Sumitomo Mitsui Financial Group, Inc. · TSE:8316

Sumitomo Mitsui Financial — Investor Day (August 2025)

36 slides from Sumitomo Mitsui Financial's investor day presentation, Aug 26, 2025

  1. Slide 1: SMBC Group IR Day

    SMBC Group IR Day August 26, 2025 Copyright © 2025 Sumitomo Mitsui Financial Group. All Rights Reserved.

  2. Slide 2: Agenda

    Agenda Opening Group CEO Toru Nakashima Senior Managing Executive Officer Fumihiko Ito P3 Wholesale Senior Managing Executive Officer Yukihiro Mabuchi P10 Retail Senior Managing Executive Officer Akio Uemura Deputy President and Executive Officer Yoshihiro Hyakutome P20 Global Senior Managing Execut

  3. Slide 3: Wholesale

    Wholesale Fumihiko Ito, Senior Managing Executive Officer Yukihiro Mabuchi, Senior Managing Executive Officer Copyright © 2025 Sumitomo Mitsui Financial Group. All Rights Reserved.

  4. Slide 4: Medium-Term Management Plan

    Medium-Term Management Plan Financial targets Results of FY3/25 ⚫ Captured various opportunities such as corporate actions by Net business supporting domestic clients’ needs with agility ROCET1 profit RWA ⚫ Increased profit by strengthening loans and deposits under FY3/26 FY3/26 In 3 years rising in

  5. Slide 5: Direction in FY3/26

    Direction in FY3/26 Point of strategy FY3/26 Target ROCET1 without gains on sales of equity Vision ROCET1 exceed our targets in 1H gains on sales gains on Be a true solution provider committed to 21.2% of equity sales of equity the sustainable growth with our clients through 17.7% resolving their co

  6. Slide 6: A best-in-class one-to-one client coverage model (1)

    A best-in-class one-to-one client coverage model (1) Support for corporate actions Capture profitable opportunities by supporting clients’ corporate actions at every stage of growth Acquisition Carve-out / Going private Corporate value PE Exits / Re-Listings SMBC Financing, SMBC Financing, Using fun

  7. Slide 7: A best-in-class one-to-one client coverage model (2)

    A best-in-class one-to-one client coverage model (2) Strengthen capability for global companies Deliver higher-quality proposals to clients Deliver comprehensive solutions to complicated challenges for global companies 1 Industry research Domestic Overseas ⚫ Gather cross-sector intelligence from gov

  8. Slide 8: New business domains

    New business domains Comprehensive digital financial services Boost productivity Improve service quality Bank across FY3/26 FY3/27~ Finance Japanese SMEs ⚫ New credit card account ⚫ Invoice DX (99.7% of all companies) ⚫ Upgraded ⚫ Subsidy ⚫ Invoice Seamless integration online banking application iss

  9. Slide 9: Structural reforms／Reduction of equity holdings

    Structural reforms／Reduction of equity holdings AI-lead business transformation Reduction of equity holdings Example: Daily workflow for RMs Achieved a reduction of JPY 185 bn in FY3/25. Continue negotiations with clients aiming for reduction Morning Preparation Meeting Reports, etc. exceeding the a

  10. Slide 10: Retail

    Retail Akio Uemura, Senior Managing Executive Officer Copyright © 2025 Sumitomo Mitsui Financial Group. All Rights Reserved.

  11. Slide 11: Medium-Term Management Plan

    Medium-Term Management Plan Strategy Financial target Net business Vision ROCET1 RWA profit FY3/26 FY3/26 In 3 years Be the most reliable financial group contributing to “prosperous life” and 8% JPY 245 bn +JPY 0.2 tn “Fulfilled Growth” for customers O FY3/25 FY3/25 by FY3/25 8.6% *1 JPY 273.8 bn +J

  12. Slide 12: Progress of the Plan (1)

    Progress of the Plan (1) Wealth management business (JPY tn) AM / foreign currency deposit balances (K) SMCC installment investment (JPY bn) 25 残高 Balance 1,000 100 # of SBI brokerage accounts (left) +JPY 5 tn Profit from ストック収益 fee-based AUM (bn) SMCC installment / month (right) 20 750 75 +JPY 3 tn

  13. Slide 13: Progress of the Plan (2)

    Progress of the Plan (2) Payment business / Consumer finance Cost control (JPY tn) Credit card sales handled Overhead FY3/23 FY3/26 △12% 50 ratio 87％ 75％ 40 Branch cost (per branch) (46)％ 30 Channel cost # of STOREs 121 STOREs 20 Cost reduction*1 JPY (28) bn 10 0 Digitalize loan management / contrac

  14. Slide 14: Long term aspiration

    Long term aspiration 業務純益・ profitの将来イメージ ROCET1 Net business and ROCET1 Net business profit ROCET1 Overhead ratio 15 84％ 90% 90% １ Olive 81％ 10 75％ 80% 80% リテール事業部門収益の長期展望 5 <70% 70% 70% Expand and leverage platform 0 60% 60% (JPY bn) 800 30% 2 Wealth Management business >20% 25% リテール事業部門収益の長期展望 Fur

  15. Slide 15: Progress of Olive

    Progress of Olive # of accounts Hybrid of Olive and STORE Expected profit In 5 years Purpose of visiting STORE Net business profit 12 mn Consulting 40% Withdrawal/ FY3/25: Achieved a single-year profit deposit Olive FY3/26: JPY 20 bn Credit card/ Next mid-term plan (FY3/29) 6 mn V Point / App Notifi

  16. Slide 16: Business expansion centered on Olive

    Business expansion centered on Olive Comprehensive Leverage platform mobile service Expand platform Card payment Code payment Flexible Consulting No.1 No.1 Bank Insurance Choose convenient Special benefits for channel for you SMCC on PayPay Wealth Management Payment Olive comes standard Your own adv

  17. Slide 17: Wealth management business

    Wealth management business Shift to fee-based AUM business with medium- to long-term diversified investments (JPY bn) Commission fee Gross profit Profit from fee-based AUM 350 320 300 300 280 280 230 19年度 FY3/20 20年度 FY3/21 21年度 FY3/22 22年度 FY3/23 23年度 FY3/24 24年度 FY3/25 25年度 FY3/26 Copyright © 2025

  18. Slide 18: Direction of wealth management business

    Direction of wealth management business Provide optimal solutions for diverse customer needs by strengthening group-based operation Current Future Product Distribution development Professional model Sophisiticated Group-wide experts teaming up products owners Business to serve for business owners SG

  19. Slide 19: Efforts to create social value

    Efforts to create social value Improve financial literacy Preparation for 100-year life era # of participants in financial literacy program Total of AUM*1 Cumulative FY3/25 Initial Under custody target 2.46 mn people 2.11mn >JPY 2.3 tn Elder Program: (x1.3 times in 2 years*2） Dedicated concierge ser

  20. Slide 20: Global

    Global Yoshihiro Hyakutome, Deputy President and Executive Officer Keiichiro Nakamura, Senior Managing Executive Officer Copyright © 2025 Sumitomo Mitsui Financial Group. All Rights Reserved.

  21. Slide 21: Medium-Term Management Plan

    Medium-Term Management Plan Strategy Financial target*1 Net business Vision ROCET1 RWA profit A solution provider with Japan/Asia Edge FY3/26 FY3/26 In 3 years 8% JPY 585 bn +JPY 3.9 tn Key Strategies FY3/25 FY3/25 by FY3/25 Focus on growing area / Drive growth with quality 7.7% *2 JPY 592 bn +JPY 1

  22. Slide 22: Medium-Term Management Plan

    Medium-Term Management Plan Financial result*1 Initiatives to improve capital efficiency*3 ⚫ Improve ROCET1 by reallocating assets ⚫ Improve profitability of the balance sheet by accelerating reduction of low-profit assets （JPY bn） Net business profit High-growth areas such as the Multi-Franchise st

  23. Slide 23: Transformation: CIB business

    Transformation: CIB business Enhance business model Collaboration with Jefferies # of collaborated deals 120 Profit from Achievement collaborated primary deals*1 286 ⚫ Steadily expanding profitable fee business 100 （JPY bn） 9.5 Sub-IG 253 通期 Full year League table for non-Japanese IG DCM M&A ECM 1Q

  24. Slide 24: Growth: Multi-Franchise Strategy

    Growth: Multi-Franchise Strategy Profit target Indonesia Bottom-line profit contribution SMBCI Bottom-line profit Full year 1Q Growth rate of loan balance ROE >120 （JPY bn） （JPY bn） +20.0% +14.6%*1 3.3% goodwill +15.0% +5.0% 0.7% +7.8% +7.1% +5.0% (0.4)% +10.0% +5.0% +0.0%300 69 26.3 27.6 Before Amo

  25. Slide 25: Growth: Multi-Franchise Strategy

    Growth: Multi-Franchise Strategy India Investment in YES BANK Established India Division (Apr.25) ⚫ Regulatory approvals secured; once final conditions are met, share acquisition and board appointments to ⚫ Accelerate our growth strategy in India follow; YES BANK to become an equity-method affiliate

  26. Slide 26: Growth: Multi-Franchise Strategy, Alternative Investment

    Growth: Multi-Franchise Strategy, Alternative Investment Bottom-line profit (JPY bn) Full year 1H Vietnam Growth rate of loan balance Alternative investment ⚫ Expand high-ROE, asset-light asset management +20.0% FE Credit*1 +10.3% 8.2% ++8.2% +0.0% ⚫ Governance Scale AUM (8.7%) (18.2%) enhancement t

  27. Slide 27: Global Markets

    Global Markets Arihiro Nagata, Senior Managing Executive Officer Copyright © 2025 Sumitomo Mitsui Financial Group. All Rights Reserved.

  28. Slide 28: Medium-Term Management Plan

    Medium-Term Management Plan Strategy Financial target Net business Vision ROCET1 profit RWA Enhance risk-taking skills for our investment FY3/26 FY3/26 In 3 years portfolio while continuously supplying clients with high level of value as a market risk professionals 15% JPY 340 bn +JPY 1.4 tn FY3/25

  29. Slide 29: Portfolio management

    Portfolio management Leverage our investment capabilities to navigate market volatility with agility （%） 6.0 日本10年債利回り(%) 10Y JGB yields Engage the market with integrity and earn fair 米国10年債利回り(%) 10Y US treasury yields 4.0 The ability SMBC gross profit trend*1 （JPY bn） to discern the essence 400 2.

  30. Slide 30: Sales & Trading

    Sales & Trading Improve global presence by leveraging Japan-specific advantages, scaling U.S. operations, and enhancing our client base and solution delivery. Capability Upgrades Client reach Product solutions Enhance cross-selling Accelerate Onboarding Expand the product lineup FX Bank Security FIS

  31. Slide 31: Foreign currency B/S management

    Foreign currency B/S management Advance balance sheet management focused on stable funding and capital efficiency As of Mar. 10 As of Mar. 25 （USD bn） （USD bn） Head- Balance sheet Risk 99 72 Interest earning Deposits quarters strategy management assets Interest earning Deposits assets 269 Resource D

  32. Slide 32: CFO Session

    CFO Session Kazuyuki Anchi, Group CFO Copyright © 2025 Sumitomo Mitsui Financial Group. All Rights Reserved. Copyright © 2025 Sumitomo Mitsui Financial Group. All Rights Reserved.

  33. Slide 33: Presentation Summary

    Presentation Summary Profit and ROCET1 by Business Unit*1（trajectory from FY3/18 to FY3/25） Gross profit Net business profit 1.7 1.7 Global 1.6 1.6 Global Global Global Markets Markets 1.5 1.5 Wholesale Wholesale 1.4 1.4 1.3 1.3 1.2 1.2 Retail Retail 1.1 1.1 1.0 1.0 ROCET1 ROCET1 0.9 0.9 0 5 10 15 2

  34. Slide 34: Key focus areas for CFO/CSO

    Key focus areas for CFO/CSO Soundness （CET1） ◆ Strengthen asset light business ◆ Enforce investment discipline ◆ Cost control ◆ Generate profits from investments in Asia ◆ Asset reallocation Profitability Growth （ROE） （PER) ◆ Balance short- and long-term profitability ◆ Mitigate “profit cliff” from

  35. Slide 35: Financial result / Capital

    Financial result / Capital Result of 1Q FY3/26 Capital ◆ Progress rates for both consolidated business ◆ CET1 ratio is 10.3% as of Jun.25 profit and bottom-line profit are 29% ✓ The impact of YES BANK investment is not ◆ The anticipated negative impact of JPY 100 bn reflected yet, but it has been al

  36. Slide 36: Definitions / Exchange rates (TTM)

    This document contains “forward-looking statements” (as defined in the Definitions U.S. Private 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 SMFG Sumitom

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