Aadhar Housing Finance Ltd. — Q1 FY27 earnings call

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AADHARHFC To, National Stock Exchange of India Limited Listing Dept., Exchange Plaza, 5th Floor, Plot No. C/1, G. Block, Bandra-Kurla Complex, Bandra (E), Mumbai - 400 051

AADHARHFC

Listing Corporate Relationship Department Sub:- Intimation under Securities and Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulation, 2015 (“SEBI LODR Regulations”) - Investor Presentation Dear Sir/Madam, Pursuant to Regulation 30 of SEBI LODR Regulations, please find enclosed herewith a copy of the Investor Presentation of the Company on the Unaudited Standalone and Consolidated Financial Results for the quarter ended June 30, 2026. The Investor Presentation may also be accessed on the website of the Company at: https://aadharhousing.com/investor-relations/financial-results The details of conference call scheduled on Friday, July 31, 2026 at 18:00 Hrs (IST) have already been intimated. The above is for your information, records and dissemination please. Thanking you. For Aadhar Housing Finance Limited Harshada Pathak Company Secretary and Compliance Officer

19534 HARSHADA SHASHANK PATHAK Digitally signed by HARSHADA SHASHANK PATHAK Date: 2026.07.31 16:08:08 +05'30' Aadhar Housing Finance Limited Investor Presentation Q1 FY27 1 Disclaimer This presentation and the accompanying slides (the “Presentation”), have been prepared by Aadhar Housing Finance Limited (“Aadhar” or the “Company”), without any specific objectives and solely for information and reference purposes, and do not constitute directly or indirectly any advertisement, advise, offer, recommendation or invitation to purchase or subscribe for any securities, and shall not form the basis or be relied on in connection with any contract or binding commitment whatsoever. Any reference herein to the “Group” shall mean Aadhar Housing Finance Limited, together with its subsidiaries / joint ventures/ affiliates, as may be applicable. 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Such information has been used by the Company solely as a supplemental measure of the Company’s performance. PERFORMANCE SNAPSHOT 3 Aadhar Housing Finance Q1 FY27 Key Highlights AUM ₹ 313,640 Mn +18% PAT ₹ 2,824 Mn +19% GNPA 1.3% -3 bps ROA 4.0% +2 bps Disbursements ₹ 20,358 Mn Refer Note 1 Spread -3 bps 5.8% Note 1: The Company has transitioned disbursement reporting from cheque handover to cheque realisation basis from Q1 FY 27. Disbursement on cheque handover in Q1 FY 27 is ₹ 23,590 Mn growth of 19% on YOY basis. 4 Aadhar Housing Finance Q1 FY27 Key Highlights

1.LTV on Gross AUM on outstanding basis; 2. Branches including offices are 640. INR 314 bn AUM (100% Secured Retail Book) INR 2.8 bn PAT INR 79 bn Net worth 340k Live accounts 1.31% GNPA c.60% LTV1 c.55% AUM to Salaried customers INR 20 bn Q1 FY27 Disbursements 628 Branches2 22 States & UTs (Jun-26) 43 Borrowings Relationships Diversified AA+ / Stable CARE rating Positive ALM Across all buckets HFC focused on low-income housing segment in India, with a seasoned business model and digital focus SCALE ASSET QUALITY DISTRIBUTION LIABILITY PROFILE FINANCIAL PERFORMANCE Strong Growth in AUM and Disbursements 6 Retail Home Loans Retail Other Mortgage Loans AUM – By Product (INR Mn) Disbursement – By Product (INR Mn) 1,34,593 1,57,951 1,88,181 2,22,049 37,635 53,258 67,126 83,664 1,72,228 2,11,209 2,55,307 3,05,713 FY23 FY24 FY25 FY26 42,052 50,521 58,473 67,659 16,974 20,203 23,448 27,898 59,026 70,724 81,921 95,557 FY23 FY24 FY25 FY26 1,38,483 1,62,455 1,94,404 2,28,242 40,987 54,808 70,837 85,398 1,79,470 2,17,263 2,65,241 3,13,640 Q1 FY24 Q1 FY25 Q1 FY26 Q1 FY27 10,775 10,995 13,491 15,448 3,604 3,972 6,295 4,910 14,379 14,967 19,786 20,358 Q1 FY24 Q1 FY25 Q1 FY26 Q1 FY27

Refer Note 1 Note 1: The Company has transitioned disbursement reporting from cheque handover to cheque realisation basis from Q1 FY 27. Disbursement on cheque handover in Q1 FY 27 is ₹ 23,590 Mn growth of 19% on YOY basis. Stable Spreads Maintained Across Cycles 7 13.0% 13.4% 13.9% 13.9% 13.5%2 7.0% 7.6% 8.0% 8.2% 7.7% 6.0% 5.8% 5.9% 5.7% 5.8%2 FY22 FY23 FY24 FY25 FY26 Portfolio Yield Cost of borrowings Spread 13.8% 13.8% 13.7% 13.5%2 13.5% 8.0% 7.9% 7.7% 7.7% 7.7% 5.8% 5.9% 6.0% 5.8%2 5.8% Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 Portfolio Yield Cost of borrowings Spread Yields, Cost of Borrowings and Spreads (%) 1 : “Spreads maintained Stable” 1 . Portfolio Yield/Cost of borrowings as at period end. 2. 15 BPS PLR reduction w.e.f Feb’26 . Stable Asset Quality and Consistent Improvement in Efficiency 8 1. Includes 0.04% NPA <= 90 DPD which have been classified as per the RBI circular dated 12th November 2021 respectively. 2. Included in manpower cost is ₹135 Mn for Q4 FY26 and ₹140 Mn for Q1 FY27 respectively related to fresh ESOPs granted in Jan-26. (Cost to Income without ESOP cost is 35.0% in Q4 FY26 and 34.1% in Q1 FY27) 1.16%1 1.08% 1.05% 1.08% FY23 FY24 FY25 FY26 0.8% 0.8% 0.7% 0.7% GNPA to AUM NNPA to AUM 38.1% 37.5% 36.4% 35.9% FY23 FY24 FY25 FY26 36.1% 36.2% 34.1% 37.1%2 36.3%2 Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 GNPA to AUM improved by 3bps in Q1 FY27 on YoY basis Cost to Income 1.46%1 1.31% 1.34% 1.31% Q1 FY24 Q1 FY25 Q1 FY26 Q1 FY27 0.9% 1.0% 0.9% 1.1% Strong Profitability and Returns 9 *Networth and ROE as on 31 March 2025 includes IPO primary portion of Rs 1000 Crs (Gross) , ROE = Profit after tax / Average Equity ( Opening equity + closing equity for the respective period / 2

Before exceptional items for Q3 FY26 and FY26. 5,643 7,496 9,118 11,083 FY23 FY24 FY25 FY26 1,463 2,001 2,373 2,824 Q1 FY24 Q1 FY25 Q1 FY26 Q1 FY27 37 44 64 75 38 56 66 79 PAT (INR Mn) Net Worth (INR Bn) 16.5% 18.4% 16.9%* 15.9% FY23 FY24 FY25 FY26 14.7% 15.7% 16.5% 17.1% 14.7% Q1 FY26 Q2 FY26 Q3 FY26 Q4 FY26 Q1 FY27 3.6% 4.2% 4.4% 4.8% 4.0% 4.6% 4.0% 4.3% Return on Equity Return on Total Assets 22% Growth 4.3% Profit after Tax Increased by 19% in Q1 FY27 on YoY basis Consistent Increase in Return Ratios 19% Growth COMPANY OVERVIEW Introduction to Aadhar Housing Finance HFC focused on low-income housing segment with ticket size less than INR1.5mn, with an AUM of INR314bn 100% secured retail loan book Granular portfolio skewed towards Salaried customers; Average ticket size of INR1.1mn Pan-India presence with 628 branches covering 555 districts across 22 states and union territories; serving c.340k live accounts 43 lender relationships with a diversified borrowing base Technology enabled business model across functions Highly profitable franchise delivering c.26% PAT CAGR from FY 22 to FY 26 and 4.4%* RoA Experienced, cycle-tested and professional management team with strong corporate governance *Excluding impact of new labour code arising out of past service cost of ₹159 Mn (Net of tax ₹124 Mn) 172 211 255 306 265 314 Mar-23 Mar-24 Mar-25 Mar-26 June-25 June-26 18% growth in Q1 FY27 Strong AUM Growth INRbn Disbursements Trend- Refer Note 1 INRbn 59 71 82 96 20 20 FY23 FY24 FY25 FY26 Q1 FY26Q1 FY27 Strong PAT INRMn 19% growth in Q1 FY27 5,643 7,496 9,118 11,083* 2,373 2,824 FY23 FY24 FY25 FY26 Q1 FY26 Q1 FY27 1.2% 1.1% 1.1% 1.1% 1.3% 1.3% FY23 FY24 FY25 FY26 Q1 FY26 Q1 FY27 GNPA Trend In % 11 Note 1: The Company has transitioned disbursement reporting from cheque handover to cheque realisation basis from Q1 FY 27. Disbursement on cheque handover in Q1 FY 27 is ₹ 23,590 Mn growth of 19% on YOY basis. Aadhar Housing Finance – Value Proposition 12 Social objectives one of the core components of the business model Robust, analytics driven processes for underwriting and collections Extensive branch and sales office network with geographical penetration across India Focused on low-income housing segment Experienced, cycle-tested management team with strong corporate governance Diversified and granular portfolio Access to diversified funding sources, positive ALM position Scalable technology platform and digital processes 13 Key Milestones

1. Through BCP Asia II Holdco VII Pte. Ltd., an affiliate of Blackstone; 2. Pre-merger AHFPL refers to the entity incorporated as ‘Aadhar Housing Finance Private Limited’ at Mumbai, Maharashtra as a private limited company under the Companies Act, 1956, pursuant to a certificate of incorporation dated May 3, 2010, issued by the Registrar of Companies, Maharashtra at Mumbai and which commenced its operations in February 2011. Aadhar Housing Finance Private Limited was later converted into a public company on September 3, 2013 and was merged into our Company in 2017 pursuant to a scheme of amalgamation approved by the National Company Law Tribunal, Bengaluru Bench at Bengaluru, vide its order dated October 27, 2017. Year of Incorporation of Pre-merger AHFPL Pre-merger AHFPL2 opened its 1st branch Pre-merger AHFPL opened 100th branch Customer base reached 49,000 AUM of pre- merger AHFPL crossed INR 10 bn Merger of DHFL Vysya Housing Finance Limited with Pre- merger AHFPL AUM stood at INR 80 Bn Seasoned business model showcasing strong resilience across business cycles FY11 FY15 FY17 FY18 Customer base crossed 1,50,000; Acquired by the Blackstone Group1 in June 2019 AUM stood at INR 114 Bn FY20 Customer base crossed 2,00,000 AUM of INR 148 Bn FY22 Branches 520+ AUM of INR 211 Bn FY24 H1 FY25 Listed Branches 580 AUM of INR 255 Bn FY25 AUM of INR 306 Bn Branches 626 Customer base crossed 3,36,000 FY26 Highly Experienced Board of Directors 14 Amit Dixit, Non Executive (Nominee) Director Serves as Senior MD, Head of Asia, Blackstone Advisors India Serves on the board of several Blackstone portfolio companies Sharmila A. Karve, Independent Director Previously associated with Price Water House Coopers as a Partner Serves on the boards of EPL, Syngene International, etc.

1. Whole – Time Director Deo Shankar Tripathi WTD1 and Executive Vice Chairman Previously acted as MD & CEO of the Company Named in “101 Top Most Influential BFSI Leaders” by ET Now in 2020 Rishi Anand, Managing Director and CEO 30 + years of work experience across a diverse spectrum of functions and businesses in the financial services space Previously worked with ICICI Bank, GE Money, AIG , Reliance etc. Raj Vikash Verma, Independent Director & Non- Executive Chairman 40 years of work experience across Banking, Finance, Mortgage and Real Estate Sector, including Regulatory bodies Previously worked with RBI, NHB, CERSAI, PFRDA, etc. Dr. Punita Kumar Sinha, Independent Director Founder of Pacific Paradigm Advisors Serves on the boards of Tata Capital, Ventive Hospitality, etc. Mukesh Mehta, Non Executive (Nominee) Director Serves as Senior MD, CIO, Blackstone Advisors India Serves on the board of International Gemmological Institute, VFS Global, R Systems International, PGP Glass, TaskUs, AGS Health, etc. Prateek Roongta, Non Executive (Nominee) Director Serves as MD, Blackstone Advisors India Serves on the board of ASK Investment Managers, International Gemmological Institute, Fino Payments Bank, etc. Seasoned Management Team 15

1. Now Motilal Oswal Home Finance Limited. Rajesh Viswanathan, Chief Financial Officer ▪ Several years of experience in accounting, finance, strategy, planning, taxation, treasury, and investor relations ▪ Previously worked with Bajaj Finance, Bajaj Allianz Life Insurance, KPMG, etc. Rishi Anand, Managing Director and CEO • 30 + years of work experience across a diverse spectrum of functions and businesses in the financial services space • Previously worked with ICICI Bank, GE Money, AIG , Reliance etc. R. Anil Kumar Nair, Chief Operating Officer ▪ Master’s in Business Administration from Sikkim Manipal University ▪ Previously worked with Onida, ICICI Bank and Aspire Home Finance Corporation1 Haryyaksha Ghosh, Chief Data Officer ▪ Experienced in the sectors of data science and IT ▪ Previously worked with Infosys Technologies, Mindwave Solutions, Network 18 Media & Investments, etc. Madhur Bhatnagar, Chief Recovery & Collections Officer ▪ Nearly 20 years of diverse experience in Sales, Credit, and Collection across various industries and products ▪ Previously worked with Magma Fincorp Ltd, Bajaj Auto Finance Ltd, Bharti Axa Life Insurance, Reliance Capital Ltd, and ICICI Bank Ltd. Vinod Nair, Chief Human Resources Officer ▪ Associated with AHFL since 1st October 2024 ▪ Seasoned HR leader with 25 plus years of experience, Prior to AHFL he was associated with Mahindra Finance, CMS Computers Limited and Datamatics Group Anmol Gupta, Chief Treasury Officer ▪ Several years of experience in financial operations, preparing budgets, financial reports ▪ Previously worked with BHW Home Finance, Deutsche Bank and CIMMYT-India Nirav Shah, Chief Risk Officer ▪ Several years of experience in implementing risk management systems across business units & maintaining a strong integrated risk management ▪ Previously worked with Tata Capital Housing Finance, etc. Harshada Pathak, Company Secretary & Compliance Officer ▪ 18 years of experience working in compliance and secretarial departments ▪ Previously worked with Volkswagen Finance, Mahindra & Mahindra Financial Services and Essar Investments Sharad Jambukar, Chief Information Technology Officer ▪ Seasoned IT leader with 21+ years of experience driving technology strategy and transformation in the BFSI sector ▪ Previously held leadership roles at SBI Capital Markets (VP & Group Head - IT), L&T General Insurance (Head of IT), and worked with L&T Finance, ICICI Bank, and others Pratik Jariwala, Chief Compliance Officer ▪ Over 15 years of experience in governance, risk, and control across banking and financial services ▪ Previously associated with Kotak Mahindra Bank, IDFC First Bank, and CRISIL BUSINESS OVERVIEW Pan-India Presence

UP = Uttar Pradesh, MP = Madhya Pradesh, MH = Maharashtra, TN = Tamil Nadu, GJ = Gujarat, RJ = Rajasthan, KTK = Karnataka, TL = Telangana, AP = Andhra Pradesh. 1. Branches including offices are 640. 628 Branches1 Tamil Nadu 63 Branches Karnataka 35 Branches Andhra Pradesh 42 Branches Rajasthan 56 Branches Gujarat 73 Branches Madhya Pradesh 57 Branches Maharashtra 73 Branches Telangana 48 Branches Other States 110 Branches Top 3 States States not present in Top 5 States Other States with Presence Uttar Pradesh 71 Branches No state accounts for of AUM >15% MH 15% RJ 13% UP 12% GJ 11% MP 9% TN 9% TL 7% AP 5% KTK 4% Others 16% ₹314bn AUM June-26 GJ 12% MH 12% UP 11% TN 10% MP 9% RJ 9% TL 8% AP 7% KTK 6% Others 18% June-26 628 Branches Diversified presence with a focus on cost control State wise AUM By State (June 30, 2026) Branch Distribution Distribution Network 17 Distribution Strategy Agile branch network with each location catered to by an appropriate branch size, helping keep Opex in control Ultra-Micro Branches Main Branches Small Branches Micro Branches Deep Impact Branches Disbursals Staff Aadhar Mitra's in non-allied industries (Vegetable vendors, Cement dealers, Saloon’s etc.) Deep Impact branches are being opened in remote locations with an aim to cater to the housing needs of customers in tier 4 and tier 5 towns in India Small Branch Small Branch Micro Branch Micro Branch Micro Branch Micro Branch Ultra Micro Branch Ultra Micro Branch Ultra Micro Branch Ultra Micro Branch Deep Impact AMs Deep Impact Deep Impact Deep Impact AMs Main Branch 18 Distribution Strategy 19 Pune Kolhapur (A) Amravati (B) Malegaon (C) Lucknow Varanasi (A) Firozabad (C) Uttar Pradesh Rajasthan Rest of Maharashtra Churu (C) Jaipur

Examples A - 96 B - 200 C - 180 Urban No of Branches: 152 Emerging No of Branches: 476 No of Branches No of Branches No of Branches Bareilly (B) Sawai Modhapur (A) Pali (B) Comprehensive Credit Assessment Process 20 Credit Underwriting Centralized processing at regions –Salaried Customers • Regional processing units to process applications for salaried customers • Ensures standardisation, cost optimization and better turn-around time Decentralized processing – other customers • Branch led processing through credit managers • On-ground verification of business and income • Analysis of expected cash flow of customer’s business Legal Due Diligence • Inhouse legal team and empaneled lawyers verify documents; ensure that the property is legally enforceable Loan documentation, builder due diligence, title checks • Reports prepared by empanelled lawyers reviewed by in-house legal team Risk Containment Unit File screening, field investigation, document verification • RCU screens every loan application and supporting document • Suspicious documents sampled and verified at source Skilled In-house technical team has assisted in creating this Robust Credit Assessment Framework Technical Due Diligence Activities • Site visits, technical evaluation of properties and the periodical review of construction projects Multiple opinions sought in specific cases • Technical assessments through in-house engineers • For properties above a certain threshold, additional valuation from independent third parties Assessment of property valuation • Done by in-house technical team of civil engineers Post-disbursement sampling • ~5% of the properties mortgaged in each quarter are re-valued to review the variance in valuation • Cases of variance are examined for taking remedial actions Diversified Funding Sources 21 Increasing focus on diversifying borrowings 38 39 56 50 64 12 22 5.9% 7.1% 8.0% 8.4% 7.8% 8.1% 7.3% FY22 FY23 FY24 FY25 FY26 Q1 FY26 Q1 FY27 Incremental Borrowings (INR bn) Interest Rate Banks 60% NHB 22% NCD 17% Others 1% Mar-22

1. Interest rate for incremental borrowing. Represents weighted average rate of interest on fresh borrowings in the relevant year or period. NHB Banks Mutual Funds NHB DFI Banks 49% NHB 24% NCD 17% ECB 7% Others 3% Jun-26 ALM Position 22

1. Assets represents cash and cash equivalents, other bank balances, housing and other loans, investments, and receivables and other financial assets; 2. Liabilities represent trade payables, debt securities, borrowings (other than debt securities), deposits, subordinated liabilities and other financial liabilities. The above asset maturity profile is calculated based on historical customer behaviour on the loan assets. Asset Liability Management – INR bn (as of Jun-26) High-level of Ratings Across Tenures from Leading Rating Agencies 73% of Gross AUM and 78% of borrowings have floating interest rates 1 2 Care Ratings India Ratings Long Term A1+ ICRA ICRA AA / Stable AA / Stable AA / Stable Short Term Positive ALM Position Across Buckets AA+ / Stable AA / Positive 103 209 289 395 72 176 235 363 32 32 54 32 Upto 1 year Upto 3 years Upto 5 years Total Assets Liabilities Gap AA / Positive Old ratings Updated ratings Social Objectives at the Core of the Business 23 Governance Socially Inclusive Home Aspirations Portfolio focused on EWS / LIG segments AUM focused on EWS / LIG Customers 80% 76% 71% 66% 63% FY22 FY23 FY24 FY25 FY26 63% Gross AUM with EWS/LIG customers Overview of various CSR activities Aadhar Mitras / Mahila Aadhar Mitras Incentive-based representative model Aadhar Kaushal – Skill development for youth from the underserved segment Aadhar Aaangan Ensuring nutrition, early childhood education and care Aayushmaan Aadhar Supporting healthcare infrastructure with health camps

1. As of June 30, 2026; 2. Through BCP Asia II Holdco VII Pte. Limited, an affiliate of Blackstone. Blackstone, a leading investment firm,with total AUM of US$1.3 trillion1, is the promoter2 Strong set of Independent Directors Constantly strengthening corporate governance – 3 Independent Directors AI and TECH CAPBILITIES AI is the operating backbone of AHFL, not a set of projects AI is being institutionalized as the enterprise intelligence layer — embedded across origination, underwriting, surveillance, collections, and retention — directly tied to growth quality, NPA control, and operating leverage. Embedded, not bolted on Intelligence flows through every workflow layer, not siloed in an analytics team. Reusable architecture One governed data and model fabric powers all engines, no redundant builds. Outcome-linked Every engine ties to NPA, TAT, Cost-to-income, Retention, or Yield THE 6-LAYER ARCHITECTURE Data Foundation Data lake, customer/loan/property 360, bureau store, document store, feature store, lineage Intelligence & Decisioning Scores, predictions, risk-based pricing, fraud flags, propensity models, next-best-action logic Surveillance & Early Warning Portfolio monitoring, bounce/roll-forward alerts, vintage analysis, branch heatmaps, RAG signals Service & Execution Sales queues, credit workbenches, collections queues, retention workflows, campaign execution Orchestration Workflow routing, LOS/LMS/CRM integration, human-in-loop controls, agentic AI, feedback loops Governance & Trust Model validation, bias/drift controls, audit trails, explainability, override tracking, regulatory readiness Data is Industrialized Inputs are cleaned, standardized, governed & structured Monitoring frameworks are created Those outputs are tracked continuously for risk & pattern detection AI is embedded into workflows Business sees AI as actions, queues, prompts & prioritized interventions Models & Decision Logic are built AI turns raw data into scores, predictions, recommendations & flags Systems are connected APIs, workflows & triggers ensure AI is available where work happens Controls and guardrails are wrapped around everything So that the company can trust, explain, validate and scale the system 1 2 3 4 5 6 25 Strategic AI Platforms being built in-house Across the five AI engines, a small set of reusable, cross-engine AI capabilities emerges repeatedly. These are the strategic platforms we are building and owning in-house for reuse, control, and long-term competitive differentiation. Hours₹ Hours₹ Hours₹ Hours₹ Hours₹ LEKHA DOCUMENT INTEL CORE CAPABILITIES: OCR · Extraction · Classification · Validation · Document workflow intelligence DHVANI VOICE INTEL SAMVIT DECISION INTEL SAARTHI ENTERPRISE ASSIST GATI MANAGEMENT INTEL USED ACROSS: Sourcing · Underwriting · Operations · Collections USED ACROSS: Personal discussions · Collections · Retention · Field interactions USED ACROSS: Sourcing · Underwriting · Surveillance · Retention USED ACROSS: Sales · Credit · Operations · Collections · Servicing USED ACROSS: All business and support functions Reusable intake and document-processing capability that compounds in accuracy and utility over time Reusable speech intelligence across functions — enables cross-functional learning from voice data Core proprietary decisioning IP-primary source of long- term risk and growth differentiation Reusable human-assist layer that improves consistency, responsiveness, and adoption enterprise-wide Creates enterprise-wide visibility, faster intervention capability, and stronger operating control CORE CAPABILITIES: Speech-to-text · Summarization · Conversational tagging · Call quality analytics CORE CAPABILITIES: Application · Bureau · Bank statement · Personal discussion inputs CORE CAPABILITIES: Centralized GenAI / LLM platform · Guided query resolution · Workflow assistance CORE CAPABILITIES: Cross-functional dashboards · Funnel visibility · Exception monitoring · Control views This is how AI stops being a project portfolio and becomes a proprietary operating advantage, — built in- house, reused across engines, compounding over time. 26 AI initiatives are driving measurable impact PRODUCTIVITY & EFFICIENCY More output from the same workforce through smarter task allocation and automation Sales Productivity & Incentives AI platform tracking sales funnel performance, productivity benchmarks, and incentive computation HOW WE USE IT DAILY Field officers and managers track daily pipeline, lead conversion, and performance vs peers. Incentives are computed on AI-scored productivity metrics, replacing manual MIS and eliminating disputes over calculations. IMPACT Higher conversion per officer · fairer incentive allocation · significant reduction in manual reporting effort Collections Prioritisation Daily ranking of delinquent accounts by cure probability for optimised field allocation HOW WE USE IT DAILY Collections officers receive a ranked morning worklist each day. Highest- cure-probability accounts are contacted first. Field routes are optimised by score rather than geography alone, ensuring effort goes where recovery is most likely. Higher recovery yield from existing collection workforce · smarter effort allocation · improved field productivity IMPACT RETENTION & REVENUE GROWTH Protecting existing AUM and growing wallet share from the current customer base Customer Retention Behavioural delinquency scoring of existing customer base – segmenting for selective, risk – adjusted retention HOW WE USE IT DAILY Each customer is scored on delinquency behaviour. BT-Out requests are negotiated based on these scores. Customers with elevated risk scores are excluded from retention; their requests for top ups or ROI concessions are declined. IMPACT Retains high quality AUM while consciously releasing risky accounts · avoids defending customers who increase credit cost · concentrates retention spend where it creates long-term portfolio value 27 AI initiatives are driving measurable impact Each initiative is active in daily operations — governed, tracked, and tied to a clear business outcome. C O S T R E D U C T I O N Reducing credit cost, vendor spend, and processing inefficiency Reject Scorecard Scores every incoming application before it reaches a credit officer HOW WE USE IT DAILY All new leads are automatically scored at the login stage. Applications falling below the threshold are deprioritised or rejected before they consume any underwriting or processing bandwidth. IMPACT Reduces cost of processing non-viable applications · lowers front-end credit losses · frees officer capacity for quality cases Early Warning Signals RAG-based daily surveillance of the live portfolio for early stress indicators HOW WE USE IT DAILY Risk and branch teams receive a daily watchlist of accounts showing early behavioural deterioration. Proactive intervention is triggered before the first missed payment, at a point where recovery is still relatively straightforward. IMPACT Reduces flow into NPA buckets · lowers provisioning requirement · enables earlier recovery action at lower cost In-house Applications Core operational platforms built and owned in-house, replacing external vendor systems HOW WE USE IT DAILY Credit, operations and collections teams run their daily workflows on in-house platforms, eliminating third-party licensing and support dependency for core functions. Customisation and iteration happen on our own timeline. IMPACT Direct reduction in vendor and licensing costs · faster platform iteration · greater customisation control and data security 28 Our Digital-First Operating Model is yielding benefits across the entire lending value chain 29 End-to-End TCS-Enabled Core System 40+ Fintech Integrations Digital Acquisition 25-35 mins Door-to-Login Time Digital Collections 97% NACH Conversion Digital Processing 100% Paper-less Onboarding Digital Servicing 108,000+ Customer App Logins Our Digital Capabilities are built on Scalable and Agile Technology platform developed by TCS 30 • Digitizing loan life cycle management • Capturing leads from multiple sources • Customer onboarding • Loan application processing • Enabling credit team to underwrite applications through rule-based deviations and workflows based on customer profile • Enabling real time solution to allocate accounts to agents • Handles payments and • collections from agents • Disbursal and repayment schedule management • NPA tracking • Interfacing with agencies such as CIBIL, CERSAI, PMAY etc. Digital Onboarding Loan Origination Collection Management Loan Servicing Mobility Solutions • Enables collection agents on field to capture customer payments electronically • Developing a sales mobility app to assist field sales team in submitting customer leads Customer Engagement • Website and mobile application acting as convenient platforms for customers • Offers loan account tracking, payments, service requests etc. • Developing social media channels (like WhatsApp) Finance & Accounting • Enabling an enterprise wise integrated accounting solution • Enabling capturing and generation of GST data to be filed in various GST returns Analytics • Monitoring of loan portfolios • Servicing & performance management of pool investments on a continuous basis Lending and Securitization Platform 1 2 3 4 5 6 7 8 Aadhar Housing Core (Powered by TCS) We have augmented our IT Platform with Digital Capabilities through Strategic Partnerships CSC IPPB Gram Haat JK Cement udChalo Smart Winner Karza CRIF iXsight Novel Pattern Teal CERSAI Lotuspay SignDesk Automation Edge Paytm Razorpay Gupshup Simple2Call BBPS Anur Cloud DIGITAL ACQUISITION DIGITAL PROCESSING DIGITAL SERVICING Lead Generation Incentive Automation Communication Digital Collections Cloud Telephony Digital Welcome Kit → PAN, Aadhaar, EPFO Verifications → Multi Bureau Verifications → Dedupe Engine → Bank Aggregator & Analyzer → Digital Property Search → CKYC, Asset Search → e-Signing & e-Stamping → Online Fee Payment Gateway → Online Fee Payment Gateway → Online Fee Payment Gateway → RPA Automations 31 Identify Tech Reg Tech Open Banking Property Tech Payment Tech Robo Processing We have developed and launched an extensive Suite of Applications for Customers and Employees 32 Robust customer engagement and partner empowerment through mobility apps; Focus on consistently improving employee experience through virtual office Sales Mobility App Customer Service Faster onboarding of customers All-in-one customer app Collections App Live tracking of collections Employee Super App Integrated HR app for all employee services INDUSTRY OVERVIEW Affordable Housing Finance Market in India: Opportunity Size 34 Based on an assumption of a *77% loan dependency and **90% & 80% Loan-to-Value (LTV) ratios applied at various loan thresholds

Knight Frank Research Estimates Current Existing Shortage of Housing 10.1Mn Units 15.0 Mn Units INR 17.4Tn 10.9 Mn Units INR 25.2 Tn 5.3 Mn Units INR 24.6 Tn 31.2 Mn Units (INR 67 Tn) 21.1Mn Units EWS (46%) LIG (33%) MIG (16%) Market Size breakup Potential home loan market (INR Tn)* Financing Opportunity (INR Tn)** • Urban areas are projected to host 40% of India's population by 2030 from current 36% leading to a rise in Affordable housing in urban areas • An expected shortage of affordable housing units is expected to be 32.3 Mn by 2030 which includes current shortage of 10.1Mn • the potential financing opportunity for banks and Housing Finance Companies (HFCs) in the affordable housing segment is estimated to be INR 45tn, a 3.5x increase than the existing loan volume of INR 13Tn • Housing Finance Companies (HFCs) constitute 53% and Scheduled Commercial Banks (SCBs) holding a share of 47% of the total loan market currently 13.4 11.8 19.4 17.2 18.9 14.9 Affordable Housing New Demand by 2030 Total Demand of Affordable Housing by Urban Centre's by 2030 Key Growth Enablers Government Initiatives’ Impact on Housing Finance •

Migration to cities drives demand for housing and tailored loan products. Moreover, development of ‘Satellite cities’ to decongest urban centers will increase demand for affordable housing units in these places • Rising Disposable Incomes Higher disposable incomes boost affordability and demand for housing loans • Demographic Shifts The rise of nuclear families increases the need for individual housing solutions • Low Mortgage-to-GDP

At 12.34% (as of March 24) , India has significant growth potential compared to developed markets • This under-penetration presents a substantial opportunity for affordable housing finance companies to expand their services, particularly in rural and semi-urban areas where demand is high but access to financing is limited • There's a growing emphasis on reaching underserved populations with affordable financing options. • Housing finance companies are increasingly targeting low-income segments, which are often overlooked by traditional lenders 209.4 290.4 264.1 253.3 405 473.9 771.3 541 806.7 FY2016-17 FY2017-18 FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2022-23 FY2023-24 FY2024-25E Population growth in Potential satellite cities supporting Urban Centers (Mn)

Knight Frank Report, GoI, Custom Market Insights Report Link, World Population Review City Population in 2024 Population by 2034 (E) Ahmedabad 8.9 11.3 Mumbai 21.7 27.3 Pune 7.3 9.3 Bengaluru 14.2 18.1 Chennai 12.3 15.4 Hyderabad 11.1 14.2 Kolkata 15.6 19.6 NCR 33.8 43.3 Central government budgetary allocation for PMAY ( INR bn) • Increased allotment for Housing Schemes: The Union Budget for 2024–2025 provided INR 30,170 Cr for the Pradhan Mantri Awas Yojana- Urban (PMAY-U), a 20.19% increase over the preceding year’s amount. PMAY 2.0 targets 30 million houses by 2029 (10 million urban, 20 million rural) •

As per PMAY 1.0 subsidy was 2.50 lac to 2.67 lac, As per PMAY 2.0 its 1.50 lac •

Continued tax benefits for homebuyers and developers, encouraging housing investments Market Penetration Opportunities 35 Changing Dynamics Focus on Financial Inclusion FINANCIAL INFORMATION Consolidated Profit and Loss Statement 37 1. Included in manpower cost is ₹135 Mn and ₹140 Mn in Q4 FY26 and Q1 FY27 respectively related to fresh ESOPs granted in January 2026. Particulars (INR Mn) Q1 FY27 Q1 FY26 YoY Q4 FY26 Interest on loans 8,579.7 7,314.2 8,300.4 Other Interest and Investment Income 345.8 334.8 249.2 Non-Interest Income 547.0 539.4 670.6 Upfront Income on Fresh Assignment 499.4 325.0 704.9 Total Income 9,971.9 8,513.4 17% 9,925.1 Finance costs 3,763.9 3,319.4 3,433.3 Net interest margin 6,208.0 5,194.0 20% 6,491.8 Operating Expenses1 2,255.0 1,875.3 2,407.6 Pre-Provision Operating Profit 3,953.0 3,318.7 19% 4,084.2 Credit Costs 316.7 267.2 101.7 Profit Before Tax 3,636.3 3,051.5 19% 3,982.5 Tax Expenses 812.7 678.7 873.3 Profit After Tax 2,823.6 2,372.8 19% 3,109.2 Total Comprehensive Income 2,806.5 2,344.4 20% 3,202.2 Earnings per equity share (Diluted) 6.4 5.4 7.0 Consolidated Balance Sheet 38 Particulars (INRmn) As on June 30, 2026 As on March 31, 2026 Sources of Funds Share capital 4,373 4,357 Reserves and surplus 74,155 71,052 Borrowings 200,093 187,438 Trade payables & Other Liabilities 7,691 11,141 Derivative Financial Instruments - - Total 286,312 273,988 Application of Funds Loan Assets 255,170 248,396 Investments and Cash & Cash Equivalent 23,823 18,521 Other Financial Assets and Trade Receivables 4,568 4,436 Non-Financial Assets 1,970 1,936 Derivative Financial Instruments 781 699 Total 286,312 273,988 Tier I 42.9% 42.0% Tier II 0.5% 0.5% Capital Adequacy Ratio (%) ECL Provisions 39 Particulars (INR Mn) June 30th, 2026 March 31st, 2026 June 30th, 2025 Gross Stage 1 246,464 240,994 205,903 % portfolio in Stage 1 95.4% 95.9% 95.0% ECL Provision Stage 1 852 859 623 ECL Provision % Stage 1 0.3% 0.4% 0.3% Gross Stage 2 8,439 7,556 7,922 % portfolio in Stage 2 3.3% 3.0% 3.7% ECL Provision Stage 2 1,119 1,063 1,033 ECL Provision % Stage 2 13.3% 14.1% 13.0% Gross Stage 3 a (DPD <= 90) 27 77 22 % portfolio in Stage 3 a 0.0% 0.0% 0.0% ECL Provision Stage 3 a 7 19 6 Gross Stage 3 b (DPD > 90) 3,371 2,671 2,985 % portfolio in Stage 3 b 1.31% 1.06% 1.40% ECL Provision Stage 3 b 1,152 962 970 ECL Provision % Stage 3 34.1% 35.7% 32.5% Gross Stage 1, 2 & 3 258,301 251,298 216,832 ECL Provision Stage 1, 2 & 3 3,130 2,903 2,632 Total ECL Provision % 1.2% 1.2% 1.2% Glossary 40 Terminology Definition ALM Asset Liability Management AM Aadhar Mitra ATS Average Ticket Size AUM Assets Under Company’s Management CAGR Compounded Annual Growth Rate CPU Central Processing Unit CRWAR Capital to Risk Weighted Assets Ratio DPD Days Past Due ESG Environmental, Social and Governance EWS Economically Weaker Sections RCU Risk Containment Unit GNPA Gross Non Performing Assets GST Goods and Services Tax HFC Housing Finance Company LAP Loan Against Property LIG Low Income Group Terminology Definition LIH Low Income Housing LTV Loan to Value NBFC Non-Banking Financial Company NCD Non-Convertible Debenture NHB National Housing Bank NNPA Net Non Performing Assets NPA Non Performing Assets PAT Profit After Tax PMAY Pradhan Mantri Awas Yojana PSL Priority Sector Lending QIB Qualified Institutional Buyers RERA Real Estate (Regulation and Development) Act RoA Return on Asset RoE Return on Equity TAT Turnaround Time TCS Tata Consultancy Services Limited THANK YOU Aadhar Housing Finance Limited www.aadharhousing.com

L66010KA1990PLC011409 For further information, please contact Sanjay Moolchandani – Head of Investor Relations and FP&A sanjay.Moolchandani@aadharhousing.com Investor Relations – Aadhar Housing Finance Limited investorrelations@aadharhousing.com Adfactors PR – Investor Relations Snighter Albuquerque / Vanessa Fernandes snighter.a@adfactorspr.com vanessa.fernandes@adfactorspr.com