for profitable growth Regulatory compliance Quality Risk management growth and consistent performance Reinforcing our strong Prudent risk management supporting compliance culture Ensure sustained va
Slide 97: Video: Core foundations
Video: Core foundations EFG International | Investor Day 25 November 2025 Page 97
Slide 98: Agenda
Agenda Presentation Video Plenary Time Agenda item Speaker Format Introduction 10’ Welcome and introduction Giorgio Pradelli, CEO Our strategic 20’ 2028 ambition, outlook and Giorgio Pradelli, CEO framework strategic framework 20’ Clients and CROs Giorgio Pradelli, CEO Client-centric CRO model Comme
Slide 99: Dimitris Politis
Dimitris Politis Chief Financial Officer & Deputy CEO EFG International | Investor Day
Slide 100: Update on 10M 2025 performance
Update on 10M 2025 performance EFG International | Investor Day
Slide 101: Consistent performance and progress toward 2025 ambition
Consistent performance and progress toward 2025 ambition 9.3 6.8% NNA growth momentum continues strong, with CHF 9.3 bn, above target NNA growth range rate Record net profit and RoTE above target range, additionally supported NNA, in CHF billion by contribution from insurance recovery Progress
Slide 102: Annualised NNA growth of 6.8% in 10M 2025
Annualised NNA growth of 6.8% in 10M 2025 – Growth supported by both new and existing CROs AuM evolution NNA growth levers Revenue-generating AuM evolution in CHF bn Existing CROs in CHF bn 9.2 11.7 9.3 183.7 (11.6) (0.5) 165.5 3.7 1.1 1.2 2023 2024 10M25 New CROs1 in CHF bn 8.9 Dec 24 NNA Market FX
Slide 103: Continued growth momentum drives topline expansion and bottom-line improvement
Continued growth momentum drives topline expansion and bottom-line improvement Business development Profitability Capital & Liquidity Annualised NNA 12% Revenue growth Gross capital +6.8% +440 bps growth 8%* vs. 10M24 generation Cost-income ratio, 99 bps Revenue 69.0% Total capital down -1 pp* 19.1%
Slide 104: Solid track record in creating value
Solid track record in creating value EFG International | Investor Day
Slide 105: Consistently improving profitability and delivering towards financial targets
Consistently improving profitability and delivering towards financial targets Record profitability of CHF ~320 mn in 10M25 Key highlights Evolution of IFRS net profit in CHF mn Topline growth +~20% p.a. Revenues (in CHF mn) +~30% Insurance +8% 45 recovery 1,171 1,270 +30% p.a. Nov–Dec 321.6 +6% 303.
Slide 106: Exceeding growth and profitability targets in 2023–2025 business cycle
Exceeding growth and profitability targets in 2023–2025 business cycle 2025 financial targets Net new asset growth (NNA) Cost/income ratio (CIR) NNA growth in % Evolution CIR in % 4–6% per 69% annum 7.1 71.8* 6.8 76.0 73.3 72.9 69.0 4.4 2.4 2022 2023 2024 10M25** 2022 2023 2024 10M25 Revenue margin
Slide 107: Value delivered through sustainable growth
Value delivered through sustainable growth … NNA growth evolution NNA growth (in %) Key highlights Evolution of NNA in CHF bn Delivering 14 consecutive semesters of NNA growth 4.0% 5.5% 5.5% 2.4% 4.4% 7.1% 6.8% Average growth rate of approx. 6% over the last three years 11.7 Investments in qua
Slide 108: Continuous improvements in operating leverage
… and continuous improvements in operating leverage Revenue vs. cost growth evolution Key highlights in % Revenue growth in % Cost growth in % Cost-income ratio in % Consistent delivery of operating leverage and profitable growth CIR 84.3% 83.1% 76.2% 76.0% 73.3% 72.9% 71.8%* (in %) Maintained s
Slide 109: Profitability evolution underpinned by strong revenue growth
Profitability evolution underpinned by strong revenue growth – Recurring commission income and FX business point to quality Operating income in CHF mn Interest-related margin Net interest income Treasury swap income in bps Net other income excl. treasury swap income Treasury swap income Net interest
Slide 110: Performance hinges on a solid balance sheet
Performance hinges on a solid balance sheet Balance Sheet highlights Key metrics in CHF bn 31 Oct 2025 31 Dec 2024 39.5 39.5 Assets bn bn Liabilities & Equity CET1 capital ratio (%) 15.6% 17.7% Total capital ratio (%) 19.1% 21.5% 0.9 Due to banks RWAs (CHF bn) 10.2 bn 9.3 bn Cash & banks 7.8 Leverag
Slide 111: Successful de-risking of balance sheet
Successful de-risking of balance sheet Significant reduction of life insurance Legacy litigation cases exposure Divestment of synthetic life insurance portfolio Successfully concluded 3 legacy litigation cases of (Feb 2025) the life insurance portfolio (all with positive P&L impact). One case pe
Slide 112: Enhancing performance with value accretive acquisitions
Enhancing performance with value accretive acquisitions Pure-play Swiss wealth manager with focus on value-added wealth A leading Auckland-based investment firm with seven offices across management services for HNW/UHNW clients; presence across key New Zealand, managing assets across its wealth mana
Slide 113: Our 2028 ambition
Our 2028 ambition EFG International | Investor Day
Slide 114: Key operating drivers and financial targets for the 2026–2028 business cycle
Key operating drivers and financial targets for the 2026–2028 business cycle 10M 2025 2025 performance 2028 Financial targets targets indicators targets Sustainable, high quality, organic NNA growth avg. 4–6% p.a. 6.8% avg. 4–6% p.a. 1 NNA growth Revenue margin 85 bps 99 bps / 95* bps >85 bps 2 Cont
Slide 115: EFG well positioned to benefit from long-term trends – Macro elements
EFG well positioned to benefit from underlying long-term trends – Macro elements to affect the short-term Interest rate cycle Structural USD weakness USD/CHF EUR/CHF in % 1.12 US Fed ECB SNB 1.07 6 5 1.02 4 0.97 3 0.92 2 1 0.87 0 0.82 -1 0.77 2019 20 21 22 23 24 10M25 19 2019 20 21 22 23 24 25 10M25
Slide 116: Diversified delivery in organic NNA growth
NNA growth Diversified delivery in organic NNA growth Balance between new and existing CROs Diversification between regions NNA growth in CHF bn NNA new CROs NNA existing CROs Number of new Cumulative NNA growth (2019 – 10M 2025) in CHF bn CRO entered 161 62 64 48 115 73 38 LatAm CH 7.5 8.2 UK 6.9 A
Slide 117: Enhanced CRO productivity and hiring to drive NNA generation
NNA growth Going forward: Enhanced CRO productivity and hiring to drive NNA generation Further scope to improve CRO productivity AuM per CRO in CHF mn1 New client acquisition Share of wallet 313 321 348 358 Content innovation 4–6% NNA growth Brand awareness p.a. target 2022 2023 2024 10M25 Augmented
Slide 118: Current capabilities and planned investments point to higher revenue margin
Revenue margin Current capabilities, coupled with planned investments point to higher revenue margin compared to the average of the last 10 years Revenue margin evolution Key highlights in bps – excl. insurance recovery Interest-related income impacted from rate cuts, now stabilising Commission
Slide 119: Expecting >85 bps revenue margin by 2028
Revenue margin Going forward: Expecting >85 bps revenue margin by 2028 RoAuM Illustrative (in bps) Key developments affecting revenue margin ~92 bps >85 bps B C A Run-rate Interest-related Commission income Other income contribution 2028 July-Oct 2025 income contribution contribution (excl. SWAP) Av
Slide 120: Strong track record in creating efficiencies and managing costs
CIR Strong track record in creating efficiencies and managing costs Capturing opportunities Transformation Achieving scale from investments Re-igniting growth Investments for future growth Branding and client experience Exiting low profit locations Simplicity Commercial excellence Crea
Slide 121: Substantial efficiency gains already delivered
CIR Substantial efficiency gains already delivered – Potential for further efficiency gains identified 2019–2022 2023–2025 2026–2028 Significant cost reduction achieved via Simplicity programme Simplicity 2028 footprint rationalisation Initiatives achieved significant Initiatives to achieve cost cos
Slide 122: Investing in our technology platform and in branding
CIR Investing in our technology platform and in branding – Measured investment with high impact Planned technology investment Investment in marketing vs. peers Net CAPEX in CHF mn Marketing expenses as % of revenues Highest peer 1.9 45 44 43 Targeted investment in Investing in our 1.5 Peer average 1
Slide 123: Self-help actions support delivering efficiency gains by 2028
CIR Going forward: Self-help actions support delivering efficiency gains by 2028 Illustrative Projection of cost/income ratio in % Key drivers with impact on CIR 71.8% A 68% B C D 10M25 Efficiency Investments Revenue Rate & FX 2028 improvements improvements1 impact in 2026 target • Simplicity • Focu
Slide 124: Compounding returns to shareholders through expanding profitability and EPS
RoTE Going forward: Compounding returns to shareholders through expanding profitability and EPS IFRS net profit evolution Key highlights IFRS net profit in CHF mn Strong business development momentum ~15% p.a. to support continued EPS growth – NNA growth – Revenue margin above average ~18%1 p.a. –
Slide 125: Clearly defined capital management framework
CET 1 Clearly defined capital management framework Capital management framework CET1 capital ratio from 2025 onwards Surplus capital potentially available for distribution subject to: Market conditions M&A opportunities >15% Regulatory developments 12% Management floor Support organic growth
Slide 126: Enhanced dividend distribution at 60% of annual profits – plus buybacks
Dividend Going forward: Compounding profitability supports enhanced dividend distribution at 60% of annual profits – plus buybacks Expected evolution of CET1 capital ratio Key highlights In % Recurring profitability underpins strong organic capital generation Low-capital-intensive growth 15.6% 1
Slide 127: EFG leading consolidation activity in Swiss private banking
EFG has been actively leading the consolidation activity in Swiss private banking in the last decade Peer ranking of selected Swiss Private Banking M&A transactions since 2015 Total AuM in CHF bn Track record in acquisitions Peer 1 111 AuM Year EFG 107 BSI CHF 88 bn 2016 Peer 2 60 Shaw and Partner
Slide 128: Assessment criteria for accretive M&A opportunities
Assessment criteria for accretive M&A opportunities remain the same 1 Acquire market share and/or capabilities in strategic markets where we are already present and realise synergies Key 2 Ensure transactions with strong cultural fit and assessment complementary organisational elements parameters 3
Slide 129: Closing the 2023-2025 business cycle, entering 2026-2028 with aspiration
Closing the 2023-2025 business cycle with momentum Entering 2026-2028 with aspiration Financial targets 2025 targets 2028 targets NNA growth avg. 4–6% p.a. avg. 4–6% p.a. Revenue margin 85 bps >85 bps Cost/income ratio 69% 68% RoTE 15-18% 20% Capital management CET1 management floor 12% 12% Dividend
Slide 130: Agenda
Agenda Presentation Video Plenary Time Agenda item Speaker Format Introduction 10’ Welcome and introduction Giorgio Pradelli, CEO Our strategic 20’ 2028 ambition, outlook and Giorgio Pradelli, CEO framework strategic framework 20’ Clients and CROs Giorgio Pradelli, CEO Client-centric CRO model Comme
Slide 131: Giorgio Pradelli
Giorgio Pradelli Chief Executive Officer EFG International | Investor Day
Slide 132: Entering the next chapter of sustainable and profitable growth
Entering the next chapter of sustainable and profitable growth 2026–2028 2023–2025 Consistent 2019–2022 performance and the 2016–2018 Sustaining profitable Sustainable and growth, achieving power of compounding Acquisition and Profitable growth scale integration Consistent delivery of Drive continue
Slide 133: Confident to continue long-term value creation
Confident to continue long-term value creation The 2026–2028 strategic framework Consistent value creation Capture new opportunities for growth Build on our strengths Branding and client experience Client Value creation for Client centric CRO model all stakeholders Content NNA growth Commercial exce
Slide 134: EFG well positioned to benefit from long-term trends
EFG well positioned to benefit from long-term trends Wealth creation1 Wealth migration Global Across geographies 6% ~9% EFG well positioned to benefit from the wealth created by entrepreneurs globally and the global growth of financial cross-border wealth growth2 wealth moving across geographies wea
Slide 135: Committed to creating sustainable value for our stakeholders
Committed to creating sustainable value for our stakeholders Financial targets 2028 targets NNA growth1 avg. 4–6% p.a. Creating value for Revenue margin >85 bps Our clients Cost/income ratio 68% Our shareholders RoTE 20% Our people Our regulators Capital management Our communities CET1 management fl
Slide 136: Entering the next chapter from a position of strength
Entering the next chapter of sustainable and profitable growth from a position of strength Consistent We have delivered against our plans performance Further We have identified untapped opportunities to potential maintain the growth momentum in the next cycle Attractive We are committed to deliverin
Slide 137: Entrepreneurial thinking. Private banking.
EF E y= Entrepreneurial thinking. r Private banking.