#1TMB Bank Plc. To be the most advocated bank in Thailand Investor Presentation FY2019 Performance TMB Make THE Difference#2FY2019 Performance & Asset Quality Transaction Summary and Implication Post-Merger Strategy and Integration Plan 2020 Merged Bank's Targets TMB Make THE Difference 2#32019 deliverables Inorganic growth During the year, TMB raised THB 137 bn and achieved a key milestone when TBANK became a wholly- owned subsidiary of TMB, effective on 3 December 2019, further strengthening the Group's presence to become a leading Thai banking franchise with scale benefits. TMB Make THE Difference 99.98% ธนาคารธนชาต Thanachart Bank 2019 Excl. TBANK 2019 Actual* 2019 Excl. TBANK 2019 Actual* Deposit Growth +2.1% +115.2% 3% -5% NPL Ratio < 2.9% 2.33% 2.30% Loan Growth Coverage Ratio -2.1% +103.0% 140% 120% 2% -4% > 140% NIM 2.86% 2.93% 2.82% 2.81% Credit Cost 125-130 bps 131 bps 125 bps Non-NII Growth +4.5% +10.8% 4% - 8% (excl. gain from TMBAM deal 11.8bn.) C/I Ratio 51% 51% 47% - 49% Note: Consolidated P&L included TBANK's performance for 28 days (4-31 Dec 2019) / Balance sheet included TBANK's financial position as of 31 Dec 2019 TMB Make THE Difference 3#42X growth in size and strong capital position for future growth Total assets (bn.) +709 bn from loans +109% YTD +122 bn from interbank +98 bn from investment TMB Make THE Difference Liabilities (bn.) Total equity (bn.) +748 bn from deposits + 96 bn from TMB equity +74 bn from debts & borrowings +23 bn from interbank 1,865 +111% YTD 1,670 1,016 848 793 99 99 793 854 892 888 1,045 2018 2019 (-201) 2018 2019 95 2018 +97% YTD 195 168 191 2019 (-168) . Total assets increased +109% YTD due mainly to the consolidation of TBANK's total asset • Key incremental items are loans, interbank, investment and goodwill & other intangible assets arising from the merger deal • While TMB's loan growth declined 2.1% YTD due mainly to the rundown of large corporate loan as part of balance sheet optimization plan • TMB (bank-only) reduced investment in HTM portfolio due to change in investment strategy • Total liabilities expanded +110.6% YTD, driven by deposits and borrowings from TBANK side, combined with the increase in debt issued and borrowings from TMB side • TMB's flagship deposits, All Free and No-Fixed continued to grow Note: Consolidated Balance sheet included TBANK's financial position as of 31 Dec 2019 • +97% growth in equity was driven by capital raising of THB 92.6 bn to support TBANK's acquisition TMB TBANK Other subsidiaries Intercompany eliminations 4#5Changes in deposit and loan structure with opportunities to enhance yields Total Deposit (bn.) - 1,398 +115% YTD 30% 650 36% TD+NCD 11% Hybrid 49% 29% Saving 31% Current 9% 2018 5% 2019 Total Loan (bn.) 1,394 +103% YTD Other 0.1% 56% 686 Retail 31% Other 0.3% 68% Commercial 2018 44% 2019 TMB Make THE Difference • Deposit mix has changed after the consolidation. The increase in TD and NCD portion was mainly from TBANK • The increase in hybrid deposits, TD and NCD from TBANK create opportunities for TMB to convert them to TMB's flagship deposits and other investment products • Loan portfolio has become more diversified, with less concentration risk given retail loans now representing 56% of the portfolio • Apart from mortgage loans, the addition of high-yielding HP loans to retail portfolio would help boost growth as well as yields while allowing merged bank to address customer needs more holistically. (HP 29%, Mortgage 22%, Unsecured and Credit card 5%) Note: Consolidated Balance sheet included TBANK's financial position as of 31 Dec 2019 Hybrid deposits consist of "TMB No Fixed", "ME Save” and “TBANK Ultra Saving" 5#6TMB Make THE Difference +1.3 bn from TBANK -11.8 bn from TMB Net Profit (bn.) +2.3 bn from NII -1.2 bn from Net-fee -9.4 bn from other income +5.8 bn from provision expense Trading off between profitability and risk management OPEX (bn.) PPOP (bn.) 17 +18% YoY 24 21 31 17 19 2018 2019 27 2018 19 19 -36% YoY 20 20 18 2019 12 -38% YoY 3 7 2 9 7 2018 2019 (-2) • OPEX rose by +18.3% YoY, mainly from higher operating expenses at TMB due to extraordinary expenses. • Employee retirement benefit setup in 1Q19 according to the amendment of the new Labor Protection Act. • Advisory fees from the M&A transaction ⚫PPOP for 2019 decreased by -35.6%. The drop largely came from high base effect of one-time gain from selling 65% stakes in TMBAM in 2018 If excluded the one-time gain from TMBAM deal, PPOP would grow by +5.2% YoY • TMB continued to de-risk its weak loans through the year as well as to provide additional provision for the two bank's risk alignment initiatives • As a result, provision expense remained in high range of target at 131 bps (TMB bank-only) Net profit therefore was reported at THB 7.2 bn Note: Consolidated P&L included TBANK's performance for 28 days (4-31 Dec 2019) TMB TBANK Other subsidiaries Intercompany eliminations Excluded gain from TMBAM 6 10#7Merged bank's loan portfolio in readiness for IFRS 9 NPLs (bn.) NPL Ratio and Coverage Ratio +19.6 bn from TBANK -3.6 bn from TMB 2.76% 2.30% 37.7 140% 120% 19.6 21.7 2018 18.2 2019 2018 2019 Total Loan Portfolio Breakdown PSM NPL 2.8% 3.6% 93.7% 2018 2.3% 3.4% 94.3% 2019 TMB Make THE Difference • NPLs increased from TBANK consolidation was THB 19.6 bn • TMB's NPLs was THB 18.2 bn, down by THB 3.6 bn YoY from proactive NPL management through write-off and sales • On consolidate basis, NPLs was THB 37.7 bn • As of Dec 2019, TBANK NPL ratio was 2.29% while TMB NPL ratio was 2.33% • NPL ratio on consolidated basis, therefore, was at 2.30% compared to 2.76% last year • TMB maintained its coverage ratio at 140% as target • When combined with TBANK's coverage ratio of 102%, Coverage ratio was at 120% on consolidated basis • Performing loan represented 94.3% of total loan with 3.4% SM and 2.3% NPLs • Through the year, TMB has continued to de-risk its portfolio with an aim to reduce SM loans Note: Consolidated Balance sheet included TBANK's financial position as of 31 Dec 2019 TMB TBANK 7#8Summary of key accounting treatments Misconception Recognition of TBANK's profit Facts TMB Make THE Difference TMB will aggregate TBANKs' profit the whole year P&L: Partial consolidation (4-31 Dec 2019) B/S: Full consolidation, as of Dec 2019 Gain from selling 25.1% stakes in TFUND, hold by TBANK TMB will book gain on sale of investment No gain book at TMB level, since TMB booked TFUND at fair value. But this selling reduced net premium and goodwill on M&A deal. On the other hand, TBANK bank-only recorded one-time gain from the sale Contribution of TBANK's profit in 4Q19 At least expected net positive impact from TBANK's profit 28 days With one-time gain at TBANK level, we set up higher provision than current TBANK's run rate as buffer for risk policy alignment Sizable goodwill on M&A deal TMB will have sizable goodwill from 1. Goodwill carried from SCIB deal (THB18 bn) 2. Goodwill from TBANK M&A deal We recognize only goodwill & intangible assets from TBANK M&A deal, approx. THB 24 bn, derived from purchase price allocation (PPA) method. (details in page 14) 8#92019 reflection: how we prepared ourselves to the next chapter IFRS 9 Readiness 1 3 Implement governance framework for IFRS 9. System & model already Go-Live. Parallel run test with regulator showed sufficient provision level Interest Rate Calibration 5 2 Adjust benchmark rates of both TMB and TBANK to show the vision that both banks 4 are going at the same directions Open Architecture Market Leader Re-affirm OA strategy. TFUND's share sale transaction completed as plan. TFUND is now added into TMB Open Architecture. With strong 11 partners, TMB aims to provide customer financial well-being with access to world-class products and services 6 Buffer for Risk Policy Alignment Prudently set additional provision at TBANK, despite TBANK's sufficient provisioning for IFRS 9, to support risk policy alignment Balance Sheet Optimization Optimize B/S by running down low return loans to free up liquidity for high yield HP, adjusting investment and funding strategy in response to low-interest rate environment TMB Make THE Difference Board and Management Transition Single governance established between two banks (e.g., mirrored board, C-suite) and well-planned organization and management transition since pre-merge to minimize business disruption and ensure smooth handling of TBANK's customer migration 6#10FY2019 Performance & Asset Quality Transaction Summary and Implication Post-Merger Strategy and Focus 2020 Merged Bank's Targets TMB Make THE Difference 10#11Summary of TMB's fund raising activities • 33% Debt Financing THB 12 bn of AT1 instrument 1/ THB 15 bn of Tier 2 Sub-debt • THB 17.7 bn of MTN2/ THB 137 bn Total Fund Raising 1/ Converting to THB using THB30/USD 2/ Converting to THB using THB37.7/EURO (Senior Euro Bond) 3/ expected capital ratio of the Merged bank 67% Equity Financing THB 38.35 bn Capital raising to existing TMB investors via Transferrable Subscription Rights at 1.40 THB/share THB 54.25 bn New share subscription to TBANK existing shareholders at 1.1x P/BV post-TSR or 2.16 THB/share CET 1 12% 3/ TIER 1 13% 3/ CAR 17%³/ TMB Make THE Difference 11#12Shareholding and Board of Directors structure ING 23.0% TCAP 20.1% MOF 11.8% Vayupak 1* 9.9% BNS 5.9% Other 29.3% 14 directors Board Structure Directors nominated by MoF Directors nominated by ING (2) (2) Directors nominated by TCAP (2) Other directors* ** CEO (7) (1) TMB Make THE Difference 99.98% ธนาคารธนชาต Thanachart Bank Note: Shareholding data as of 11 December 2019 * ** Current unit holders of Vayupak Fund 1 are Ministry of Finance and may also consist of other government units Other directors include independent directors and/or director who might be nominated by the Royal Thai Army TMB Make THE Difference Same mirror Board of Directors at TMB and TBANK 12#13Balanced management structure post-merger * President Board of Directors Chief Executive Officer Chief Automotive Lending Officer Chief Technology & Operating Officer Chief Integration Officer Chief Financial Officer Chief Retail Banking Officer Chief Retail Innovation Officer Chief Commercial Banking Officer Chief Risk Officer Chief People Officer Chief Marketing Officer Key management positions have already been filled with the post-merger structure being very balanced, comprising colleagues from TMB Bank and TBANK Effective date: 1 January 2020 TMB Make THE Difference Audit Committee Chief Audit Officer 13#14Purchase price allocation (PPA) + Positive impact to TBANK fair value - Negative impact to TBANK fair value THB billions SCIB Goodwill 6* 18 141 7 (9) (1) 144 24' ** Goodwill Intangible 168 TBANK book value (Post-Restructuring on 3 Dec) Fair value uplift of TFUND Incremental in Fair value of HP portfolio Fair value adjustment of BA Deferred tax Preliminary fair value of net assets Goodwill & intangible assets Predetermined purchase price TMB Make THE Difference In accordance with accounting standards (TFRS3 Business Combination), Purchase Price Allocation (PPA) is conducted to allocate the purchase price on an acquisition date to fair value of TBANK's identified assets and liabilities. The remaining result is Intangible Assets and Goodwill. . Identified intangible assets is amortized and treated as expenses in P/L (Consolidation) . Goodwill is not amortized as expense but subject to annual impairment test Intangible assets is being assessed and is subject to Deferred Tax Liabilities. Intangible assets and deferred tax will be finalized in the audited financial statements (20 Feb 20) * TFUND's sale transaction was completed on 27 December 2019. (TBANK sold 25.1%, out of 75% interest that it held) ** Unaudited numbers 14#15Accounting implication and estimated impact to P&L TMB Make THE Difference Estimated P&L Impact to TMB Over the Next 10 Years based on PPA Methodology ESTIMATED THB billions Net impact (2) Estimated net impact in 1st year approx. 1 bn +7 FV adjustment of liability on BA 0 FV adjustment of Assets on HP portfolio - 9 (1) Intangible asset relates to TBANK'S dealer relationship At purchase date Year0 Year1 Year2 Year3 Year4 Year5 Year6 Year7 Year8 Year9 Year10 Estimated P&L impact from PPA methodology over the next 10 years from assets acquisition based on following key items; 1) Fair value uplift of HP loans Comparing fixed rate HP loans with observable market rate at the acquisition date with the remaining period of HP loans 2) Fair value adjustment from BA deferred revenue Fair value of service to be rendered from BA. (In the process of discussion on Bancassurance partnership, this amortization will change according to the new contract) * TFUND's sale transaction was completed on 27 December 2019. (TBANK sell 25.1%, out of 75% interest that it holds) 15#16Concept of goodwill impairment test Accounting treatment How to calculate goodwill impairment 1 2 TMB Make THE Difference Components affecting goodwill impairment Component Terminal Value Derivation & its effect on impairment loss Derivation: (Net profit + non-cash item - CAPEX) / Ke - g Note: Net profit at terminal year FV of Net Asset (Valuation from DCF) BV of Net Asset (NAV of merged bank) Cost of equity (Ke) Impairment loss Assumption of impairment test Discounted rate (ke) 9.0%1 Terminal growth rate (GDP) 3.0% * Note: 1/Information as of Dec 2019 Terminal growth (g) Derivation: Ke = Rf + ẞ (Equity Risk Premium) Note: Banking Industry use Ke to justify firm value as bank treats deposit and borrowing as working capital instead of capital for investments Derivation: g = Terminal growth NAV of merged bank Derivation: BV of assets - BV of liabilities 16#17FY2019 Performance & Asset Quality Transaction Summary and Implication Post-Merger Strategy and Integration Plan 2020 Merged Bank's Targets TMB Make THE Difference 17#18Next few years will be transformative for us in many dimensions Our identity Our strategic intent From 2 mid-sized banks Optimized for size To 1 large bank Optimized for return TMB Make THE Difference Our proposition Our people and key performance indicators Bank's financial well-being Customer's financial well-being Bank's financial well-being Standardized transactional and lending product Tech-led product & service to address financial needs, already known by the customers Incentive-driven organization Profitability focus e.g. # customers, # product holdings Customer's financial well-being Personalized solution to promote financial well-being and address holistic needs Expert-led advice to assist customers to discover their financial needs and to address known needs + Purpose-led organization + customer's financial health through collaboration with customers 18#195-year financial aspiration and strategic priorities of the Merged Bank ROE at top peer level (~12%) Long-term financial aspiration Strategic priorities over next 2-3 years ☐ Prudent capital management Tier 1 at third quartile vs. peers (~14%) Immediate focus (12-18 months) Integration plan Employees and customers transfer ■ Infrastructure readiness (esp. IT, data). ◉ Operating model synchronization synergy realization Revenue and cost synergy realization C/I ratio at low-40% Balance sheet optimization LCR > 150% Medium-term focus (2-3 years) Business direction Commercial Retail/SME Auto TMB Make THE Difference ■ From: Aggressive growth for size To: Selective growth in promising sectors/ chains ■ From: Financial transaction facilitator To: Financial well-being promotor / enabler ■ From: Auto lending franchise To: Auto ecosystem platform Continued effort on hygienic priorities Continued portfolio de-risking to reduce stage 2 loan Digital transformation: IT infra, digital solution, data analytics, new way of work People: talent program, succession plan, employee engagement 19#20Governing thoughts to drive the integration going forward Today 18 months TMB Make THE Difference Entire business transfer Jul 2021 ◉ Prior to EBT, despite two separated legal entities, the merged bank shall make business decisions under a single governance model, to the extent allowed by law Adopt phases approach to customer migration (vs. big bang at EBT). Prioritize high-value customers first while possibly leaving the long trail at the end. Also adopt phases approach to employee migration to facilitate single governance model and to ensure smooth handling of TBANK customers to merged bank Minimize IT system integration to only the ones that are absolutely required Potential joint branding in 2020 to avoid customer confusion and ensure staff unity. Both legal entities (TMB and TBANK) will start distributing the products under joint branding from 2020 onwards. 20 20#21Overall integration program structure 14 Workstreams Board of Executive Director (BOED) Chief Executive Committee (CEC) +75 Sub workstreams Chief Integration Officer (CIO) Central Integration Management Office (IMO) Strategy Work Streams TMB Make THE Difference Customer and Product: Retail Customer and Product: Commercial Customer and Product: Auto-loans Risks, Channels Compliance Collections Legal IT Facilities Operations Manageme HR Finance & Tax nt Branding, Marketing & Commu' Internal Audit T-Broker I I I I I Value Chain for Customer's Products & Services teams Supporting Workstream teams 21 I#22Tentative milestones of the integration blueprint Customer transfer Q1'20 • Q2'20 Q3'20 Q4'20 1st onboard commercial customer 1st onboard wealth customer 1st onboard non-wealth customer NOT EXHAUSTIVE Product Kil TFUND go live on TMB OA CYC referral go live Merged bank Merged bank mortgage go live deposit go live1 New credit card go live Channel 1st co- location ATM ATM Cross inbound enhancement TOUCH enhancement for call transfer TBANK's loan payment Employee C-suite onboard Wave #1 Wave#2 Wave#3 Wave#4 Wave#5 onboard IT 1/ Merged bank All Free New org. structure with senior appointment New compensation & benefits Share retention program announcement IT blueprint/ TOM finalized Q1-Q2'21 TMB Make THE Difference Minimum transfer at EBT Auto booking at merged bank At EBT New contact center platform - Phase I Deposit/loan migration Data center - Core infra New card mgmt. system structure migration 22 22#23Latest projection of 5-year synergy Total 5-year synergy value² Balance sheet synergy1 Revenue synergy Cost synergy1 2020 2021 2022 TMB Make THE Difference Key synergy drivers . Balance sheet synergy³ Replace high-cost TBANK's TD/NCD with lower deposit cost products Reduce low return loan of TMB portfolio ~ 1-3 bn • ~3-5 bn Revenue synergy TMB customers TBANK customers . Cross-sell mutual fund Cross-sell BA • Cross-sell CYC . Cross-sell Flashplus ~10-12 bn Cost synergy4 • Relocate and optimize branch footprint • Combine workforce • Optimize IT spending • Optimize marketing expenses 2023 2024 1/ Cost and funding synergy is "cost avoidance” from not merged scenario 2/ Exclude dis-synergy from customer churn / loss of AUM during customer transfer and credit risk model calibration 3/ Balance sheet synergy is based on execution in 2020, while the results last for the following years 4/ Cost synergy is before tax benefits reduction and will be based on execution roadmap each year 23#24Zoom-in on balance sheet optimization TMB Make THE Difference Q4-19 Q1-20 Q2-20 Q3-20 Q4-20 1 Loan -50 bn. Decrease high cost deposit 2 1 Decrease low return loan TMB port Amt. Avg. Yield Replace with low cost deposit and borrowing 3 Loan -50 bn 2.5% -25 (-25 bn.) Liability 2+3 Decrease high cost funding and may replace with lower cost funding (borrowing) Asset TBANK port Amt. Avg. Cost NCD* -70 bn 2.32% Equity Wholesale TD -65 bn 2.31% *Exclude Retail NCD Benchmark 2020 estimated Borrowing Cost: 3Y = 1.75% Tier 1 ≥ 13% LCR ≥ 150% In Q4-2019, the Bank already reduced low return loan by THB 25 bn with average yield 2.5%. In 2020, the Bank will continue to run down low yield portfolio and high cost of deposit (NCD and Wholesale TD). With the enhancement of capital usage, the Bank expects synergy to be realized ~ 200-300 mn. in 2020 (-70 bn.) (-65 bn.) 24 24#25Zoom-in on retail channel integration TMB Branch Co-location Branch (co-brand) 1 TMB Low Counter 2.1 Move TBANK (2.2) (2.3 3 Mini-co to TMB Move TMB to TBANK D TMB Hight Counter % branch to total branches at the 40% end of Dec-20 TMB Courber Suun Counter Low Counter ธนชาต High Counter B Serving existing TMB and TBANK customers at overlapping branches, preparing for customer migration On board TBANK customers with TMB deposit product 40% Channel cost saving Total net saving approx. ~100 mn in 2020 and approx. ~3 bn for the next 5 year • • Co-location branch to consolidate branches with overlapped footprint for smooth customer migration With Branch and ATM relocation initiative, the Bank expected cost saving from 1) Branch closure (rental and overhead) 2) ATM fee paid 3) Additional cost of renovation, ATM relocation 4) Depreciation cost from branch renovation TBANK Branch ธนชาต Thanachart Low Counter 8. High Counter ៥ 20% TMB Make THE Difference Note: TBANK customers continue to have their product choices of both banks until EBT date. In co-location branch each bank staff continues to sell their own products 25#26Zoom-in on auto lending integration Car OEMs New car dealers TBANK's auto value chain New car buyer Used car dealers Used car buyer Additional network coverage from TMB branches ▪ Introduction of Cash- Your-Car referral program by 1Q20 Full offerings of auto products and services by 1Q21 Online installment payment capability thru TMB mobile banking app Ability to pay TBANK auto loan installment via TMB Touch app by 1H20 Cash management and value-added service offering by TMB Best-in-class transactional banking solutions and digital value-added services from TMB available to dealers and Car OEMs Potential enhancement thru TMB TMB Make THE Difference 26#27Zoom-in on people integration Closing share purchase transaction 3 Dec 2019 Management Outing (20-21 Dec 2019) Number of employees under consolidation basis 19,432 persons TMB Make THE Difference 8,135 persons ธนาคารธนชาต Thanachart Bank 11,297 persons Management Townhall (Jan, 31, 2020) TBANK #Wave1 Cascaded communication bank-wide (5 Feb-21 Mar, 2020) TBANK TBANK TBANK TBANK #Wave2 #Wave3 #Wave4 TBANK Employee transfer #Wave1-#wave3 focus on employee related to high value segment customers EBT Mid, 2021 TMB Make THE Difference #Wave5 Full scale employee transfer (last batch) Current top management fill- in BNS top management will save HR expense at least THB 45 mn p.a. • Natural attrition rates are vary to nature of work • Branch staffs' natural attrition rate approx. 15-20% • Back office natural attrition • rate approx. 5-15% With the natural attrition and branch consolidation, merged bank expected HR expense growth at EBT would be approx. -4% to -7% CAGR. 27#28Integration: from plan to action TMB Make THE Difference 1st Mini Co-Location branch at TBANK Suan Mali Branch มาลองใช้บัญชี ทีเอมบี เพื่อสิทธิประโยชน์ทางการเงินที่มากขึ้น TMB Merged bank's top management workshop TVB & Thanachat ARE BECOMING ONE Houlud msDunsoundcar De Oriole TMB ALL FREE enu Orybooou TMB NO FIXED wsourdelbaunoU TMB TOUCH รับฟรี 0 300 บัญชีเพื่อใช้ TMB ALL FREE ฟรี! nipon manลูกไปชมเพิ่ม ให้ทุกการใช้ ออลล์ฟรี ALL FRIE ไทในประเทศ ฟรี 1 ออนไลน์ ฟ louds niles ใช้ต่างประเทศ ฟ neuloluünji ws TO ALL FREE de FX 2.5% Jug 20 wolno TMB TOUCH รับฟรี 0 100 DUTUNDU TMB TOUCH คคคี ทุกเวลา TMB TOUCH บัญชีเพื่อออม TMB NO FIXED nongada 1.6% ตั้งแต่ปากบาทแรกถึง 50 ล้าน ถอนเมื่อไหร่ก็ได้ ไม่จำกัดจำนวนครั้ง สะดวกมากกว่า rinsanasu linn roas QU TMD TOUCH TMB WOW On board TBANK staffs with TMB deposit products wurunenssuWIFU ALL FREE ww BECOMIN TMB & Thanachart ARE BECOMING 300 ONE TMB S IN ARE BECOMING ONE TMB & Thanachart ARE BECOMING ONE ให้ชีวิต ก้าวหน้า Tannou YOUR EVERYDAY PROCRESS I WOW Past SMILE Service Execution 15082 PASSION Positive pad Trust 28#29FY2019 Performance & Asset Quality Transaction Summary and Implication Post-Merger Strategy and Integration Plan 2020 Merged Bank's Targets TMB Make THE Difference 29 29#30Asset quality Operating performance 2020 performance guidance Deposit Growth Flat - 2% Deposit 19' 1,398 bn Loan Growth ≤ Flat Loan19' 1,395 bn NIM 2 ~ 3.0% Non-NII/ Total assets 0.95%-1.10% C/I Ratio % Stage 3 Credit cost 48%-50% < 2.8% 125-130 bps ◉ Sustain deposit balance to maintain our positions in the market, focusing on retail deposit and less weigh on non-transactional commercial deposit (high cost NCD) Optimize loan portfolio strategy to enhance capital utilization and improve NIM by running down low-yield loans, shifting towards retail segment. This will allows the Bank to generate better NII and be more efficient in capital usage Improve net interest margin by using holistic balance sheet optimization Grow Non-NII by cross-selling fee products (Mutual fund and Bancassurance) to larger customer base (double the size of TMB's customers) Incur cost during 1st phase of integration would be self-funded to maintain C/I ratio at 48%-50%. After synergy realization in 2022 onwards, C/I ratio will improve to mid-40s. Maintain prudence approach in managing low quality loans by de-risk portfolio Continue prudent management in provisioning level and expect to maintain credit cost at the same level as last year from 2 key reasons (1) economic headwinds in 2020 and (2) alignment of TMB and TBANK credit models, (if additional ECL required) in preparation for EBT 30 TMB Make THE Difference#31TMB Make THE Difference Disclaimer: The information in this material is in summary form and does not purport to be complete. No representation or warranty, express or implied, is or should be made concerning, and no reliance should be place on, the accuracy, fairness, or completeness of this information and liability therefore is disclaimed. TMB Bank Public Company Limited (the "Bank" or "TMB") does not independently verified, approved or endorsed the information contained herein, or undertakes to update or revise any information, whether as a result of new information, future events or otherwise. The material to be presented may contain certain forward-looking statements and information regarding the Company that reflect current views and/or expectations of the Company with respect to its performance, business and future events. Statements relating to achieving certain goals are forward-looking statements. Forward- looking statements are based on certain assumptions and expectations of future events. The Company cannot guarantee that these assumptions and expectations are accurate or will be realized. Past performance does not guarantee or predict future performance. A number of important factors could cause actual results or outcomes to differ materially from those expressed in any forward-looking statement. Representative examples of these factors include (without limitation) general industry and economic conditions, interest rate trends, cost of capital and capital availability, currency exchange rates, competition from other companies, shifts in customer demands, customers and partners, changes in operating expenses including employee wages, benefits and training, governmental and public policy changes and the continued availability of financing in the amounts and the terms necessary to support future business. Actual future performance, outcomes and results may differ materially from those expressed in forward-looking statements as a result of a number of risks, uncertainties and assumptions. You are cautioned not to place reliance on these forward-looking statements, which are based on current view of the management on future events. The Company does not assume any responsibility to publicly amend, modify or revise any forward-looking statements, on the basis of any subsequent developments, information or events, or otherwise. This presentation does not constitute an offer, or invitation, or solicitation of an offer, to subscribe for, sell or purchase any securities. Neither this material nor anything contained herein shall form the basis of any contract or commitment whatsoever. The recipients of this presentation should not make any investment or business decision or take actions in reliance on the information and statements contained in this presentation and must conduct their own investigation and analysis of the contemplated transaction and the information and data contained herein. This presentation is being made available on a confidential basis and intended only for the recipients, and may not be copied, reproduced, retransmitted or distributed by a recipient to any other persons in any manner. By attending this presentation and/or accepting a copy of this document, you agree to be bound by the foregoing limitations and conditions.