Sbi Holdings Incorporated · TSE:8473
Sbi — Sbi Holdings Inc Ord — FY2021 Earnings Presentation
180 slides from Sbi's earnings presentation, May 28, 2022
Slide 1: SBI Holdings, Inc. FY2021 Financial Results
Strategic Business Innovator SBI Holdings, Inc. FY2021 Financial Results (Fiscal Year Ended March 31, 2022) May 27, 2022
Slide 2: Disclaimer
The items in this document are provided as information related to the financial results and the business strategy of the SBI Group companies and not as an invitation to invest in the stock or securities issued by each company. The business collaboration with Shinsei Bank described in this document w
Slide 3: Agenda
I. FY2021 consolidated performance II. The SBI Group’s business outlook for FY2022 III. SBI Group’s priority strategies and measures for the next 2-3 years IV. SBI Group’s mechanism for improving corporate value [Unauthorized reproduction is prohibited] 2
Slide 4: I. FY2021 consolidated performance
I. FY2021 consolidated performance 1. After Shinsei Bank consolidation 2. Before Shinsei Bank consolidation [Unauthorized reproduction is prohibited] 3
Slide 5: FY2021 Consolidated Performance (IFRS), after Shinsei Bank consolidation
FY2021 Consolidated Performance (IFRS) [1. After Shinsei Bank consolidation] [Year-on-year comparison] (Unit: JPY million) YoY % FY2020 FY2021 change / YoY (Apr. 2020 – Mar. 2021) (Apr. 2021 – Mar. 2022) change Record Revenue 541,145 high* 763,618 +41.1 Profit before income Record tax expense 140,38
Slide 6: Consolidated performance overview for FY2021
[Consolidated performance overview for FY2021] • Revenue increased 41.1% year-on-year to JPY 763.6bn, profit before income tax expense rose 194.0% year-on- year to JPY 412.7bn, and profit attributable to owners of the Company increased 352.4% year-on-year to JPY 366.9bn, which were historical highs.
Slide 7: Consolidated Profit Comparison with Major Face-to-face Securities Companies
Consolidated Profit Comparison with Major Face-to-face Securities Companies (Unit: JPY million) YoY % FY2019 FY2020 FY2021 change / YoY (Apr. 2019 – Mar. 2020) (Apr. 2020-Mar. 2021) (Apr. 2021-Mar. 2022) change SBI Profit for the period* 37,487 81,098 366,854 +352.4 Holdings (IFRS) ROE (%) 8.3 16.0
Slide 8: FY2021 Consolidated Performance, before Shinsei Bank consolidation
FY2021 Consolidated Performance (IFRS) [2. Before Shinsei Bank consolidation*] * Excluding the gain on negative goodwill, etc. from the conversion of Shinsei Bank into a consolidated subsidiary and Shinsei Bank's consolidated P/L for Jan.-Mar. 2022 [Year-on-year comparison] (Unit: JPY million) YoY %
Slide 9: Profit Before Income Tax Expense and Profit Attributable to Owners
Profit Before Income Tax Expense and Profit Attributable to Owners of the Company Profit before income tax expense Profit attributable to owners of the company Incremental increase due to Shinsei Bank Incremental increase due to Shinsei Bank (Unit: JPY million) (Unit: JPY million) becoming a consoli
Slide 10: SBI Holdings Rated A- (stable) by R&I
SBI Holdings was Rated A- (stable) by Rating and Investment Information, Inc. (R&I) on April 27, 2022 -Leads to reduction in financing costs for future M&A activities- Rating Agency Rating Rating outlook Date Rating and Investment Information, Inc. (R&I) BBB+ ➡ A- Stable Apr. 27, 2022 In addition, g
Slide 11: II. The SBI Group's business outlook for FY2022
II. The SBI Group’s business outlook for FY2022 Implement timely and appropriate business strategies in light of the global economic and market situation following the major shift in U.S. monetary policy and Russia’s invasion of Ukraine - Transition to a business model with more sustainable and stab
Slide 12: Stock Markets are Falling as U.S. Interest Rates were Raised
Stock Markets are Falling as U.S. Interest Rates were Raised Market Trends from Jan. 2021 FRB states raise in interest rates by 0.5% Inflation fears FRB announces that President Biden declares his (0.75-1%) and reduction of asset holdings were surfaced it will slow the pace of intention to reappoint
Slide 13: Strengthen profitability through banking and non-banking segments
1. Strengthen profitability through allocating business resources to banking and non-banking segments in anticipation of rising interest rates (1) Expanding the weight of debt business in anticipation of a shift away from a zero-interest-rate policy in the future -Total assets of the SBI Group's ban
Slide 14: Comparison of Regional Bank's Performance and Government Bond Interest Rate
Comparison of Regional Bank’s Performance and Government Bond Interest Rate (Mar. 2002 – Mar. 2021) - Bank performance trends change during rising and falling interest rates - (%) (%) Net operating profit of (JPY billion) Net operating profit of second- 第二地銀の業務純益/左軸 (JPY billion) 地銀の業務純益/左軸 2.5 5,00
Slide 15: Expanding the weight of debt business
(1) Expanding the weight of debt business in anticipation of a shift away from a zero-interest-rate policy in the future -Total assets of the SBI Group's banking business, including overseas operations, have already reached approximately JPY 22 trillion- [Unauthorized reproduction is prohibited] 14
Slide 16: Total Assets of the Banking Segment in the SBI Group
Total Assets of the Banking Segment in the SBI Group (Simple Aggregate) Are Approximately JPY 22 Trillion (Percentage in (Units are in JPY bn) parentheses is SBI Profit before (Reference) Comparison Group's share) Total asset income tax between regional bank groups Shinsei Bank The PBR at the Total
Slide 17: SBI SAVINGS BANK's Underlying Earnings Increased Steadily
SBI SAVINGS BANK’s Underlying Earnings have Increased Steadily, as Its Prime Assets have Grown Changes in indicators since becoming Total assets exceed a subsidiary (K-GAAP) KRW 13tn as of the end of Mar. 2022 (KRW bn) Delinquency rate *Converted at KRW 1 = JPY 0.100 for all loans Total Assets (％) 1
Slide 18: TP Bank Recorded Historical High Profit
TP Bank Recorded Historical High Profit due to Rapid Development of Financial Businesses in Fast-growing Vietnam -Timing of decline in asset value is a good time to invest- (Listed in Apr. 2018) Invested since Aug. 2009 (Investment ratio: 19.9%) As of Feb. 1, 2021, the stock became included in t
Slide 19: Domestic and Overseas M&As in the Non-banking Sector
SBI Group and Shinsei Bank Group are Actively Pursuing Domestic and Overseas M&As Mainly in the Non-banking Sector in Close Collaboration with Each Other Acquired by the Shinsei Bank Group in Sept. 2020, UDC Finance Limited (Auckland, NZ) boasts a robust operating foundation and system of individual
Slide 20: Shinsei Bank Group Expanding in Asia and Oceania
Shinsei Bank Group is Expanding its Banking and Non-banking Business in Asia and Oceania ＜Case Studies＞ Latitude Group MB Shinsei Finance (Investment Ratio：10%) (Investment Ratio：49%) Leading shopping credit and As part of the expansion of the consumer finance company in Shinsei Bank Group's sma
Slide 21: Utilize Shinsei Bank Group's customer base and functions
(2) To achieve sustainable growth of the SBI Group, thoroughly utilize the Shinsei Bank Group's customer base, banking and non-banking functions, etc. ① Scrutinize Shinsei Bank Group's customer demographics and organically combine them with the SBI Group's management resources ② Thorough utilization
Slide 22: Mutually Complementary Relationship: SBI Group and Shinsei Bank Group
Mutually Complementary Relationship The SBI Group and Shinsei Bank Group SBI SECURITIES Securities Shinsei Securities SBI NEOMOBILE SECURITIES FX Trading SBI FXTRADE Crypto Assets SBI VCTrade Bank SBI Sumishin Net Bank Shinsei Bank Insurance SBI Insurance, SBI Life Insurance SBI Asset Management Ass
Slide 23: Scrutinize Shinsei Bank Group's customer demographics
① Scrutinize Shinsei Bank Group's customer demographics and organically combine them with the SBI Group's management resources [Unauthorized reproduction is prohibited] 22
Slide 24: Shinsei Bank Group's Broad Retail Customer Base
Shinsei Bank Group has a Broad Customer Base, Particularly in the Retail Sector with a Broad Customer Base Overview of Shinsei Bank Group's Customer Base (as of March 31, 2022) (Ten thousand) Shinsei Bank (Accounts) 305.0 Lake (ALSA) (No. of customer) 83.1 (No. of active APLUS cardholders) 443.4 Sho
Slide 25: Customer Attribute Analysis: The Case of APLUS
Customer Attribute Analysis of Shinsei Bank Group: The Case of APLUS -Thorough analysis of the customers of both groups, which have extensive business bases, will be conducted with the goal of achieving a sophisticated and effective match- APLUS has partnered with bitFlyer, Inc., operator of one o
Slide 26: SBI SECURITIES and Shinsei Bank Financial Products Intermediary Partnership
SBI SECURITIES and Shinsei Bank Accelerates Preparations for Full Partnership in the Financial Products Intermediary Business Thoroughly implement the Group’s consistent "Customer-centric Principle" approach and provide highly convenient account services through the implementation of various measure
Slide 27: SBI SECURITIES to Become a Bank Agent
SBI SECURITIES to Become a Bank Agent and Increase its Customer Base and Deposit Volume through a System of Deposits Exclusively for the Purchase of Securities that Link Seamlessly with banks ＜Example of a scheme for immediate deposit linkage＞ [SBI SECURITIES] Japanese Yen Japanese Yen Deposits Savi
Slide 28: Utilization of Shinsei Bank Group in Regional Revitalization Strategy
② Thorough utilization of Shinsei Bank Group's banking and non-banking functions in the second act of the "Regional Revitalization Strategy" promoted by the SBI Group -Thoroughly promote the "Triangle Strategy" in cooperation with Shinsei Bank Group in order to dramatically develop the regional revi
Slide 29: Triangle Strategy Concept
"Triangle Strategy" Concept by the SBI Group, Shinsei Bank Group, and Regional Financial Institutions <Image> Regional financial institution Pick out business needs Demonstration of brand strength in the region Provision of banking and non-banking functions Providing advanced technology and
Slide 30: (i) Structured finance business
(i) Structured finance business [Unauthorized reproduction is prohibited] 29
Slide 31: Structured Finance Business Expanded Steadily
The Structured Finance Business, in which Shinsei Bank has Strengths, Expanded Steadily -Social trend toward "sustainability" is driving the trend- <Changes in Asset Balance> (JPY bn) Specialty Finance (LBO, Ship, Aircraft) Domestic and International Project Finance 2,015.7 Real estate corporations,
Slide 32: Triangle Strategy in the Structured Finance Business
Promoting a "Triangle Strategy" in the Structured Finance Business • Shinsei Bank has the know-how in structured finance covering a diverse assets • Co-create value by forming and running projects through collaboration among the three entities through effective use of the SBI Group’s network of regi
Slide 33: (ii) Financial platform BANKIT
(ii) Financial platform "BANKIT" [Unauthorized reproduction is prohibited] 32
Slide 34: Promoting BANKIT, Provided by APLUS
Promoting "BANKIT", Provided by APLUS, to Enhance the Sophistication of Regional Financial Institutions’ Banking Applications -Combined with white-label banking apps provided by SBI NEO FINANCIAL SERVICES, for promotion of the DX for regional financial institutions- Strengthen application functional
Slide 35: (iii) Enhance Leasing Business
(iii) Enhance Leasing Business [Promoting the "Triangle Strategy" in the leasing business] Shinsei Bank Group can expand its operating base by providing Showa Leasing’s lease-related products to SBI Group customers and customers of regional financial institutions which are SBI’s capital and business
Slide 36: Qualitative transformation at alliance partner banks
(3) Steady qualitative transformation is progressing at each of the strategic capital and business alliance partner banks, and by increasing their corporate value, expected to contribute to the SBI Group's performance [Unauthorized reproduction is prohibited] 35
Slide 37: Building a Portfolio Focused on Income Gain
Building a Portfolio that Focus on Income Gain and Promote Stable Income from Securities Investments Low-yielding yen bonds and funds with high trust fees are heavily weighted in many regional banks SBI Regional Revitalization Asset Management is entrusted with asset management, and the portfoli
Slide 38: Securities Management and Regional Bank Profitability
Improvements in Securities Management Could Contribute Significantly to Improving the Profitability of Regional Banks ＜Contribution to core business profit of the four banks with the highest equity stakes for FY2021＞ Ratio of distributions to core business profit (FY2021) The four banks in which the
Slide 39: Co-managed Shops Increased to 23 with 14 Banks
Number of Co-managed Shops, SBI MONEY PLAZA and Regional Financial Institutions Increased to 23 Shops with 14 Banks - Human resource allocation, etc. was made through the alliance with SMBC Nikko Securities - Assets on Deposits Revenue* (JPY Bn) (Times) * Expressed numbers are relative values based
Slide 40: Qualitative Transformation of Alliance Banks (1)
Steady Progress in the Qualitative Transformation of the Banks in the Capital and Business Alliance FY2020 includes JPY450 million in one-time Core net business income comparison (JPY million, earnings, and the (Excluding gains on cancellation of investment trusts) Non-consolidated basis) growth tre
Slide 41: Qualitative Transformation of Alliance Banks (2)
Steady Progress in the Qualitative Transformation of the Banks in the Capital and Business Alliance Core net business income comparison (JPY million, (Excluding gains on cancellation of investment trusts) Non-consolidated basis) Decrease from the previous fiscal year due to the drop of special TOWA
Slide 42: Diversify products and M&A to realize Neo-securities Initiative
2. Strongly promote diversified products/ business fields and M&A strategy to realize Neo-securities Initiative earlier (1) SBI SECURITIES diversifies its products and business fields by utilizing M&A to realize Neo-securities Initiative earlier (2) To improve the advancement and efficiency of the s
Slide 43: Diversification of Revenue Sources at SBI SECURITIES
Diversification of Revenue Sources, including a Significant Increase in Trading Revenue, and a Gradual Decrease in Dependence on Domestic stock Brokerage Commission as Revenue from Online Trading - SBI SECURITIES realizes Neo-securities Initiative by the 1H FY2023- Trends in the Composition of Opera
Slide 44: Brokerage Trading Value and Commission Ratio
Despite Quarterly Average Daily Individual Stock Brokerage Trading Value (Total of 2 Markets*) being on an Upward Trend, the Ratio of Brokerage Commissions for Domestic Stocks Traded Online by SBI SECURITIES Peaked in the 1Q FY2020 Quarterly Average Daily Individual Stock Brokerage Value and Ratio o
Slide 45: SBI SECURITIES diversifies products and business fields
(1) SBI SECURITIES diversifies its products and business fields by utilizing M&A to realize Neo-securities Initiative earlier 【Examples of product and business fields diversification】 ① Expansion of services through open alliances ② Expanding into the Real Estate Finance Business ③ Strengthen wholes
Slide 46: Actively Utilizing M&A for Neo-securities Initiative
Actively Utilizing M&A to Realize the Neo-securities Initiative as Soon as Possible Target areas for M&As Conduct M&As targeting business areas that lead to a reduction in dependence on domestic stock brokerage commission as revenue from online trading* * Deals that are expected to increase finance
Slide 47: Open Alliances for Mutual Fund Savings by Credit Card
(1) - ① Expansion of services through open alliances Promoting Similarly Open Alliances for Mutual Fund Savings by Credit Card • SBI SECURITIES actively promotes mutual fund savings services by credit card. Possible to earn points offered by each card company based on the monthly card accumulation a
Slide 48: Credit Card Investment Trust Accumulation Exceeded JPY 10bn
(1) - ① Expansion of services through open alliances Total Amount of Investment Trust Accumulated by Credit Card through the Alliance with Sumitomo Mitsui Card Exceeded JPY 10bn • From June 30, 2021, SBI SECURITIES and Sumitomo Mitsui Card launched the "Sumitomo Mitsui Card Funded Investment" servic
Slide 49: Increasing Investment Trust Balance
(1) - ①Expansion of services through open alliances Further Increase the Balance of Investment Trusts through Purchases Using Shared Points and Accumulation Services Utilizing Credit Cards (JPY billion) Investment trust balance* Investment Trust Fees (JPY million) 6,000 Achieved a record high 5,571
Slide 50: Fully Automated AI Investment SBI Wrap (1)
(1) - ① Expansion of services through open alliances Fully Automated AI Investment "SBI Wrap" is a Major Favorite ① • In Aug. 2021, SBI Group acquired shares of FOLIO Holdings, Inc. the parent company of FOLIO Corporation, which provides the discretionary management platform system "4RAP" for themat
Slide 51: Fully Automated AI Investment SBI Wrap (2)
(1) - ① Expansion of services through open alliances Fully Automated AI Investment "SBI Wrap" is a Major Favorite ② (No. of applications) <Number of applications and amount of applications received for SBI Wrap> (JPY million) 30,000 8,343 9000 Number of applications 8000 25,000 Applied amount 23,615
Slide 52: Expanding Into Real Estate Finance Business (1)
(1) - ② Expanding Into the Real Estate Finance Business Expanding Into the Real Estate Finance Business ① - SBI MONEY PLAZA Enhances Sales of Real Estate Small-lot Beneficiary Interests - • SBI MONEY PLAZA has been handling real estate small-lot beneficiary interests since 2020 and has sold JPY 7,77
Slide 53: Expanding Into Real Estate Finance Business (2)
(1) - ② Expanding Into the Real Estate Finance Business Expanding into the Real Estate Finance Business ② -SBI Group endeavors to increase the AUM and expand business into real estate funds such as private REIT- • In Dec. 2020, SBI Holdings acquired shares of Ascot Corp. (35.01% of voting rights), e
Slide 54: Rapid Growth in Underwriting Business
(1) - ③ Strengthen wholesale business Rapid Growth in Underwriting Business, Especially for IPOs, Due to Strengthened Corporate Sales (Number of SBI SECURITIES’ IPO underwriting involvement rate and underwritten) (％) number of underwritten IPOs* Establishes M&A Solution Dept. 100 Number of underwrit
Slide 55: IPO Synergy Between Venture Capital and Securities
(1) - ③ Strengthen wholesale business Providing a Virtuous Cycle of Profit Improvement and Sustainable Growth in Addition to the Synergetic Effect of IPO Underwriting System Through Collaboration Between Venture Capital Business and Securities and Banking Business Venture Capital [SBI SECURITIES] [S
Slide 56: CVC Funds Total Committed Amount Exceeded JPY 100bn
(1) - ③ Strengthen wholesale business Strengthening Business with Business Corporations in Alliances through CVC Funds Managed by SBI Investment - Total Committed Amount of CVC funds Exceeded JPY 100bn - (JPY billion) Total commitment amount SUMITOMO LIFE INSURANCE COMPANY JPY 5bn Approx. JPY 5bn JP
Slide 57: Strengthen Underwriting of Primary and Secondaries
(1) - ③ Strengthen wholesale business Strengthen Underwriting of Primary and Secondaries and Increase the Number of Lead Managers while Maintaining a High Share of Underwriting Involvement Underwriting share of 97.5% is an • Between Apr. 2021 through Mar. 31, 2022, SBI SECURITIES underwrote 20 compa
Slide 58: Trading Revenue Becomes a Pillar of Revenue
(1) - ④ Increase of trading revenue Trading Revenue becomes One of the Pillars of Revenue by Synergy among the Entire SBI Group such as the Strengthening of FX Business and Start of Crypto Asset Trading Business (JPY million) FX-related revenue Crypto-asset related revenue Others 60,000 SBI VC Trade
Slide 59: Starting Foreign Exchange Services for Corporate Customers
(1) - ④ Increase of trading revenue Starting Foreign Exchange Services for Corporate Customers • SBI SECURITIES set up a foreign exchange office on May 23, 2022. Starting to expand services such as FX (foreign exchange trading with security deposit), which had mainly been provided to retail customer
Slide 60: Foreign Stock Trading Value and Revenue Trend
(1) - ⑤ Expansion of foreign stock services SBI SECURITIES Foreign Stock Trading Value and Revenue Trend Foreign Stock Trading Volume 6.3 Revenue * Foreign stock trading value index for 9M FY2018 = 1 6.6 1.0 FY2018 FY2019 FY2020 FY2021 • US stock trading continued to boom during FY2021, setting reco
Slide 61: Improving System Capacity for Customer Growth
(2) To Improve the Advancement and Efficiency of the System in Response to Expected Increase of Customers due to the Realization of Neo-securities Initiative Number of Accounts of SBI SECURITIES and 2 Major Face-to-face Securities Companies (End of March 2009 - End of March 2022) (thousand accounts)
Slide 62: Accelerate overseas business development
3. Further accelerate overseas business development to utilize arbitrage based on differences in economic development stages [Unauthorized reproduction is prohibited] 61
Slide 63: ASEAN Countries' Presence in the Global Economy
3． Further accelerate overseas business ASEAN Countries have Enhanced Their Presence in the Global Economy in Terms of Economic Scale and Market Potential as They Entered a Period of Rapid Economic Growth Population structure by region (2020) Trends of GDP per capita in ASEAN countries ASEAN has a s
Slide 64: Early Investment in Southeast Asian Financial Services
3． Further accelerate overseas business Early Investment in the Financial Services Sector in Southeast Asian Countries Will Contribute to Improving the SBI Group’s Medium- to Long-term Business Performance SBI LY HOUR Bank Acquired a medium-sized microfinance company in Cambodia and made it a Fi
Slide 65: International Arbitrage for Investment and Financing
3． Further accelerate overseas business SBI’s Utilization of International Arbitrage for the Investment and Financing Businesses Revenue expansion through the implementation of investments and financing from mature markets to high economic growth potential markets (e.g.) Low-interest rate market
Slide 66: Services Exploiting Interest Rate Differentials
3． Further accelerate overseas business Introducing Various Services that Incorporate Arbitrage to Exploit Interest Rate Differentials between Japan and Abroad, to Partner Regional Institutions Providing new revenue opportunities through the utilization of funds procured at low interest rates in Jap
Slide 67: Business segment change
4. Conduct a business segment change considering issues with the current segmentation and future business development [Unauthorized reproduction is prohibited] 66
Slide 68: Approach Towards Change of Business Segment
Approach Towards Change of Business Segment -Implementation of a change in business segment planned from FY2022- BEFORE Biotechnology, Healthcare & Medical Financial Service Asset Management Informatics ≪Challenges with the current business segment≫ • Market conditions, such as the stock market, had
Slide 69: III. Priority strategies for the next 2-3 years
III. SBI Group’s priority strategies and measures for the next 2-3 Years -Going beyond finance with finance at its core- Establish new priority strategies and deploy measures in the financial and non-financial sectors, categorized from the 2 perspectives of: "Must (be achieved)" "Want (to achiev
Slide 70: New priority strategies: Must and Want
Establish new priority strategies and deploy measures in the financial and non- financial sectors, categorized from the perspectives of "Must and "Want" Finance - priority strategies (must) 1. Realization of 10 regional financial institutions with which we have capital and business alliances and com
Slide 71: Alliances with 10 regional financial institutions
1. Realization of 10 regional financial institutions with which we have capital and business alliances and completion of initiatives aimed at full-scale qualitative transformation (1) Agreed with THE TAIKO BANK on strategic capital and business alliance as the ninth bank (2) Measures to be taken to
Slide 72: Agreed with THE TAIKO BANK as the Ninth Bank
(1) Agreed with THE TAIKO BANK on Strategic Capital and Business Alliance as the Ninth Bank -Based on available resources, the SBI Group may form capital and business alliances with up to 10 regional banks/financial institutions- [Shimane Bank] [THE TAIKO BANK] (Announced on May 12, 2022 plans to ac
Slide 73: New Business Alliance with THE TAIKO BANK
New Business Alliance with THE TAIKO BANK, LTD. Support for business model innovation at local businesses with TAIKO BANK Support for digital transformation (DX) that will help local companies develop and innovate their businesses through the provision of cutting-edge technologies and expertise held
Slide 74: Measures to address challenges of regional financial institutions
(2) Measures to be taken to address the challenges faced by regional financial institutions -Promotion of "from regional to nationwide"- ① Next-generation core banking system -Shift the heavily cost weight of the regional financial institutions, from fixed costs to variable costs with next-generatio
Slide 75: Resolving Systemic Issues of Regional Financial Institutions
① Next-generation core banking system Resolving Various Systemic Issues Faced by Regional Financial Institutions -Shift from fixed costs to variable costs with next-generation core banking system- Current status of regional financial institutions Many regional financial institutions have large and
Slide 76: Next-Generation Banking System Development
① Next-generation core banking system Steady Progress in Development of Next-Generation Banking System -Fukushima Bank agreed to become the first user- SBI Regional Revitalization Services and Future Architect have formed a business alliance to promote the development of a next-generation banking
Slide 77: Realization of the SBI DX Database Concept
② DX Database Realization of the "SBI DX Database" Concept Compile a database of solutions that will contribute to the digital transformation (DX) of SMEs by fully utilizing the network of the SBI Group acquired through its investment in startup companies and processing analyzation of the SMEs B
Slide 78: SBI DX Database Concept and Alliance Banks
② DX Database Realization of the "SBI DX Database" Concept -Contribute to the sustainable development of local communities together with regional financial institutions by strengthening their consulting functions and supporting their efforts to enhance corporate value- Alliance banks (7) Making re
Slide 79: Internet Banking System for Individuals
③ Internet banking system Began Offering of the Internet Banking System for Individuals -System operating at Shimane Bank, starting from May 23, as the first user- • As part of the "from regional to nationwide" initiatives to support the nationwide rollout by regional financial institutions, started
Slide 80: Total AUM Goal Exceeding JPY 10 Trillion
2. Achieve the goal of having the total assets under management of the entire SBI Group exceed JPY 10 trillion - Balance exceeds JPY 6.0 tn at the end of Mar. 2022 - (JPY bn) Investment trusts, etc. Announces that Shinsei Bank 7,000 Private equity, etc. has become a consolidated subsidiary in Dec. 2
Slide 81: Assets Under Management of the SBI Group
2. Achieve the goal of having the total assets under management of the entire SBI Group exceed JPY 10 trillion Assets Under Management of the SBI Group (As of the end of March 2022) (*1) (*2) Private equity, etc. JPY 712.9 bn (Excluding JPY 199.4 bn of both cash and commitment amount to be paid in)
Slide 82: Joint Venture with Okasan Asset Management
Concluded a Basic Agreement for Joint Venture with Okasan Asset Management Co., Ltd. - Continuing discussions toward completion of investment by the end of March 2023 and becoming a consolidated subsidiary- [Okasan Securities Group] Shareholding ratio 51% Shareholding ratio 49% [Okasan Asset Managem
Slide 83: SBI Asset Management Group AUM Growth
2. Achieve the goal of having the total assets under management of the entire SBI Group exceed JPY 10 trillion SBI Asset Management Group has Steadily Increased its AUM -Balance of investment assets exceeds JPY 3.6tn- AUM from institutional (JPY bn) investors, mainly regional 4000.0 financial instit
Slide 84: AUM from Regional Financial Institutions Surpassed JPY 2.0 Trillion
2. Achieve the goal of having the total assets under management of the entire SBI Group exceed JPY 10 trillion Balance of AUM from Regional Financial Institutions Surpassed JPY 2.0 Trillion SBI Bond Investment Management (co-founded with PIMCO, one of the world’s largest bond investors) and SBI Re
Slide 85: SBI Asset Management AUM Exceeds JPY 1 Trillion
2. Achieve the goal of having the total assets under management of the entire SBI Group exceed JPY 10 trillion SBI Asset Management’s Asset Under Management Exceeds JPY 1 trillion Trends in Active Funds and Index Funds under Management (JPY Billion) 1022.4 1000.0 899.2 874.3 901.1 194.7 Index funds
Slide 86: Restructuring of the Securities Industry
3. Spearheading Restructuring of Securities Industry Amid Sudden Expansion of Customer Base Because of Neo-securities Initiatives, Contributing to High-level Industry Ranking and Advanced Financial Products and Services - Domestic Securities Industry Enters a Time of Great Change - Activity within t
Slide 87: Customer-centric Principle Drives Industry Shakeouts (1)
3. Leading the reorganization of the securities industry The "Customer-centric Principle" Drives Shakeouts in the Industry ① SBI SECURITIES Has Achieved Overwhelmingly Low Trading Fees since its Establishment to Ensure Customer-centric Principles (bp) (%) Change in Basis of SBI SECURITIES Change in
Slide 88: Customer-centric Principle Drives Industry Shakeouts (2)
3. Leading the reorganization of the online securities industry The "Customer-centric Principle" Drives Shakeouts in the Industry ② Neo-securities Initiative is expected to further increase SBI SECURITIES' market share Share of Individual Stock (of which) Share of Individual Trading Value (%) Margin
Slide 89: Customer-centric Principle Drives Industry Shakeouts (3)
3. Leading the reorganization of the online securities industry The “Customer-centric Principle” Drives Shakeouts in the Industry ③ Accelerated customer churn when customer benefits are compromised Number of account in- and out-transfers at SBI SECURITIES 50.0 In-transfers Out-transfers 42.1 90% of
Slide 90: Shakeout and Restructuring of Domestic Securities Industry
3. Leading the reorganization of the online securities industry Shakeout and Restructuring of the Domestic Securities Industry may Occur Comparison with net income FY2021 financial results (consolidated) (Unit: JPY billion) Net Operating Ordinary Net Income Revenue Income SBI SECURITIES (consolidate
Slide 91: Decline in Number of U.S. Brokerage Firms
3. Leading the reorganization of the online securities industry In the U.S., There Has Been Decline in the Number of Brokerage Firms through Industry Shakeout and Restructuring Number of securities firms in the U.S. and Japan region (No. of firms) (No. of firms) U.S (left axis) 5,499 Japan (right ax
Slide 92: From Savings to Asset Building
4. Strengthen Measures to Promote "From Savings to Asset Building" for Contributing to Reducing the "Cash and Deposits" Ratio of Personal Financial Assets From 50% to 30%. Japan has a massive JPY 2,023 trillion in personal financial assets. If "cash and deposits," which account for more than 50%
Slide 93: SBI SECURITIES NISA Account Openings
SBI SECURITIES NISA Account Openings (thousand Number of NISA accounts NISA’s customer attribute of accounts) (Sept. 2015 – Mar. 2022) SBI SECURITIES (%) 3,000 2,816 SBI Number of new Existing 22.4 Customers 2,500 customers New opening NISA customers accounts account Nomura for 77.6%, and 2,000 with
Slide 94: Strengthening iDeCo Pension Business
Further Strengthening of the Individual Defined Contribution (iDeCo) Pension Business The SBI Group focused on the Individual Defined Contribution (iDeCo) pension business through SBI Benefit Systems (established in 2001), well before expectations for the market size to expand as a result of revisio
Slide 95: Industry Leader in iDeCo Customers
SBI SECURITIES is the Industry Leader in the Cumulative Number of Individual Defined Contribution Plan (iDeCo) Customers (No. of thousand Cumulated number of customers (subscribers & transfers*) customers) of iDeCo by planning administrator (Nov. 2017 – Mar. 2022) SBI SECURITIES 600 In Oct. 2018, ov
Slide 96: Expand Insurance Business through Acquisitions
5. Endeavor to significantly expand business scale in the insurance business through domestic and overseas acquisitions -SBI Insurance Group has continued to grow through an aggressive M&A strategy- (Unit: JPY million) Comparison of premium revenue*1 trends with competitors 120,000 CAGR since the st
Slide 97: Establish Non-bank Holdings
6. Consolidate Non-bank Businesses with High Capital Efficiency to Establish Non-bank Holdings" in the Future • Consolidating various non-bank functions of the SBI Group and providing them to regional financial institutions to create win-win opportunities to earn fee income and investment income [Im
Slide 98: Support for Osaka International Financial Center Initiative
7. Support for Osaka's International Financial Center Initiative by backing the Strategic Zone concept in collaboration with various stakeholders, including local governments - Participation in the "International Financial City OSAKA Promotion Committee" - (1) Business Collaboration Agreements Signe
Slide 99: Collaboration Agreements with Osaka Prefecture and City
(1) Business Collaboration Agreements Signed with Osaka Prefecture and Osaka City SBI Holdings signed a 'Collaboration Agreement on the Promotion of International Financial City OSAKA Initiatives' on August 3, 2021 to further strengthen cooperation and collaboration based on the relationship of trus
Slide 100: Support for Operation of the Two Core Exchanges
(2) Support for the Operation of the Two Core Exchanges Exchange for futures trading Private exchanges (PTS) of stock and ST Osaka Dojima Osaka Digital Exchange Exchange Capital Capital SBI Holdings: 14.57% SBI Group: 70% Japannext Securities: 19.42% Sumitomo Mitsui Financial Group: 20% Various othe
Slide 101: Fintech Cluster in the Kansai Region
(3) Endeavor to Establish a Cluster of Fintech Companies in the Kansai Region Create an "Osaka FinTech Center" by investing in fintech companies that use advanced technology and attracting them to Osaka and other cities In addition, in consultation with local governments, engaging in public projects
Slide 102: SBI API Mart at Osaka Fintech Center
(4) Create "SBI API Mart" at Osaka fintech Center Fintech businesses API provider wishing to utilize the API Financial API offer API search Software institutions developer Corporates New Neo-bank API Mart Local government Finance Medical venture institutions and schools Operate the platform where AP
Slide 103: Corporate Furusato Taxation with RCG Corporation
(5) Promote "Corporate Furusato Taxation" in Partnership with RCG Corporation - Promoting the use of "Corporate Furusato Taxation" to provide tax benefits to companies that donate to local development projects - Benefits for tax-paying companies Enjoy benefits while contributing to local ・Tax deduct
Slide 104: New Branding Strategy
8. SBI Group is Planning to Launch a New Branding Strategy to Gain Recognition as a Pioneer in the Age of Digital Space from the Next Fiscal Year It will consist of a combination of measures and events based on the interests of the target audience, with Neo Culture and Neo Sports as the core, and
Slide 105: Environment and Energy Businesses
9. The SBI Group develops various businesses in the environment, energy and other areas that can support Japan's national strategy, in cooperation with investee and partner companies that possess cutting-edge technologies and resources (1) Strengthen ties with companies that have businesses that con
Slide 106: Ties with Companies Contributing to Regional Development
(1) Strengthen Ties with Companies that have Businesses that Contribute to Regional Development Through Capital and Business Alliances • Listed on TSE Prime Market • SBI Group ownership ratio: approx. 20% • Owns TRUSTBANK, Inc. as a subsidiary, which operates "Furusato Choice," a service that handle
Slide 107: Regional Revitalization through Michi-no Eki Project
(2) Regional revitalization through "Michi-no Eki" The SBI Group's Regional Revitalization through "Michi-no Eki" (Roadside Station) Project SBI Regional Revitalization Services and the SBI Group will continue to help improve local economies by promoting regional revitalization in cooperation with
Slide 108: Nippon Charge Infra Charging Network
(2) Regional revitalization through "Michi-no Eki" Utilization of the Network of Nippon Charge Infra Co.,Ltd, A Subsidiary of the SBI Group (Investment Ratio: 53%) - Promote the installation of charging infrastructure at roadside stations and public facilities throughout Japan - List of charging inf
Slide 109: Recycled Fuel System with Eco Research Institute
(3) Development of a System to Manufacture Recycled Fuel in Partnership with the Eco Research Institute (ERI) The NECRES new energy creation system, in which ERI < Demo Plant holds the intellectual property rights (patents, etc.), can produce biomass-derived fuel from municipal waste (Chiba Plant)
Slide 110: Izumo Attractive Regional Development
(4) Promoting regional development and local economic revitalization through land development and building construction through the alliance with BALNIBARBI Co.,Ltd. Izumo Attractive [THE SHIMANE BANK] Izumo Attractive, jointly established with SBI Holdings, THE SHIMANE BANK, and local companies for
Slide 111: Regional Currency Business Expanding Nationwide
(5) Regional Currency Business Expanding Nationwide through Promotion and Cooperation with Local Governments Platform development & management: Machi no Wa Platform introduced (Joint venture invested from SBI Holdings, THE CHIKUHO BANK, and Kyushu Electric Power) in 27 regions -Achievements of regio
Slide 112: Web 3.0 and Metaverse Platform Infrastructure
10. Contribute to the governance and infrastructure establishment in the platform business, especially in Web 3.0, including the Metaverse (1) Contribute to the establishment of various governance in the Digital Space -Aimed at the development of the whole industry through the improvement of the bus
Slide 113: Self-regulatory and Industry Organizations in Digital Space
(1) Contributing to the establishment of various rules in the Digital Space Establishment and participation in self-regulatory and industry organizations Japan STO Association ST Research Consortium The Japan STO Association, established in Oct. Contributed to the formulation of the "Proposal on 201
Slide 114: SBI Financial and Economic Research Institute
(1) Contributing to the establishment of various rules in the Digital Space The SBI Financial and Economic Research Institute Actively Disseminates Information through its Publications and Seminars SBI Financial and Economic Research Institute (SBI FERI), established on April 1, 2021, has invited Ms
Slide 115: Developing ST Infrastructure
(2) Promoting the development of ST infrastructure (issuance and distribution market) ① SBI Group’s ST issuance track record ② SBI Group has establishing an end-to-end global ecosystem to provide a full range of functions from ST issuance to distribution and custody ③ SBI Group will strengthen its i
Slide 116: SBI Group's ST Issuance Track Record
① SBI Group’s ST Issuance Track Record a. Third-party allocation of new shares by SBI e-Sports via an STO (Oct. 2020) b. First bond STO for general investors in Japan by SBI SECURITIES (Apr. 2021) c. First public offering of asset-backed STs in Japan by SBI SECURITIES (July 2021) d. Public offering
Slide 117: End-To-End Global Ecosystem for ST Issuance to Custody
② SBI Group Has Establishing an End-To-End Global Ecosystem to Provide a Full Range of Functions from St Issuance to Distribution and Custody -Plans to develop a borderless business, such as selling STs originated in Asia in Europe, by utilizing the network established in cooperation with its busine
Slide 118: Global Corridors for Distribution of Digital Assets
③ SBI Group Aims to Form One of the World’s Largest Global Corridors for the Distribution of Digital Assets Investment in the Digital Asset Exchange, part of the Boerse Stuttgart Group, which operates Germany's second largest stock exchange (announced December 2019) Osaka Digital Exchange aims to be
Slide 119: Rapidly Expanding P2P Crypto Transactions in Africa
(3) In Web 3.0, Business Expansion Compatible with Major African Trend: Rapidly Expanding P2P Crypto Asset Transactions According to the Singapore-based KuCoin exchange, the number of transactions and users of virtual currencies, including Bitcoin, surged in Africa by about 15-fold and 25-fold in th
Slide 120: Blockchain Traceability: Consumer and Producer (1)
(4) Using Blockchain/DLT to Strengthen Ties between Consumer and Producer ① SHIMENAWA, a traceability service offered by SBI Traceability, Co., Ltd. using the blockchain platform Corda, captures tracing data at the point of production in the business of exporting Hokkaido-grown rice. Cooperating wit
Slide 121: Blockchain Traceability: Consumer and Producer (2)
(4) Using Blockchain/DLT to Strengthen Ties between Consumer and Producer ② - Preventing unauthorized distribution of Japanese sake by pairing blockchain and NFC/RFID technologies - While overseas markets have a major problem with the distribution of counterfeit products made from empty bottles fo
Slide 122: Full-Scale Entry into NFT Marketplace Business
(5) Full-Scale Entry into NFT Marketplace Business In Sept. 2021, SmartApp (CEO: J. Ko), a company developing Japan’s first integrated NFT trading platform business (nanakusa), became a consolidated subsidiary (shareholding: approx. 84%) of the SBI Group and changed its name to SBINFT Focused on
Slide 123: Reaching the Digital Generation through Social Media
(6) Reaching the Digital Generation Through Social Networking/Video Distribution Total number of subscribers to SNS of Total number of viewers of video sharing professional athletes and VTubers who unique of professional athletes and belong to the company Vtubers who belong to the company Twitter Ap
Slide 124: IV. Mechanism for Improving Corporate Value
IV. SBI Group’s Mechanism for Improving Corporate Value SBI Group believes enhancing benefits and other measures for improvement of human resources value will lead to the creation of better products and services, which will further increase customer value. Moreover, achieving sustainable growth of c
Slide 125: Customer-Centric Principle Since 1999
1. Customer value The SBI Group Has Thoroughly Adhered to the "Customer-Centric Principle" of Its Founding Since 1999 Thorough Customer-Centric Principle: Truthfully pursue services from the customer’s point of view <Examples> ・ Services with lower fees and more favorable interest rates ・ Services t
Slide 126: Customer Base Growth
1. Customer value The SBI Group’s Customer Base has Grown through Active Pursuit of Customer-centric Principles and Group Synergies Breakdown of the Customer Base (thousand) (As of the end of Mar. 2022)*1,2 (thousand) 43,000 42,096 SBI SECURITIES SBI NEOMOBILE SECURITIES (No. of accounts) 8,453 SBI
Slide 127: Multipoint Ecosystem for Common Points
1. Customer value The SBI Group Develops Multipoint Ecosystem Allowing Customers to Choose Convenient Common Points • SBI Group has decided to abolish its in-house "SBI Point" point system. The strategy for points is to establish a multipoint ecosystem by collaborating with various points that compa
Slide 128: Sustaining ROE of 10% or More
2. Shareholder Value A Key Management Indicator Related to an Increase in Shareholder Value; Striving to Consistently Sustain a Return on Equity (ROE) of 10% Or More Comparison with the average return on equity (ROE) of companies listed on the First Section of the Tokyo Stock Exchange (%) FY2018 FY2
Slide 129: Dividends for FY2022
2. Shareholder Value Dividends for the FY 2022 ■ Dividend Per Share Total payout Interim Year-end Full-year ratio FY 2021 JPY 30 JPY 120 JPY 150 10.0 FY 2020 JPY 20 JPY 100 JPY 120 36.2 (yen) The Transition of Dividend Per Share 160 150 2nd Quarter Year-end 140 120 120 100 * 100 100 85 120 80 100 60
Slide 130: Basic Policy on Shareholder Returns from FY2022
2. Shareholder Value Basic Policy on Shareholder Returns from FY 2022, After Implementation of Segment Change • As a basic policy of dividend policy, annual dividends are determined in accordance with each fiscal year's business performance, taking into consideration an appropriate level of retained
Slide 131: Shareholder Benefits Continued from Previous Fiscal Year
2. Shareholder value Shareholder Benefits to be Conducted in Continuation with the Previous Fiscal Year [Details of shareholder benefits] * Shareholders listed or recorded in the shareholder register as of Mar. 31, 2022 are eligible. Qualified Shareholders who have held shares For shareholders other
Slide 132: Consideration of Shareholder Composition
2. Shareholder value The Group’s Consideration of Shareholder Composition The total number of shareholders is 134,576, of which the number of shareholders who hold 1 unit or more is 88,261*1 Shareholding ratio of domestic and foreign institutional investors is 76.1% Aggressively promote initiati
Slide 133: Becoming More Attractive to Individual Investors
2. Shareholder Value Further Strengthening Investor Relations and Increasing the Number of Individual Shareholders, In Addition to a Steady Track Record and Future Growth Expectations 1. Proactive disclosure of 2. Offer high dividends information 4. Improve recognition of 3. Attractive shareholder S
Slide 134: Securing Highly Skilled and Specialized Talent
3. Human resource value Promoting the Securing of Highly Skilled and Specialized Talent in Various Fields Including Finance and Technology (1) Expand the recruitment of outstanding global talent by raising the pay table covering starting salary for new graduates and employees with up to three years’
Slide 135: New Business through Young Talent (1)
3. Human resource value Example of building new business through active promotion of young talent ① SBI e-Sports Co., Ltd., an e-Sports business that serves as a point of contact with the digital native generation Established June 2020 Representative Masatoshi Kotani (5th year at SBIH・In his thirtie
Slide 136: New Business through Young Talent (2)
3. Human resource value Example of building new business through active promotion of young talent ② SBI Africa, an exporter of used automobiles and developing financial business for the African region Established August 2019 Representative Tomoya Kitagawa (9th year at SBIH・In his thirties) Principal
Slide 137: Reference Materials
<Reference Materials> [Unauthorized reproduction is prohibited] 136
Slide 138: FY2021 Performance by Segment (IFRS)
FY2021 Performance by Segment (IFRS) [Year-on-year comparison] Profit before Income (Unit: JPY million) Revenue Tax Expense YoY % FY2020 FY2021 YoY % FY2020 FY2021 change / (Apr. 2020– (Apr. 2021– (Apr. 2020– (Apr. 2021– Mar. 2021) Mar. 2022) change Mar. 2021) Mar. 2022) YoY change Financial Service
Slide 139: 1. Securities related business (SBI SECURITIES)
[FY2021 Business overview of each major business] 1. Securities related business (SBI SECURITIES) [Unauthorized reproduction is prohibited] 138
Slide 140: SBI SECURITIES FY2021 Consolidated Results (J-GAAP)
1. Securities-related business: SBI SECURITIES FY2021 Consolidated Results (J-GAAP) [Year-on-year comparison] (Unit: JPY million) FY2020 FY2021 YoY % (Apr. 2020 – Mar. 2021) (Apr. 2021 – Mar. 2022) change Operating Revenue 160,356 Record high 166,627 +3.9 Net Operating Revenue 149,124 Record high 15
Slide 141: Average Daily Individual Brokerage Trading Value
1. Securities-related business: Average Daily Individual Brokerage Trading Value (Total for two markets*) Average daily individual brokerage trading value (left-side scale) FY2021 End-of-month Nikkei Average (right-side scale) Individual Brokerage (JPY billion) FY2020 Individual Brokerage +7.2% trad
Slide 142: SBI SECURITIES Attains an Overwhelming Customer Base
1. Securities-related business: SBI SECURITIES Attains an Overwhelming Customer Base [Number of Accounts and Amount of Customer Assets] Customer Accounts of 5 Major Customer Deposit Assets of Online Securities Companies 5 Major Online Securities Companies (As of end of Mar. 2014- as of end of Mar. 2
Slide 143: Stock Brokerage Trading Value and Commissions
1. Securities-related business: SBI SECURITIES Stock Brokerage Trading Value and Commissions (JPY trillion) (JPY million) Stock Brokerage Trading Value Commissions 50,000 170 161.5 45,138 -9.7% 160 +10.6% 45,000 150 146.0 YoY YoY 40,780 40,000 140 130 35,000 120 110 30,000 100 90 25,000 80 70 20,000
Slide 144: Rapid Increase in Interest Credit Balance
1. Securities-related business: Rapid Increase in Interest Credit Balance due to Interest Rate Revisions (Revision of the Interest Rate for the Purchase of “Daily Margin" for General Margin Transactions in July 2021) Open Interest Credit Balance (EOM) Financial Revenue / (JPY 100 million) Achieved a
Slide 145: FX and Crypto-asset Related Business Results for FY2021
1. Securities related business： FX and Crypto-asset Related Business Results for FY2021 FX Business Financial Results for FY2021 (IFRS) (Simple sum of figures for SBI Liquidity Market and SBI FXTRADE) (Unit: JPY million) FY2020 FY2021 YoY (Apr. 2020 –Mar. 2021) (Apr. 2021 –Mar. 2022) change (%) Prof
Slide 146: SBI Group Top Level in FX Accounts and Deposit Assets
1. Securities related business: The SBI Group (SBI SECURITIES, SBI FXTRADE and SBI Sumishin Net Bank, SBI NEOMOBILE Securities) has the Top Level of Total Number of Accounts and Customer Deposit Assets in the Industry Changes in the number of accounts among 5 major FX Trading Companies Customers’ De
Slide 147: 2. Banking related business
2. Banking related business [Unauthorized reproduction is prohibited] 146
Slide 148: Shinsei Bank FY2021 Consolidated Performance (J-GAAP)
2. Banking-related business: Shinsei Bank Group Shinsei Bank FY2021 Consolidated Performance (J-GAAP) (JPY billion) FY2021 Q1 Q2 Q3 Q4 Ordinary Income 373.3 92.3 90.1 94.3 96.4 Ordinary Profit 28.3 14.7 11.3 12.5 -10.3 Profit attributable to owners of the 20.4 11.6 11.6 14.2 -17.0 Company Impacted b
Slide 149: Number of Retail Accounts and Deposits at Shinsei Bank
2. Banking-related business: Shinsei Bank Group Number of Retail Accounts and Deposits at Shinsei Bank (End of March 2016 - End of March 2022) (JPY billion) 314 (10 thousand) 307 311 309 308 7,000 305 296 300 6,000 4,821 4,876 4,885 4,888 5,000 4,595 4,659 4,731 4,000 200 3,000 2,000 1,000 0 100 201
Slide 150: Loan Balance at APLUS Co., Ltd.
2. Banking-related business: Shinsei Bank Group Loan Balance at APLUS Co., Ltd. (End of March 2016 - End of March 2022) -Shopping credit business continues to grow steadily- (JPY bn) Housing-related loans etc. "All figures are as of the end of March 1,482.4 Credit card Auto credits* 216.6 Other shop
Slide 151: Loan Balance at Shinsei Financial Co., Ltd.
2. Banking-related business ： Shinsei Bank Group Loan Balance at Shinsei Financial Co., Ltd. (End of March 2016 - End of March 2022) Shinsei Bank Smart Guarantee No Loan Lake Lake ALSA Card Loan+ etc. (JPY bn) 519.2 509.9 516.8 479.4 8.0 11.4 15.2 482.4 476.3 429.0 3.4 57.3 50.3 16.5 19.1 53.6 47.2
Slide 152: Asset Balance Trends at Showa Leasing Co., Ltd.
2. Banking-related business ： Shinsei Bank Group Asset Balance Trends at Showa Leasing Co., Ltd. (End of March 2016 - End of March 2022) (JPY billion) Shinko Lease Acquired on July 1, 2019 (now Shinsei Kobelco Leasing.) 581.0 569.0 554.6 502.8 490.7 472.1 483.9 2016 2017 2018 2019 2020 2021 2022 "Al
Slide 153: Change in SBI Sumishin Net Bank's Financial Results (IFRS)
2. Banking-related business ：SBI Sumishin Net Bank Change in SBI Sumishin Net Bank’s Financial Results(IFRS) SBI Holdings’ equity method earnings of SBI Sumishin Net Bank, based on IFRS for FY2021 was JPY 5,040m, down 30.4% year-on-year (JPY min) Significant decline in fair value of bond 7,240 holdi
Slide 154: SBI Sumishin Net Bank Ordinary Income (J-GAAP)
2. Banking-related business: SBI Sumishin Net Bank Change in SBI Sumishin Net Bank’s Ordinary Income (J-GAAP) after Start of Operations -Record performance for the fiscal year ending March 31, 2022- Record high Achieved a single month profit for the first time in Jan. 2009 (JPY Achieved a single qua
Slide 155: Accounts and Deposits at SBI Sumishin Net Bank
2. Banking-related business: SBI Sumishin Net Bank Number of Accounts and Balance of Deposits at (JPY billion) SBI Sumishin Net Bank Since Opening (Ten thousand) 9,000 535 600 Balance of deposits(left) 451 500 Number of accounts (right) 393 7,116 354 400 321 6,294 6,000 283 259 5,392 300 231 197 4,8
Slide 156: Housing Loan Products Volume Expansion
2. Banking-related business:SBI Sumishin Net Bank Accelerating the Expansion of the Volume of Housing Loan Products with Attractive Interest Rates and High Customer Benefits Change in Balance of Housing Loans (End of Mar. 2008 – End of Mar. 2022) *1 Repayments deducted from cumulative total of new l
Slide 157: Neo-bank Initiatives with Major Business Corporations
2. Banking-related business: SBI Sumishin Net Bank The "Neo-bank Initiatives", Promoted in Collaboration with Major Business Corporations, Accelerates the Expansion of the Customer Base <Precedent for the "Neo-bank Initiatives"> Establishment of a joint venture with JAL. Various banking services are
Slide 158: SuMiTB NEOBANK Study with Sumitomo Mitsui Trust Bank
2. Banking-related business: SBI Sumishin Net Bank SBI Sumishin Net Bank Agreed with Sumitomo Mitsui Trust Bank to Promote Study for Realization of "SuMiTB NEOBANK (tentative name)" as part of "the Neo-bank Initiatives" Establishment of a diverse Strength in services for pre- partner network thr
Slide 159: 3. Insurance-related business (SBI Insurance Group)
3. Insurance-related business (SBI Insurance Group) [Unauthorized reproduction is prohibited] 158
Slide 160: SBI Insurance Group's Performance
3. Insurance-related business SBI Insurance Group’s Performance Consolidated results for FY2021 (J-GAAP) (Unit: JPY million) FY2020 FY2021 YoY % (Apr. 2020 – Mar. 2021) (Apr. 2021 – Mar. 2022) change Ordinary revenue 86,657 Record high*1 88,365 +2.0 Ordinary profit 3,852 Record high*1 5,925 +53.8 Pr
Slide 161: SBI Insurance Group In-Force Contracts
3. Insurance-related business SBI Insurance Group’s Total Number of In-Force Contracts Steadily Increased SBI Insurance Group’s total number of in-force contracts CAGR 16.2% (Mar. 2016 to Mar. 2022) JOGUCHI SAFETY SSI (10 thousands) joins the Group SBI PRISM SSI* joins the Group 250 246 233 SBI Niho
Slide 162: 4. Asset management business
4．Asset management business [Unauthorized reproduction is prohibited] 161
Slide 163: Asset Management Business Financial Results for FY2021
4. Asset Management Business Asset Management Business Financial Results for FY2021 -Achieved historical highs since adoption of IFRS in FY2012- (IFRS, JPY billion) FY2020 * FY2021 YoY % (Apr.2020-Mar.2021) (Apr.2021-Mar.2022) change Record Revenue 205.9 high 317.8 +54.4 Profit before income tax Rec
Slide 164: SBI SAVINGS BANK's Profit before Income Tax Expense
4. Asset management business: Overseas financial services SBI SAVINGS BANK’s Profit before Income Tax Expense (IFRS/Apr. 2013 - Mar. 2022) The rating of SBI SAVINGS BANK from 2 credit rating agencies in Korea (Korea Credit Rating and NICE Credit Rating) has been upgraded to "A" (Direction: "Stable")
Slide 165: IPOs and M&As of SBI Group Investee Companies
4. Asset management business: PE Business IPOs and M&As of the SBI Group Investee Companies -IPOs of portfolio companies from major funds began to appear one after another, contributing to strong performance- Full-year FY2022 Full-year FY2021 prospects IPO・M&A deals 22 47 During the fiscal year, 22
Slide 166: Planned Exits for Investee Companies in FY2022
4. Asset management business: PE Business Among the Investee Companies, 22 Companies were Taken Public via an IPO through FY2021; From FY2022 Onward, Several Other Exits Planned for Other Investee Companies -In the future, full-fledged listing of investee companies of the FinTech Fund and the SBI AI
Slide 167: SBI Leasing Services Financial Results for FY2021
4. Asset management business: SBI Leasing Services SBI Leasing Services, Which is Engaged in the Operating Lease Business, Achieved a Significant Increase in Both Sales and Profit Compared to the Previous Fiscal Year Due to the Formation of Projects Limited to Airline Companies with High Credit Rati
Slide 168: Asset Management: Private Equity Investments
4. Asset management business: PE Business Analysis of Each Segment of the Asset Management Business -①Asset management business related to private equity investments- • Shares held, whether listed or unlisted, are valued at [Consolidated statement of financial condition] fair value (IFRS; JPY billio
Slide 169: Asset Management: Overseas Financial Business
4. Asset management business: Overseas financial business Analysis of Each Segment of the Asset Management Business -②Overseas financial business [Consolidated statement of financial condition] (IFRS; JPY billion) FY2020 FY2021 [Consolidated Subsidiaries] Cash and cash SBI SAVINGS BANK (Korea), SBI
Slide 170: Asset Management: Asset Management Services Business
4. Asset Management Business: Asset management services Analysis of Each Segment of the Asset Management Business -③ Asset management services business- [Consolidated statement of financial position] (IFRS; JPY billion) Mar. 31, 2021 Mar. 31, 2022 • Morningstar Japan and its subsidiaries are the mai
Slide 171: 5. Biotechnology, Healthcare & Medical Informatics Business
5．Biotechnology, Healthcare & Medical Informatics Business [Unauthorized reproduction prohibited] 170
Slide 172: Profit before Income Tax of Biotechnology and Healthcare Companies
5. Biotechnology, Healthcare & Medical Informatics Business: Profit before Income Tax Expense of the Biotechnology, Healthcare & Medical Informatics Business Companies (IFRS) (JPY million)） FY2020 FY2021 (Apr. 2020 – Mar. 2021) (Apr. 2021 – Mar. 2022) SBI Biotech -278 366 Quark Pharmaceuticals (“Qua
Slide 173: SBI Biotech Drug Discovery Pipeline Milestones (1)
5. Biotechnology, Healthcare & Medical Informatics Business: SBI Biotech SBI Biotech Achieves 2 milestones in its Drug Discovery Pipeline during FY2021① Licensing partner Adaptation disease Progress (timing) Initiated a Phase II trial for Systemic Systemic lupus lupus erythematosus (SLE) as the lead
Slide 174: SBI Biotech Drug Discovery Pipeline Milestones (2)
5. Biotechnology, Healthcare & Medical Informatics Business: SBI Biotech SBI Biotech Achieves 2 milestones in its Drug Discovery Pipeline during FY2021② Licensing Adaptation disease Progress partner (timing) Kyowa Kirin Autoimmune Development at Kyowa Kirin is SBI-9674 (Dec. 2016) Pre-clinical disea
Slide 175: Main Pipeline of 5-ALA Pharmaceutical Products
5. Biotechnology, Healthcare & Medical Informatics Business: SBI Pharmaceuticals Progress in the Main Pipeline of Pharmaceutical Products Utilizing 5-ALA *1 Current status Fields Pipeline projects Phase I Phase II Phase III Bladder cancer Usage change of intraoperative diagnostic agent Phase III sta
Slide 176: SBI Pharmaceuticals Profitability Outlook
5. Biotechnology, Healthcare & Medical Informatics Business: SBI Pharmaceuticals Profitability of SBI Pharmaceuticals is Expected to Expand in the Future. Expanding the use of 5-ALA*1 based photodynamic diagnostic agent “ALAGRIO® Divided Granules 1.5g” • Usage change: 3 hours (2-4 hours) before cy
Slide 177: SBI ALApromo Record Sales
5. Biotechnology, Healthcare & Medical Informatics Business: SBI ALApromo SBI ALApromo’s Sales Record High Due to the Successful Sales of Diverse 5-ALA-related Products Trends in sales of SBI ALApromo (in JPY million) 2,126 443 1,667 487 4Q 602 3Q 301 736 2Q 518 27.5% Increase YoY 459 1Q 246 FY2020
Slide 178: SBI ALApromo New Foods with Functional Claims
5. Biotechnology, Healthcare & Medical Informatics Business: SBI ALApromo SBI ALApromo Strives to Continuously Improve Profitability through the Launch of Various Products Centered on Foods with Functional Claims Including 5-ALA Foods with Functional Claims New Foods with Functional Claims which wer
Slide 179: Number of Companies and Consolidated Employees of the SBI Group
The number of consolidated subsidiaries / employees Number of Companies and Consolidated Employees of the SBI Group Number of Group companies March 2021 March 2022 Consolidated subsidiaries (companies) 264 442 Consolidated partnerships (partnerships) 35 51 Total consolidated subsidiaries(companies)
Slide 180: sbigroup.co.jp
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