Sumitomo Mitsui Financial Group, Inc. · TSE:8316
Sumitomo Mitsui Financial — Investor Presentation (September 2025)
77 slides from Sumitomo Mitsui Financial's investor presentation, September 2025
Slide 1: Investor Presentation
Investor Presentation September 2025 Copyright © 2025 Sumitomo Mitsui Financial Group. All Rights Reserved.
Slide 2: Definitions
This document contains “forward-looking statements” (as defined in the U.S. Definitions 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 Company’s fu
Slide 3: Agenda
Agenda Ⅰ Financial Results of 1Q FY3/2026 ////////////////////////////////////////////// 4 Growth Strategy Ⅱ to Enhance Corporate Value //////////////////// 27 Ⅲ Capital Policy to Support Growth ////////////////////////////////////////// 48 Appendix ////////////////////////////////////////// 56 Copy
Slide 4: Financial Results of 1Q FY3/2026
Financial Results of 1Q FY3/2026
Slide 5: Financial highlights
Financial highlights ◆ Progress rates for both consolidated business profit and bottom-line profit are 29%. ◆ The anticipated negative impact of JPY 100 bn from U.S. tariffs has not yet materialized. Net consolidated business profit Bottom-line profit (JPY bn) GB GM (JPY bn) Net business Credit +57.
Slide 6: Revision of business plan factoring in the U.S. tariffs
Revision of business plan factoring in the U.S. tariffs Formulated FY3/26 targets after revising initial assumptions due to changes in the business environment, estimating a negative impact of JPY 100 bn on both consolidated net business profit and bottom-line profit. Revision of macro assumption FY
Slide 7: Target of FY3/26
Target of FY3/26 Aim for over 10% profit increase despite challenging conditions, while setting plans that account for current environmental changes and recession risks. Result Target Breakdown of bottom-line profit (JPY bn) FY3/25 FY3/26 YoY (JPY bn) (100) Decline of Interest rate +70.5) interest r
Slide 8: Steady EPS growth
Steady EPS growth Achieving significant EPS growth under the current medium-term plan that far exceeds past results, through strong profit growth and flexible share buybacks. CAGR of earnings per share (EPS)*1 Profit growth + 17% 0.9% 5.3% 19% Bottom-line profit (JPY bn) Excl. gains on sales of equi
Slide 9: Income statement
Income statement 1Q FY3/26 YoY (JPY bn) FY3/26 target ⚫ Consolidated gross profit: increased YoY due to 1 Consolidated gross profit 1,087.8 +57.9 1) increase of income on loan and deposit in domestic, G&A expenses 599.7 +7.3 2) good performance of payment business and consumer 2 finance, and Overhea
Slide 10: (Ref.) Group companies
(Ref.) Group companies SMBC Other major group companies 1Q FY3/26 YoY (JPY bn) FY3/26 target *1 1 Gross banking profit 578.5 +59.0 *1 *2 2 o/w Net interest income 416.1 +97.7 o/w Gains (losses) on cancellation of 3 investment trusts 19.2 (2.6) 4 Domestic 254.6 +74.6 5 Overseas 161.4 +23.1 *3 6 o/w N
Slide 11: Simulation of rise on JPY interest rate
Simulation of rise on JPY interest rate The impact of rising interest rates may reach to JPY 200 bn (+JPY 110 bn YoY, o/w JPY 40 bn in 1Q), as the recent rise in long-term interest rates likely preventing the expected JPY 20 bn decline. B/S JPY 140 tn*1 Impact on net interest income*2 (JPY tn) Mar.2
Slide 12: Consolidated gross profit
Consolidated gross profit Net interest income increased due to growth in domestic loans, improved margins, and policy rate hikes. Net trading and other operating income decreased due to a struggle during the market turmoil in April. Net trading income + Net interest income 益他引 利の取 務そ定 業＋特 Net fees a
Slide 13: (Ref.) Net interest income (SMBC)
(Ref.) Net interest income (SMBC) Domestic Overseas ⚫ Income from loans and deposits increased mainly due ⚫ Although loan volume increased in foreign currency- to loan growth. basis, income from loans and deposits decreased due to yen appreciation and interest rate cuts in Europe ⚫ Bonds and other i
Slide 14: Loans
Loans*1 Loan balance Domestic loan-to-deposit spread ドス金平 ッ・出中 レ高貸期 * 2プ 残 均 FY3/26 FY3/25 (%) 1Q YoY 1Q 2Q 3Q 4Q Interest earned on loans and bills discounted 1.26 +0.34 0.92 0.97 1.04 1.15 Interest paid on deposits, etc. 0.18 (0.17) 0.01 0.05 0.09 0.10 Loan-to-deposit spread 1.08 +0.17 0.91 0.92 0
Slide 15: Domestic loans and deposits
Domestic loans and deposits*1 Loan balance increased steadily due to active funding demand, with significant growth in large corporate loans from capturing major deals. Loan spreads for large corporates decreased mainly due to M&A bridge loans but continue to focus on ROE. Loan balance*2 Deposit bal
Slide 16: Overseas loans and deposits
Overseas loans and deposits*1 Loan balance increased by capturing robust funding demand mainly in Americas. Loan spread improved with a focus on ROE. Loan balance Loan spread*2,3 Loan to deposit spread *1 Managerial accounting basis. Sum of SMBC and Major local subsidiaries *2 Quarterly average loan
Slide 17: Asset quality
Asset quality Credit costs Non-performing loan ratio and balance*1 (JPY bn) Consolidated SMBC (JPY bn) Consolidated SMBC Non-performing loan balance（consolidated）*2 (JPY bn) Domestic 651.1 455.4 461.6 Asia 209.9 174.9 281.9 Americas 84.5 117.5 132.0 EMEA 77.6 133.9 138.8 Major group companies Claims
Slide 18: Credit costs
Credit costs Recorded forward-looking provisions for industries vulnerable to recession risks in FY3/25. Forecast JPY 300 bn of credit costs in FY3/26 considering the expansion of retail business. Credit costs and forward-looking provision (JPY bn) o/w forward-looking provision recorded Investment E
Slide 19: Securities (1)
Securities (1) 式保 株策 Breakdown of other securities (consolidated) Reduction of equity holdings 有 政 Unrealized gains (JPY tn) Book value of domestic listed stock *2 B/S amount (losses) Market value of equity holdings*3 Jun.25 vs Mar.25 Jun.25 vs Mar.25 / consolidated net assets (JPY bn) Held-to-matur
Slide 20: Securities (2)
Securities (2) Yen-denominated bond positions have been rebalanced amid the recent rise in long-term interest rates. Aiming for stable interest income through held-to-maturity investments. Yen-denominated bonds (SMBC) Foreign bonds (SMBC) ■More than 10 years *1 *1 ■5 to 10 years ■1 to 5 years ■1 yea
Slide 21: Balance sheet
Balance sheet Consolidated Domestic loans and deposits*2 響の 影利 昇金 上円 (vs Mar.25) Loans Deposits JPY 112.7tn JPY 185.8 tn *3 (+JPY 1.6 tn) (JPY (2.9) tn) Domestic Loan to deposit ratio JPY 68.7 tn loans*1 60.7% Securities Domestic JPY 131.0 tn JPY 39.3 tn (JPY (1.5) tn) deposits*1 JGBs JPY 8.9 tn NCD
Slide 22: Foreign currency
Foreign currency Non-JPY B/S*1,2 Foreign currency balance 響変貨 影利 動金 の外 (vs Mar.25) Interest earning assets Deposit*3 USD 281 bn (+USD 12 bn) USD 365 bn (+USD 13 bn) Mid-long term funding*4 USD 139 bn (USD (7) bn) (Ref.) Impact of change in foreign interest rate Others CD／CP Loan/deposit USD 172 bn ⚫
Slide 23: Results by Business Unit (1)
Results by Business Unit (1) Retail Wholesale ⚫ Gross and net business profits increased due to higher income ⚫ Income on loans and deposits significantly increased due to loan on deposit from rising interest rates and strong performance in growth and improved spreads, with fee income also rising fr
Slide 24: Results by Business Unit (2)
Results by Business Unit (2) Global Global markets ⚫ Both income on loans and deposits and loan-related fees ⚫ Banking profit was steadily accumulated by nimble operation increased by capturing loan demand with a focus on ROE. under volatile market conditions. ⚫ Equity in gains of affiliates also in
Slide 25: 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 FY3/26 FY3/26 Mar.26 FY3/25 YoY FY3/25 YoY FY3/25 vs. Mar.23 Target*3 Target*3 Target*3 Retail 8.6%*4 +3.1% 8% 273.8 +52.6 245 13.6 +1.5 +0.2 Wholesale 21.2% +5.3% 10% 729.2 +95.0 570 35.3 +1.1 +1.5
Slide 26: Growth Strategy to Enhance Corporate Value
Growth Strategy to Enhance Corporate Value
Slide 27: Enhance Corporate Value
Enhance Corporate Value Despite steady ROE improvements, PER has sharply declined due to fading domestic rate hike expectations. Aim to enhance corporate value by generating growth independently of external conditions. PBR Trends PER (x) 14 Improve capital efficiency Create future growth Mar.21, 202
Slide 28: Build digital-based retail business centered on Olive
Retail Wholesale Global Build digital-based retail business centered on Olive The number of Olive accounts has exceeded 5 mn, delivering steady results across all product, with retail deposit balances showing a higher growth rate compared to peers. # of accounts Mar.23 - Mar.25 5 mn Wealth Banking S
Slide 29: Build digital-based retail business centered on Olive
Retail Wholesale Global Build digital-based retail business centered on Olive Collaborate with external partners to further enhance Olive's functionality. Aim for 12 mn accounts in five years and JPY 80 bn profit contribution by FY3/29. Code # of accounts Payment NEW Target in 5 years Mar.23 – Mar.2
Slide 30: (Ref.) Business alliance with SoftBank in the digital field
Retail Wholesale Global (Ref.) Business alliance with SoftBank in the digital field SMCC and SoftBank have concluded a comprehensive partnership in the digital field, aiming to creating innovative digital services by integrating smartphones, IT, and financial services. Service linkage of finance in
Slide 31: Strengthen asset and wealth management business
Retail Wholesale Global Strengthen asset and wealth management business Achieved our initial AUM target one year ahead and set higher goal for FY3/26. Support “shift from savings to investment” through group-wide collaboration. SMBC group AUM*1 Development of Distribution investment products (JPY tn
Slide 32: Our position in domestic wholesale business
Retail Wholesale Global Our position in domestic wholesale business Our strength lies in the medium-sized companies segment. Further expand profits by enhancing the ability to respond to large corporates and thoroughly digitize SME business to increase profitability. Loan balance to large corporates
Slide 33: Enhance domestic large corporate business
Retail Wholesale Global Enhance domestic large corporate business Both gross profit and capital efficiency of banking business have been growing, while securities business has room to expand. Enhance competitiveness by integrated approach and collaboration with Jefferies. SMBC SMBC Nikko Bank Securi
Slide 34: Expand SME client base through digital strategies
Retail Wholesale Global Expand SME client base through digital strategies Consolidate the diverse functions of SMBC Group onto a digital platform. Enhance SME business profitability in a world with interest rates through efficient expansion of client base. Comprehensive digital financial services ce
Slide 35: Dynamic profitability improvement in global business
Retail Wholesale Global Dynamic profitability improvement in global business Improvement of capital efficiency is top priority in the Global Business Unit. Control RWA balance by reducing low-profits assets and reallocating it in growth areas. Global Business Unit RWA*1 Multi-Franchise Strategy P.37
Slide 36: Drive further growth in Asia
Retail Wholesale Global Drive further growth in Asia Business in Asia is showing high growth, but Multi-Franchise Strategy lagged behind the initial plan. Firmly support each investee's growth strategy and strive to catch up early. Net business profit Local subsidiaries & branches in Asia*1 5 Year C
Slide 37: Investment in YES BANK
Retail Wholesale Global Investment in YES BANK Decided to invest in commericial bank in India, the last missing piece in Multi-Franchise Strategy.*1 Focus on maximize returns without expanding into additional countries or in new businesses. Rational of investment The Big Picture of a Multi-Franchise
Slide 38: (Ref.) YES BANK: from a strong turnaround to a growth phase
Retail Wholesale Global (Ref.) YES BANK: from a strong turnaround to a growth phase Balanced Business Portfolio Growth phases ⚫ Transformed to a balanced portfolio by strengthening SME and Business portfolio change / digital investment retail businesses, shifting from a focus on large corporations S
Slide 39: Enhance global CIB through collaboration with Jefferies
Retail Wholesale Global Enhance global CIB through collaboration with Jefferies Collaborated deals are steadily increasing as our partnerships are deepening. Accelerate collaboration globally to further strengthen the CIB business. Steadily increasing collaborated deals # of collaborated deals U.S.
Slide 40: Cost control
Cost control Overhead ratio improved through base expense control and top-line growth. Continue cost control initiatives to realize strategic investment for future growth. (JPY bn) Base Expenses SMCC ＃ of Olive Strategic investment for Launch of commission Accounts gross profit increase Trunk fee +1
Slide 41: IT investments for future growth
IT investments for future growth Increased IT investment budget to JPY 800 bn for the current Medium-Term Management Plan. Aim to establish our brand as an AI-leading bank by drastically reforming core business using generative AI. IT Investments Initial plan +150 Generative AI Budget of JPY 50 bn*1
Slide 42: Human capital management maximizing strengths
Human capital management maximizing strengths SMBC Talent Policy Realize the workplace and teams where diverse professional talents aim high and feel rewarding Human capital investment +8% YoY Manage HR portfolio Promote employee growth Maximize team performance and well-being Mar.25 Target*4 Mid-ca
Slide 43: Revisions of the personnel system
Revisions of the personnel system Aim to foster an environment and culture that encourages diligent and highly-motivated employees, by undertaking a comprehensive revision of the personnel system for the first time since our establishment.*1 Replace seniority-based practices with evaluations of role
Slide 44: Creating social value through universal participation
Creating social value through universal participation Enhance the initiatives through universal participation and broaden them into societal collaboration. Foster the creation of social value by collaborating with stakeholders. Dedicated budget Employee award program Pro Bono Initiatives Universal p
Slide 45: Approach toward Climate Change
Approach toward Climate Change Our goals and commitment to Net Zero remains steadfast, despite external uncertainties. Focus on maximizing our role in real economy decarbonization, adapting flexibly to local needs. External environment U.S. Japan Europe Withdrew from Promote Balance green transition
Slide 46: Capital Policy to Support Growth
Capital Policy to Support Growth
Slide 47: Basic capital policy
Basic capital policy Achieving healthy balance among securing financial soundness, enhancing shareholder returns, and investing for growth. We will review the basic policy in the next Medium-Term Management Plan. Progressive dividends policy Transform business model + flexible share buybacks CET1 ra
Slide 48: Shareholders return
Shareholders return Dividend: increased to JPY 122/share in F3/25 and to JPY 136/share in FY3/26 (40% of dividend payout ratio) Share buybacks: resolved up to JPY 100 bn given the capital position and the current uncertainty. ＋11% Shareholder returns DPS (JPY)*1 136 Dividend 140 122 120 ⚫ In accorda
Slide 49: Capital Allocation
Capital Allocation Allocated at least half of the bottom-line profit to shareholder returns in FY3/26. Investments in new businesses under the Multi-Franchise Strategy are not planned after YES BANK deal. (JPY bn) Dividend 520 Share Dividend Bottom-line buybacks 480 profit 100 Bottom-line 1,300 prof
Slide 50: (Ref.) Reallocate business portfolio
(Ref.) Reallocate business portfolio Improved capital efficiency by thorough RWA control, including the sale of low-profits assets. Continue to reduce low-profits assets and shift RWA to key growth areas to further improve ROE. RWA control (JPY tn) 3 years targets FY3/24 FY3/25 RWA Reduction JPY (6)
Slide 51: (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% 100 % 9.8% 9.8% 10.0% 10.1% 11.0% 9.5% 90% 10.5% c. 10% 80% 10.0% 70% 8.3% 9.5% 60% 50% 9.0% 40% 8.
Slide 52: (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 10.8 14.0 12.9 12.4 12.5 10.1 9.9 10.2 10.3 12.3 11.0 11.1 11.2 Mar.23 Mar.24 Mar.25 Jun.25 Mar.23 Mar.24 Mar.25 Jun.25 (JPY tn) (JPY tn) CET1 C
Slide 53: The medium-term financial goal
The medium-term financial goal Assumption (FY3/26~) Japan’s Policy Interest rate: rise to 1.0% from 0.5% USD/JPY FX rate: 140 1 Regrowth of Japan Lead Japan’s regrowth Bottom-line profits Capture dynamic growth JPY 1,178 bn 2 Growth of Asia with partners JPY 962.9 bn Growth of Establish presence JPY
Slide 54: Appendix
Appendix
Slide 55: 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 Credit Moody’s S&P Fitch R&I JCR SMBC Trust Bank Banking Corporation ratings A1/P-1 A-/ - A-/F1 AA-/ - AA/ - Moody's S&P Fit
Slide 56: Group Overview (2) Long-term results
Group Overview (2) Long-term results Consolidated gross profit Consolidated net business profit *1 (JPY bn) (JPY bn) 4,126.7 2,000 1,719.3 4,000 3,738.8 1,560.2 1,500 3,000 1,000 2,000 1,000 500 0 0 FY3/05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 FY3/05 06 07 08 09 10 11 12 13 14
Slide 57: SMBC Nikko
SMBC Nikko*1,2 Financial results Net operating revenue 1Q FY3/25 YoY Sales Division ■Asset based revenues*6 (JPY bn) FY3/26 ■Flow revenues*7 Net operating revenue 521.0 122.7 (10.4) GIB Division ■ECM ■DCM ■M&A ■Solutions etc. *8 (JPY bn) GM Division ■Equity ■FICC*9 SG&A expenses 435.2 104.9 +3.7 150
Slide 58: SMCC (Incl. SMBCCF)
SMCC (Incl. SMBCCF) Financial results Sales handled # of card holders 1Q FY3/25 YoY （JPY bn） FY3/26 (JPY tn) (mn) Operating revenue 968.1 249.4 +13.5 40 40 o/w Commission fee 257.8 67.3 +5.6 30 30 o/w Finance 326.0 84.9 +4.9 o/w o/w SMBCCF 156.6 40.7 +2.3 20 20 o/w Sales on credit 81.7 21.0 +0.5 10
Slide 59: Group companies (3) SMBCAC
Group companies (3) SMBCAC Financial results Global passenger demand forecast*5 1Q ⚫ Demand recovered pre-COVID-19 levels in Feb.2024 FY3/25 YoY (USD mn) FY3/26 ⚫ # of passengers expcted to increase at an annual rate of Total revenue *1 2,577 732 +187 aprox. 3.8% over next 20 years (％) Domestic Flig
Slide 60: Group companies (4) SMBC Indonesia
Group companies (4) SMBC Indonesia Financial results*1 Coverage Jan.- Jun. Retail Wholesale 2022 2023 2024 (JPY bn) 2025 Large Gross banking profit 116.1 127.8 176.5 83.0 High- net- worth corporations Operating expenses 60.9 67.8 94.6 43.9 Mid-sized Credit-related cost 15.6 27.8 41.6 24.8 Middle cla
Slide 61: Group companies (5) SMICC
Group companies (5) SMICC Financial results*1 Coverage FY3/23 FY3/24 FY3/25 1Q Retail Wholesale (JPY bn) FY3/26 Gross banking profit 58.8 91.3 113.8 31.7 High- net- worth Large corporations Operating expenses 33.9 51.7 71.4 18.3 Credit-related cost 9.5 23.2 31.7 12.2 Middle class Medium-sized corpor
Slide 62: Group companies (6) VPBank / FE Credit
Group companies (6) VPBank / FE Credit VPBank Financial result*1 FE Credit Financial result*1 Jan-Jun. Jan-Jun. 2022 2023 2024 2022 2023 2024 (JPY bn) 2025 (JPY bn) 2025 Gross operating profit 323.7 303.4 386.0 179.8 Gross operating profit 84.9 81.0 98.2 44.0 Operating expense 79.0 85.0 88.9 46.4 Op
Slide 63: Group companies (7) RCBC
Group companies (7) RCBC Financial results*1 Coverage Jan-Jun. Retail Wholesale 2022 2023 2024 (JPY bn) 2025 Gross operating profit 105.8 127.9 145.8 77.8 Large Operating expenses 59.7 75.8 86.8 44.0 High-net-worth corporations Credit-related cost 13.6 17.7 23.5 16.6 Net profit 28.8 31.3 26.0 13.7 M
Slide 64: 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 Consolidated net business profit Committee Committee Performance ⚫ Cash SMFG net income Au
Slide 65: Sustainability management structure (2)
Sustainability management structure (2) Improve board diversity Structure of the Board/ Skills Matrix*1 Internal Director (non-executive) Knowledge and experience expected in particular Internal Directors Outside Directors Internal Director (non-executive) (executive) Legal/risk 7 directors Manage-
Slide 66: Inclusion in the Index and Initiatives
Inclusion in the Index and Initiatives Selected ESG Indices Endorsed initiatives GPIF Selection Index Copyright © 2025 Sumitomo Mitsui Financial Group. All Rights Reserved. 66
Slide 67: Growth with Quality
Core policies VISION A trusted global solution provider Create committed to the growth of our customers Social Value and advancement of society Contribute to “Fulfilled Growth” Growth with Quality Rebuild Pursue Corporate Economic Value Infrastructure Transformation & Quality builds Growth Trust Cop
Slide 68: KPI Progress of the Medium-Term Management Plan
KPI Progress of the Medium-Term Management Plan Financial targets Economic value Social Value Reform domestic business ROCET1 for possible hike Environment 12.0% Credit card Consumer finance (JPY tn) Sustainable finance (cumulative) ≥ 9.5% sales handled outstanding (JPY tn) (JPY tn) 48 34 50 50 3 24
Slide 69: Dynamic reallocation of management resources
Announced in May 2023 Dynamic reallocation of management resources Reform Reduce Review domestic business model unprofitable assets significance of holding ⚫ Retail Business : ⚫ Project finance : ⚫ Review strategy for existing Shift resources from human to High RWA burden financial investees with li
Slide 70: CRE / Funds Exposure
CRE / Funds Exposure*1 (as of Mar.25) U.S. JPY 3.4 tn Investment grade 70% CRE Exposure ⚫ NRL:70%, REITs:30% ⚫ LTV for NRL: c. 60% JPY 22 tn ⚫ Balance: JPY 0.3 tn o/w ⚫ NPL ratio:0.4% for offices ⚫ NRL: c.50% LTV for NRL: <50% 13% China/ Investment grade Hong Kong JPY 1.0 tn SMBC Group’s Exposure 70
Slide 71: 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%
Slide 72: Capital / RWA
Capital / RWA Capital ratio(Transitional basis)*1 Other requirement ratios Transitional basis Tier2 15.18% 15.39% Additional Tier1 (AT1) 14.53% Jun. 25 Requirement 14.23% Common Equity Tier1 (CET1) 11.5% External TLAC ratio 9.5% Total Capital ratio o/w RWA basis 23.43% 18.0% buffer*2 12.44% 12.53% C
Slide 73: Subordinated notes issuance results and strategy
Subordinated notes issuance results and strategy Subordinated notes issuances and redemptions*1 (USD bn) Currency breakdown (Mar. 25) FY3/21 FY3/22 FY3/23 FY3/24 FY3/25 FY3/26 FY3/27 FY3/28 FY3/29 Aggregate outstanding amount AT1 - USD Tier 2 - USD 1.0 (USD bn) Issuance AT1 - JPY Tier 2 - JPY AT1 -
Slide 74: 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 1－3 (Very high - Satisfactory) 4－6 (Likely - Currently no problem) 7 (excl. 7R) (Borrowers requiring caution) Mar.23 7R, 8 - 10 Mar.24 (Substanda
Slide 75: 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) *1 Excl. bonds classified as held-to-maturity, for which hedge-accounting is applied, and private placement bonds Copyright © 202
Slide 76: Credit ratings of G-SIBs (1) Operating banks
Credit ratings of G-SIBs (1) Operating banks*1 (As of August. 1, 2025) S&P Moody’s Moody’s S&P Fitch Fitch Aaa AAA Aa1 AA+ ⚫ Bank of America ⚫ State Street Bank & ⚫ Bank of America ⚫ JPMorgan Chase Bank ⚫ Bank of New York Trust ⚫ Bank of New York ⚫ State Street Bank & Trust Aa2 Mellon ⚫ UBS Mellon A
Slide 77: Credit ratings of G-SIBs (2) Holding companies
Credit ratings of G-SIBs (2) Holding companies*1 (As of August. 1, 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 ⚫ Ba
Sumitomo Mitsui Financial Group — Investor Presentation (September 2025) on 6ix