Tokai Tokyo Financial Holdings, Inc. · TSE:8616
Tokai Tokyo Financial — CITIC CLSA Japan Forum 2025
29 slides from Tokai Tokyo Financial's conference presentation, May 2025
Slide 1: CITIC CLSA Japan Forum
CITIC CLSA Japan Forum May 2025
Slide 2: Group structure and businesses
1 The Group includes Tokai Tokyo Securities, a face-to-face securities, which generates 80% of total revenue (As of April 7, 2025) and specializes in wealth management; CHEER Securities, a mobile brokerage targeting younger clients; Phillip Tokai Tokyo Investment Management and joint ventures with r
Slide 3: Strong Brand Presence in Tokai area
Prologue Strong Brand Presence in Tokai area Tokai Tokyo Securities, headquartered in the heart of Japan, has a strong brand presence in Tokai area. Headquarters (Home Market) : Aichi Prefecture Number of branches in the prefecture : 26 (out of total 59 branches) Features of Aichi Prefecture ✓ Popul
Slide 4: We rank 6th among face-to-face securities firms
Prologue We rank 6th among face-to-face securities firms Asset under Custody Net Worth Market Cap. 10,922.7 billion of yen 194.8 billion of yen 126.1 billion of yen [as of Mar. 31, 2025] [as of Mar. 31, 2025] [as of Mar. 31, 2025] Ordinary Profit Securities Sales Offices Number of Employees 15.12 bi
Slide 5: Our History
Prologue Our History A history of “Innovation” and “Challenge” 2007~ 2010~ Partnering with ✓ Acquisition and consolidation top regional banks of securities companies in joint venture securities ✓ Acquisition of an cf.P.19 insurance agency 2016~ 2018~ Proactive investment in DX initiatives Orque d’or
Slide 6: Financial Highlights for FYE March 2025
Financial Financial Highlights for FYE March 2025 Summary Operating Revenue Operating profit Ordinary profit Profit Attributable to Owners of Parent (Cumulative) (Cumulative) (Cumulative) (Cumulative) YoY -3.2% YoY -10.2% YoY -10.8% YoY +8.2% ¥86.3 billion ¥11.7 billion ¥15.1 billion ¥11.0 billion 1
Slide 7: Changes in Financial Results
Financial Changes in Financial Results Summary AUC Operating （100 millions of yen） Ordinary profit Revenue （millions of （hundred yen） Ordinary profit millions of yen） Slowing growth in assets under custody 110,000 1,000 35,000 Asst under Custody (AUC) due to market environment Operating Revenue 900
Slide 8: Growth in Net inflow of Assets
Financial Growth in Net inflow of Assets Summary Due to our commitment to customer-oriented sales, our individual net inflow of assets and ratio of net inflow are favorable compared to competitors Change in Net inflow of Assets (Individuals customers) Billions of yen FYE Mar. 2020 FYE Mar. 2021 FYE
Slide 9: Progress in Revenue Diversification
Financial Progress in Revenue Diversification Summary Break down of Operating Revenue (Image based on proportional sum) 【FYE Mar. 2025】 【FYE Mar. 2015】 Tokai Tokyo Sec Tokai Tokyo Sec Total 78% Total 86.3% 8
Slide 10: Business Environment
Strategy & Business Business Environment Updates Growth Service potential Capabilities Profitability Market Diversity changes Securities ✕ Enhancement of banking functions Securities ✕ ＋ Securities Securities Bank Securities 9
Slide 11: Our Strength & Weakness
Strategy & Business Our “Strength” & “Weakness” Updates ◆ Unique Business Model Our Strength Our Weakness ◆ Face to Face Brokerage Sales Model ◆ Key Issues being addressed 10
Slide 12: The Medium-Term Management Plan Beyond Our Limits FY2022-FY2026
Strategy & Business Updates The Medium-Term Management Plan “Beyond Our Limits” FY2022 -FY2026 11
Slide 13: The Medium-Term Management Plan Beyond Our Limits
Strategy & Business The Medium-Term Management Plan “Beyond Our Limits” Updates FY2022 - FY2026 12
Slide 14: Personal Financial Market Trapezoidal Strategy
Strategy & Business Strategy (1) Enhancement of financial services capabilities: Updates Personal Financial Market "Trapezoidal Strategy" Orque d’ or has been ahead of the competition by focusing on this market and developing a unique business model. Additionally, Clair Ciel is approaching markets t
Slide 15: High-net-worth Business: Orque d'or brand
Strategy & Business Strategy (1) Enhancement of financial services capabilities: Updates High-net-worth Business : “Orque d’or” brand Launched Japan's first high-net-worth brand with unique PB services, securing strong market position Orque d'or Salon (Nagoya) Orque d'or Salon TOKYO ( Nihombashi ) O
Slide 16: Basic Concept of Orque d'or Strategy
Strategy & Business Strategy (1) Enhancement of financial services capabilities: Updates Basic Concept of “Orque d’or” Strategy The Relationship Manager(RM) at Orque d’or Salon combines expertise and humanity to provide comprehensive financial and non-financial services, ensuring that customers rece
Slide 17: Orque d'or Strategy: Optimization of customer assets
Strategy & Business Strategy (1) Enhancement of financial services capabilities: Updates “Orque d’or” Strategy ~ Optimization of customer assets While upholding the core principles of the "Orque d’or Strategy", our new initiative focus on targeting the total assets of our customers. By proposing str
Slide 18: Orque d'or Strategy: Centralized Management of Customer Assets
Strategy & Business Strategy (1) Enhancement of financial services capabilities: Updates “Orque d’or” Strategy ~ Centralized Management of Customer Assets The management style based on Unified Managed Accounts (UMA) facilitates centralized management of customer assets and enables the provision of c
Slide 19: CLAIRCIEL Strategy
Strategy & Business Strategy (1) Enhancement of financial services capabilities: Updates “CLAIRCIEL” Strategy strategy Semi-HNWI Upper Mass Small Business Owners Financial Services Non-Financial Services Core Satellites Portfolio Assets Owning customers Family Portfolio Manager Membership Core Asset
Slide 20: Evolution of J/V Securities Business Model
Strategy & Business Strategy (1) Enhancement of financial services capabilities: Updates Evolution of J/V Securities Business Model [Dominant customer base in the region] × [Securities business know-how] ＝ [Joint Venture Securities business] Deposits Balance at Regional Banks Nationwide Asset Under
Slide 21: Evolution of J/V Securities Business Model
Strategy & Business Strategy (1) Enhancement of financial services capabilities: Updates Evolution of J/V Securities Business Model Japan's only "bank/securities joint venture model" enables us strong access to regional financial assets Regional Banks’ customers （regional financial assets) (2) Custo
Slide 22: From Customer Referral to Integrated Banking and Securities Sales
Strategy & Business Strategy (1) Enhancement of financial services capabilities: Updates Evolution of J/V Securities Business Model From the Customer Referral scheme to the Integrated sales structure of Banking and Securities ~Strengthening HNWI and Corporate Business~ In addition to the traditional
Slide 23: Our Strategy: Attraction of TTFG
Strategy & Business Our Strategy ～Attraction of TTFG Updates 22
Slide 24: Partnership Model with Powerful Partners
Strategy & Business Strategy (2) To reach the Another dimension: Updates “ Partnership Model with Powerful Partners ” Super Tie Up DX Tie Up Bank Tie Up - Provision of new financial functions - -Establishment of a B-to-B-to-C model- -Complementary functions in face-to-face business- Corporate (Banki
Slide 25: DX Upfront Investment
Strategy & Business Strategy (2) To reach the Another dimension: “Digital” Updates Positioning for FYE March 2026: After the DX upfront investment period, we enter a new phase, "Harvesting" and “Profit generation" Ordinary Profit DX Upfront ¥6.0 billion Investment FYE Mar 2025 FYE Mar 2026 FYE Mar 2
Slide 26: Super Tie Up + Bank Tie Up + DX Tie Up
Strategy & Business Strategy (2) To reach the Another dimension Updates “ Super Tie Up + Bank Tie Up + DX Tie Up ” We are expecting three tie-up models with various “Powerful Partners” to provide both face-to-face and non-face-to-face services. By enhancing our financial functions, we aim to provide
Slide 27: Improvement of capital efficiency (improvement of ROE)
Strategy & Business Improvement of capital efficiency (improvement of ROE) Updates ~ Appropriate allocation and effective use of capital Priority Measures for Another Dimension Partnership model with Powerful Partners Group Companies' Establishment of comprehensive financial services Optimal capital
Slide 28: Capital Policy: Dividend
Strategy & Business Capital Policy ～ Dividend Updates ✓ 1. Maintain a consolidated dividend payout ratio of 50% or higher Dividend ✓ 2. Payment of annual dividend per share of 24 Yen or more Policy ※Will adopt either 1 or 2. whichever basis that results in a larger payment. (This policy of dividend
Slide 29: 25th anniversary of Tokai Tokyo Financial Group
In October 2025, Tokai Tokyo Financial Group will celebrate its 25th anniversary Oct. 2000: Apr. 2009: Oct. 2025: Tokyo Sec. (surviving company) and Transition to the new structure 25th Anniversary Tokai Maruman Sec. merge to form Customer : Anniversary Events Shareholder : Ordinary Dividends + Comm
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