CREDITACC

Ref: CAGL/EQ/2026-27/67 July 24, 2026 To BSE Limited National Stock Exchange of India Limited Phiroze Jeejeebhoy Towers Exchange Plaza, C-1, Block G Dalal Street Bandra Kurla Complex Bandra (East), Mumbai - 400001 Mumbai - 400051 Scrip code: 541770 Symbol: CREDITACC Dear Sir/Madam, Sub.: Investor Presentation for the quarter ended June 30, 2026 Pursuant to Regulation 30 and 46 of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, please find enclosed the Investor Presentation for the quarter ended June 2026. The same is also available on the website of the company at www.creditaccessgrameen.in We request you to take the same on record. Thanking you, Yours Truly For CreditAccess Grameen Limited Deepti Ramani Company Secretary & Compliance Officer Encl.: As Above CreditAccess Grameen Limited Leading Rural Focused Inclusive Financing Platform Tested By Cycles, Strengthened By Purpose Q1 FY27 Investor Presentation July 2026 www.creditaccessgrameen.in Disclaimer By accessing this presentation, you agree to be bound by the following terms and conditions. This presentation (which may reflect some price-sensitive information in terms of SEBI regulations and Companies Act, 2013, as amended from time to time) has been prepared by CreditAccess Grameen Limited (the “Company”). The Company may alter, modify or otherwise change in any manner the contents of this presentation, without obligation to notify any persons of such change or changes. This presentation may contain certain “forward-looking statements”. 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By accessing this presentation, you accept that this disclaimer and any claims arising out of the use of the information from this presentation shall be governed by the laws of India and only the courts in Bangalore, and no other courts shall have jurisdiction over the same. 2 www.creditaccessgrameen.in Discussion Summary ii Recent Performance – Momentum That Speaks Our Current Position – The Vantage Point Our Strategic Vision – Project “Shakti” Financial Profile – Built for Growth ESG & CSR – Our Natural Advantage 3 www.creditaccessgrameen.in Q1 FY27: Key Business Highlights Key Metrics Q1 FY27 YoY% QoQ% ✓ AUM grew 16.4% YoY (despite 6.3% TTM write-off) and 2.5% QoQ (given typical AUM (INR Cr)1 30,319 16.4% 2.5% Q1 seasonality) Borrowers (Lakh) 1 44.51 -2.4% 0.8% ✓ Retail Finance (RF) share up 250 bps QoQ to 20.6% from 18.1% Disbursements (INR Cr) 6,107 11.9% -26.5% CE (Excl. Arrears) / (Incl. Arrears) % 97.4% / 97.7% GNPA (GL: 60+ dpd, RF: 90+ dpd) % 2.18% ✓ New borrowers added: 2.5Lakh, 35% NTC (Q1) PAR 90+ % 1.46% ✓ Grameen Mahi (customer app) onboarded 4.0 Lakh customers in Q1 FY27, taking NNPA (GL: 60+ dpd, RF: 90+ dpd) % 0.76% the overall base to 15.3 Lakh (34.5% of borrower base) ECL Provisioning % 3.20% CRAR % 24.9% (Tier 1: 24.2%) ✓ PAR accretion remains within the normalized range, contributing to lower 1) Figures are after considering the write-off of INR 1,640 Cr AUM & 4.0 Lakh borrowers on a TTM basis delinquency buckets across the book ✓ X-Bucket CE for Jun-26 at 99.68% Key Financial Metrics Q1 FY27 ✓ Credit cost at 0.72% (non annualized) in Q1 FY27 NII (INR Cr) 1,164 PPOP (INR Cr) 873 ✓ AUM% of unique GL borrowers: 45.7% (Jun-26) Vs 26.6% (Aug-24) PAT (INR Cr) 493 ✓ Higher yields (lower interest reversals) + lower COB → higher NIM Interest Spread % 12.6% ✓ AUM growth + higher NIM + opex control → Sequential improvement in PPOP NIM % 14.4% ROA % 5.9% / 4.0% 2 ROE % 24.4% / 16.0% 2 ✓ Private NCD issuance of INR 425 Cr helping further diversify the liability base Liquidity Assets: INR 3,536 Cr C&CE (10.4% of total assets) ✓ 21,981 employees; employee attrition at 20.6% (Q1 FY27) vs. 25.8% (Q1 FY26) ✓ Digital collections: 24.2% (Q1 FY27) vs. 16.3% (Q1 FY26) Funding (Sanctions): INR 2,993 Cr (in hand) + INR 9,440 Cr (in pipeline) 2) On a TTM basis CA Grameen Remains Ahead Of The Curve With Industry Leading Performance Trend; Underpinned By 1) Strong Business Momentum, 2) Normalised Asset Quality, and 3) Resilient Balance Sheet 4 www.creditaccessgrameen.in Key Performance Highlights: Q1 FY27 PAT Up 719.7% YoY, ROA: 5.9%, ROE: 24.4% NIM C/I Ratio AUM Disbursements 14.4% 29.3% PPOP INR 30,319 Cr INR 6,107 Cr INR 873 Cr (16.4% YoY) (11.9% YoY) Wgtd. Avg. COB Opex/AUM Ratio (33.6% YoY) 9.2% 4.8% ROA CRAR Total Total Equity GNPA*: 2.18% PAT 5.9% / 4.0%** 24.9% INR 8,347 Cr INR 493 Cr NNPA*: 0.76% (719.7% YoY) ROE CRAR Tier 1 D/E Ratio 24.4% / 16.0%** 24.2% 3.0 PAR 90+: 1.46% Provisioning: Branches Collection 3.20% 2,276 Employees Active Borrowers Efficiency (+7.7% YoY) 21,981 44.51 Lakh (Excl. Arrears) Write-off (+3.0% YoY) (-2.4% YoY) 97.4% INR 364 Cr 42 New Branches * GNPA & NNPA recognition policy (GL: 60+ dpd, RF: 90+ dpd) ** On a TTM basis 5 www.creditaccessgrameen.in Lower PAR Accretion Driving Asset Quality Normalisation PAR 1-90 At 74 Bps, Back To Pre-crisis Levels Overall Monthly PAR 15+ Accretion/AUM Rate Continuous Reduction In Credit Cost Due to Lower New PAR Accretion Credit Cost (INR Cr) Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 0.91% 0.95% 0.84% ECL provisions (A= i+ ii) 314.0 258.9 217.5 101.5 0.41% 0.46% 0.47% Due to New PAR (i) 268.7 222.0 123.0 101.5 0.18% 0.07% 0.14% 0.15% 0.16% Due to change in ECL % (ii) 45.3 36.9 94.5 0.0 Due to Write-offs (B) 211.7 83.7 117.9 111.0 Credit Cost (A + B) 525.7 342.6 335.3 212.5 Jun-24 Sep-24 Dec-24 Mar-25 Jun-25 Sep-25 Dec-25 Mar-26 Apr-26May-26 Jun-26 Improving Asset Quality Trend Jun-26 Mar-26 Jun-26 5.9% Top 5 States % AUM PAR 0-90 PAR 90+ PAR 0-90 PAR 90+ 4.7% 4.9% 4.4% Karnataka 29.3% 0.8% 2.8% 0.7% 1.6% 3.7% 4.1% 3.8% 3.0% Maharashtra 21.7% 0.5% 2.0% 0.7% 1.3% 3.1% 3.4% 2.2% Tamil Nadu 17.5% 0.8% 2.0% 0.8% 1.4% 3.3% 2.5% 2.7% 2.9% 1.9% 2.5% Madhya Pradesh 8.4% 0.8% 2.7% 1.0% 1.9% 2.3% 1.6% 1.5% Bihar 4.9% 1.0% 3.3% 0.9% 2.1% Others 18.2% 0.6% 1.7% 0.6% 1.1% Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Total 100.0% 0.7% 2.3% 0.7% 1.5% PAR 0+ PAR 30+ PAR 60+ PAR 90+ 6 www.creditaccessgrameen.in Consistent Improvement In PAR 15+ Accretion Trend Across All Geographies Karnataka – Monthly PAR 15+ Accretion/AUM Rate Tamil Nadu – Monthly PAR 15+ Accretion/AUM Rate 0.54% 1.90% 0.41% 0.38% 0.58% 0.51% 0.18% 0.15% 0.17% 0.17% 0.13% 0.06% 0.11% 0.12% 0.12% 0.06% Mar-25 Jun-25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Mar-25 Jun 25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Maharashtra – Monthly PAR 15+ Accretion/AUM Rate Madhya Pradesh – Monthly PAR 15+ Accretion/AUM Rate 0.46% 0.70% 0.34% 0.27% 0.22% 0.39% 0.37% 0.19% 0.15% 0.16% 0.26% 0.23% 0.27% 0.26% 0.07% 0.12% Mar-25 Jun-25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Mar-25 Jun-25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Bihar & UP – Monthly PAR 15+ Accretion/AUM Rate Other States – Monthly PAR 15+ Accretion/AUM Rate 0.66% 0.27% 0.29% 0.31% 0.56% 0.43% 0.16% 0.29% 0.21% 0.10% 0.12% 0.13% 0.15% 0.15% 0.07% 0.09% Mar-25 Jun-25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 Mar-25 Jun-25 Sep-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26 7 www.creditaccessgrameen.in Asset Quality Across Products Segments Graduation & Borrower Vintage Driving Better Asset Quality GL: IGL + OLL Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 RF: IBL + OLL Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 PAR 0+ 6.1% 4.9% 4.8% 3.3% 2.4% PAR 0+ 3.6% 2.8% 1.8% 1.4% 1.4% PAR 30+ 5.0% 3.9% 4.2% 3.0% 2.0% PAR 30+ 2.9% 2.3% 1.5% 1.2% 1.2% PAR 60+ 4.3% 3.3% 3.8% 2.8% 1.8% PAR 60+ 2.5% 2.0% 1.2% 1.1% 1.0% PAR 90+ 3.4% 2.6% 3.2% 2.6% 1.6% PAR 90+ 2.0% 1.7% 1.0% 1.0% 0.9% RF: Mortgage Loans Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 PAR 0+ 1.8% 2.1% 2.1% 2.0% 2.2% PAR 30+ 1.2% 1.6% 1.7% 1.8% 1.8% PAR 60+ 0.8% 1.3% 1.5% 1.6% 1.6% PAR 90+ 0.6% 1.1% 1.3% 1.5% 1.5% GL: Group Loan, IGL: Income Generation Loan, RF: Retail Finance, IBL: Individual Business Loan, OLL: Other Life-cycle Loan, Mortgage Loan: Secured Business Loan & Affordable Housing Loan 8 www.creditaccessgrameen.in Early Risk Recognition & Conservative Provisioning Evolved ECL Model Closely Aligning Forward Looking Estimates And Macroeconomic Factors Q1 FY27 (INR Cr) Consolidated Asset Classification (dpd) EAD EAD% ECL% Implementation of Revised ECL Model: Stage 1 0 –15 (GL), 0 –30 (RF) 29,366.2 97.5% 1.63% Stage 2 16 –60 (GL), 31 –90 (RF) 99.8 0.3% 57.4% Stage 3 60+ (GL), 90+ (RF) 655.6 2.2% 65.4% The new ECL framework introduces the following enhancements: Total 30,121.7 1 100.0% 3.20% • Longer historical period: extended from 36 months to 120 months 1) Includes INR 200 Cr restructured loans where provisioning stands at 40% • Forward-looking estimates through scenario modelling: Earlier ECL Model Revised ECL Model • Scenario 1: Stable period ECL % Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Stage 1 1.09% 1.12% 1.22% 1.63% 1.63% • Scenario 2: Major external events (e.g., Demonetisation, Covid) Stage 2 55.1% 58.2% 60.2% 55.6% 57.4% • Scenario 3: Enhanced stress events (e.g., regulatory changes, Stage 3 63.2% 66.3% 67.2% 65.4% 65.4% weather patterns, economic outlook) Total 4.62% 4.06% 4.26% 3.81% 3.20% • PD and LGD are computed separately under each scenario Credit Cost (INR Cr) Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 • Probability-weighted ECL is computed basis management & Opening ECL - (A) 1,188.0 1,030.8 1,114.5 1,115.6 board judgement ECL Provisions (B= i + ii) 314.0 258.9 217.5 101.5 • Macroeconomic factors for 12-month outlook: Due to New PAR (i) 268.7 222.0 123.0 101.5 Due to change in ECL % (ii) 45.3 36.9 94.5 - • Regression-based macroeconomic model to determine the drivers of PD Reversals (due to write-off) (C) 471.2 175.2 216.4 252.9 Closing ECL (D = A+B-C) 1,030.8 1,114.5 1,115.6 964.2 • The predicted PD governs the permissible range of the Write-off (E) 682.9 258.9 334.3 364.0 enhanced stress weightage for the next 12-month outlook Write-Off Impact (F = E - C) 211.7 83.7 117.9 111.0 Credit Cost (G = B+F) 525.7 342.6 335.3 212.5 Considering the on-going West-Asia crisis, the ECL model Credit Cost % (non-annualised) 2.07% 1.34% 1.21% 0.72% incorporates additional provisions of INR 41 Cr Bad-Debt Recovery (G) 16.4 12.5 11.8 13.3 EAD: Exposure at default = on-balance sheet loan principal + interest 9 www.creditaccessgrameen.in Continued Borrower Addition Coupled With Healthy Retention & Graduation Continued Borrower Addition Diverse Product Suite For Graduation & Retention Borrowers (‘000) Q1 FY27 TTM Borrower % Share AUM Mix (INR Cr) % Share Additions 1,014 397 727 GL 24,061 79.4% Karnataka 19.0% IGL 21,751 90% Other Life-cycle Loans 2,310 10% Maharashtra 16.5% RF 6,258 20.6% 4,562 4,451 IBL + Other Life-cycle Loans 5,669 91% Tamil Nadu 15.8% SBL 296 5% Other States 48.7% AHL 272 4% Two-wheeler loan 20 0.3% Total 10,13,705 Q1 FY26 Addition Write-off Attrition Q1 FY27 Total 30,319 100% Healthy Retention Translating Into Improving Borrower Vintage Q1 FY27 48% 24% 28% Q4 FY26 49% 22% 29% Q3 FY26 51% 20% 28% Q2 FY26 53% 20% 27% Q1 FY26 55% 20% 25% < 3 years 3-6 Years > 6 Years IGL: Income Generation Loan, IBL: Individual Business Loan, SBL: Secured Business Loan, AHL: Affordable Housing Loan 10 www.creditaccessgrameen.in Growing Network & Presence Our Presence as on Jun-26 Uttar Pradesh Branch Network Q1 FY27 % Share Q1 FY26 % Share 16 States & 1 UT 132 Karnataka 386 17.0% 371 17.5% 457 Districts Bihar Maharashtra 344 15.1% 318 15.0% 2,276 Branches 158 Tamil Nadu 388 17.0% 386 18.3% West Bengal Madhya Pradesh 191 8.4% 169 8.0% Rajasthan 118 Bihar 158 6.9% 158 7.5% 109 Jharkhand Other States & UT 809 35.5% 712 33.7% 45 Total 2,276 100.0% 2,114 100.0% Gujarat 82 Chhattisgarh 57 Madhya Pradesh Borrowers (‘000) Q1 FY27 % Share Q1 FY26 % Share 191 Odisha Karnataka 1,021 22.9% 1,127 24.7% 80 Maharashtra 915 20.6% 928 20.3% Maharashtra 344 Telangana Tamil Nadu 766 17.2% 822 18.0% 31 Madhya Pradesh 397 8.9% 384 8.4% Goa Bihar 273 6.1% 307 6.7% Andhra Pradesh 3 Other States & UT 1,078 24.2% 994 21.8% 90 Total 4,451 100.0% 4,562 100.0% Karnataka Puducherry 386 6 Kerala Tamil Nadu GL AUM (INR Cr) Q1 FY27 % Share Q1 FY26 % Share 56 388 Karnataka* 5,887 24.5% 7,018 28.9% Maharashtra 5,303 22.0% 5,269 21.7% Exposure of Districts – Q1 FY27 Q1 FY27 – Tamil Nadu 4,150 17.2% 4,610 19.0% % of AUM (% of AUM) Districts % of Total Districts Top Districts Madhya Pradesh 2,088 8.7% 2,017 8.3% < 0.5% 397 86.8% Top 1 2.4% Bihar 1,369 5.7% 1,240 5.1% 0.5% - 1% 41 9.0% Top 3 6.8% Other States & UT 5,265 21.9% 4,128 17.0% 1% - 2% 16 3.5% Total 24,061 100.0% 24,271 100.0% Top 5 10.3% 2% - 4% 3 0.7% * Karnataka Share in Overall AUM = 29.3% Top 10 17.3% > 4% 0 0.0% Total 457 100.0% Others 82.7% 11 www.creditaccessgrameen.in FY27 Performance Guidance AUM GROWTH NIM COST-TO-INCOME 20.0% – 25.0% 12.8% – 13.2% 33.0% – 35.0% CREDIT COST RETURN ON ASSETS RETURN ON EQUITY 3.0% – 4.0% 4.0% – 4.8% 16.0% – 20.0% 12 www.creditaccessgrameen.in Discussion Summary Recent Performance – Momentum That Speaks Our Current Position – The Vantage Point Our Strategic Vision – Project “Shakti” Financial Profile – Built for Growth ESG & CSR – Our Natural Advantage 13 www.creditaccessgrameen.in Navigating Industry Crisis During FY25 & FY26 Validating Resilience, Emerging Stronger Maintained Operational Discipline Whilst Not Losing Sight Of Growth Focus on quality growth in adherence AUM in INR Cr with MFIN guardrails 29,590 26,714 26,566 26,304 25,948 26,055 25,904 Robust NIM due to risk-based pricing & 25,133 stable cost of borrowing 24,810 Operating efficiency maintained despite Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 on-ground disruptions Figures in INR Cr 752 780 683 709 672 634 653 695 680 Core operating profit remained intact 397 398 420 despite industry crisis 623 343 340 583 572 526 335 252 Return ratios → Higher Vs. Covid crisis 153 175 186 -99.5 126 FY26 / FY25 FY22 / FY21 47 60 ROA 2.7% / 1.9% 2.2% / 1.1% Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 ROE 10.7% / 7.7% 9.0% / 4.9% PPOP Credit Cost PAT 14 www.creditaccessgrameen.in Navigating Industry Crisis During FY25 & FY26 Validating Resilience, Emerging Stronger Staying Focused Amidst Turbulent Tides Aligning With Structural Shifts To Capture Credit Supply Gaps Customer First Approach New Customer Acquisition • Sustained NTC additions; ETC customers targeted amidst improved • Supporting good customers, building trust credit discipline led by guardrails Borrower Retention Leveraging Technology as Enabler • Emerging as sole lender to guardrail adherent borrowers • Emerging as growth partner to graduated vintage borrowers • Streamlining field app, reduce friction, enhance operational capabilities • Efficient underwriting through BRE, granular policy implementation Manpower Stabilisation • Optimal incentivisation, extensive hiring & continuous training Additional Collections Support • Deploying quality control team to provide targeted collections support across geographies Multi-Channel Engagement • Targeted outreach beyond centre meetings • Grameen Mahi App, digital payments, WhatsApp, tele-calling Continuous Risk & Audit Oversight • Monitoring early warning signals Audit Frequency & Analytics • Increased internal audit frequency from 60 days to < 40 days with real time analytics Leadership On Ground Capital & Funding Strength • Senior leaders providing moral support through extensive travel across • Strong capital maintained; diverse funding secured with reduction in all states funding costs BRE: Business Rule Engine, NTC: New to Credit, ETC: Existing to Credit 15 www.creditaccessgrameen.in Ten Years of Testing, Evolving, Compounding Compounding At Scale Despite Multiple Disruptions Demonetisation Covid Pandemic MFI Credit Cycle 1) INR Crore Metrics FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 10Y CAGR AUM1 3,075 4,975 7,159 11,996 13,587 16,599 21,031 26,714 25,948 29,590 28.6% Disbursements1 3,403 6,082 8,221 10,389 11,011 15,466 18,539 23,134 20,037 24,859 24.7% Borrowers (000’s)2 1,452 1,851 2,470 4,055 3,912 3,824 4,264 4,918 4,694 4,418 13.2% Branches 393 516 670 1,393 1,424 1,635 1,786 1,967 2,063 2,236 21.3% Employees 4,952 6,306 8,064 14,496 14,399 15,667 16,759 19,395 20,970 21,941 18.0% Total Net Income1 385 518 867 1,113 1,537 1,766 2,338 3,440 3,809 4,164 30.3% PPOP1 225 315 573 690 952 1,078 1,506 2,391 2,638 2,809 32.4% PAT1 75 212 322 328 131 353 826 1,446 531 778 29.7% Total Equity1 613 1,437 2,365 2,669 3,796 4,167 5,107 6,570 6,956 7,842 32.7% Potfolio Yield % 22.5% 20.4% 20.0% 19.4% 18.8% 18.3% 18.9% 20.9% 20.6% 20.6% - COB % 12.9% 11.5% 10.4% 9.9% 9.5% 9.3% 9.4% 9.8% 9.8% 9.5% - NIM % 13.7% 11.5% 12.7% 12.2% 10.7% 10.9% 11.6% 13.0% 12.9% 13.4% - Opex/AUM % 5.7% 5.1% 5.0% 4.9% 4.8% 4.9% 4.7% 4.5% 4.5% 5.1% - Credit Cost % 3.7% -0.3% 1.3% 3.0% 6.7% 4.6% 2.4% 2.1% 7.7% 6.7% - GNPA % 0.08% 0.82% 0.61% 1.57% 4.43% 3.44% 1.21% 1.18% 4.76% 3.17% - Provisioning % 4.32% 1.26% 2.78% 2.71% 5.01% 3.61% 1.78% 1.95% 5.07% 3.81% - D/E Ratio 3.9 2.5 2.0 2.9 2.9 3.1 3.2 3.3 2.9 3.0 - ROA % 2.3% 5.1% 5.0% 3.6% 1.1% 2.2% 4.2% 5.6% 1.9% 2.7% - ROE % 12.3% 22.2% 16.3% 12.9% 4.9% 9.0% 18.0% 24.9% 7.7% 10.7% - CRAR % 29.7% 28.9% 35.7% 23.6% 26.8% 22.8% 23.6% 23.1% 25.4% 24.4% - Proven Resilience In Asset Quality Over Ten Years Competitive Decadal Best-in-Class Opex Key HigChrlioghstss-cycle Performance Industry leading cost structures INR Crore Growth: 29%, ROA: 3.4%, ROE: 13.9% in inclusive financing space 1,03,235 1,37,763 4,938 Consistent Profits Diversified Liability Profile 29,590 Strong internal accrual generation Lenders: 76 (FY26) vs. 54 (FY17) driving self-sustained growth Domestic: 75.6%, Foreign 24.4% Disbursements Repayments Write-offs AUM Mar-26 (Net of Recoveries) 2) ~19 Lakh borrowers written off during FY21 to FY26 16 www.creditaccessgrameen.in Catering To Growing Financing Needs Of Customer Households Aiming For Larger Addressable Market Through Micro-Retail Credit ~ INR 70 Lakh Cr Rural / Semi-Urban Micro-Retail Credit Segments Experiencing Rapid Growth Mar-26, In INR Lakh Cr Urban Rural/Semi Urban Rural / Semi-Urban YoY Growth in FY26 22% 58% 13% 15% 3% 18% 3% -12% 16% 31% 51.6 49.7 44.4 16.5 13.2 9.3 4.1 3.3 1.9 1.0 37% 30% 30% 48% 42% 44% 30% 58% 49% 74% Individual MSME Entity MSME Prime Housing Personal Loans Affordable Housing Auto Loans Credit Card MFI TW Loans Consumer Durables India’s Household Income Pyramid CA Grameen Broadening Focus From Customer To Household • CA Grameen has been gradually evolving from “Providing access to affordable credit through microfinance” to “Partnering for growth through lifecycle finance” • Higher vintage customers are demonstrating the opportunity for graduation to retail finance segment, backed by expanding business incomes and growing household aspirations Target Segment (~23.5 Cr HHs • The future addressable market has significantly expanded from “one By 2030) customer per household” through microfinance to “entire customer household” through retail finance addressing the growing financing needs of lower-income and middle-income households Source: MOSPI, MFIN, Internal Workings & Estimates, CRIF Highmark 17 www.creditaccessgrameen.in Powering Growth Through Smarter Customer Acquisition At Scale Constant Feeder To Financial Lifecycle Engine Built On Trust And Relationship CA Grameen’s Key Accelerators Target Segment → 23.5 Crore Low-Middle Income Households by 2030 Primary Customers: Secondary Customers: Women Household Members Vast Distribution Reach Dedicated Foot-on-Street Acquisition Engines 16 states & 1 UT, 457 districts, > 14,000 loan officers covering 2,276 branches > 4 lakh villages weekly Group Individual Digital Acquisition Group Eco-system Grameen Mahi Build The Engine Mechanism adjacencies Pipeline Focus Markets Localised Intelligence Strong Referrals Deep knowledge in informal Daily customer & market visits segments driving organic leads Rural / Contiguous Semi-Urban Urban Customer Franchise Lifecycle Build The Local Mindshare & Recall Diverse Product Variants Engine Identify early & Nurture Relationship Graduate & Cross-sell Trusted brand presence in every Suiting varied life-cycle community financial needs Deepen & Retain 18 www.creditaccessgrameen.in Accelerating Digital Journey Through Adaptive Customer Digital Handle Seamless Digital Transactions, Effective Lead Management, Holistic Customer Engagement Grameen Mahi 15.3 Lakh Active Registered Customers on Grameen Mahi • Digital loan repayments • Expression of interest in graduation products • New loan eligibility checks and loan applications • Engagement in 10 different vernacular languages • Access to customer’s transactional data & digital behaviour patterns 19 www.creditaccessgrameen.in Deepening The Customer Relationship Continuous Cycle Of Understanding, Engaging, And Lifetime Value Creation Owning The Customer Increasing Customer Understanding Customer’s Lifetime Value Behaviour & Building Intelligence Lifecycle Engine Strengthening Multi-channel Building Product Depth Customer Engagement Beyond Microfinance The Flywheel Effect Each cycle deepens the Multi-channel presence Higher retention → more Product depth expands wallet customer relationship and reduces attrition & increases referrals → lower acquisition share across life stages data intelligence stickiness cost 20 www.creditaccessgrameen.in Proven Leadership With Demonstrated Track Record (7 years) (17 years) (7 years) (6 years) (6 years) (27 years) (24 years) (21 years) (7 years) (22 years) (4 years) (01 month) (24 years) (26 years) (4 years) (3 years) (4 years) • Highly stable senior management enabling cultural and process consistency for managing business expansion in the coming years • Consistent emphasis on training and employee retention strategies • Robust pipeline of internal job opportunities (Top 10-15% at the hierarchal level being elevated to higher responsibilities) • 40-50% of senior/ management team goals are aligned with strategic projects’ execution * Years represent the cumulative period associated with CA Grameen 21 www.creditaccessgrameen.in Strong Parentage & Shareholder Base Shareholding Pattern (%) – June 2026 Others, MF, AIF, 7.64 Insurance, 12.67 Promoter Group, 66.21 FPI, 13.48 Committed to Strong Financial Support Financial Inclusion via Patient Capital • Invested through multiple rounds of • CreditAccess India B.V. (CAI) capital funding along with secondary Top 10 Institutional Investors – June 2026 specialises in Micro & Small purchases during 2009 to 2017 Enterprises financing Ashmore Investments • Widely held shareholding base: 267 • Displayed trust in our business model Axis Mutual Fund post Demonetisation by infusing INR shareholders Bowhead India 550 Cr in FY17 • Olympus ACF Pte Ltd. 15.3%, Asian Canara Robeco Mutual Fund • Provides access to global fundraising Development Bank 8.5%, Asia Impact Edelweiss Mutual Fund opportunities leveraging CAI’s Invest SA 9.1%, network and relationships HDFC Mutual Fund individuals/HNIs/Family Offices 67.1% • Holds 66.21% in CA Grameen, HSBC Mutual Fund • Headquartered in Amsterdam, The committed to holding up to the ICICI Prudential Mutual Fund Netherlands regulatory requirement in future Schroder Vanguard 22 www.creditaccessgrameen.in Discussion Summary Recent Performance – Momentum That Speaks Our Current Position – The Vantage Point Our Strategic Vision – Project “Shakti” Financial Profile – Built for Growth ESG & CSR - Our Natural Advantage 23 www.creditaccessgrameen.in The Next Ten Years: Building Leadership In Inclusive Finance Expanding Our Boundaries, Customer Centricity At The Core Project “Shakti”: Business Objectives Build Leadership Position In Inclusive Finance Become The Most Trusted Digital-enabled Strengthen Right-to-win In Low-and-middle With Customer-First Approach Financial Services Provider For Women Income Informal Customer Segment Accelerate Growth Leverage Technology And Maintain Competitive Pricing Benchmark In Customer Loyalty (Organic + Inorganic) In Secured AI Capabilities As Growth Enablers In Every Business We Operate And Employee Loyalty Lending Via Market Adjacencies Project “Shakti”: Target Outcomes 20% - 25% 8% - 10% 4.0% - 4.5% 18.0% - 20.0% CAGR CAGR AUM Growth Customer Growth ROA ROE 24 www.creditaccessgrameen.in Acquiring Customers Early In The Lifecycle Group Dynamics Enabling Scale, Discipline And Trust Leveraging Group Mechanism As a Scalable Acquisition Engine Integrating Risk Management In Every Process Self-Chosen Group Formation 1 Community-driven groups ensuring homogeneity and mutual accountability Contiguous Expansion Customer Behaviour Shaping Digital KYC & Credit Bureau Checks 2 Instant validations + MFIN guardrail adherence at onboarding District-based growth for consistent Focus on building credit discipline from quality, controls & processes day one 3-Stage Group Confirmation 3 CGT (3 days) by LO → Re-interview by BM → GRT by AM Weekly / Fortnightly Centre Meetings 4 Responsible Lending Weekly Customer Engagement Regular touchpoints for repayments, engagement and support Affordable, suitable, transparent, Consistent touchpoints for servicing Multiple Loans Within Credit Limit empathetic and early warning detection 5 Lifecycle-need products available within assigned credit limit Choice of Repayment Frequency 6 Weekly, Fortnightly, Monthly - customer's preference Employee Incentivisation Regular Employee Rotation Regular Loan Utilisation Checks Rewarding process adherence, Reduce dependencies and strengthen 7 End-use tracking to ensure responsible credit deployment customer training & customer servicing internal controls LO: Loan Officer, BM: Branch Manager, AM: Area Manager, CGT: Compulsory Group Training, GRT: Group Recognition Training 25 www.creditaccessgrameen.in Aligning With The Structural Shifts Shaping Our Customer Profile Understanding The Customer Behaviour CA Grameen’s Customers Are A Part Of Multi-lender, Multi Product Ecosystem CA Grameen Customers Evolving To Retail Finance Are Exhibiting Stronger Characteristics Customers’ Multi-Lender MFI Exposure 45% MFI Customer Households’ Hold Retail Exposure 1 IBL – Unnati Loan (Flagship): AUM INR 2,724 Cr 42% Unique 43% Business Loans 30% Gold Loans Higher Vintage → 7.7 Years 38% CA Grameen + 1 Strong Credit Score → 732 22% Personal Loans Co-Applicant → 100% 17% CA Grameen + 2 17% Consumer Loans Owned House → 99% 3% CA Grameen + 3 or more 9% Mortgage Loans Household Wallet Share → 36% Customer’s Credit Footprint Shaping With Their Overall Credit Vintage 2 Mortgage (SBL + AHL): AUM INR 568 Cr <2 yrs 71% 7% 2% 8% 11% Higher Vintage → 6.2 Years 2 to 5 yrs 64% 12% 7% 12% 6% Strong Credit Score → 714 Co-Applicant → 100% 5 to 10 yrs 47% 18% 18% 14% 3% Owned House → 100% 10+ yrs 37% 21% 23% 12% 7% Household Wallet Share → 61% MFI only MFI + Retail (Unsecured) MFI + Retail (Secured + Unsecured) MFI + Retail (Secured) Retail Only 1) Retail loans categories overlap – customers holding exposure to multiple retail loan categories 2) Cumulative customer data including their segment wise exposures across multiple vintage buckets over the entire credit history Source: CRIF Highmark 26 www.creditaccessgrameen.in Retaining Vintage MFI Customers Through Additional Products One Stop Shop Providing Support to Various Lifecycle Needs Of The Customer HHs With Income <= INR 3 Lakh (Under Group Model) Product Loan Size Interest Rate Tenure Income Generation Loan INR 5K – 200K 1 – 3 years Other Life-cycle Loans 18.00% - 23.75% (home improvement, water & sanitation, education, medical, festival, livelihood INR 1K – 50K 11 – 104 weeks improvements, emergencies) HHs With Income > INR 3 Lakh (Under Individual Model) Product Loan Size Interest Rate Tenure Individual Business Loan + Other Life-cycle loans INR 1K – 300K 18.00% - 24.00% 11 weeks – 156 weeks Secured Business Loan INR 3L – 20L 16.00% - 23.50% 2 – 15 years Affordable Housing Loan INR 2L – 24L 13.00% - 19.50% 2 – 20 years Two-wheeler Loan INR 40K – 120K 22.50% 2 – 3 years Individual Digital Lending INR 10K – 100K 23.75% 1 – 2 years Targeting Leads Conversion Renewals Graduation Maximising Customer Lifetime Value 85% Individual Business Loan Mortgage Loan Two Wheeler Loan Borrower Retention 100% graduated customers 50% graduated customers 100% graduated customers 27 www.creditaccessgrameen.in Building Customer Data Intelligence Providing Curated Offerings Aligned With Evolving Needs Customer Behaviour Undergoing Structural Shifts Customer Financing Needs Becoming Diverse • Reducing centre meeting attendance • Expanding lifecycle needs beyond income generation • Higher proportion of working-class women borrowers, FWPR up from >24% in FY18 to >46% in FY24 • Accessing diverse sources of finance: legacy / digital • Higher digital adoption: digital collections up from 0% to >20% in 5 years • Income profiles becoming diverse, multiple income streams adding resiliency • Demanding convenience: speed, self-service, anytime access • Expanding credit footprint, access to various retail finance product segments Building Data Intelligence • Customer profiling by leveraging internal & external data pivots • Internal (customer household profiling, business/income profiling) • External (credit bureau, banking behaviour, digital app data) • Calibrated offering to maximise financial support • Robust income assessment tools • Customer segmentation and scoring models • Risk-calibrated pricing through BRE • Seamless alignment with credit policies • Pricing optimisation FWPR: Female workforce participation rate 28 www.creditaccessgrameen.in Strengthening The Credit Underwriting Framework Credit Decisioning Backed by Human Judgment, Technology And Structured Process Group Loans Individual Loans & Two-Wheeler Loans Mortgage Loans BRE-Based Centralised Credit Filtering Customer Selection Customer Selection • Regulatory compliance • Lead generation basis proprietary / credit bureau data • BRE-based centralized credit-filtering • Agile product / credit policy implementation • BRE-based centralised credit filtering • Shared accountability: applicant + co-applicant • Faster TAT • Field-based second level filtering • Fraud prevention • Audit trail & governance Personal Discussion Dedicated Branch Credit Team • Visits: residence, business premises, property site Branch-Based Decentralised Decisioning • Standardised income templates (business types) • On-peak/off-peak business volumes, reference check • Training & certifications: credit, product/policy, asset quality • Field checks and customer home visits • Group and centre consent process Credit Assessment • Continuous certification process to sharpen Sample Reassessments learning • Standardised income templates (business types) • Account aggregator to capture banking data • 5–7% cases: additional review for consistency • Legal / technical: centralised vendor + internal team • Quality control loop: feedback to branch teams • Independent verification & sanctioning of loans by credit underwriting team Central Credit Intelligence Process Governance • Central team monitors portfolio quality • AI Image BOT (piloted) validation during data capture • System driven credit rules management • Improvements: income templates, scoring, training • System driven codified deviation management • Training & certifications: credit, product/policy, portfolio quality 29 www.creditaccessgrameen.in Strengthening Multi-Channel Customer Engagement Serving Customers On Their Terms – Physical, Digital, Anytime Multi-Channel Presence Multi-Channel Service Fulfilment Check Loan Status Check Loan Eligibility View loan details and Renewal or new loan Anchor Channel End-to-End Digital repayment schedule eligibility - instant check Centre Meeting Grameen Mahi App anytime Core touchpoint for group cohesion, loan Full digital customer journey in vernacular collections and credit discipline languages - onboarding to repayments. Physical fallback as backup Express Interest In Apply for New Loans Graduation Products Signal interest in higher Digital or physical value products fulfilment paths available Self-Service Proactive Outreach Relationship Building WhatsApp Tele-Calling In-Person Visits Anytime Service Digital Repayments Queries Quick fulfilment via Targeted outreach for high Proactive relationship visits conversational channel - potential graduation - deepening trust and UPI, app-based, or Query resolution across queries, schedules and customers beyond centre identifying financial needs WhatsApp-triggered all channels updates meetings payments 30 www.creditaccessgrameen.in Leveraging Pan-India Presence To Drive Distribution Taking Financial Inclusion To The Last Mile Deep Penetrated Distribution Platform Contiguous District-Based Operating Presence Average 84% district coverage across all states GL Branches RF Branches Dual-Role Distribution Hub Dedicated Mortgage Distribution GL LOs source & service Exclusive channel for new individual business loans mortgage customer and two-wheeler loans acquisition Dedicated RF LOs source & Shared credit hub - service mortgage-backed processing mortgages from loans GL branches Strong graduation channel – Group Model to Retail Centralised underwriting Finance support across the network Benefits Of Contiguous Business Expansion Process & Controls Replication Local Market Familiarity Deeper Market Penetration Gradual Adjacent Expansion Consistent risk mapping across Demographics, culture & market Maximise share in current Measured entry into adjoining all geographies know-how enabling better service operating markets markets 31 www.creditaccessgrameen.in Managing Collections In Evolving Customer Landscape Ability To Drive Collections In Informal Customer Segments Structured Collection Management Collection Management Platform Daily On-time Collections Continue To Remain Strong Structured Intelligence Prioritisation Engine Daily on-time collections continue to remain strong • Despite reduction in centre attendance, >99% of regular collections happen in centre meetings, with personal follow-ups required only in • Customer profiling • Past visit logs → better analytics case of PAR customers • Home geo-location • Faster decisioning on next best • Centre meetings remain the primary collection point for group loans, • Visit logs: payment patterns, action individual business loans, and two-wheeler loans customer responses, field notes • NACH based collections for mortgage loans, with 10-15% bounce rate PAR Recovery Protocol Timely Field Action Maximise Recovery • Assignment of accounts to field • Delinquency movement tracking staff • Recovery & follow-up tracking SMS / WhatsApp IVR Outreach Field Visits Letters / Legal • Clear ownership with actionable • Measuring team productivity next steps Bucket Physical Rigour Technology PAR 1–7 PAR 8–30 Field Staff Structured collections approach leveraging PAR 31–60 technology and PAR 60+ analytics Quality Control + Legal Write-Off 32 www.creditaccessgrameen.in Enabling Transformation Through Technology Robust Technology Architecture To Support Scalability, Reliability And Quick Responsiveness Group & Individual Loans Mortgage Loans TW Loans Grameen Mahi Collections LOS/LCS LOS/LCS LOS Customer App Mgmt. Platform Core Banking System ESB & Other Services WhatsApp Customer, Group & Centre Mgmt. Loan Mgmt. & Branch Accounting Business Rule Engine SMS Engine Payment Gateway Messaging > 30 Lakh Average Transactions Per Day Field & Audit Data Platform 10 – 15 Lakh Loan repayments Retail Finance Modules Data Warehouse Audit App RF LMS Centralised data store Workflow Mgmt. 20 – 25 Lakh Credit bureau submissions Data Marts Field Monitoring App Domain-specific views 80 – 100k Credit bureau enquiries RF LCS Analytics Platform Collections Conveyance App Insights & modelling 70 – 80k Loan applications RF DMS Reporting 19K – 20K Insurance app. & claims processing Insurance Claim App Document Mgmt. Dashboards 15 – 20k New customer applications & KYC Front end Apps Core Infrastructure Data & Workflow Operational Apps 33 www.creditaccessgrameen.in Enabling Transformation Through Technology Keeping Pace With The Future Strengthening The Core Enabling Lifecycle Strategy Agile Technologies Adaptive Data Platform Making AI Inclusive Platform Upgrades Speed & Accuracy AI + Low-Code Platforms Employee Productivity Intelligence-Driven AI-enhanced daily workflows Performance, Security, Faster field app performance Enterprise mobility with Engagement Modern architecture AI capabilities Shift from process-driven to data-driven customer journeys Voice Bot / Engagement AI-powered customer interactions App Observability Paperless Journeys Ecosystem Integration Real-time monitoring of Process digitisation end-to-end Faster go-to-market via apps, infra & UX external integrations AI Credit & Risk AI-driven credit & risk mgmt. Customer Data Integrity End-to-End Visibility Microservices Dynamic Dashboards Aadhaar KYC, De-duping, Single App: Leads → Applications Quick responsiveness & OCR pre-fills → Conversions → Collections modular architecture Leadership MIS On-the-Go Intelligent MIS across entire Real-time decision support human capital chain Organisational Strengthening Self-Service UX AI-Accelerated SDLC AI Compliance Monitoring Testing COE Vernacular interfaces for Reduced development PMO for executional rigour seamless customer experience timelines via AI AI-driven compliance tracking 34 www.creditaccessgrameen.in Adapting Risk, Audit & Controls Amidst Evolving Business Needs Shift From Reactive To Predictive Approach, Supporting Next Phase of Business Growth Risk Management Framework Internal Audit Framework Product Corporate & Technology & Intelligence-Led Assurance Governance Digital Risk Audit Data-Driven Income Assessment A/B Testing Across Products Expanded Deepened Strengthened AI-Powered Coverage Oversight Assurance Deployment Improved accuracy through Systematic experimentation across all quantitative income models replacing products for continuous policy W1ider product Risk-based subjective estimates optimisation scope covering Board-level and Cybersecurity audit regulatory group, individual and data privacy prioritisation compliance and secured audits using data assurance portfolios signals End-to-end Enterprise risk Digital channel Continuous process and governance integrity and monitoring over adherence framework system controls periodic review checks review review cycles Fraud Identification & Detection Agentic AI for Risk Monitoring Customer IT infrastructure Proactive framework using data AI agents autonomously monitoring Stakeholder Faster insights protection and and business signals and analytics to detect risk signals and triggering alerts in accountability with reduced fair practices continuity fraudulent behaviour early real-time mechanisms manual effort review checks 35 www.creditaccessgrameen.in Strengthening Internal Control Structure The Three Lines Of Defence 3rd line of defence: Internal Audit team 2nd line of defence: Risk team 1st line of defence: Field + Credit Underwriting + Quality Control teams Zone (100 – 120 branches) Zone Manager GL: ZM Business + Credit RF: ZM + ZCM Region (40-50 branches), Division (20-25 branches) Region / Division Manager GL: RM / DM Business + Credit RF: RM / DM + RCM / DCM Area (4-6 branches) Area Manager GL: AM Business + Credit RF: AM + ACM + Legal /Technical AM + Collections AM Per Branch: Branch Manager GL: 2 BMs + 1 BCM (RF business through GL branches) Business + Credit RF: 1 BM + 1 BCM Per Branch: Loan Officer + Credit Officer GL: 6-7 LOs RF: 4-5 LOs + 1 COs LO: Loan Officer: CO: Credit Officer, BM: Branch Manager, BCM: Branch Credit Manager, AM: Area Manager, ACM: Area Credit Manager, RM: Regional Manager, RCM: Regional Credit Manager, DM: Divisional Manager, DCM: Divisional Credit Manager, ZM: Zonal Manager, ZCM: Zonal Credit Manager 36 www.creditaccessgrameen.in Discussion Summary Recent Performance – Momentum That Speaks Our Current Position – The Vantage Point Our Strategic Vision – Project “Shakti” Financial Profile – Built for Growth ESG & CSR - Our Natural Advantage 37 www.creditaccessgrameen.in Robust Quarterly Performance Trend AUM (INR Cr) Disbursements (INR Cr) Borrowers (‘000) 16.4% 11.9% -2.4% 30,319 29,590 8,313 4,562 4,440 4,401 4,418 4,451 26,055 25,904 26,566 5,458 5,322 5,767 6,107 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Branches Employees Loan Officers 7.7% 3.0% 0.9% 2,209 2,222 2,236 2,276 21,333 21,701 21,701 21,941 21,981 2,114 14,326 14,496 14,463 14,470 14,455 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 38 www.creditaccessgrameen.in Robust Quarterly Performance Trend Total Income (INR Cr) 1,784 1,599 1,464 1,509 1,491 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Margin Analysis (%) Operating Efficiency (%) 20.3% 20.7% 21.0% 21.2% 21.8% 5.1% 5.2% 5.4% 4.8% 4.8% 12.8% 13.3% 13.9% 14.2% 14.4% 33.5% 32.5% 34.1% 30.4% 29.3% 9.7% 9.6% 9.4% 9.2% 9.2% Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Portfolio Yield Cost of Borrowings NIM Cost/Income Ratio Opex/AUM Ratio 39 www.creditaccessgrameen.in Robust Quarterly Performance Trend Asset Quality (%) NII, PPOP, PAT (INR Cr) 4.70% 4.06% 4.26% 3.81% 937 976 977 1,048 1,164 4.62% 4.04% 3.20% 3.65% 873 3.17% 653 695 680 780 3.29% 2.94% 2.18% 2.50% 2.28% 493 340 252 1.46% 60 126 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 GNPA (largely @ 60+ dpd) Provisioning (ECL) PAR 90+ NII PPOP PAT Total Equity (INR Cr) & Debt/Equity Ratio Return Ratios & Capital Adequacy (%) 2.9 2.8 2.8 3.0 3.0 25.5% 26.1% 26.4% 24.5% 24.9% 8,347 7,022 7,164 7,440 7,842 13.8% 24.4% 7.1% 17.8% 3.4% 5.9% 0.9% 1.8% 3.5% 4.4% Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Total Equity Debt/Equity Ratio CRAR ROE ROA 40 www.creditaccessgrameen.in Curated Products Designed To Meet Diverse Customer Needs AUM Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Product Mix (INR Cr) % Share (INR Cr) % Share (INR Cr) % Share (INR Cr) % Share (INR Cr) % Share GL 24,272 93.2% 23,035 8 8 .9% 22,826 8 5 .9% 24,227 81.9% 24,061 79.4% IGL 23,113 95% 22,079 96% 21,837 96% 22,557 93% 21,751 90% Other Life-cycle Loans 1,159 5% 956 4 % 989 4 % 1,670 7% 2,310 10% RF 1,784 6.8% 2,869 11.1% 3,740 14.1% 5,362 18.1% 6,258 20.6% IBL + Other Life-cycle Loans 1,386 78% 2,437 85% 3,259 87% 4,816 90% 5,669 91% SBL 250 14% 256 9 % 267 7 % 287 5 % 296 5 % AHL 134 8% 164 6 % 200 5% 244 5% 272 4% Two-wheeler loans 14 0.8% 12 0 . 4 % 14 0 . 4 % 15 0.3% 20 0.3% Total 26,055 100% 25,904 100% 26,566 100% 29,590 100% 30,319 100% Avg. O/S Per Borrower Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 (INR ‘000) GL 54.5 55.5 57.1 62.3 62.6 RF 162.6 99.6 92.9 101.8 103.3 IBL + Other Life-cycle Loans 139.9 87.9 83.4 93.7 95.6 SBL 502.9 490.4 484.7 485.4 485.9 AHL 510.5 524.5 529.5 532.3 549.9 Two-wheeler loans 47.6 43.6 46.7 51.7 61.1 Total 57.1 58.3 60.4 67.0 68.1 IGL: Income Generation Loan, IBL: Individual Business Loan, SBL: Secured Business Loan, AHL: Affordable Housing Loan 41 www.creditaccessgrameen.in Progressing Well on Liability Strategy Diversified Liability Mix - Institution / Instrument Wise (%) Focus on dynamic liability management • Focus on long-term funding with strong diversification between domestic Banks - TL & NBFCs - TL & foreign sources CC 2.2% • Target to meet funding requirements through foreign/long-term sources FIs - TL 60.8% 3.9%Public NCD over the medium term, with diversified products 1.4% • Diverse lenders’ base: Foreign - ECB • 45 Commercial Banks 21.7% • 3 Financial Institutions • 24 Foreign Lenders Direct Assignment & Foreign - NCD • 6 NBFCs Securitisation 2.2% • 1 Wealth Management Firm and 1 Insurance Company Private NCD 6.1% 1.7% • Continued focus to optimize the cost of borrowing Note: O/S Direct Assignment (Sold Portion) - INR 326.8 Cr, Securitisation – INR 1,202.2 Cr Share of Bank Borrowings at 60.8% & Foreign Borrowings at 23.9% Cost of Borrowing (%) Liability Mix - Tenure Wise (%) 9.7% 9.4% 9.6% 8.9% 9.4% 8.9% 9.2% 8.9% 9.2% 8.8% Medium Term (>1 Year & < 2 Years) 20.4% Short Term (<=1 year) Long Term (>= 2 Years) 6.5% 73.1% Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Weighted Avg. COB Marginal COB 42 www.creditaccessgrameen.in Stable Liquidity/ ALM Position/ Credit Ratings / ESG Ratings Static Liquidity / ALM Position For the Month For the Financial Year Debt Diversification (INR Cr) Q1 FY27 Particulars (INR Cr) Jul-26 Aug-26 Sep-26 FY27 FY28 Total Drawdowns 5,009 Opening Cash & Equivalents (A) 3,648.3 4,014.2 4,626.3 3,468.3 4,722.3 Domestic 92% Loan recovery [Principal] (B) 1,630.1 1,483.1 1,563.2 8,759.8 12,673.0 Total Inflow (C=A+B) 5,098.4 5,497.4 6,189.5 12,228.1 17,395.4 Foreign 8% Undrawn Sanction 2,993 Borrowing Repayment [Principal] Term loans and Others (D) 978.3 761.4 1,070.8 6,615.6 6,807.4 Domestic 87% NCDs ( E ) 0.0 0.0 0.0 192.0 70.9 PTC (F) 76.3 79.4 72.6 555.2 443.9 Foreign 13% Direct Assignment & Securitisation (G) 29.5 30.3 26.7 143.0 140.6 Sanctions in Pipeline 9,440 Total Outflow H=(D+E+F+G) 1,084.1 871.1 1,170.2 7,505.8 7,462.8 Closing Cash & equivalents (I= C-H) 4,014.2 4,626.3 5,019.3 4,722.3 9,932.6 Domestic 61% Static Liquidity (B-H) 546.0 612.0 393.0 1,254.1 5,210.2 Foreign 39% Rating Instrument Rating Agency Rating/Grading Positive ALM Mismatch (in Months) Bank Facilities Ind-Ra, ICRA, CRISIL AA- (Stable) Non-Convertible Debentures Ind-Ra, ICRA, CRISIL AA- (Stable) 23.9 24.2 Commercial Paper ICRA A1+ 19.3 21.4 19.4 21.3 19.6 22.5 20.5 20.4 Microfinance Grading * M-CRIL M1C1 Score: 20.7, Rating: ESG Rating Sustainalytics “Medium Risk” ESG Rating S&P Global 53 / 100 ESG Rating CDP “C” – Awareness Client Protection Certification M-CRIL Gold Level Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Social Bond & Loan Framework Sustainalytics Certified Average Maturity of Assets Average Maturity of Liabilities * Institutional Grading/Code of Conduct Assessment (COCA) 43 www.creditaccessgrameen.in Q1 FY27: P&L Statement Profit & Loss Statement (INR Cr) Q1 FY27 Q1 FY26 YoY% Q4 FY26 QoQ% FY26 Interest Income 1,714.1 1,388.1 23.5% 1,525.4 12.4% 5,762.6 - Interest on Loans1 1,687.4 1,368.1 23.3% 1,512.7 11.6% 5,697.4 - Interest on Deposits with Banks and FIs 26.7 20.0 33.4% 12.7 109.6% 65.3 Income from Direct Assignment -0.1 31.0 n.m. 0.3 n.m. 74.0 Finance Cost on Borrowings 550.0 482.2 14.1% 478.1 15.1% 1,899.1 Net Interest Income 1,164.0 937.0 24.2% 1,047.7 11.1% 3,937.5 Non-interest Income & Other Income2 70.4 44.5 58.1% 72.9 -3.4% 225.9 Total Net Income 1,234.4 981.5 25.8% 1,120.5 10.2% 4,163.5 Employee Expenses 242.0 221.2 9.4% 211.7 14.3% 879.1 Other Expenses 103.6 92.1 12.5% 112.8 -8.2% 412.7 Depreciation, Amortisation & Impairment 16.2 15.2 6.5% 15.7 3.3% 63.1 Pre-Provision Operating Profit 872.5 653.0 33.6% 780.3 11.8% 2,808.6 Impairment of Financial Instruments 212.5 571.9 -62.8% 335.3 -36.6% 1,775.4 Profit Before Tax 660.0 81.1 713.7% 445.0 48.3% 1,033.2 Total Tax Expense 166.6 20.9 696.1% 105.4 58.0% 255.6 Profit After Tax 493.4 60.2 719.7% 339.5 45.3% 777.6 Key Ratios Q1 FY27 Q1 FY26 Q4 FY26 FY26 Portfolio Yield 21.8% 20.3% 21.2% 20.6% Cost of Borrowings 9.2% 9.7% 9.2% 9.5% Interest Spread 12.6% 10.6% 12.0% 11.1% NIM 14.4% 12.8% 14.2% 13.4% Cost/Income Ratio 29.3% 33.5% 30.4% 32.5% Opex/AUM Ratio 4.8% 5.1% 4.8% 5.1% 1) Interest income (on Stage 3 portfolio) de-recognized was INR 48.3 Cr in Q1 FY27 (Q1 FY26: INR 88.2 Cr) 2) Bad debt recovery was INR 13.3 Cr in Q1 FY27 (vs. Q1 FY26: INR 8.3 Cr) 44 www.creditaccessgrameen.in Q1 FY27: Balance Sheet Balance Sheet (INR Cr) Q1 FY27 Q1 FY26 YoY% Q4 FY26 QoQ% FY26 Cash & Other Bank Balances 1,359.4 1,195.1 13.7% 1,327.0 2.4% 1,327.0 Investments 2,176.1 829.4 162.4% 1,075.3 102.4% 1,075.3 Loans - (Net of Impairment Loss Allowance) 28,894.8 24,311.5 18.9% 27,922.7 3.5% 27,922.7 Property, Plant and Equipment 45.4 41.5 9.3% 43.7 3.7% 43.7 Intangible Assets 76.5 95.7 -20.0% 80.7 -5.2% 80.7 Right to Use Assets 84.9 81.4 4.2% 87.5 -3.0% 87.5 Other Financial & Non-Financial Assets 926.5 646.9 43.2% 1,017.5 -9.0% 1,017.5 Goodwill 375.7 375.7 0.0% 375.7 0.0% 375.7 Total Assets 33,939.2 27,577.2 23.1% 31,930.2 6.3% 31,930.2 Debt Securities 1,346.9 1,539.8 -12.5% 1,294.6 4.0% 1,294.6 Borrowings (other than debt securities) 23,805.6 18,511.1 28.6% 22,346.5 6.5% 22,346.5 Subordinated Liabilities - 25.3 n.m. - n.m. - Lease Liabilities 105.9 102.3 3.5% 108.9 -2.7% 108.9 Other Financial & Non-financial Liabilities 334.2 377.0 -11.4% 338.0 -1.1% 338.0 Total Equity 8,346.6 7,021.7 18.9% 7,842.2 6.4% 7,842.2 Total Liabilities and Equity 33,939.2 27,577.2 23.1% 31,930.2 6.3% 31,930.2 Key Ratios Q1 FY27 Q1 FY26 Q4 FY26 FY26 ROA 5.9% / 4.0%1 0.9% 4.4% 2.7% D/E 3.0 2.9 3.0 3.0 ROE 24.4% / 16.0%1 3.4% 17.8% 10.7% GNPA (GL: 60+ dpd, RF: 90+ dpd) 2.18% 4.70% 3.17% 3.17% Provisioning 3.20% 4.62% 3.81% 3.81% 1) On a TTM basis 45 www.creditaccessgrameen.in Discussion Summary Recent Performance – Momentum That Speaks Our Current Position – The Vantage Point Our Strategic Vision – Project “Shakti” Financial Profile – Built for Growth ESG & CSR - Our Natural Advantage 46 www.creditaccessgrameen.in Purpose Embedded In Every Loan ESG Framework: ENVIRONMENTAL | SOCIAL | GOVERNANCE ESG RATINGS & RECOGNITION ENVIRONMENTAL SOCIAL GOVERNANCE Sustainalytics 20.7 E E&S Discipline Driving Last-Mile Reach Board Integrity & Independence • E & S criteria check during loan • 99.9% women borrowers • 50% independent directors; 25% Medium Risk assessment • Serving lower-income & middle- women ESG Risk Score • Adherence to IFC exclusion list income households • 9 Supervisory Committees covering all key governance risk areas S&P Global • Capturing financed emissions since • High density network with average of 53/100 FY25 5.0 branches per district • Social Bond & Loan Committee chaired by the MD/CEO Very High Data Availability vs Peers Community Embedded Green Community Action Workforce G Robust Policy Architecture CDP • WASH lending at affordable rates • 97.2% of employees from rural • Whistleblower, AML, anti-bribery & IT C communities security policies enforced • CSR initiatives on – • 20.9% women workforce • POSH, non-discrimination and fair • Rejuvenation of water bodies Awareness Band • Employee welfare and borrower client practices audited regularly ESG Risk Rating • Deploying solar lights to reduce welfare are structurally aligned • Data governance and client privacy electricity consumption controls across all operations M-CRIL GOLD ★ Responsible Operations ✓ Centric Practices ★ Multi-Agency ESG Validation Certified • E&S compliance embedded in • Great Place to Work: 7 consecutive • Rated by 5 independent agencies: Client Protection Certification product design years Sustainalytics, S&P, CDP, M-CRIL, NSE NSE ESG Index • 451 districts operated with • CPP Gold: India's highest Client • Sustainalytics SPO on Social Bond & 67/100 consistent environmental safeguards Protection Certification Loan Framework • Zero tolerance for harmful • Comprehensive ESG disclosures Aspiring environmental borrower practices ESG Rating Score 47 www.creditaccessgrameen.in Mobilising Global Impact Capital Sustainalytics is of the opinion that CA Grameen's Social Bond & Loan Framework is Credible and Impactful — aligned with Social Bond Principles 2021 & Social Loan Principles 2023 Social Bond / Loan Framework Aligned With UN SDGs What Sets CA GRAMEEN Apart $ Use of Proceeds Structural Economic Mobility • Employment generation & SME financing for E Borrowers to employees: ~50% of Loan Officers come from women-led businesses borrower families • Businesses co-developed and co-managed by women borrowers Commercial Impact at Scale • Rural & semi-urban businesses across India No Poverty Zero Hunger Good Health • Affordable housing for underserved households S Every social outcome in the form of health access, women's empowerment, rural education is delivered through a commercially viable self-sustaining model ✓ Eligibility Criteria • Borrower income: lower income quartile per World Bank standards Governance Standard Upheld • 100% lending compliant for DFIs & impact Quality Education Gender Equality Clean Water G Client Protection Pathway certified, while balancing economic investors growth with responsible finance • E&S risk assessment on each eligible loan Social Bond & Loan Committee Vernacular Digital Inclusion • Chaired by the MD/CEO ★ Grameen Mahi enables a fully digital lending journey from onboarding to repayment in vernacular languages, making • Audit & risk functions ensuring independent oversight Decent Work Industry & Innovation Reduced Inequalities financial services accessible and usable 48 www.creditaccessgrameen.in Community Impact At Scale: CSR Initiatives CSR Impact At A Glance (FY 2021–2026): 18.36 Lakh+ Beneficiaries | INR 76 Crore Invested | 60+ Aspirational Districts EDUCATION HEALTH LIVELIHOOD RURAL DEVELOPMENT DISASTER RELIEF Rationale Behind The 5 Themes 7.43 6.72 1.14 0.35 2.72 Why Education? Lakh Lakh Lakh Lakh Lakh Investing in education from Anganwadis to Beneficiaries Beneficiaries Beneficiaries Beneficiaries Incl. COVID scholarships, breaks the inter-generational poverty Beneficiaries cycle and gives children a pathway beyond subsistence living Education & Capability Health & Preventive Skill Development & Rural Public Humanitarian Aid & Why Health? Enhancement Care Rural Income Infrastructure (RPID) COVID Support Health emergencies are the single biggest trigger of • Strengthened 600+ • 26,400+ individuals • 3,990+ rural youth • 5,500+ rural public • 2,00,000+ grocery financial distress among low-income households. educational screened for cancer; & women trained; institutions kits distributed Preventive care and specialist access protect institutions, healthcare 76% secured strengthened under during disaster livelihoods, safeguard loan repayment capacity benefitting 1.9+ consultations employment RPID relief periods lakh students and provided • 60+ animal health • Covered Gram • 5,38,000+ Why Livelihood? staff • 7,300+ HPV camps; 8,200+ Panchayaths, Village beneficiaries via PPE Skill development and other related activities reduce • Career guidance to vaccinations; animals treated; offices, Taluk offices kits across 8,342 dependence on seasonal agriculture and make 1.7+ lakh students awareness for 3,900 farmers & Police stations institutions borrower households genuinely self-sufficient across 1,300 7,135+ parents & benefited • Materials & • 29,000+ individuals government schools students • 16 water bodies infrastructure for vaccinated during Why Rural Development? • 4,200+ scholarships • 265 patients rejuvenated; 680 public use across 16 COVID-19 support awarded for higher supported with million litres water states program Our borrowers live in villages with weak civic education support 23,000+ dialysis capacity created infrastructure. Strengthening Gram Panchayaths and public institutions builds the ecosystem that enables • 3,850+ anganwadis sessions • 21,000 villagers inclusive economic participation supported reaching • 730+ healthcare benefited from Why Disaster Relief? 1.4+ lakh children institutions water body • 1.2+ lakh rural strengthened; rejuvenation Extreme weather events and public health crisis women empowered 34,500+ community • 260+ solar disproportionately impacts low-income communities. through financial members benefited streetlights installed Rapid humanitarian response helps maintain literacy • 440+ sanitation in Nashik, financially stability units installed with Maharashtra gender-segregated facilities 49 www.creditaccessgrameen.in Key Ratios: Definitions 1. Portfolio Yield = (Interest on loans – processing fees + Income from securitisation)/ Avg. quarterly on-book loans 2. Weighted Avg. COB = (Borrowing cost – finance lease charges) / Daily average borrowings (excl. Financial Liability towards Portfolio Securitized) 3. Marginal COB = (Borrowings availed during the period * interest rate + processing fees and other charges) / Borrowings availed during the period 4. NIM = (NII – processing fees, interest on deposits, income from direct assignment + finance lease charges) / Avg. quarterly on-book loans 5. Cost/Income Ratio = Operating cost / Total Net Income 6. Opex/GLP Ratio = Operating cost / Avg. quarterly GLP 7. ROA = PAT/Avg. Quarterly Total Assets (including direct assignment) (Annualized), ROE = PAT/Avg. Quarterly Total Equity (Annualized) 8. Debt = Debt Securities + Borrowings (other than debt securities) + Subordinated Liabilities + Financial Liability towards Portfolio Securitized 9. GNPA = (Stage III exposure at default) / (Sum of exposure at a default of Stage I + Stage II + Stage III) 10. NNPA = (Stage III exposure at default – Stage III ECL) / (Sum of exposure at a default of Stage I + Stage II + Stage III – Stage III ECL) 11. Provisioning (ECL) = (Stage I ECL + Stage II ECL + Stage III ECL) / (Sum of exposure at a default of Stage I + Stage II + Stage III) 50 www.creditaccessgrameen.in For Further Queries: Nilesh Dalvi Chief Financial Officer Contact No – 9819289131 Email Id – nilesh.dalvi@cagrameen.in Sahib Sharma DGM – Investor Relations Contact No – 7066559383 Email Id – sahib.sharma@cagrameen.in www.creditaccessgrameen.in