Strategic Business Opportunities and Technological Tailwinds

RBL BANK A Reflection of the Journey so Far.. Key events Measurables Core outcomes FY 11 to 19 Initially Wholesale led, which funded expansion into new businesses through portfolio acquisitions and organic growth Phase of investment in bringing Bank into a modern avatar Technology upgradation, digital eco-system partnerships Network expansion across India Smallest commercial bank in 2010, grew to become a mid- size player Achieved scale in Microfinance and Credit Cards Growth momentum driven by scale of advances Improving Profitability Amongst top 10 Credit Card issuers • FY 19-22 Stress in select wholesale and thereafter COVID induced stress in retail Risk off leading to stagnant growth Retailisation of assets and liabilities to avoid stress events Seeds of new product verticals Measures for tightening risk management and credit discipline framework Management level changes to . Absorbed asset quality stress • bring stability in functioning bank's • • Years In Your Service ESTABLISHED IN 1943 FY 23 Year of consolidation focused on setting the platform right Granularizing deposits and building strong retail led asset side Continued Investments in people, process, technology and strengthening risk management and governance • • FY 24-26 Shift from Product approach to Customer Focus Focus Increasing share of granular deposits and Retail and Small Business deposits Scale up on retail products launched in FY 23 Consolidation across business verticals; greater focus on retalilisation of franchise Stable management motivated workforce Predictability in return ratios; delivering consistently on commitments and • Cross-sell engine to complement efforts to expand customer base risk Customer centricity at fore Revamped credit underwriting, monitoring and management principles Advances growth 70% CAGR growth in PAT (2011-19) Amongst Top 5 credit card issuers Branch expansion and granular deposit focus Launched 10 new retail products ~16%, back to growth momentum I Maintain market positioning in credit cards Establish semi- across multiple products urban/rural presence 4

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