Slide 1: NCBA FY 2025 Investor Deck
PG NCBA FY 2025 Investor Deck March 2026
Slide 2: Contents
PG 2 CONTENTS WHO WE ARE < OPERATING ENVIRONMENT < UPDATE ON STRATEGY < FINANCIAL PERFORMANCE FY 2025<
Slide 3: FY 2025 Key Messages
PG 3 FY 2025 KEY MESSAGES 1 2 3 We have delivered on 2020-2025 Strategy Strong momentum in 2025 Positioning us for growth 2026-2030 Strategy ✓ Franchise Scale and Integration ✓ Total income reached KES 73Bn in ✓ Four priorities to deliver ROE above our ✓ Successfully executed the merger FY25 (+10% C
Slide 4: Contents
PG 4 CONTENTS WHO WE ARE < OPERATING ENVIRONMENT < UPDATE ON STRATEGY < FINANCIAL PERFORMANCE FY 2025<
Slide 5: Our Group Structure
PG 5 WHO WE ARE Our Group Structure : We have expanded beyond our banking roots to providing non-banking services to our customers NCBA GROUP PLC BANKING SUBSIDIARIES NON-BANKING SUBSIDIARIES NCBA NCBA NCBA NCBA NCBA NCBA NCBA BANK BANK BANK BANK INSURANCE NCBA LOOP DFS BANCASSURANCE INVESTMENT KENY
Slide 6: NCBA Overview: Our footprint across the region
PG 6 WHO WE ARE NCBA Overview: Our footprint demonstrates a diversified group and a unique financial services partner across the region UGANDA Banking Business 5 Branches Customers KES KES KES • 8.9K Core Bank • 15.3Mn Digital 127Bn 532Bn 350Bn +4,064 Staff Capital Deposits Lending ~USD 1Bn ~USD 4Bn
Slide 7: Awards & Accolades
PG 7 WHO WE ARE Awards & Accolades : We have received several notable accolades, including recent awards for Sustainability leadership, Integrated reporting, Innovation, CX & Brand excellence across the region Best Cross-Border Best Bank in Asset Climate Action Best Automotive 1st Runners Up Payment
Slide 8: Senior Leadership
PG 8 WHO WE ARE Senior Leadership: We are led by an exceptional team which has demonstrated resilience & agility in responding to market dynamics & pursuing growth with an average tenure of 10yrs with the Group John Gachora David Abwoga James Gossip Monicah Kihia Tim Armitage Louisa Wandabwa Esther
Slide 9: Contents
PG CONTENTS WHO WE ARE < OPERATING ENVIRONMENT < UPDATE ON STRATEGY < FINANCIAL PERFORMANCE FY 2025 <
Slide 10: Global growth resilience tested once again by the Middle East oil shock
PG 10 OUR OPERATING ENVIRONMENT Global growth resilience tested once again by the Middle East oil shock Global GDP growth is expected to Monetary easing has paused amid rising inflation Global inflation was easing through February, 1 undershoot current projections amid 2 but oil shock effects are li
Slide 11: Regional economic resilience; post-election dynamics
PG 11 OUR OPERATING ENVIRONMENT The region has demonstrated considerable economic resilience; but post-election dynamics continue to shape growth and inflation risks KENYA UGANDA RWANDA TANZANIA • 2026 GDP outlook is more uncertain, • 2026 growth should remain • 2026 outlook clouded by external • 20
Slide 12: Contents
PG CONTENTS WHO WE ARE < OPERATING ENVIRONMENT < UPDATE ON STRATEGY < FINANCIAL PERFORMANCE FY 2025 <
Slide 13: 2020 – 2025 Strategy outcomes
PG 13 OUR STRATEGY 2020 – 2025 Strategy: As we close out our NCBA 1.0 Strategy, we celebrate significant gains in brand building, and a strengthened financial profile Key Strategy Outcomes Key Financial Outcomes FY 20 FY 25 Amounts in KES Bns Total Assets Become a Distinguished Brand Known For Brand
Slide 14: Brand: 2.7x increase in customer loyalty
PG 14 OUR STRATEGY Brand: Our brand investments have strengthened market perception and driven a 2.7x increase in our customer loyalty Our brand assets & campaigns have driven Brand equity continues to strengthen, reflected in Customer loyalty strengthened, with NPS up brand visibility rising consid
Slide 15: Scale Retail Banking
PG 15 OUR STRATEGY Scale Retail Banking: Over the strategy cycle, we embarked on growing our distribution; this has led to strong customer acquisition building momentum for our next strategic cycle Customer acquisition Branch profitability Amounts in KES Mns # Number of New Branches- Core Bank Custo
Slide 16: Corporate Banking
PG 16 OUR STRATEGY Corporate Banking: We have a large and resilient corporate business. Disciplined margin management initiatives have improved outcomes. New Connect+ has upgraded customer experience and ring-fenced flows Corporate Loans Corporate Deposits KE Private Sector Credit Growth Corporate Y
Slide 17: Asset Finance
PG 17 OUR STRATEGY Asset Finance: We maintained our leadership in asset finance by expanding our network of strategic partners. We have continued to innovate through our CarDuka proposition strengthening our leading position in the car ownership ecosystem Market Dominance Asset Finance Performance C
Slide 18: Digital Transformation
PG 18 OUR STRATEGY Digital Transformation: Our core bank digital investments have improved process efficiencies, system performance and enhanced our cyber security protections Investments in our Tech Infrastructure Operational reliability & Cyber security protections Tech Investments* (USD Mns) Cust
Slide 19: Digital Leadership: mobile platforms
PG 19 OUR STRATEGY Digital Leadership: Investing in our core bank mobile platforms has driven growth in platform usage & mobile lending activity Digital Vs Branch Transactions Core Bank Mobile Lending Digital Transactions* Branch Transactions* Mobile Loans Mobile App Active Value (KES B) Customers (
Slide 20: Digital Leadership: digital lending leader
PG 20 OUR STRATEGY Digital Leadership: We are the undisputed digital lending leader, scaling our disbursements to over KES 1Trillion annually across Africa Evolution of Digital Disbursements (KES Bns) Group Fuliza (KE) M-Shwari (KE) LOOP B2C (KE) 1,249 102 99 96 1,399 87 4.0 4.3 906 72 790 622 2.5 4
Slide 21: High Performance Culture
PG 21 OUR STRATEGY High Performance Culture: We continue to invest in our people, enhancing capability, retention, and long-term value creation Staff Count We have grown our 3,462 3,712 4,064 52% 48% 2,633 3,033 2,512 staff complement… FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 Staff Retention 94% 369 …whi
Slide 22: Non-Banking subsidiaries
PG 22 OUR STRATEGY Non-Banking subsidiaries: Our non-banking subsidiaries have delivered remarkable gains, with strong AUM acquisition, significant growth in bancassurance premiums, and robust profitability in NCBA Insurance Wealth Management Bancassurance NCBA - Insurance* Assets Under Management (
Slide 23: Environmental Social & Governance
PG 23 OUR STRATEGY Sustainability: Driving impact and accountability across all our operations, while deepening our commitment to our partners and communities Green Finance raised & Socially responsible Financial Inclusion #People Environmental disbursed investments & Businesses Social & Governance
Slide 24: NCBA Group 2026-2030 Strategy
NCBA GROUP 2026-2030 STRATEGY
Slide 25: 2026 - 2030: We are now entering a defining chapter
2026 - 2030 RISLASW KA SALWUED, We are now entering A defining chapter in our journey, shaped by the scale we've built, the complexity we've embraced, and the possibilities ahead. What began as a bold banking ambition is now evolving into something broader, more integrated, and more powerful: a beli
Slide 26: Vision: East Africa's most trusted financial ally
PG 26 OUR STRATEGY VISION: Anchored in our core values & customer promise, we are committed to becoming East Africa’s most trusted financial ally OUR PURPOSE, VISION & GOAL OUR VALUES CUSTOMER PROMISE Our Purpose, Vision and Goal are We remain deeply committed to Our Customer aligned to enabled us d
Slide 27: Ubuntu
PG 27 OUR STRATEGY UBUNTU: Ubuntu mindset will be our edge; uniting teams, aligning with our customers and transforming shared belief into shared value BELONGING UNDERSTANDING “I am part of something “My Bank gets me. My bigger than myself. My ideas and challenges presence matters here.” are underst
Slide 28: 2026 - 2030 Strategy: four strategic pillars
PG 28 OUR STRATEGY 2026 - 2030 Strategy: We now enter our next strategic cycle — anchored on four strategic pillars that will unlock greater possibilities for our stakeholders – customers, communities & partners Our Purpose Banking on Belief, Empowering Ambitions 1. Fortify the Core 2. Scale High Gr
Slide 29: The Nedbank-NCBA transaction
PG 29 OUR STRATEGY The Nedbank- NCBA transaction will accelerate our strategy; deepen capabilities & accelerate long- term growth while offering value to shareholders About Nedbank Strategic Rationale ▪ Nedbank is one of Africa’s oldest and largest diversified financial services ▪ Objective to grow
Slide 30: Contents
PG 22 CONTENTS WHO WE ARE < OPERATING ENVIRONMENT < UPDATE ON STRATEGY < FINANCIAL PERFORMANCE FY 2025 <
Slide 31: NCBA Group Financial Performance: PBT by subsidiary
PG 31 NCBA GROUP FINANCIAL PERFORMANCE Our diversified business model continues to demonstrate growth and resilience, with Group profitability increasing by 11% in FY 2025 Amount in KES Millions (PBT) Amount in KES Millions (PBT) Core Banking Subsidiaries Digital Banking Subsidiaries FY 24 FY 25 FY
Slide 32: Revenue contribution, efficiency and returns by subsidiary
PG 32 NCBA GROUP FINANCIAL PERFORMANCE We are seeing strong revenue contributions across our group with stable return outcomes REVENUE % CONTRIBUTION EFFICIENCY RETURNS* TOTAL INCOME COST TO INCOME RATIO RETURN ON AVERAGE EQUITY NCBAK KES 59.9Bn 81.1% 49.4% 18.9% Banking Subsidiaries NCBAU KES 4.0Bn
Slide 33: Strong fundamentals with a resilient asset base
PG 33 NCBA GROUP FINANCIAL PERFORMANCE Our Group continues to demonstrate strong fundamentals with a resilient asset base which is delivering stability in our earnings Amounts in KES Bns Balance Sheet Income Statement Customer Deposits LDR Gross Loans NPL Ratio Total NFI/Total PBT Total Assets ROAA
Slide 34: Regional business growth trajectory
PG 34 NCBA GROUP FINANCIAL PERFORMANCE The regional business has continued to follow an encouraging growth trajectory becoming a key contributor to Group profitability Regional PBT (KES Bns) % Share of Group Regional Ops Income (KES Bns) % Share of Group 14.3% 12.8% 12.9% 13.9% 13.9% 11.5% 10.2 3.6
Slide 35: Digital business credit outcomes and profitability
PG 35 NCBA GROUP FINANCIAL PERFORMANCE Strategic investments and advanced AI model training are paying dividends with superior credit outcomes and strong profitability in our digital business positioning us well for continued scale Digital Disbursements (KES Bns) Digital Cost of Risk Digital PBT (KE
Slide 36: Funding mix reoriented towards CASA
PG 36 NCBA GROUP FINANCIAL PERFORMANCE Last year we strategically reoriented our funding mix towards CASA; this led to slight softness in our deposit book but lowered funding costs Customer Deposits Cost of Funds (COF) CASA Term 282 282 298 7.4% 242 250 5.6% 4.9% 260 579 FY 23 FY 24 FY 25 FY 23 FY 2
Slide 37: Non funded income streams
PG 37 NCBA GROUP FINANCIAL PERFORMANCE Our non funded income streams received a healthy boost from fees derived from varied solutions we offer our clients We continue to grow our FCY deposit book… …we also saw solid performance in fees derived from cash management and insurance revenues Amounts in K
Slide 38: Pricing discipline and net interest margin
PG 38 NCBA GROUP FINANCIAL PERFORMANCE Through the interest rate cycle, we focused on active pricing discipline across all lending while tightening our deposit costs ensuring margin protection Our efforts on balance sheet reorientation has been NIM … delivering uplift in net interest income, despite
Slide 39: Loan book quality versus peers
PG 39 NCBA GROUP FINANCIAL PERFORMANCE Despite macro conditions; we have largely maintained the quality of our loan book compared to our peers and the industry We achieved 6% YoY lending growth despite mixed economic …while consistently maintaining a higher-quality loan book conditions… compared to
Slide 40: Provisioning and coverage across loan stages
PG 40 NCBA GROUP FINANCIAL PERFORMANCE …with adequate provisioning and coverage across loan classification buckets… Stage 1 Stage 2 Stage 3* Coverage 0.8% 0.8% 0.8% 17.4% 20.5% 59.2% 71.7% Ratio (%) 10.7% 53.3% 290 289 43 42 37 36 252 37 Gross Loans 26 & Advances (KES Bns) FY 23 FY 24 FY 25 FY 23 FY
Slide 41: Operating expenses and cost to income ratio
PG 41 NCBA GROUP FINANCIAL PERFORMANCE Our strategic investments, notably in our distribution network & digital platforms have put pressure on our near-term efficiency metrics. We are focused on a 45% CIR in the medium term OPEX Increased by 17% in FY 25 as we continued to book growth related …notwi
Slide 42: Group well capitalized
PG 42 NCBA GROUP FINANCIAL PERFORMANCE The Group remains well capitalized providing ample room to invest for growth Total Capital/RWA across our Markets Minimum Requirements Buffer FY 25 FY 24 Group 14.5% 7.4% 21.9% 21.2% NCBAK 14.5% 6.1% 20.6% 20.4% NCBAU 12.0% 31.7% 43.7% 38.6% NCBAT 14.5% 16.9% 3
Slide 43: Resilient performance with stronger margins and asset quality
PG 43 NCBA GROUP FINANCIAL PERFORMANCE The Group delivered resilient performance, with stronger margins and asset quality, a stable cost base, and moderated returns due to softer NFI contribution Y-o-Y Key Group Kenya NPL Ratio Net Interest Margin 15.8% 6.9% NFI/Revenue Cost to Income Ratio 15.6% 5.
Slide 44: Returns and cash dividends to shareholders
PG 44 NCBA GROUP FINANCIAL PERFORMANCE …and delivering the desired return outcomes for a Tier 1 Bank and consistent cash returns to our >27,000 shareholders over the last 3 years ROE ROAE Market Cap 64.2 79.4 138 24.1% 23,394 21.7% 19.7% 21,456 21,866 PAT Cash Dividends* 11,694 9,061 FY 23 FY 24 FY
Slide 45: Strategic Partnership with Nedbank
PG 45 FY 2025 KEY MESSAGES 1 2 3 We have delivered on 2020-2025 Strategy Strong momentum in 2025 Positioning us for growth 2026-2030 Strategy ✓ Franchise Scale and Integration ✓ Total income reached KES 73Bn in ✓ Four priorities to deliver ROE above our ✓ Successfully executed the merger FY25 (+10%
Slide 46: Contents
PG 34 CONTENTS WHO WE ARE < OPERATING ENVIRONMENT < UPDATE ON STRATEGY < FINANCIAL PERFORMANCE FY 2025 <
Slide 47: Disclaimer
PG 47 Disclaimer: These results are provided for informational purposes only and should not be construed as an offer to buy or sell any securities or financial instruments. With regards to any market or other third-party data included in this release, NCBA Group Plc (“the Group”) can provide no assu
Slide 48: PG
PG 36
Slide 49: Statement of Profit & Loss
PG 49 APPENDIX I Statement of Profit & Loss Amounts in KES Millions NCBA Bank Kenya NCBA Group Consolidated FY 24 FY 25 ∆% FY 24 FY 25 ∆% Interest Income 67,754 60,173 (11%) 75,688 68,130 (10%) Interest Expenses (37,773) (20,730) (45%) (41,173) (24,053) (42%) Net Interest Income 29,981 39,443 32% 34
Slide 50: Statement of Financial Position
PG 50 APPENDIX II Statement of Financial Position Amounts in KES Millions NCBA Bank Kenya NCBA Group Consolidated FY 24 FY 25 ∆% FY 24 FY 25 ∆% Assets Net Loans and Advances 269,146 278,983 4% 302,078 317,161 5% Investments 189,489 194,962 3% 216,993 228,373 5% Cash and Balances with Banks 77,143 90
Slide 51: Our loan book is well diversified
PG 51 APPENDIX III Our loan book is well diversified across industry, product and currency FY 2025 Loan Book Loan Book by Sector Loan Book by Segment Loan Book by Currency Trade 24% Personal 21% Manufacturing 20% SME 15% Personal Transport 12% 25% 25% Mortgate & Real Estate 8% Financial Services 7%