Tmbthanachart Bank Public Company Limited · SET:TTB
Tmbthanachart Bank Public — 1Q26 Earnings Presentation
39 slides from Tmbthanachart Bank Public's earnings presentation, Apr 22, 2026
Slide 1: Investor Presentation 1Q26 Financial Performance
Investor Presentation 1Q26 Financial Performance Analyst Meeting 22 April 2026
Slide 2: Executive summary
Executive summary While ttb entered 2026 with a cautious stance toward an uncertain outlook, the reality in 1Q26 proved more challenging than anticipated. Escalating geopolitical tensions in the Middle East have significantly threatened global macroeconomic environment and added further pressure to
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: 1Q26 Financial Results
1Q26 Financial Results FY2025 Actual FY2026 Targets 1Q26 Actual Loan growth -2.9% YTD Approx. 0% - 2% -2.2% YTD Deposit growth -4.4% YTD In line with loan growth -1.1% YTD INCOME Net Interest Margin 3.04% 3.0%-3.10% 3.02% Non-NII growth +16.2% YoY Single digit growth 37.4% 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 24% 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 1,400,000 -2.2% YTD Others 1,198 bn 1,205 bn 1,178 bn Used Car Retail Credit Card 1,200,000 0.3% 0.4% 0.4% 16% 3% 3% 3% Retail Personal Loan 4% 4% 4% 1,000,000 Cash Your Car (CYC) Retail HP 29% 28% 28% New Car 22% 800,000
Slide 10: Optimizing deposit level to ensure effective deposit cost management
1 Optimizing deposit level to ensure effective deposit cost management Total Deposit Term Deposit -1.1% YTD Optimize both volume and duration to manage deposit cost 1,270 bn 1,270 bn 1,256 bn Breakdown as % to total TD 24% 31% 27% Time deposit (TD) 120% Short-term TD Long-term TD 100% 100% 30% 33% 9
Slide 11: Balancing loan and deposit strategy to ensure sustainable NIM performance
1 Balancing loan and deposit strategy to ensure sustainable NIM performance Loan Yield Cost of Deposit 1Q25 2Q25 3Q25 4Q25 1Q26 1Q25 2Q25 3Q25 4Q25 1Q26 MPC QoQ -25 bps -25 bps -25 bps -25 bps -25 bps MPC QoQ -25 bps -25 bps -25 bps -25 bps -25 bps Yield QoQ -5 bps -17 bps -16 bps -11 bps 0 bps Cost
Slide 12: 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 120% THB 262 bn or 16% of total assets Bond 5% ▪ Enhance returns with Foreign currency (FCY) bond
Slide 13: 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 73.2 and other borrowings 4.02% 59.6 3.62% 3.60% +10 bps QoQ 3.49% 3.50% -42 bps YoY 261 68% 206 65%
Slide 14: 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 15: 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 20,000 +2% QoQ +10% QoQ 16.6 16.4 16.3 16.4 16.7 +1% YoY +37%YoY 4.6 15,000 3.3 3.6 3.9 4.2 4.6 Non-NII 4.2 Loan related +10% QoQ 3.9 0.7 3.6 -9% QoQ +37% YoY 3.3 0
Slide 16: 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 THB million THB million 1,297 -22% QoQ +13% YoY 1,009 -4% QoQ -13% QoQ 891 127 -8% YoY +17% YoY 122 -10% QoQ +12% YoY 117 456 82 368 41
Slide 17: Ecosystem-focused strategy to deepen relationships 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 18: 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 19: Continued momentum in extending ttb wealth franchise
2 Continued momentum in extending ttb wealth franchise, thanks to full suit of superior wealth-related products and loyalty status tiers Wealth Loyalty status tier Unlock premium Secure global Grow portfolio through Industry-first customer status tier privileges with opportunities with USD a wide ra
Slide 20: Digital channel becoming mainstream channel 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 Channel mix of retail sales ttb touch self-service year retail revenu
Slide 21: 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 22: 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 23: 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) Call-to-agent volume (mn calls) 82% 93% 94% -14% -10% No. of digital
Slide 24: 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 25: 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 26: 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 4.6 mix (golden portfolio) by risk- 120 ,000 5.0 4.
Slide 27: 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 5.0% +31% 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 28: 'You Fight, We Help' customer performance remains in check
4 ‘You Fight, We Help’ customer performance remains in check • Conservative staging policy: We have applied conservative staging criteria for vulnerable group, requiring up to 15-27 months before staging upgrades. This approach helps mitigate risk of relapse and preserve portfolio quality. • High su
Slide 29: 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) Total 152 +300 bps 160 143 136 150 131 140 120 Normal 130 120 155% 154% 110 150% 152% 100 120 118 138% 90 80 100 87 70 83 124% ECL (THB bn) Total 4.6 4.3 +10% QoQ 5.0 4.0 3.6 4.0 4.5 1.0 -
Slide 30: Ensuring a resilient LLR distribution
4 Ensuring a resilient LLR distribution Distribution of Risk Provision 155% 155% 152% 149% 151% 150% 149% 151% 152% 154% 138% Coverage ratio 124% 63.5 61.8 60.8 57.4 60.1 59.0 59.1 58.5 59.2 59.5 59.7 Allowance for ECL 53.8 (THB billion) 15.6 14.7 14.9 13.3 15.0 15.3 14.6 15.5 16.0 16.6 16.4 10.1 St
Slide 31: 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% 80. 0 TFRS9 16% 1,600,000 1.60 tn 1,600,000 1.50 tn 70 Successfully cleaning 14% 1.36 tn legacy NPLs from 70. 0 C
Slide 32: 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 33: 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% 9.5% 8.6% 8.6% 5.0% 5.1% 8.2% 4.6% 8.5% 1,801 4.4% 4.4% 5.0% 25,000 4.2% ROE 7.5% % NII to RWA 1,601 6.5% 6.6% 21,031 20,639 4.0% 6.5% 1,401 20,000 18,622 1,229 3.0% 5.1% 5.1% 1,1
Slide 34: 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 35: 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 36: 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 37: 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% +34% 154% 55% Uplift 50% 120% Payout ratio 43% 43% (Full Conso) 35% +3% YoY CET1 & TIER1 CAR 0.13 0.134 18.9% 19.3% 19.5%
Slide 38: Share buyback program
6 Share buyback program Note 1: *2025 net profit, deducting full year dividend payment 2025 ✓ 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 creat
Slide 39: THANK YOU
THANK YOU nidvTsus70 TMBThanachart 00600 Make REAL Change
TMBThanachart Bank Public Company — 1Q26 Earnings Presentation on 6ix