Nishi-nippon Financial Holdings, Inc. · TSE:7189
Nishi-nippon Financial — FY2025 Earnings Presentation
50 slides from Nishi-nippon Financial's earnings presentation, May 28, 2026
Slide 1: Financial Results for the Fiscal Year Ended March 31, 2026
Financial Results for the Fiscal Year Ended March 31, 2026 May 28, 2026 Nishi-Nippon Financial Holdings, Inc.
Slide 2: Contents
Today’s Agenda Reference Materials Pages Pages I. Financial Results 2 Supplementary Materials on Performance 39 1. Overview of Financial Results 3 1. Statement of Income 40–42 2. Net Interest Income 4 2. Balance Sheet 43–44 《Appendix》 Impact of Rising Yen Interest Rates on 3. Average Amount Outstand
Slide 3: I. Financial Results
I. Financial Results I. Financial Results Financial Results for the Year Ended March 31, 2026 P.2
Slide 4: 1. Overview of Financial Results
1. Overview of Financial Results Profit attributable to owners of parent for the fiscal year ended March 31st, 2026 increased by 9.1 billion yen year-on-year (YoY) to 40.1 billion yen, mainly due to an increase in net interest income. ■ Profit and Loss (Consolidated) FYE Mar. FYE Mar. 31, 2026 31,
Slide 5: 2. Net Interest Income
2．Net Interest Income Net interest income for the fiscal year ended March 31st, 2026 increased by 27.4 billion yen YoY to 130.2 billion yen, mainly due to an increase in the balance of net interest, as well as an increase in interest and dividends on securities. Net interest income for the fisca
Slide 6: Appendix: Impact of Rising Yen Interest Rates on Earnings (Estimate)
《 Appendix》 Impact of Rising Yen Interest Rates on Earnings (Estimate) The rise in market interest rates is expected to have a positive impact on our performance, mainly through the expansion of the loan-to-deposit spread. ■ The Nishi-Nippon City Bank’s balance sheet ■ Impact on earnings (net inte
Slide 7: 2. Net Interest Income (1) Interest on Loans and Discounts (NCB)
2．Net Interest Income (1) Interest on Loans and Discounts (NCB) Interest on loans and discounts for the fiscal year ended March 31st, 2026 increased by 28.1 billion yen YoY to 117.8 billion yen on the back of the rise in yield and solid growth of business loans and personal loans. Interest on lo
Slide 8: 2. Net Interest Income (2) Interest on Deposits and Negotiable Certificates of Deposit
2．Net Interest Income (2) Interest on Deposits and Negotiable Certificates of Deposit (NCB) Interest on deposits and negotiable certificates of deposit for the fiscal year ended March 31st, 2026 increased by 16.1 billion yen YoY to 23.3 billion yen, chiefly driven by a rise in yield due to increas
Slide 9: 2. Net Interest Income (3) Interest and Dividends on Securities (NCB)
2．Net interest income (3) Interest and Dividends on Securities (NCB) Interest and dividends on securities for the fiscal year ended March 31st, 2026 increased by 9.0 billion yen YoY to 38.3 billion yen, mainly due to an increase in gains on investment trust cancellations. Interest and dividends
Slide 10: 3. Fees and Commissions
3. Fees and Commissions Fees and commissions for the fiscal year ended March 31st, 2026 increased by 1.8 billion yen YoY to 25.2 billion yen, mainly due to higher corporate customer-related fees, settlement-related fees, and client assets-related fees at the securities subsidiary. Fees and commi
Slide 11: 4. Expenses
4. Expenses Expenses for the fiscal year ended March 31st, 2026 increased by 4.1 billion yen YoY to 87.0 billion yen, mainly due to an increase in personnel expenses resulting from pay raises and an increase in non-personnel expenses associated with strategic investments.* *The next-version CRM sy
Slide 12: 5. Credit Cost
5. Credit Cost Credit cost for the fiscal year ended March 31st, 2026 increased by 1.7 billion yen YoY to 7.5 billion yen. However, the ratio of credit cost and the ratio of non-performing loans remained at low levels. Credit cost for the fiscal year ending March 31, 2027 are expected to increas
Slide 13: 6. Financial Results Forecast
6. Financial Results Forecast Profit attributable to owners of parent for the fiscal year ending March 31, 2027 is expected to grow 7.9 billion yen YoY to 48.0 billion yen, primarily driven by higher net interest income resulting from an increase in the balance of net interest. ■ Profit and Loss (
Slide 14: II. Management Strategies: Medium-Term Business Plan
ⅡManagement Strategies Medium-Term Business Plan “Co-Creating the Future 2029” -Moving Forward Together- II. Management Strategies Financial Results for the Year Ended March 31, 2026 P.13
Slide 15: II. Management Strategies
II. Management Strategies Financial Results for the Year Ended March 31, 2026 P.14
Slide 16: 1. Review of the Previous Medium-Term Business Plan "Leaping Forward 2026"
1. Review of the Previous Medium-Term Business Plan “Leaping Forward 2026” Under the previous medium-term business plan (MTBP), we set “strengthening relationship management” as our key theme and steadily implemented a range of initiatives. As a result, all four key KPIs achieved their targets, an
Slide 17: 2. Business Environment Surrounding the NNFH Group
2．Business Environment Surrounding the NNFH Group (1) Major Social Issues and Increasingly Diverse and Sophisticated Customer Needs Amid accelerating changes in the social and economic environment, such as population decline, a low birthrate, and an aging society, technological advancements, and s
Slide 18: 2. Business Environment: Kyushu Region and Fukuoka City
2．Business Environment Surrounding the NNFH Group (2) Local Market Environment: The Kyushu Region and Fukuoka City The Kyushu Region and Fukuoka City, the Group’s primary markets, benefit from strong economic fundamentals, with large-scale urban redevelopment projects, semiconductor-driven industr
Slide 19: 3. NNFH Group's Purpose and Value Proposition
3．NNFH Group’s Purpose and Value Proposition (1) Management Philosophy / Vision / Values and Strategic Concepts Aiming high and motivated by pride in our services, the Group has responded to change and grown together with our customers and host communities. Upon formulating the MTBP, we have est
Slide 20: 3. Group's Contribution to Regional Development
3．NNFH Group’s Purpose and Value Proposition (2) Our Group’s Contribution to Regional Development Our Group provides comprehensive solutions through both “human touch” and digital channels to support corporate growth and enrich the lives of retail customers. At the same time, we aim to achieve sus
Slide 21: 4. Long-Term Vision and Positioning of Current Medium-Term Business Plan
4．Long-Term Vision and Positioning of Current Medium-Term Business Plan Building on the previous MTBP’s goal of “boosting the earning power while increasing support from customers,” the NNFH Group aims over the long term to become “the regional financial group most supported and chosen by customer
Slide 22: 5. Strategic Direction for Achieving Our Vision
5．Strategic Direction for Achieving Our Vision In response to the increasingly diverse and sophisticated needs and challenges of our customers and host communities amid a rapidly changing environment, we will enhance our financial and non- financial solution capabilities and strengthen our solutio
Slide 23: 6. Basic Strategies and Target Management Indices
6．Basic Strategies and Target Management Indices We will implement strategies and measures centered on solving social issues and strengthening the management foundation, aiming to achieve key KPIs (profitability, efficiency, and soundness). II. Management Strategies Financial Results for the Year
Slide 24: 7. Financial Plan (1) Consolidated Profit, ROE
7．Financial Plan （1） Consolidated Profit, ROE Through the implementation of medium-term initiatives, we will expand earnings from lending and deposit business as well as fee-based business. We set the ROE target for the final year of the medium-term plan at approximately 9.0% and aim to raise it t
Slide 25: 7. Financial Plan (2) Capital Allocation
7． Financial Plan （2） Capital Allocation We actively make forward-looking growth investments while securing sufficient levels of capital for sustainable growth and improving the corporate value of the Group. We also increase the returns on profits to shareholders and investors. II. Management Stra
Slide 26: 7. Financial Plan (3) Shareholder Returns
7． Financial Plan （3） Shareholder Returns In light of the strengthened management foundation of the Group and the earnings outlook for the current medium-term plan period, we have revised our shareholder return policy to further enhance returns to shareholders. － Plan to increase annual dividends
Slide 27: 7. Financial Plan (4) Reduction of Strategic Shares
7． Financial Plan （4） Reduction of Strategic Shares The ratio of strategic shares to consolidated net assets stood at 18.2% as of March 31, 2026. Continue reviewing whether it is appropriate to keep holding each issue and consider reduction. ■ Balance of strategic shares, number of issues, ratio
Slide 28: Appendix: Initiatives to Enhance Corporate Value
《Appendix》Initiatives to Enhance Corporate Value Under the new Medium-Term Business Plan, we will continue and accelerate our existing initiatives aimed at improving ROE and PER, with the goal of further improving PBR. ■ Framework of initiatives for improving PBR Increasing Providing customer-orie
Slide 29: Appendix: Stock Price Performance
《Appendix》Stock Price Performance Our stock price remained solid throughout the previous MTBP period (Apr. 2023 - Mar. 2026), outperforming TOPIX. ■ Stock prices (indexed to Mar. 30, 2023 as 100) Additional hike (0.5%→0.75%) 380 NNFH Top-ranking regional banks *Average of the largest 10 regional b
Slide 30: II. Management Strategies
II. Management Strategies Financial Results for the Year Ended March 31, 2026 P.29
Slide 31: Basic Strategy 1: Providing Solutions to Corporate Customers
Basic Strategy1． Providing Customer-Oriented “One-to-One Solutions” （１） Providing Solutions to Corporate Customers Against the backdrop of changing social and economic conditions, we will address the increasingly diverse and sophisticated management challenges and needs of businesses. By working a
Slide 32: Basic Strategy 1: Providing Solutions to Retail Customers
Basic Strategy1． Providing Customer-Oriented “One-to-One Solutions” （２）Providing Solutions to Retail Customers We will conduct consulting-based sales that take a comprehensive view of our customers’ assets and liabilities, providing optimal solutions tailored to their life stages. At the same time
Slide 33: Basic Strategy 1: Building Best-Mix Channels
Basic Strategy1． Providing Customer-Oriented “One-to-One Solutions” （３）Building Best-Mix Channels We will strengthen the capabilities of both physical and digital channels and share customer information across channels to seamlessly provide optimal solutions tailored to each individual customer. I
Slide 34: Basic Strategy 2: Contributing to Solution of Regional Issues
Basic Strategy2．Supporting Regional Development （１）Contributing to Solution of Regional Issues and Community Development Based on our belief that “without regional development, there will be no growth of the Group,” we aim to become the most trusted partner in the region by collaborating with inte
Slide 35: Basic Strategy 2: Supporting Startups and Venture Businesses
Basic Strategy2．Supporting Regional Development （２）Supporting startups and venture businesses We will contribute to the creation and revitalization of regional industries by embodying our long- standing “DNA of SME development” and supporting the growth of startups and new businesses through both
Slide 36: Basic Strategy 3: Advancing the Risk Appetite Framework
Basic Strategy3．Strengthening the Management Foundation （１）Advancing the Risk Appetite Framework We will secure a solid management foundation for the future by achieving an appropriate risk-return balance based on our risk appetite framework and meeting the evolving expectations of stakeholders am
Slide 37: Basic Strategy 3: Utilizing AI Technologies for Work Reform
Basic Strategy3．Strengthening the Management Foundation （２）Utilizing AI Technologies for Work Reform The Group will work together to promote the use of generative AI in business operations, focusing on both labor-saving and process enhancement. By redeploying the human resources freed up to priori
Slide 38: Basic Strategy 3: Enhancing Human Capital
Basic Strategy3．Strengthening the Management Foundation （３）Enhancing Human Capital We will accelerate the development of strategic talent who will shape the future of the Group while fostering an organizational culture that enables diverse talent to thrive through initiatives such as improving the
Slide 39: Basic Strategy 3: Enhancing Sustainability
Basic Strategy3．Strengthening the Management Foundation （４）Enhancing Sustainability We position addressing sustainability challenges as a key priority in our management strategy and promote initiatives unique to a regional financial group to achieve sustainability for both the local community and
Slide 40: Supplementary Materials on Performance
Supplementary Materials on Performance Ref. Supplementary Materials on Performance 2026年3月期 Financial Results for the Year 決算説明会 Ended March P.39 31, 2026 P.39
Slide 41: 1. Statement of Income (1) YoY Comparisons
1. Statement of Income (1) Fiscal Year Ended March 31, 2026 – YoY Comparisons Fiscal year ended March 31, 2026 Fiscal year ended March 31, 2025 Results YoY Change Results NNFH (A) NNFH (A) NNFH (A) (100 million yen) NCB (B) (A) - (B) NCB (B) (A) - (B) NCB (B) (A) - (B) (Consolidated) (Consolidated)
Slide 42: 1. Statement of Income (2) Comparison with Previous Forecast
1. Statement of Income (2) Fiscal Year Ended March 31, 2026 – Comparison with Previous Forecast Fiscal year ended March 31, 2026 Previous forecast for fiscal year ended Results Comparison with previous forecast March 31, 2026 (Note) NNFH (A) NNFH (A) NNFH (A) NCB (B) (A) - (B) NCB (B) (A) - (B) NCB
Slide 43: 1. Statement of Income (3) Forecast for FY Ending March 2027
1. Statement of Income (3) Forecast for the Fiscal Year Ending March 31, 2027 –YOY Comparisons Fiscal year ending March 31, 2027 Fiscal year ended March 31, 2026 Forecast YoY Change Results (100 million yen) NNFH (A) NCB (B) (A) - (B) NNFH (A) NCB (B) (A) - (B) NNFH (A) NCB (B) (A) - (B) (Consolidat
Slide 44: 2. Balance Sheet (1) Assets
2. Balance Sheet (1) Assets NNFH (Consolidated) NCB (Non-consolidated) (100 million yen) Mar. 31, 2022 Mar. 31, 2023 Mar. 31, 2024 Mar. 31, 2025 Mar. 31, 2026 Mar. 31, 2022 Mar. 31, 2023 Mar. 31, 2024 Mar. 31, 2025 Mar. 31, 2026 Assets Cash and due from banks 26,147 19,466 22,006 16,742 13,915 25,59
Slide 45: 2. Balance Sheet (2) Liabilities and Net Assets
2. Balance Sheet (2) Liabilities and Net Assets NNFH (Consolidated) NCB (Non-consolidated) (100 million yen) Mar. 31, 2022 Mar. 31, 2023 Mar. 31, 2024 Mar. 31, 2025 Mar. 31, 2026 Mar. 31, 2022 Mar. 31, 2023 Mar. 31, 2024 Mar. 31, 2025 Mar. 31, 2026 Liabilities and Net Assets Deposits 95,703 97,918 1
Slide 46: 3. Average Amount Outstanding, Yield, and Interest of Main Accounts (NCB)
3. Average Amount Outstanding, Yield, and Interest of Main Accounts (NCB) Forecast (Fiscal year ended) (100 million yen) March 31, 2022 March 31, 2023 March 31, 2024 March 31, 2025 March 31, 2026 March 31, 2027 Ave. amount Ave. amount Ave. amount Ave. amount Ave. amount Ave. amount Yields Interest Y
Slide 47: 4. Balance and Valuation Gains or Losses of Securities (NCB)
4. Balance and Valuation Gains or Losses of Securities (NCB) (Fiscal year ended) (100 million yen) Mar. 31, 2022 Mar. 31, 2023 Mar. 31, 2024 Mar. 31, 2025 Mar. 31, 2026 ■ Balance sheet amount Government bonds 5,006 4,959 4,440 3,590 4,299 Local government bonds 4,007 4,219 4,798 5,211 5,739 Corporat
Slide 48: 5. Breakdown of Credit Cost by Cause (NCB)
5. Breakdown of Credit Cost by Cause (NCB) (Fiscal year ended) (100 million yen) Mar. 31, 2022 Mar. 31, 2023 Mar. 31, 2024 Mar. 31, 2025 Mar. 31, 2026 Provision for general reserve for possible loan (18) (6) 3 14 3 A losses (Reversal of allowance for loan losses) Changes in loan-loss reserve ratio (
Slide 49: 6. Capital Adequacy Ratio (Consolidated)
6. Capital Adequacy Ratio (Consolidated) Capital Adequacy Ratio (Consolidated) Mar. 31, 2026 Mar. 31, 2025 (100 million yen) (A) (A) – (B) (B) Core capital: instruments and reserves A 5,576 397 5,179 Directly issued qualifying common share capital 5,415 235 5,180 Accumulated other comprehensive inco
Slide 50: Nishi-Nippon Financial Holdings, Inc.
These materials have been prepared for the sole purpose of information provision, and do not constitute an invitation or solicitation to purchase or sell any specific securities. Any and all information described herein is subject to change or amendment without notice. These materials contain
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