Sumitomo Mitsui Financial Group, Inc. · TSE:8316

Sumitomo Mitsui Financial — Investor Presentation (February 2026)

69 slides from Sumitomo Mitsui Financial's investor presentation, February 2026

  1. Slide 1: Investor Presentation

    Investor Presentation February, 2026 Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserved.

  2. Slide 2: Agenda

    Agenda Ⅰ Financial Results ////////////////////////////////////////////// 2 Ⅱ Enhance Corporate Value //////////////////// 20 Ⅲ Capital Policy ////////////////////////////////////////////// 38 Appendix ////////////////////////////////////////////////// 46 Copyright © 2026 Sumitomo Mitsui Financial G

  3. Slide 3: Financial Results

    Financial Results

  4. Slide 4: FY3/26 1H Results and Full-Year Forecasts

    FY3/26 1H Results and Full-Year Forecasts Raised full-year net income forecast by JPY 200 bn to JPY 1.5 tn (+27% YoY). Breakdown of Upward Revision 1H FY3/26 FY3/26 forecasts (JPY bn) Sales of 1,500 vs. low-return assets Result YoY Revised YoY (JPY bn) initial (45) Gross profit 2,298.8 +253.5 － － －

  5. Slide 5: Income Statement

    Income Statement 1-3Q FY3/26 YoY (JPY bn) FY3/26 forecast ⚫ Gross profit: increased YoY due to 1 Gross profit 3,593.0 +430.7 1) increase of income on loan and deposit in domestic market, G&A expenses 1,899.2 +126.3 2) increase of fee income in domestic wholesale business, and 2 3) good performance o

  6. Slide 6: (Ref.) Group Companies

    (Ref.) Group Companies SMBC Other Major Group Companies (( ( 1-3Q FY3/26 (left : results of 1-3Q FY3/26 / right : YoY) YoY J J(JPY J bn) FY3/26 forecast *1 *2 SMBC Nikko SMCC 1 Gross banking profit (JPY bn) 2,037.6 +297.5 Gross profit 433.9 +25.9 650.9 +39.9 2 o/w Net interest income 1,408.3 +231.8

  7. Slide 7: Impact of Rising JPY Interest Rates

    Impact of Rising JPY Interest Rates FY3/26: +JPY 130 bn YoY from higher interest rates, including the recent hike in Dec. 2025. Additional upside from the balance-sheet mix: loan volume growth, wider spreads, and JGB portfolio optimization. +JPY 100 bn annual impact for each 25bp rise in rates Upsid

  8. Slide 8: Gross Profit

    Gross Profit Net interest income increased at SMBC, driven by domestic loan growth and rising interest rates. Net fees and commissions increased due to robust corporate activities and steady performance of Olive. Net Trading Income + Net Interest Income 益他引 利の取 務そ定 業＋特 Net Fees and Commissions Net O

  9. Slide 9: (Ref.) Net Interest Income (SMBC)

    (Ref.) Net Interest Income (SMBC) Domestic Overseas ⚫ Income from loans and deposits increased due to improved ⚫ Income from loans and deposits decreased due to interest loan-to-deposit spread and growth in loan volumes. rate cuts and growth in deposit volumes. (JPY bn) (JPY bn) By volume (115.4) 59

  10. Slide 10: Loans

    Loans*1 Loan Balance Domestic Loan-to-Deposit Spread ドス ッ・出中 レ高貸期 * 2プ残均 金平 (JPY tn) Overseas offices and Japan offshore banking accounts 1-3Q Domestic offices YoY 1Q 2Q 3Q +5% (%) FY3/26 vs Interest earned on loans and bills 1.30 +0.32 1.26 1.30 1.34 109.7 Mar.25 discounted 106.7 104.5 Interest pai

  11. Slide 11: Domestic Loans and Deposits

    Domestic Loans and Deposits*1 Loan balance increased, supported by strong large-corporate funding demand and by large-deal wins. Retail deposits increased, driven by Olive, while corporate deposits declined due to outflows from large clients. Loan Balance*2,3 Deposit Balance Large corporations Mid-s

  12. Slide 12: Overseas Loans and Deposits

    Overseas Loans and Deposits*1 Low-return assets were reduced mainly in Asia, leading to a lower loan balance. Loan spreads improved, supported by a stronger focus on ROE. Loan Balance Loan Spread*2,3 1.5% (USD bn) Asia Americas EMEA vs Mar.25 excl. FX impact 1.4% 299 299 (0)% 1.3% 290 295 285 1.2% (

  13. Slide 13: Asset Quality

    Asset Quality Overseas credit costs are expected to increase in 2H due to one-off items (large-borrower provisions incl. Brazil; OTO/SOF NPL disposal), but full-year costs are aimed to remain controlled. Credit costs Non-Performing Loan Ratio*2 and Balance (JPY bn) Consolidated SMBC (JPY bn) Consoli

  14. Slide 14: Securities (1)

    Securities (1) Breakdown of other securities (consolidated) Reduction of equity holdings 式保 株策 有 政 Unrealized gains (JPY tn) Book value of domestic listed stock*2 B/S amount Market value of equity holdings*3 (losses) / consolidated net assets (JPY bn) Dec.25 vs Mar.25 Dec.25 vs Mar.25 Held-to-maturi

  15. Slide 15: Securities (2)

    Securities (2) Yen bond balance fell and duration lengthened as HTM purchases increased and short-term holdings declined on lower collateral needs. Portfolio build timing will be assessed while monitoring the pace and terminal level of rate hikes. Yen-denominated bonds (SMBC) Foreign bonds (SMBC) (J

  16. Slide 16: Balance Sheet

    Balance Sheet Consolidated Domestic Loans and Deposits*2 響の 影利 昇金 上円 (vs Mar.25) Loans Deposits *3 JPY 117.3 tn JPY 193.3 tn Others (+JPY 6.2 tn) (+JPY 4.6 tn) 10% Morgage,etc. Domestic loans*1 JPY 70.4 tn Loan to deposit ratio 14% 60.7% Prime-rate-based Spread-based 2% Loans (Floating rate) Securit

  17. Slide 17: Foreign Currency

    Foreign Currency Non-JPY Balance Sheet*1,2 Foreign Currency Balance 響変貨 影利 動金 の外 (vs Mar.25) +7% *3 Interest earning assets Deposits Loans, etc. （USD bn） Mid-long 444 403 415 418 term funding 382 400 Yen swaps Bond, etc. 300 USD 308 bn USD 354 bn (+USD 39 bn) 200 (+USD 3 bn) 308 263 240 269 283 Depo

  18. Slide 18: Results by Business Unit (1)

    Results by Business Unit (1) Retail Wholesale ⚫ Gross profit increased driven by higher income on deposit and ⚫ Income on loans and deposits increased driven by rising solid performance across wealth management business, etc. interest rates and loan growth. ⚫ Overhead ratio improved through steady i

  19. Slide 19: Results by Business Unit (2)

    Results by Business Unit (2) Global Global Markets ⚫ Selective focus on high-return deals drove increases in both ⚫ Banking profit increased steadily through nimble operations interest income on loans and loan-related fees. amid volatile market conditions. ⚫ Despite a higher overhead ratio driven by

  20. Slide 20: Progress of the Medium-term Management Plan

    Progress of the Medium-term Management Plan RoCET1*1,2 Net Business Profit (JPY bn)*2 RWA (JPY tn)*2 1H FY3/26 YoY Initial target*3 1H FY3/26 YoY Initial target*3 1H FY3/26 Vs. Mar.23 Initial target*3 Retail 12.9% +6.3% 8% 179.3 +43.8 245 13.6 +1.0 +0.2 Wholesale 20.6% (2.9)% 10% 462.1 +97.2 570 38.

  21. Slide 21: Enhance Corporate Value

    Enhance Corporate Value

  22. Slide 22: Current Medium-term Plan: Performance Progress (1)

    Current Medium-term Plan: Performance Progress (1) Net income in the final year of the plan is expected to reach JPY 1.5tn, well above the initial plan’s JPY 0.9tn. Core businesses delivered strong growth, with additional contributions from market tailwinds and gains from asset sales. (Figures in :

  23. Slide 23: Current Medium-term Plan: Performance Progress (2)

    Current Medium-term Plan: Performance Progress (2) All three KPIs are on track; RoCET1 to materially exceed the initial target. EPS is expected to set a new record in FY3/26, well above the prior peak. KPIs EPS growth RoCET1 EPS trend *1 and CAGR by the Medium-term Plan period c. 15% (JPY) 390 ≥ 9.5

  24. Slide 24: Current Medium-term Plan: Performance by Business Unit

    Current Medium-term Plan: Performance by Business Unit Retail and Wholesale: Significant growth in net business profit and RoCET1, supported by favorable operating tailwinds. Global: On a path toward improved capital efficiency; ongoing reduction of low-return assets. RWA and RoCET1*1 RoCET1 (%) Gro

  25. Slide 25: Roadmap to a Higher P/B

    Roadmap to a Higher P/B Further improve ROE and support a higher P/E to bring P/B*1 in line with global peers. Build the next Medium-term Plan on three strategic pillars to realize higher ROE and faster growth. P/E Build Next Core 20 (x) 17 MS GS JPM Capitalize Optimize MUFG 14 PBR Citi BofA Wells F

  26. Slide 26: Current Initiatives toward Next Medium-term Plan

    Current Initiatives toward Next Medium-term Plan Capitalize Build Next Core Optimize Evolve Wealth Management Boost Revenue from through Human–Digital Deposits and Payments P.26 P.27 Integration Transform the Retail Business Model with Olive at the Core Reallocate business portfolio Build the SME Ba

  27. Slide 27: Boost Revenue from Deposits and Payments with Olive at the Core

    Capitalize Build Next Core Optimize Boost Revenue from Deposits and Payments with Olive at the Core Olive profit to reach JPY 80 bn+ in FY3/29, driven by retail deposits and cardholder growth. Additional upside from cashless-payments growth via PayPay and from higher JPY rates. Upside # of accounts

  28. Slide 28: Evolve Wealth Management through Human-Digital Integration

    Capitalize Build Next Core Optimize Evolve Wealth Management through Human-Digital Integration Enhance Olive’s wealth management through new joint services with SBI Group. Extend reach into the affluent segment and aim to build a strong competitive edge for Olive. Mass-market segment Olive consultin

  29. Slide 29: Build the SME Banking Franchise on Trunk

    Capitalize Build Next Core Optimize Build the SME Banking Franchise on Trunk Efficiently expand the SME client base by leveraging Trunk, our integrated digital financial platform. Grow sticky deposits to enhance profitability in a positive interest-rate environment. Services Client profile Years in

  30. Slide 30: Elevate Profitability in Large and Mid-Corporate Banking

    Capitalize Build Next Core Optimize Elevate Profitability in Large and Mid-Corporate Banking Total loan balance grew solidly; large-corporate loan market share expanded materially. RoCET1 improved solidly, driven by growth in ancillary transactions, despite temporary loan spread compression. Mid-cor

  31. Slide 31: Expand CIB through Enhanced Securities Capabilities

    Capitalize Build Next Core Optimize Expand CIB through Enhanced Securities Capabilities Establish a solid presence in the Japanese equities market by strengthening collaboration with Jefferies. Leverage an integrated Japan equities platform to capture demand from large corporates. Lead by SMBC Nikko

  32. Slide 32: Accelerate Growth in Multi-franchise Strategy

    Capitalize Build Next Core Optimize Accelerate Growth in Multi-franchise Strategy 24.9% stake in YES BANK acquired; key pieces for our Multi-franchise Strategy now in place. Maximize returns from existing investees; no expansion into new countries or new businesses. Multi-franchise Strategy Overview

  33. Slide 33: Accelerate Growth in Multi-Franchise Strategy – Priority Actions

    Capitalize Build Next Core Optimize Accelerate Growth in Multi-Franchise Strategy – Priority Actions - Priorities for each investee are clear— focus on rapidly closing the gap to the initial return expectations. Ownership ratio India Indonesia Vietnam The Philippines VPBank 15% SMICC 100% SMBCI 91%

  34. Slide 34: Reallocate Business Portfolio

    Capitalize Build Next Core Optimize Reallocate Business Portfolio Profitability improved steadily by reducing low-return assets and reallocating RWA to key growth areas. Maintain disciplined RWA management to free up capacity to support strong domestic loan demand. 109.2 JPY +3.3tn by Sep.25 FX and

  35. Slide 35: Cost Control Initiatives

    Capitalize Build Next Core Optimize Cost Control Initiatives Overhead ratio has been improving on disciplined cost-base control and top-line growth. Continue cost control initiatives to enable strategic investments, keeping the three-year target in sight. 1 Strategic # of Credit card # of Olive acco

  36. Slide 36: IT Investments for Future Growth

    IT Investments for Future Growth Promote the company-wide use of generative AI and build our brand as an AI-leading company. IT Investment Generative AI budget: JPY 50bn*1 Building (JPY bn) Generating ideas Executing the strategy our culture AI-CEO CDIO meeting Drive operational efficiency with AI a

  37. Slide 37: Human Capital Management

    Human Capital Management Drive sustainable growth under the SMBC Group Talent Policy. SMBC Group Talent Policy (Talent Policy Scores*1) Make a Professional Collaborative Agile Be Yourself Build Your Career Difference What SMBC Group expects employees to be: 74 Employee value proposition :72 Human Ca

  38. Slide 38: Create Social Value

    Create Social Value Steadily expanding our social value initiatives. Launch more businesses that leverage our strengths to address social issues. Up to now Toward next Medium-term Plan Expand universal participation Leverage SMBC Group’s strengths Shaka-kachi AWARD Support employees Framework for ca

  39. Slide 39: Capital Policy

    Capital Policy

  40. Slide 40: Basic Capital Policy

    Basic Capital Policy Achieve a healthy balance among financial soundness, shareholder returns, and growth investment. Progressive dividend policy Transform business model + flexible share buybacks and invest in growth areas Shareholder returns Investment for growth Dividend Organic ⚫ Progressive div

  41. Slide 41: Shareholder Returns

    Shareholder Returns Dividend: DPS raised to JPY 157, based on the upwardly revised full-year forecast. (40% of dividend payout ratio ) Share buybacks: resolved up to JPY 150 bn additionally. DPS (JPY)*1 157 Shareholder returns 160 YoY +35 140 +21 Dividend 122 120 ⚫ Increase DPS to JPY 157 from JPY 1

  42. Slide 42: Capital Allocation

    Capital Allocation Allocate capital in a balanced manner between shareholder returns and growth investment, while reallocating RWA. CET1 ratio at fiscal year-end will be around 10%, within our target range. Outlook for FY3/26 CET1 Ratio Target (JPY bn) Net income Dividend ⚫ Additional 1,500 600 Shar

  43. Slide 43: (Ref.) History of Capital Allocation

    (Ref.) History of Capital Allocation FY3/18-20 FY3/21-23 FY3/24-26 Accumulate capital for Utilize capital Achieve more well-balanced capital use Basel 3 finalization for future growth CET1 ratio 10.3% 10.2% 10.0% 10.1% 9.9% 9.8% 9.8% 1 11.0% 0.9 0.8 9.5% 10.5% 10.0% c. 10% 0.7 0.6 0.5 8.3% 9.5% 9.0%

  44. Slide 44: (Ref.) CET1 Ratio

    (Ref.) CET1 Ratio Finalized Basel III basis (financial target) Transitional basis 準規 基行 制 現 (%) (%) Net unrealized gains on other securities 10.9 10.9 10.7 11.0 14.0 12.9 12.4 12.7 10.1 9.9 10.2 10.3 12.3 11.0 11.1 11.1 Mar.23 Mar.24 Mar.25 Dec.25 Mar.23 Mar.24 Mar.25 Dec.25 (JPY tn) (JPY tn) CET1 C

  45. Slide 45: The Medium-term Financial Goal

    The Medium-term Financial Goal JPY 1,500 bn Gains of sales on equity holdings drop Net income JPY 1,300 bn 11% JPY 1,178.0 bn JPY 962.9 bn 10% 10% JPY 805.8 bn 8.0% Update with ROE 9% 7.0% the next Medium-term Plan 6.5% FY3/23 FY3/24 FY3/25 FY3/26 FY3/29 Around 2030 Next Medium-term Plan Medium-term

  46. Slide 46: Awards

    Awards Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserved. 45

  47. Slide 47: Appendix

    Appendix

  48. Slide 48: Group Overview (1) Group Structure

    Group Overview (1) Group Structure Consolidated subsidiary Equity-method affiliate Sumitomo Mitsui Financial Group Banking Consolidated total assets JPY 306 tn Sumitomo Mitsui Banking SMBC Trust Bank Moody’s S&P Fitch R&I JCR Corporation Credit Moody's S&P Fitch ratings A1/P-1 A-/ - A-/F1 AA-/ - AA/

  49. Slide 49: Group Overview (2) Long-term Results

    Group Overview (2) Long-term Results Gross profit Net business profit *1 (JPYbn) (JPY bn) ■ 1H 4,126.7 ■ 1H 2,000 4,000 1,719.3 1,500 3,000 2,298.8 1,148.1 2,000 1,000 1,000 500 0 0 FY3/ 06 08 10 12 14 16 18 20 22 24 26 FY3/ 06 08 10 12 14 16 18 20 22 24 26 Breakdown of consolidated gross profit Net

  50. Slide 50: Group Companies (1) SMBC Nikko

    Group Companies (1) SMBC Nikko*1,2 Financial Results Net Operating revenue 1-3Q FY3/25 YoY Sales Division ■Asset based revenues*6 (JPY bn) FY3/26 ■Flow revenues*7 Net operating revenue 521.0 433.9 +27.6 (JPY bn) GIB Division ■ECM ■DCM ■M&A ■Solutions etc. *8 190 GM Division ■Equity ■FICC*9 SG&A expe

  51. Slide 51: Group Companies (2) SMCC (Incl. SMBCCF)

    Group Companies (2) SMCC (Incl. SMBCCF) Financial Results Sales Handle # of Card Holders 1-3Q FY3/25 YoY （JPY bn） FY3/26 Operating revenue 968.1 765.4 +49.3 o/w Commission fee 257.8 214.4 +21.0 o/w Finance 326.0 261.5 +17.6 o/w o/w SMBCCF 156.6 126.0 +8.8 o/w Sales on credit 81.7 62.3 +1.0 o/w and r

  52. Slide 52: Group Companies (3) SMBCAC

    Group Companies (3) SMBCAC Financial Results Acquisition of U.S. Air Lease Corporation 1-3Q Overview FY3/25 YoY (USD mn) FY3/26 *1 ⚫ Invested through a holding company owned by four parties: Total revenue 2,577 1,810 +206 Acquisition value of USD 7.4 bn (o/w SMBCAC 1.4bn) o/w Lease revenue 1,965 1,4

  53. Slide 53: Group Companies (4) SMBC Indonesia

    Group Companies (4) SMBC Indonesia Financial Results*1 Coverage 2022 2023 2024 Jan.- Sep. Retail Wholesale (JPY bn) 2025 Large Gross banking profit 116.1 127.8 176.5 123.6 High- net- worth corporations Operating expenses 60.9 67.8 94.6 65.4 Mid-sized Credit-related cost 15.6 27.8 41.6 38.1 Middle cl

  54. Slide 54: Group Companies (5) SMICC / YES BANK

    Group Companies (5) SMICC / YES BANK SMICC Financial Results*1 YES BANK Financial Results*1 1-3Q 1-3Q FY3/23 FY3/24 FY3/25 FY3/23 FY3/24 FY3/25 (JPY bn) FY3/26 (JPY bn) FY3/26 Gross operating profit 58.8 91.3 113.8 104.4 Gross banking profit 192.1 243.1 263.9 215.7 Operating expenses 33.9 51.7 71.4

  55. Slide 55: Group Companies (6) VPBank / FE Credit

    Group Companies (6) VPBank / FE Credit VPBank Financial Results*1 FE Credit Financial Results*1 定書キタ 設トー 式ス のテマ ス Jan-Sep. 2022 2023 2024 2025 2022 2023 2024 (JPY bn) (JPY bn) 2025 Gross operating profit 323.7 303.4 386.0 447.9 Gross operating profit 84.9 81.0 98.2 65.6 Operating expenses 79.0 85.0

  56. Slide 56: Group companies (8) RCBC

    Group companies (8) RCBC Financial results*1 Coverage Jan.-Sep. Retail Wholesale (JPY bn) 2022 2023 2024 2025 Gross operating profit 105.8 127.9 145.8 119.7 Large Operating expenses 59.7 75.8 86.8 66.5 High-net-worth corporations Credit-related cost 13.6 17.7 23.5 27.3 Net profit 28.8 31.3 26.0 20.9

  57. Slide 57: Sustainability Management Structure (1)

    Sustainability Management Structure (1) Sustainability Management System Executive Compensation Supervision Base salary Fixed Board of Directors Linked annual performance (0-150％) Nomination Compensation Bonus Net business profit Committee Committee Performance ⚫ Cash Net income Audit Committee Risk

  58. Slide 58: Sustainability Management Structure (2)

    Sustainability Management Structure (2) Improve Board Diversity Structure of the Board/ Skills Matrix Internal Director (non-executive) Knowledge and experience expected in particular Internal Directors Outside Directors Internal Director (non-executive) (executive) Legal/risk 7 directors Manage- Fi

  59. Slide 59: Inclusion in the Index and Initiatives

    Inclusion in the Index and Initiatives Selected ESG Indices Endorsed Initiatives GPIF Selection Index Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserved. 58

  60. Slide 60: KPI Progress of the Medium-term Plan

    KPI Progress of the Medium-term Plan Financial Targets Economic Value Social Value Reform domestic business for possible hike Environment RoCET1 Credit card Consumer finance Sustainable finance (cumulative) 18.3% sales handled outstanding (JPY tn) (JPY tn) (JPY tn) 39 ≥9.5% 48 3 50 50 19.0 20.4 14.2

  61. Slide 61: Funds / CRE Exposure (as of Sep.25)

    Funds / CRE Exposure*1 (as of Sep.25) Funds Exposure JPY 9.9 tn SMBC Group’s Exposure Subscription finance JPY 6.9 tn 6% ⚫ Loans repaid via capital calls on LPs*2 uncalled commitments JPY 171 tn ⚫ LPs: highly rated institutions (e.g. pension funds, sovereign wealth funds) ⚫ Investment-grade: 95% 14%

  62. Slide 62: Application of Basel III (Capital Ratio)

    Application of Basel III (Capital Ratio) Mar.24 Mar.25 Mar.26 Mar.27 Mar.28 Mar.29 Revised standardized approach and internal ratings-based framework for credit Revised credit valuation adjustment (CVA) framework Implement RWA Revised operational risk framework Output floor 50% 55% 60% 65% 70% 72.5%

  63. Slide 63: Capital / RWA

    Capital / RWA Capital Ratio (Transitional basis)*1 Other Requirement Ratios Transitional basis Tier2 Additional Tier1 (AT1) Dec.25 Requirement Common Equity Tier1 (CET1) External TLAC ratio Total Capital ratio RWA basis 23.72% 18.0% Tier1 ratio CET1 ratio Leverage exposure basis 9.60% 7.10% Leverage

  64. Slide 64: Subordinated Bonds Issuances Results and Strategy

    Subordinated Bonds Issuances Results and Strategy Subordinated Bonds Issuances and Redemptions*1 定書キタ 設トー 式ス のテマ ス (USD bn) FY3/22 FY3/23 FY3/24 FY3/25 FY3/26 FY3/27 FY3/28 FY3/29 FY3/30 Currency breakdown (Sep. 25) Aggregate outstanding amount USD AT1 USD Tier2 1.0 (USD bn) JPY AT1 JPY Tier2 Issuan

  65. Slide 65: Breakdown by Internal Ratings

    Breakdown by Internal Ratings*1 Japanese Internal Rating Non-Japanese (Certainty of debt (JPY tn) (JPY tn) repayment) 60 50 40 30 20 10 0 0 10 20 30 40 50 60 1－3 (Very high - Satisfactory) 4－6 (Likely - Currently no problem) 7 (excl. 7R) (Borrowers requiring caution) Mar.24 7R, 8 - 10 Mar.25 (Substa

  66. Slide 66: Yen Bond Portfolio

    Yen Bond Portfolio SMBC (Total balance of other securities with maturities and bonds classified as held-to-maturity – total of JGBs, local gov. bonds and corporate bonds) (JPY tn) 1 year or less 1 to 5 years 5 to 10 years More than 10 years 40 35 30 25 19.6 20 17.6 16.3 16.4 15 13.4 13.9 13.1 12.3 1

  67. Slide 67: Credit Ratings of G-SIBs (1) Operating Banks

    Credit Ratings of G-SIBs (1) Operating Banks*1 (As of Nov. 4, 2025) S&P Moody’s Moody’s S&P Fitch Fitch Aaa AAA Aa1 AA+ ⚫ Bank of America ⚫ State Street Bank & Trust ⚫ Bank of America ⚫ JPMorgan Chase Bank ⚫ Bank of New York ⚫ UBS ⚫ Bank of New York Mellon ⚫ State Street Bank & Trust Aa2 Mellon ⚫ We

  68. Slide 68: Credit Ratings of G-SIBs (2) Holding Companies

    Credit Ratings of G-SIBs (2) Holding Companies*1 (As of Nov. 4, 2025) S&P Moody’s Moody’s S&P Fitch Fitch Aaa AAA Aa1 AA+ Aa2 AA ⚫ Bank of New York ⚫ State Street ⚫ Bank of America ⚫ JPMorgan Aa3 Mellon ⚫ Bank of New York ⚫ State Street AA- Mellon SMFG ⚫ SMFG ⚫ Mizuho ⚫ HSBC ⚫ Morgan Stanley ⚫ Bank

  69. Slide 69: Definitions

    This document contains “forward-looking statements” (as defined in the U.S. Private Definitions Definitions Securities Litigation Reform Act of 1995), regarding the intent, belief or current expectations of Sumitomo Mitsui Financial Group, Inc. (“the Company”) and its management with respect to the

Sumitomo Mitsui Financial Group — Investor Presentation (February 2026) on 6ix