Alior Bank S.A.

Investor Presentation • Mar 24, 2025

ALIOR BANK. OR NOTHING 2025-2027 STRATEGY

MARCH 2025

OVER 17 YEARS, ALIOR BANK HAS BEEN BUILT FROM SCRATCH

...now entering onto a path of growth in relationship banking, leveraging our competitive strengths

#1 IN CONSUMER FINANCE

We granted every fifth loan in Poland

DISTINCTIVE BRAND

1. most recognizable brand communication*

MODERN TECHNOLOGIES

Cloud-based data and AI/ML solutions

NIMBLE DISTIRBUTION MODEL

Diverse channels

STRONG IN RISK MANAGEMENT

Advanced tools and automation

PART OF A STABLE GROUP

PZU Group – the market leader in insurance

ROE ∼24%

above market return

DIVIDEND: 50%

of net profit in 2024

NUMEROUS CHANGES AHEAD: OPPORTUNITIES AND CHALLENGES

AN EVOLVING ENVIRONMENT

ALIOR BANK OUR VALUE PROPOSITION

We will leverage our growth capabilities and leadership in Consumer Finance to scale up relationship banking

We will remain close to our customers and partners, accompanying them where and how they need us in the most convenient way – Alior Bank will be the best option available

We will offer simple banking – a complete banking experience in a modern, digital format

For our shareholders, we will be a source of stable income

OR NOTHING

WE SET AMBITIOUS GOALS FOR THE STRATEGIC HORIZON 2025–2027

Maintain leadership in Consumer Finance

~30%

Growth in the active customer base and volumes

High

Resilience +15%

Revenue growth despite the expected interest rate decline

+38% Growth in fee and commission income (including insurance) as a stabilizing factor

A dividend-paying bank

2027 Targets

∼2.6

Billion PLN net profit

Dividend as a share of net profit

C/I ratio, maintained despite cost inflation and the reinstatement of BFG contributions

<4.9%

NPL ratio, ensuring safe business growth

RETAIL CUSTOMER: WE HAVE A PROVEN GROWTH FORMULA – NOW IN A NEW EDITION

Relationship customers

Entry into new sectors with installment offers and strengthening position in e-commerce

Increased conversion of customers to current accounts

Competitive offering of core products at attractive prices

Refreshed brand to support relationship building

Modern, intuitive mobile app at the heart of customer relationships – a key element of our value proposition

2027 Targets

Position in the installment loan market

∼30%

growth in the number of relationship customers

2.1 mln

of retail relationship customers

RETAIL CUSTOMER: THE NEW, INTUITIVE MOBILE APP WILL BE THE AT THE HEART OF CUSTOMER RELATIONSHIPS

Complete Banking Experience

The app will enable users to handle every banking-related need – so they can focus on what truly matters

Accessible Solutions

There is no need to be an expert to carry out everyday operations. Our solutions are designed to ensure user confidence in navigating the app

Modern technologies

We see an opportunity for a fresh start. The race to harness AI in the management of finances has only just begun

(Cyber)Security

In our app, your finances are protected against cyberattacks

2027 Targets

60%

of E2E (end-to-end) sales initiated through the mobile channel (double the 2024 level)

+75%

of mobile app users among relationship and installment customers

BUSINESS CUSTOMER: WE WILL OFFER ATTRACTIVE DIGITAL SOLUTIONS AND PRODUCTS FOR MICRO AND SME SEGMENTS

HIGH RESILIENCE

A new generation of digital banking for business customers: integration of digital and mobile channels with customers' key systems

Online offering focused on acquiring new and activating existing Micro and SME customers (including sector specialisation and competitive pricing policies)

2027 Target

∼25%

growth in the number of relationship customers

173k

of relationship business customers

BUSINESS CUSTOMER: WE WILL DEFINE A NEW PARADIGM OF DIGITAL BANKING FOR ENTREPRENEURS

Modern digital banking embedded in the customers' systems and moving away from value-added services (VAS) towards system integration – offering leading-edge solutions, including for Micro and SME segments. Business Intelligence Reporting ERP System Integration 2027 Target

Warehouse

Professional Support
----------------------	--

KSeF Integration (National

e-Invoicing System)

Logistics Systems –

e-Commerce Integration (eShop, eSale)

A system composed of: Alior Business Online, Alior Business Mobile, and the Business Customer Product Centre, integrated with leading ERP systems through Bank Connect

of relationship customers using digital banking solutions

>90%

RETAIL CUSTOMER: WE AIM FOR STABLE REVENUE GROWTH DESPITE THE ANTICIPATED DECLINE IN INTEREST RATES

Modern CRM Tools

CRM systems focused on cross-selling cash loans, including integration with the mobile app for installment customers

Physical branch network review and refresh of format, alongside process improvements within branches

2027 Target

+14%

Revenue growth in the Retail Banking segment

Bancassurance and Investments

Expansion of offerings in cooperation with PZU Group, particularly in stand-alone and retirement products

Mortgage offerings enhanced by digital processes and strengthened sales capabilities, supporting lending across a broad range of customers and property types

RETAIL CUSTOMER: OUR MODERN CRM WILL ENABLE US TO FULLY CAPITALISE ON OUR STRENGTH IN INSTALLMENT PRODUCTS TO BUILD LONG-TERM RELATIONSHIPS

BUSINESS CUSTOMER: A COMPETITIVE OFFERING OF LEADING DIGITAL BANKING SOLUTIONS AND PRODUCTS FOR MICRO AND SME SEGMENTS

Modern CRM Tools

CRM tools for Business

Customers+ focused on tailoring offerings to the needs of demanding Business Customers, enabling effective cross-selling and holistic relationship management

Development of a specialised product portfolio, including: ESG-linked loans, leasing (for used cars and machinery, a leasing limit included in every credit decision), and factoring

2027 Target

+21%

Revenue growth in the SME segment (including leasing and factoring)

HIGH RESILIENCE

WE WILL LEVERAGE THE POTENTIAL OF PZU GROUP TO STRENGTHEN CUSTOMER RELATIONSHIPS

Maintaining a leading position in bundled products...

2027 Target

Every 4th

cash loan from Alior Bank with

…while expanding the offering of stand-alone insurance in cooperation with PZU

insurance provided by PZU x7 Expansion of individual product offerings – with a focus on motor and property insurance

Increased sales of insurance products via the mobile channel

2027 Target

gross written premium from stand-alone policies in 2027 compared to 2024

OPERATIONAL EXCELLENCE: WE WILL REDESIGN OUR OPERATING MODEL TO SUPPORT THE DELIVERY OF BUSINESS GOALS

SCALING UP

	Measures	2027 Targets
People: the best place to work	Organisational transformation based on Agile, development of career paths and work-life balance	Employee engagement index	>60%
Technology and operations:	Enhanced self-service through continued automation and application of (Gen)AI	Automation of orders
Innovation, automation,	Advancing to the next level of technology – Digital Transformation		>60%
and (cyber)security	2.0, including: Data Lakehouse as the foundation for AI/ML use cases (cross-sell, retention, risk) maximum scalability through cloud infrastructure, development of low-code/no-code platforms	Digital Transformation 2.0
	Cybersecurity embedded in the Bank's DNA a foundation for stable, digitally resilient growth		100%
Risk and treasury: Enablers of growth	Automation of risk areas, including credit processes built on AI/ML models	NPL ratio
	Updated liquidity and capital policy		<4.9%

ESG as a lever for enhancing Alior Bank's positive impact on the environment

PEOPLE: WE WILL CREATE THE BEST PLACE TO WORK BY ENGAGING TEAMS IN AGILE TRANSFORMATION, AS WELL AS DEVELOPMENT AND WORK-LIFE BALANCE INITIATIVES

Maturity – Achieving More Together

Development – New Horizons

Establishing an agile operating model built on modern tools and strong collaboration

Creating a growth-friendly environment based on clear competency-building paths Building a work environment that fosters diversity and supports well-being

2027 Target

maintaining a high score in the employee engagement index

OPERATIONS AND TECHNOLOGY: WE WILL IMPLEMENT MODERN SOLUTIONS AND SIMPLIFIED PROCESSES WITH A HIGH DEGREE OF STABILITY, AUTOMATION, AND (CYBER)SECURITY

Automated and Efficient Operations

Self-service in digital

channels (primarily Alior Mobile), e.g., early loan repayment

Automation and simplification of post-sales processes to improve backoffice operations

Modern Data Lakehouse architecture, ML and

(Gen)AI tools, within a harmonised development ecosystem

Migration to the cloud and maximum scalability through the development of hybrid cloud infrastructure

Modernisation of ways of working, including: use of AI tools in software development, deployment of AI in system monitoring and IT maintenance

2027 Targets

60% of transactions are automated

100%

completion of Digital Transformation 2.0

RISK AND FINANCE: WE WILL LEVERAGE RISK PROCESS AUTOMATION AND OPTIMISED LIQUIDITY AND CAPITAL POLICY TO SUPPORT GROWTH

Use of advanced risk models and AI to: improve the quality of risk models, streamline credit processes, and enhance collections processes

Enhancement of liquidity and capital structure

Capital: Optimal capital structure Liquidity: Executing a sustainable liquidity policy <4.9%

2027 Target

NPL (Non-Performing Loan ratio)

ESG: WE WILL ENHANCE ALIOR BANK'S POSITIVE IMPACT ON THE ENVIRONMENT THROUGH NEW INITIATIVES

E G

Financing our customers' sustainable transformation

Maintaining, over a 10-year horizon, a maximum exposure limit of 1% for credit exposures classified as high ESG risk

Reduction of Bank's CO² emissions: 100% of electricity purchased with guarantees of origin and declaration to achieve Netzero by 2050, preparation of a transition plan through 2027

Diversity within the organisation, especially the advancement of women:

• gender pay gap <2.5%;
• 50% share of women in management positions*;
• Launch of a support programme for employees returning from parental leave (reboarding)

Sensitivity towards people:

• Engagement in local community initiatives,
• Increase in the share of skillbased volunteering in the corporate volunteering programme

Financial education and increased awareness of cybersecurity among employees and customers Youth program: Financial Start

Responsible governance and procurement processes; ESG matters introduced into agreements with franchise partners and ESG criteria included in evaluation processes for specific procurement categories

Inclusion of ESG goals in the management incentive system 2027 Targets

share of sustainable transformation products in new sales to Business Customers

adjusted gender pay gap

*Employees managing Bank units

HIGH RESILIENCE

ALIOR BANK 2025-2027 STRATEGY SUMMARY

We know our strengths:

growth capabilities and a leading position in the Consumer Finance market, a solid capital base, efficient risk management, a strong distribution network, and a committed team

We will ensure excellence

of our operating model

We will significantly

scale up our operations, ensuring that our revenues become more stable and resilient to market effects

We will deliver stable financial results and dividends for our shareholders

Key targets for 2027

Revenue PLN billion ∼7.0

Profit PLN billion

ROE

>18%

C/I

Dividend

% of net profit OR NOTHING

APPENDICES

APPENDIX: MACROECONOMIC FORECAST

• Economic growth in 2025–2027 will be supported by consumption, EUfunded investments, a strong labour market, and moderate recovery in external demand

CPI inflation – average (%, y/y)

GDP (real, %, y/y)

• In 2025, a gradual decline in inflation is forecasted, with a drop to around 4% y/y in the second half of the year
• In 2026 and 2027, inflation is expected to stabilise around the NBP's inflation target

Average annual unemployment rate (%)

• A slight decrease in the unemployment rate is expected over the 2025– 2027 horizon

NBP reference rate (%, end of period)

• In 2025, potential for gradual interest rate cuts in the second half of the year, followed by faster reductions in 2026, and stabilisation thereafter
• In the long term, interest rates will remain higher than pre-pandemic levels, due in part to a tight labour market

APPENDIX: GLOSSARY OF TERMS AND ABBREVIATIONS

ROE – return on equity

C/I – cost-to-income ratio

NPL (Non-Performing Loans) – loans at risk

CRM – Customer Relationship Management

VAS - Value-Added Services

AI - Artificial Intelligence

Relationship customer in the retail segment – a customer who has a current account and meets one of the conditions: performing outgoing transactions, or having specific products, or logging in to electronic channels

Relational customer in the business segment – a customer who meets one of the conditions: performing outgoing transactions, or having specific products, or logging in to electronic channels

Brand communication awareness – a measure of awareness of bank advertisements, monitored at Alior Bank in the Brand Condition Study conducted by Kantar, based on the answer to the question "Have you seen the last advertisement of any of the banks?"

LEGAL DISCLAIMER

LEGAL DISCLAIMER

This presentation ("Presentation") has been prepared by Alior Bank ("Bank") and does not constitute an offer for sale or an invitation to submit an offer to purchase or subscribe for any securities or financial instruments issued by the Bank, nor does it constitute advice or a recommendation in relation to any securities or other financial instruments issued by the Bank. No part of this Presentation, nor the fact of its distribution, shall constitute the basis for, nor may it be relied upon in connection with, any contract, commitment, or investment decision. This Presentation may contain forward-looking statements. These statements are based on current expectations of the Management Board and are subject to numerous factors beyond the Bank's control, as well as to a range of known and unknown risks, uncertainties, and other factors that may cause the actual results, level of activity, or achievements of the Bank to differ materially from those expressed or implied in the forward-looking statements. The Bank is not obliged to update or publicly disclose any changes or modifications to the forwardlooking statements contained in this Presentation and does not intend to do so.

This Presentation does not constitute a forecast or estimate of results; therefore, any changes to the Bank's strategy or intentions, arising from unforeseen circumstances affecting the Bank's strategy or intentions, shall not be disclosed in the manner provided for the publication of changes to forecasts or estimates. Neither the Bank, nor any of its representatives, parent companies or subsidiaries shall be liable for any damage resulting from any use of the Presentation or any information contained therein, or for any basis connected with the Presentation. Certain information contained in this Presentation may have been derived from publicly available sources that the Bank considers reliable; however, the Bank does not make any representations as to the accuracy or completeness of such information. The information contained in this Presentation should be read with reservations and in conjunction with other publicly available information, including, where applicable, any broader informational materials published by the Bank. The information in this Presentation has not been independently verified and may be subject to change or modification at any time. The Presentation may contain financial information or indicators that have not been subject to audit, review, or other evaluation by an external auditor.

This Presentation is not intended for publication or distribution in countries where such publication or distribution may be prohibited under applicable laws.