\n CORPORATE PRESENTATION\n <\/p>\n
\n
GRUPO AVAL\n <\/p>\n
\n
March, 2026\n <\/p>\n
\n Key Consolidated Figures (December 25)\n <\/p>\n
Ps 348.G Tn I US$ G2.G Bn1<\/p>\n
\n Total assets\n <\/p>\n
Ps 46G.5 Tn2 I US$ 125.0 Bn1<\/p>\n
\n Assets under management\n <\/p>\n
Ps 1G0.G Tn I US$ 50.8 Bn1<\/p>\n
\n Gross loans\n <\/p>\n
Ps 207.4 Tn I US$ 55.2 Bn1<\/p>\n
\n Deposits\n <\/p>\n
Ps 18.4 Tn I US$ 4.G Bn1<\/p>\n
\n Attributable equity\n <\/p>\n
+18 MM\n <\/p>\n
\n
Banking clients\n <\/p>\n
+15 MM\n <\/p>\n
\n
Pension fund clients\n <\/p>\n
Colombia<\/p>\n
\n
67,585 Employees G65 Branches 2,725 ATM’s<\/p>\n
\n 116,5G4 Banking correspondents<\/p>\n
\n Fully Integrated\n <\/p>\n
\n
and inter-operable network\n <\/p>\n
Peru\n <\/p>\n
\n
3 Note: 1) Exchange rate of Ps 3,757.08 as of December 31st, 2025 2). Includes the sum of AUMs for Provenir and Fiduciaries<\/p>\n
\n GDP (YoY%)\n <\/p>\n
\n
GDP 2025 (YoY%)<\/p>\n
\n Public vs. Private GDP *\n <\/p>\n
\n
(YoY%)\n <\/p>\n
\n
12%\n <\/p>\n
\n
-10% -5% 0% 5% 10%\n <\/p>\n
Public<\/p>\n
\n Private\n <\/p>\n
\n
15%\n <\/p>\n
\n
10%\n <\/p>\n
\n
8%\n <\/p>\n
\n
6%\n <\/p>\n
\n
4%\n <\/p>\n
\n
2%\n <\/p>\n
\n
0%\n <\/p>\n
\n
-2%\n <\/p>\n
\n
-4%\n <\/p>\n
\n
-6%\n <\/p>\n
\n
Other services Commerce Social services Agriculture\n <\/p>\n
\n
Financial services\n <\/p>\n
\n
GDP\n <\/p>\n
\n
Real state Industry\n <\/p>\n
\n
Professional services\n <\/p>\n
\n
Utilities Communications Construction\n <\/p>\n
\n
-2.8%\n <\/p>\n
\n
4.6%\n <\/p>\n
\n
4.5%\n <\/p>\n
\n
3.1%\n <\/p>\n
\n
2.8%\n <\/p>\n
\n
2.6%\n <\/p>\n
\n
2.0%\n <\/p>\n
\n
1.9%\n <\/p>\n
\n
1.3%\n <\/p>\n
\n
1.1%\n <\/p>\n
\n
1.0%\n <\/p>\n
\n
9.9%\n <\/p>\n
\n
10%\n <\/p>\n
\n
5%\n <\/p>\n
\n
0%\n <\/p>\n
\n
-5%\n <\/p>\n
\n
7.1%\n <\/p>\n
\n
1.8%\n <\/p>\n
\n
-8%\n <\/p>\n
\n
2019 2021 2023 2025\n <\/p>\n
Aval guidance<\/p>\n
\n FY 26: 2.4%<\/p>\n
\n 3.80%\n <\/p>\n
2.6%<\/p>\n
\n 0.8% 1.5%<\/p>\n
\n GDP\n <\/p>\n
Average 2000-1G<\/p>\n
\n Oil and mining -6.2%\n <\/p>\n
\n
-10%\n <\/p>\n
\n
dic-19 dic-21 dic-23 dic-25\n <\/p>\n
\n
Source: DANE. Calculations and estimates by Banco de Bogot\u00e1 Economic Research and Markets Analysis * Public GDP corresponds to government spending on the demand side. Private GDP is the residual. 4<\/p>\n
\n Inflation vs. Central bank\n <\/p>\n
\n
interest rate (YoY%, %)<\/p>\n
\n Current account vs. Exchange rate\n <\/p>\n
\n
(12-month %GDP, USD\/COP avg. inverted)\n <\/p>\n
\n
Primary fiscal deficit central\n <\/p>\n
\n
Government (% GDP, YTD)<\/p>\n
\n 14%\n <\/p>\n
\n
12%\n <\/p>\n
\n
Aval guidance\n <\/p>\n
\n
EoP 26: 11.75%\n <\/p>\n
\n
Aval guidance\n <\/p>\n
\n
EoP 26: 6.2%\n <\/p>\n
\n
-1%\n <\/p>\n
\n
-2%\n <\/p>\n
\n
3,500 4%<\/p>\n
\n -1.G%\n <\/p>\n
\n
3,682\n <\/p>\n
\n
2%\n <\/p>\n
\n
10%\n <\/p>\n
\n
10.25%\n <\/p>\n
\n
-3%\n <\/p>\n
\n
-4%\n <\/p>\n
\n
4,000\n <\/p>\n
\n
0%\n <\/p>\n
\n
0.3%\n <\/p>\n
\n
-0.7%\n <\/p>\n
\n
8%\n <\/p>\n
\n
6%\n <\/p>\n
\n
5.4%\n <\/p>\n
\n
-5%\n <\/p>\n
\n
-6%\n <\/p>\n
\n
-7%\n <\/p>\n
\n
4,500\n <\/p>\n
\n
5,000\n <\/p>\n
\n
-2%\n <\/p>\n
\n
-4%\n <\/p>\n
\n
Target in 2025 Budget*\n <\/p>\n
\n
-2.4%\n <\/p>\n
\n
-3.2%\n <\/p>\n
\n
4%\n <\/p>\n
\n
Jan-24 Jul-24 Jan-25 Jul-25 Jan-26 Central bank rate Headline inflation\n <\/p>\n
\n
Mar-22 Mar-24 Mar-26 Current account (12-month)\n <\/p>\n
\n
Exchange rate (USD\/COP)\n <\/p>\n
\n
-6%\n <\/p>\n
\n
Jan Mar May Jul Sep Nov\n <\/p>\n
\n
Range 2004-22 Average 2025\n <\/p>\n
\n
Source: DANE, Banco de la Rep\u00fablica, MinHacienda. Calculations and estimates by Banco de Bogot\u00e1 Economic Research and Markets Analysis. * Reference in the National Budget after the suspension of the Fiscal Rule. 5<\/p>\n
\n Evolution of Grupo Aval’S unconSolidated aSSetS\n <\/p>\n
\n
Figures in Ps. billion\n <\/p>\n
\n
Grupo Aval’s\n <\/p>\n
\n
NYSE IPO\n <\/p>\n
\n
Preferred stock\n <\/p>\n
\n
issuance\n <\/p>\n
\n
18,8G7\n <\/p>\n
\n
27,576\n <\/p>\n
\n
IFRS\n <\/p>\n
\n
25,575\n <\/p>\n
\n
Adoption\n <\/p>\n
\n
BAC\n <\/p>\n
\n
Spin-off\n <\/p>\n
\n
20,037\n <\/p>\n
\n
20,G40\n <\/p>\n
\n
21,785\n <\/p>\n
\n
17,864\n <\/p>\n
\n
BAC acquisition\n <\/p>\n
\n
8,562\n <\/p>\n
\n
2,735\n <\/p>\n
\n
1GGG 2000 2001 2002 2003 2004 2005 2006 2007 2008 200G 2010 2011 2012 2013 2014 2015 2016 2017 2018 201G 2020 2021 2022 2023 2024 2025\n <\/p>\n
\n
6\n <\/p>\n
\n
1G71 –\n <\/p>\n
\n
1G72\n <\/p>\n
\n
1GG1 –\n <\/p>\n
\n
1GG8\n <\/p>\n
\n
1GG1 –\n <\/p>\n
\n
1GG4\n <\/p>\n
\n
1GG7 –\n <\/p>\n
\n
1GGG\n <\/p>\n
\n
1GG8 –\n <\/p>\n
\n
1GGG\n <\/p>\n
\n
2000 –\n <\/p>\n
\n
2007\n <\/p>\n
\n
2010 –\n <\/p>\n
\n
2011\n <\/p>\n
\n
2012 –\n <\/p>\n
\n
2013\n <\/p>\n
\n
2014 –\n <\/p>\n
\n
2018\n <\/p>\n
\n
201G –\n <\/p>\n
\n
2020\n <\/p>\n
\n
2021 – 2025\n <\/p>\n
\n
2024\n <\/p>\n
\n
Acquisitions and entrance to the banking industry\n <\/p>\n
\n
Acquisition of Banco de Bogot\u00e1 to strengthen our position in the banking sector\n <\/p>\n
\n
Entrance to the pension and severance business\n <\/p>\n
\n
Privatization of Banco Popular\n <\/p>\n
\n
Acquisition\n <\/p>\n
\n
of Corfi\n <\/p>\n
\n
Grupo Aval is created to consolidate investments in the financial sector\n <\/p>\n
\n
Further MsA and consolidation\n <\/p>\n
\n
Strategic reorganization of Banco Popular\n <\/p>\n
\n
International Expansion to Central America\n <\/p>\n
\n
Bond and stock issuances\n <\/p>\n
\n
Strategic acquisitions\n <\/p>\n
\n
NYSE IPO Grupo Aval’s<\/p>\n
\n US$1 bn\n <\/p>\n
\n
bond issuance\n <\/p>\n
\n
Strategic\n <\/p>\n
\n
acquisitions\n <\/p>\n
\n
Strategic reorganization\n <\/p>\n
\n
Spin-off and sale of BHI\n <\/p>\n
\n
Purchase of Aval Fiduciaria and Aval Casa de Bolsa\n <\/p>\n
\n
Strategic reorganization of Fiduciary and Trust management services\n <\/p>\n
\n
Divestment of MFG\n <\/p>\n
\n
BdB’s purchase of Ita\u00fa Colombia’s retail banking\n <\/p>\n
\n
Corfi acquisition of 100% of\n <\/p>\n
\n
Zelestra and 51% of Sencia\n <\/p>\n
\n
7\n <\/p>\n
\n
The divestment of MFG strengthens Banco de Bogot\u00e1’s position to pursue stronger growth in its core market and reallocates capital toward businesses with stronger strategic alignment and long-term potential.\n <\/p>\n
\n
Estimated Figures in USD million@ Feb-26<\/p>\n
\n Banco de Bogot\u00e1’s purchase of Ita\u00fa Colombia’s retail banking(2) , by adds ~277 thousand clients, reinforces Banco de Bogot\u00e1’s focus on the affluent segment (a 67% increase in clients), enhances the quality of our client mix, and strengthens our competitive positioning in Colombia.\n <\/p>\n
\n
COP trillion and US$ million; Figures as of Nov-25\n <\/p>\n
\n
US$ 7 Gross loans<\/p>\n
\n US$ 140 Deposits<\/p>\n
\n BV of MFH’s investment\n <\/p>\n
\n
Total Cash Received\n <\/p>\n
\n
Sale price\n <\/p>\n
\n
COP 6.4\n <\/p>\n
\n
COP 3.9\n <\/p>\n
\n
Gross loans\n <\/p>\n
\n
Deposits\n <\/p>\n
\n
446.5\n <\/p>\n
1.14x<\/p>\n
\n 507.3\n <\/p>\n
\n COP\n <\/p>\n
\n
Market Share\n <\/p>\n
\n
Consumer loans and mortgages\n <\/p>\n
\n
6.4\n <\/p>\n
\n
1.7%\n <\/p>\n
\n
Mortgages\n <\/p>\n
\n
3.0\n <\/p>\n
\n
2.4%\n <\/p>\n
\n
Personal loans\n <\/p>\n
\n
1.7\n <\/p>\n
\n
2.9%\n <\/p>\n
\n
Credit cards\n <\/p>\n
\n
0.8\n <\/p>\n
\n
2.1%\n <\/p>\n
\n
Other consumer loans\n <\/p>\n
\n
0.9\n <\/p>\n
\n
0.5%\n <\/p>\n
\n @ 1.03x BV\n <\/p>\n
\n
Other cash received(1)<\/p>\n
\n The sale process for this operation is expected to close over the following months, following regulatory approvals in Panama. This quarter, Multi Financial Group’s statement of financial and P&L have been classified as discontinued operations.\n <\/p>\n
\n Deposits from individuals\n <\/p>\n
\n
3.9\n <\/p>\n
\n
1.6%\n <\/p>\n
\n
Term deposits\n <\/p>\n
\n
2.3\n <\/p>\n
\n
1.8%\n <\/p>\n
\n Savings and Checking accounts 1.6 1.3%\n <\/p>\n
\n
Includes purchase price recovery and cash dividends.\n <\/p>\n
\n
The deal excludes Ita\u00fa’s corporate banking and is pending regulatory approval.\n <\/p>\n
\n
8\n <\/p>\n
\n
Acquisition of 100% of a regional renewable generation platform with presence in Colombia, Chile, and Peru with a contracted capacity of\n <\/p>\n
\n
1.4 Gw.\n <\/p>\n
\n
Acquisition of 51% of Sencia, a concessionaire for a Public-Private Partnership responsible for the renovation, construction, operation, and maintenance of the “El Camp\u00edn” complex\n <\/p>\n
\n
The project will include:\n <\/p>\n
\n
COP 2.4 trillion investment\n <\/p>\n
\n
(CAPEX)\n <\/p>\n
\n
167,000 sq mt of intervened\n <\/p>\n
\n
\u2022\n <\/p>\n
\n
area\n <\/p>\n
\n
29.2 years of concession Hospital, hotel, commercial real estate, food court and auditorium\n <\/p>\n
\n
On January 2, Aval Fiduciaria consolidated all the fiduciary businesses of Fiduciaria Bogot\u00e1, Fiduciaria de Occidente and Fiduciaria Popular.\n <\/p>\n
\n
#1 player in the industry by AUM: COP $200 trillion. Complete product offering with +33 funds and +5.500 trust and fiduciary businesses.<\/p>\n
\n Following the transaction, we will exercise direct control over Aval Fiduciaria with a 28.1% direct ownership and will receive economic rights over 77.2% of the company.\n <\/p>\n
2.7%<\/p>\n
\n 1.1%<\/p>\n
\n 24.5%\n <\/p>\n
2.5%<\/p>\n
\n 28.1%\n <\/p>\n
\n
41.2%\n <\/p>\n
Grupo Aval Banco de Bogot\u00e1<\/p>\n
Banco de Occidente <\/p>\n
Banco Popular<\/p>\n
Corfi<\/p>\n
\n Other\n <\/p>\n
\n
9\n <\/p>\n
\n
Figures at December 31, 2025\n <\/p>\n
\n
Limited\n <\/p>\n
\n
Direct ownership\n <\/p>\n
\n
Indirect ownership\n <\/p>\n
\n
structure\n <\/p>\n
\n
Banco de Bogot\u00e1 Banco de Occidente Banco Popular\n <\/p>\n
\n
AV Villas\n <\/p>\n
\n
Corfi\n <\/p>\n
\n
Total\n <\/p>\n
\n
% Consolidated by Aval\n <\/p>\n
\n
(1) Ownership in Multibank\n <\/p>\n
\n
68.9%\n <\/p>\n
\n
99.6%\n <\/p>\n
\n
GG.6%\n <\/p>\n
\n
68.6%\n <\/p>\n
\n
72.3%\n <\/p>\n
\n
(1)\n <\/p>\n
\n
93.9%\n <\/p>\n
\n
8.7%\n <\/p>\n
\n
Total Shares\n <\/p>\n
\n
Corfi\n <\/p>\n
\n
34.7%\n <\/p>\n
\n
4.2%\n <\/p>\n
\n
5.2%\n <\/p>\n
\n
52.8%\n <\/p>\n
\n
40.5%\n <\/p>\n
\n
79.9%\n <\/p>\n
\n
20%\n <\/p>\n
\n
Porvenir\n <\/p>\n
\n
46.9%\n <\/p>\n
\n
33.1%\n <\/p>\n
\n
100%\n <\/p>\n
\n
75.8%\n <\/p>\n
\n
40.8%\n <\/p>\n
\n
Aval Casa de Bolsa\n <\/p>\n
\n
22.8%\n <\/p>\n
\n
7.9%\n <\/p>\n
\n
27.3%\n <\/p>\n
\n
G8.8%\n <\/p>\n
\n
87.8%\n <\/p>\n
\n
94.5%\n <\/p>\n
\n
Aval Fiduciaria\n <\/p>\n
\n
5.5%\n <\/p>\n
\n
100.0%\n <\/p>\n
\n
G8.5%\n <\/p>\n
\n
70.0%\n <\/p>\n
\n
Aval Banca de Inversi\u00f3n\n <\/p>\n
\n
30.0%\n <\/p>\n
\n
82.2%\n <\/p>\n
\n
Aval Valor Compartido\n <\/p>\n
\n
20.0%\n <\/p>\n
\n
20.0%\n <\/p>\n
\n
20.0%\n <\/p>\n
\n
40.0%\n <\/p>\n
\n
100.0%\n <\/p>\n
\n
7G.0%\n <\/p>\n
\n
Gou Payments\n <\/p>\n
\n
20.0%\n <\/p>\n
\n
20.0%\n <\/p>\n
\n
20.0%\n <\/p>\n
\n
40.0%\n <\/p>\n
\n
100.0%\n <\/p>\n
\n
7G.0%\n <\/p>\n
\n
100%\n <\/p>\n
\n
GAL\n <\/p>\n
\n
100.0%\n <\/p>\n
\n
10\n <\/p>\n
\n
Commercial Banking Strategic FocuS\n <\/p>\n
\n
Corporate\n <\/p>\n
\n
Segments\n <\/p>\n
\n
Medium enterprises\n <\/p>\n
\n
SMEs and very small businesses Government\n <\/p>\n
\n
Affluent\n <\/p>\n
\n
Mass consumer market\n <\/p>\n
\n
Silver economy and public employees\n <\/p>\n
\n
Banking services\n <\/p>\n
\n
Financial ServiceS and SinergieS\n <\/p>\n
\n
Term loans and working capital Treasury operations\n <\/p>\n
\n
Financial leases International operations Factoring\n <\/p>\n
\n
Personal loans Credit cards Automobile Payroll lending\n <\/p>\n
\n
Mortgages and housing leases Trust services\n <\/p>\n
\n
Merchant banking\n <\/p>\n
\n
Pension and severance fund management\n <\/p>\n
\n
Products and Services\n <\/p>\n
\n
Infrastructure Entertainment infrastructure Energy C gas\n <\/p>\n
\n
Agribusiness Hotels\n <\/p>\n
\n
Mandatory pension funds Voluntary pension funds Severance funds\n <\/p>\n
\n
Other\n <\/p>\n
\n
11\n <\/p>\n
\n
Figures as December 31st, 2025\n <\/p>\n
Market Share<\/p>\n
\n Complete suite of banking and non-banking products offered1<\/p>\n
\n 25.0% in gross loans\n <\/p>\n
\n
25.7% in deposits\n <\/p>\n
\n
27.0% in commercial loans\n <\/p>\n
\n
28.9% in consumer lending\n <\/p>\n
\n
17.3% in mortgage lending\n <\/p>\n
\n
24.5% in AUMs*<\/p>\n
\n 26.1% in corporate lending\n <\/p>\n
\n
26.1% in medium enterprises\n <\/p>\n
#1<\/p>\n
\n 42.2% in payroll lending\n <\/p>\n
#1<\/p>\n
\n 24.1% in vehicle loans\n <\/p>\n
\n
21.5% in personal lending\n <\/p>\n
#1<\/p>\n
\n 17.4% in credit cards\n <\/p>\n
#1<\/p>\n
\n Leading private pension and severance fund manager in Colombia\n <\/p>\n
#1<\/p>\n
\n
\u25aa +26 thousand hectares of agribusiness farmable land<\/p>\n
\n 12\n <\/p>\n
\n
(1) Source: Unconsolidated monthly financial information filed with the Superintendency of Finance. System defined as Banks. Grupo Aval is the sum of Banco de Bogot\u00e1, Banco de Occidente, Banco Popular and Banco Av Villas. (*) Information as of Nov-2025 (**) Clients in the mandatory pension fund\n <\/p>\n
\n
Customer experience\n <\/p>\n
\n
Financial diversification\n <\/p>\n
\n
Synergies and efficiencies\n <\/p>\n
\n
Digital transformation\n <\/p>\n
\n
Corporate culture\n <\/p>\n
\n
Sustainability\n <\/p>\n
\n
13\n <\/p>\n
\n
Administrative Synergies and Physical Channels\n <\/p>\n
\n
First wave – 2025\n <\/p>\n
\n
Productivity and Standardization\n <\/p>\n
\n
2025 Achievements\n <\/p>\n
\n
Supply Chain – Procurement\n <\/p>\n
\n
1 Supply Chain – Procurement<\/p>\n
\n Centralized management of purchases across Aval Banks\n <\/p>\n
\n
2 Property Management<\/p>\n
\n 40% reduction in procurement<\/p>\n
\n cycle time\n <\/p>\n
\n
3 Facility Management<\/p>\n
\n 50% simplification of active contracts<\/p>\n
\n 4 Talent Attraction & Selection<\/p>\n
\n Property and Facility Management\n <\/p>\n
\n
5 Payroll Management<\/p>\n
\n 2\/3 reduction in OREO sale times<\/p>\n
\n Launch of Aval Real Estate Portal<\/p>\n
\n 7 Physical Security<\/p>\n
\n 6 Physical Channels Management<\/p>\n
\n Standardization of maintenance routines across Aval Banks\n <\/p>\n
\n
8 Cybersecurity<\/p>\n
\n Human Talent – Attraction &\n <\/p>\n
\n
Selection and Payroll Management\n <\/p>\n
\n
14% reduction in time to hire<\/p>\n
\n Launch of Aval Talent Portal<\/p>\n
\n Physical Channels Management\n <\/p>\n
\n
First to implement NFC technology in ATMs\n <\/p>\n
\n
Development of a Machine Learning model to optimize coverage of Aval Banks’ physical service points\n <\/p>\n
\n
Cybersecurity\n <\/p>\n
\n
Centralized SOC operations and critical tools\n <\/p>\n
\n
In-house cybersecurity monitoring services increased from 16 to 23 companies\n <\/p>\n
\n
14\n <\/p>\n
\n
State of the art processing capabilities\n <\/p>\n
\n
1\n <\/p>\n
+9.1million<\/p>\n
\n Keys to individuals\n <\/p>\n
60%<\/p>\n
\n +51 million<\/p>\n
\n transactions\n <\/p>\n
+45.6% market<\/p>\n
\n share of keys to merchants\n <\/p>\n
11.3 trillion COP<\/p>\n
\n payment volumes\n <\/p>\n
Value proposition: autonomy and time to market\n <\/p>\n
\n
Traditional and instant payments processing\n <\/p>\n
\n
Clearing house for Aval Banks and third parties\n <\/p>\n
\n
All channels are interoperable with the Central Bank\n <\/p>\n
Strategy<\/p>\n
\n Value-added products\n <\/p>\n
\n
Interoperability for A2A merchants and payments, competitive advantage in solutions such as cash management, payment collections, and QR.\n <\/p>\n
\n
Open to third parties (new players):\n <\/p>\n
\n
Unbiased and unrestricted services to fintechs, asset managers, payment gateways, credit unions , etc\n <\/p>\n
\n
1. Data From October 6, 2025 to January 31,2026\n <\/p>\n
\n
Source: Banco de la Rep\u00fablica and internal calculations. 15<\/p>\n
DIGITAL WALLET | dale!<\/p>\n
\n
Features and benefits\n <\/p>\n
\n
Free and instant interoperable Remittances reception<\/p>\n
\n transfers to any other keys Instant and free to the receptor from 45 countries<\/p>\n
\n Interoperable NFC and QR Payroll reception payments for individuals and With free debit card businesses to any entity\n <\/p>\n
\n
Savings piggy banks\n <\/p>\n
\n
~700,000 Free withdrawals in over 2,738 ATMs and 116,000 correspondents of Red Aval<\/p>\n
\n small businesses and\n <\/p>\n
\n
entrepreneurships Payments for services and Credit application of digital<\/p>\n
MISSION agreements to over 22,000 personal loans with Banco de agreements including TAT payment Bogot\u00e1 and Banco AV Villas<\/p>\n
\n buttons and catalog sales\n <\/p>\n
\n
Provide a fast, interoperable,<\/p>\n
\n secure, and highly stable payment Co-branded cards:<\/p>\n
\n solution (compared to competitors) \u2022 Digital and physical\n <\/p>\n
\n
that promotes financial inclusion \u2022 No handling fees<\/p>\n
\n and supports the development and \u2022 Benefits ecosystem\n <\/p>\n
\n
\u2022 #ExperienciasAval\n <\/p>\n
formalization of businesses, \u2022 NFC contactless\n <\/p>\n
\n
reducing the use of cash. payments<\/p>\n
\n \u2022 International acceptance\n <\/p>\n
\n
\u2022 Online payments\n <\/p>\n
\n
Deportivo Independiente Medell\u00edn\n <\/p>\n
\n
Plurall Millonarios f\u00fatbol Club\n <\/p>\n
\n
Walo C.C. Plaza de las Am\u00e9ricas\n <\/p>\n
+4.3 M<\/p>\n
\n Customers\n <\/p>\n
\n
Starting from age 12\n <\/p>\n
\n
+31% Deposit by PSE or cash at any of<\/p>\n
\n Transactions YoY Red Aval’s banking correspondents<\/p>\n
\n Credit card application with Banco AV Villas<\/p>\n
\n Awards and recognitions:\n <\/p>\n
\n
LifeMiles\n <\/p>\n
\n
16\n <\/p>\n
R<\/p>\n
\n Return with\n <\/p>\n
\n
Purpose\n <\/p>\n
\n
Sustainable Return on Equity ESG Strategy\n <\/p>\n
\u00a1We strengthened and accelerated our sustainability performance.!<\/p>\n
\n R<\/p>\n
\n Return with Purpose (Rentabilidad con prop\u00f3sito)<\/p>\n
\n O<\/p>\n
\n Opportunities for All (Oportunidades para todos)<\/p>\n
\n E<\/p>\n
\n Environmen tal Balance (Equilibrio con el planeta)<\/p>\n
\n We achieved a historic score of 81\/100, and were\n <\/p>\n
\n
It achieved a\n <\/p>\n
\n
score of 88\/100\n <\/p>\n
\n
Ranked #1 globally in its industry\n <\/p>\n
\n
It achieved a score of 66\/100\n <\/p>\n
\n
It achieved a score of 73\/100\n <\/p>\n
\n
included in the\n <\/p>\n
\n
S&P 2026\n <\/p>\n
\n
Sustainability Yearbook\n <\/p>\n
\n
BB \u2192 BBB<\/p>\n
\n We received the Colombia Silver Award in the Payment Solutions category at the Country Awards for our Tag Aval project.\n <\/p>\n
\n
(SF&MC)\n <\/p>\n
\n
They were included in the S&P\n <\/p>\n
\n
2026 Sustainability Yearbook.\n <\/p>\n
\n
17\n <\/p>\n
R<\/p>\n
\n Return with Purpose\n <\/p>\n
\n
Balance | Sustainable Portfolio\n <\/p>\n
\n
COP $44,9 Tn\n <\/p>\n
\n
Social Portfolio\n <\/p>\n
\n
Green Portfolio\n <\/p>\n
\n
COP $36,2 Tn\n <\/p>\n
\n
COP $8,7 Tn\n <\/p>\n
\n
MSMEs\n <\/p>\n
\n
Financial inclusion\n <\/p>\n
\n
Affordable housing\n <\/p>\n
\n
Social infrastructure\n <\/p>\n
\n Through its sustainable financing lines, it supported renewable energy projects primarily solar with a potential generation capacity of 21.1 GWh. It also backed 45 sustainable construction projects and financed more than 1,023 hybrid and electric vehicles in 2025.\n <\/p>\n
\n
Under its alliance with the National Federation of Coffee Growers, it financed more than 17,450 coffee growers and issued over 449,600 coffee grower ID cards.<\/p>\n
\n Financed 81 projects certified under sustainable construction standards, including Casa Colombia and EDGE.\n <\/p>\n
\n
Provided financial solutions for the silver economy, reaching nearly COP 10 billion – representing 85.4% of the bank’s social portfolio – and benefiting more than 476,000 senior clients.\n <\/p>\n
\n
Acquired 100% of Zelestra’s companies. The portfolio includes solar generation and storage projects, with\n <\/p>\n
\n
1.4 GW contracted and more than 2.1 GW in\n <\/p>\n
\n
development.\n <\/p>\n
\n
18\n <\/p>\n
O<\/p>\n
\n Opportunities for All\n <\/p>\n
\n
We invested $70,000 million COP<\/p>\n
\n in social programs benefiting 2 million people, through projects focused on community infrastructure, education and research, socioeconomic development and promotion of culture, art and sports.\n <\/p>\n
E<\/p>\n
\n We joined with our main entities in the Partnership for Carbon Accounting Financials (PCAF) initiative.<\/p>\n
\n Environmental Balance\n <\/p>\n
\n
Mission\n <\/p>\n
\n
Fulfilled!\n <\/p>\n
\n
The most important social project of the private sector in Colombia. Today we have benefited more than 21,500 people and 3,100 families in more than 80 communities, with energy, water and food security solutions.<\/p>\n
\n Together with Claro Colombia, we bring free connectivity to 34 communities and nearly 7,000 connected people.\n <\/p>\n
\n
We continue to strengthen the sustainability of\n <\/p>\n
\n
the project:\n <\/p>\n
\n
– Financial education for plumbers with Banco Popular\n <\/p>\n
\n
– Business support for +1,500 Wayu\u00fa artisans\n <\/p>\n
\n
– First Pilot Child Care Center\n <\/p>\n
\n
Goal: $9,000 million<\/p>\n
\n Total funds raised: COP $11,111 million<\/p>\n
\n In 2024 we contributed $200 million.<\/p>\n
\n Since 2018, Vamos Pa’lante has transformed the lives of more than 7,500 students and has raised more than 56 billion pesos.\n <\/p>\n
\n
Eco-efficiency\n <\/p>\n
\n
Biodiversity\n <\/p>\n
\n We restore and\n <\/p>\n
\n
protect:\n <\/p>\n
\n
6,698 hectares\n <\/p>\n
\n
We plant:\n <\/p>\n
\n
+3,779,600\n <\/p>\n
\n
trees\n <\/p>\n
\n
We protected:\n <\/p>\n
\n
2,522 species of\n <\/p>\n
\n
fauna and flora\n <\/p>\n
\n With our entities we reduce the consumption of:\n <\/p>\n
\n
Energy 9.6%<\/p>\n
\n Water 1.9%<\/p>\n
\n Waste 9%<\/p>\n
\n *Cumulatively, at the end of\n <\/p>\n
\n
2025.\n <\/p>\n
\n
19\n <\/p>\n
WITH A DIVERSIFIED LOAN PORTFOLIO AND DEPOSITS BASE<\/p>\n
FY26 Loan growth guidance: Gross loans 10% area Commercial loans 7% area Retail loans 14% area<\/p>\n
\n Figures in Ps. Trillion\n <\/p>\n
\n
Gross loans Consumer loans<\/p>\n
\n 4.7%\n <\/p>\n
\n
5.2%\n <\/p>\n
\n
183.1 183.3 185.2 18G.3 1G2.7<\/p>\n
\n Mix LTM \u0394 %<\/p>\n
\n 19.6\n <\/p>\n
\n
18.5\n <\/p>\n
0.0 0.0 0.0 20.3 0.0 21.3 0.0 22.1<\/p>\n
\n 57.7 58.3 58.7 59.7 60.5<\/p>\n
\n 11.5%\n <\/p>\n
\n
31.4%\n <\/p>\n
\n
19.6% Mortgages<\/p>\n
\n 4.7% Consumer<\/p>\n
\n 57.7\n <\/p>\n
\n
58.3\n <\/p>\n
\n
58.7\n <\/p>\n
\n
14.3\n <\/p>\n
\n
6.9\n <\/p>\n
\n
0.2\n <\/p>\n
6.7 0.2\n <\/p>\n
\n
6.7\n <\/p>\n
\n
0.3\n <\/p>\n
\n
5G.7\n <\/p>\n
\n
6.6\n <\/p>\n
\n
60.5\n <\/p>\n
\n
Mix LTM \u0394 %\n <\/p>\n
\n
0.3\n <\/p>\n
6.8 0.3\n <\/p>\n
\n
4.3\n <\/p>\n
\n
32.0\n <\/p>\n
\n
14.5\n <\/p>\n
\n
4.3\n <\/p>\n
\n
32.6\n <\/p>\n
\n
14.6\n <\/p>\n
\n
4.3\n <\/p>\n
\n
32.9\n <\/p>\n
\n
15.2\n <\/p>\n
\n
4.3\n <\/p>\n
\n
33.3\n <\/p>\n
\n
16.0\n <\/p>\n
\n
4.4\n <\/p>\n
\n
33.0\n <\/p>\n
\n
37.7% 7.6%\n <\/p>\n
\n
7.2% 0.6%\n <\/p>\n
\n
54.6%\n <\/p>\n
\n
3.2%\n <\/p>\n
\n
Unsecured lending\n <\/p>\n
\n
Automobile\n <\/p>\n
\n
106.9 105.4 106.1 108.3\n <\/p>\n
\n
110.1\n <\/p>\n
\n
57.1%\n <\/p>\n
\n
3.0%\n <\/p>\n
\n
Commercial\n <\/p>\n
\n
Payroll loans\n <\/p>\n
\n
4Q24*<\/p>\n
\n 1Q25*<\/p>\n
\n 2Q25*<\/p>\n
\n 3Q25*<\/p>\n
\n 4Q25\n <\/p>\n
\n
4Q24*<\/p>\n
\n 1Q25*<\/p>\n
\n 2Q25*<\/p>\n
\n 3Q25 *<\/p>\n
\n 4Q25\n <\/p>\n
Commercial loans <\/p>\n
Consumer loans <\/p>\n
Mortgages loans <\/p>\n
Microcredit loans<\/p>\n
Payroll loans <\/p>\n
Automobile and vehicle <\/p>\n
Personal loans <\/p>\n
Credit cards <\/p>\n
Other<\/p>\n
\n 198.7\n <\/p>\n
\n
22.7\n <\/p>\n
\n
17.8\n <\/p>\n
\n
22.4\n <\/p>\n
\n
24.9\n <\/p>\n
\n
21.5\n <\/p>\n
\n
22.7\n <\/p>\n
\n
186.5\n <\/p>\n
\n
194.2\n <\/p>\n
\n
16.6\n <\/p>\n
\n
200.3\n <\/p>\n
\n
207.4\n <\/p>\n
\n
75.1%\n <\/p>\n
\n
11.2%\n <\/p>\n
\n
21.1\n <\/p>\n
\n
254.0\n <\/p>\n
\n
8.7%\n <\/p>\n
\n
4.0\n <\/p>\n
\n
23.0\n <\/p>\n
\n
17.7\n <\/p>\n
\n
24.6\n <\/p>\n
\n
1.8%\n <\/p>\n
\n
24.9%\n <\/p>\n
4.1 20.5\n <\/p>\n
\n
20.2\n <\/p>\n
\n
4.4\n <\/p>\n
\n
19.6\n <\/p>\n
\n
LTM \u0394 %\n <\/p>\n
\n
Mix\n <\/p>\n
\n
276.1\n <\/p>\n
\n
272.1\n <\/p>\n
4.3 263.1\n <\/p>\n
\n
258.3\n <\/p>\n
4.4 20.1\n <\/p>\n
\n
Funding Deposits\n <\/p>\n
\n
11.2%\n <\/p>\n
\n
207.4\n <\/p>\n
\n
94.4\n <\/p>\n
\n 54.1% 11.6%\n <\/p>\n
\n
45.9% 10.8%\n <\/p>\n
\n
90.3\n <\/p>\n
\n
85.9\n <\/p>\n
\n
95.1\n <\/p>\n
\n 22.4\n <\/p>\n
\n
23.4\n <\/p>\n
\n 0.3\n <\/p>\n
\n
77.2\n <\/p>\n
\n 92.1\n <\/p>\n
\n
0.5\n <\/p>\n
\n
88.2\n <\/p>\n
\n
Other funding\n <\/p>\n
\n
Deposits\n <\/p>\n
\n
186.5 1G4.2 1G8.7 200.3<\/p>\n
\n Mix LTM \u0394 %\n <\/p>\n
\n
Demand deposits\n <\/p>\n
\n
Time deposits\n <\/p>\n
\n
4Q24*<\/p>\n
\n 1Q25*<\/p>\n
\n 2Q25*<\/p>\n
\n 3Q25*<\/p>\n
\n 4Q25\n <\/p>\n
\n
4Q24*<\/p>\n
\n 1Q25*<\/p>\n
\n 2Q25*<\/p>\n
\n 3Q25*<\/p>\n
\n 4Q25\n <\/p>\n
Deposits <\/p>\n
Interbank borrowings and overnight funds<\/p>\n
Bonds issued <\/p>\n
Borrowings from banks and others<\/p>\n
Borrowings from development entities<\/p>\n
\n (*)Pro-Forma Information reclassifying MFG’s operations as non-current assets and liabilities held for sale\n <\/p>\n
Time deposits <\/p>\n
Checking accounts<\/p>\n
Savings deposits <\/p>\n
Other deposits<\/p>\n
\n 20\n <\/p>\n","protected":false},"excerpt":{"rendered":"CORPORATE PRESENTATION GRUPO AVAL March, 2026 Key Consolidated Figures (December 25) Ps 348.G Tn I US$ G2.G Bn1…\n","protected":false},"author":2,"featured_media":110,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[123],"tags":[148,147],"class_list":{"0":"post-14933","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-bbva","8":"tag-bbva","9":"tag-markets"},"_links":{"self":[{"href":"https:\/\/www.europesays.com\/spain\/wp-json\/wp\/v2\/posts\/14933","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.europesays.com\/spain\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.europesays.com\/spain\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.europesays.com\/spain\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.europesays.com\/spain\/wp-json\/wp\/v2\/comments?post=14933"}],"version-history":[{"count":0,"href":"https:\/\/www.europesays.com\/spain\/wp-json\/wp\/v2\/posts\/14933\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.europesays.com\/spain\/wp-json\/wp\/v2\/media\/110"}],"wp:attachment":[{"href":"https:\/\/www.europesays.com\/spain\/wp-json\/wp\/v2\/media?parent=14933"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.europesays.com\/spain\/wp-json\/wp\/v2\/categories?post=14933"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.europesays.com\/spain\/wp-json\/wp\/v2\/tags?post=14933"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}