Sumitomo Mitsui Financial Group, Inc. · TSE:8316
Sumitomo Mitsui Financial — Investor Presentation (September 2026)
83 slides from Sumitomo Mitsui Financial's investor presentation, Sep 2, 2026
Slide 1: Investor Presentation
Globally connected. Rooted in Japan. Your most trusted partner. Investor Presentation September 2026 Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserved.
Slide 2: Forward-looking statements and definitions
This document contains “forward-looking statements” (as defined in the U.S. Private Securities Litigation Reform Act of 1995), regarding the intent, belief or current ▶ Definitions expectations of Sumitomo Mitsui Financial Group, Inc. (“the Company”) and its management with respect to the Company’s
Slide 3: Agenda
Agenda Ⅰ Financial Results ////////////////////////////////////////////// 3 Ⅱ New Medium-Term Management Plan ////// 24 Ⅲ Capital Policy ////////////////////////////////////////////////// 52 Appendix ///////////////////////////////////////////////////////// 60 Copyright © 2026 Sumitomo Mitsui Financ
Slide 4: Financial Results of 1Q FY3/2027
Financial Results of 1Q FY3/2027
Slide 5: Financial Highlights of 1Q FY3/27
Financial Highlights of 1Q FY3/27 ◆ Both consolidated net business profit and bottom-line profit increased by more than +JPY 100bn, with progress rate reaching approximately 30%. ◆ Profit growth was driven by solid domestic performance and higher GM earnings amid a favorable environment, while GB pr
Slide 6: (Ref.) Results of FY3/26
(Ref.) Results of FY3/26 Achieved record-high net income as strong core businesses continued, exceeding the target of JPY 1.5tn. ROE and EPS also improved substantially in line with profit growth. FY3/26 ▶ Breakdown of net income (JPY bn) Solid business (JPY bn) Results YoY vs. target +212 1,583.0 U
Slide 7: (Ref.) Target of FY3/27
(Ref.) Target of FY3/27 Aim to achieve net income of JPY 1.7tn, driven by solid growth in underlying businesses while absorbing the impact from the Middle East. Maintain flexibility in addressing downside risks to deliver the target. ▶ Breakdown of net income Results Target FY3/26 FY3/27 YoY (JPY bn
Slide 8: Income Statement
Income Statement 1Q FY3/27 YoY (JPY bn) FY3/27 target 1 Gross profit 1,403.4 +315.7 ⚫ Gross profit: increased YoY due to 1) increase of net interest income in domestic market G&A expenses 712.2 +112.5 2 2) increase of fee income in domestic wholesale business, and Overhead ratio 50.7% (4.4)% 3) good
Slide 9: (Ref.) Group Companies
(Ref.) Group Companies ▶ SMBC ▶ Other Major Group Companies 1Q (left : results of 1Q FY3/27 / right : YoY) (( ( YoY JJ J (JPY bn) FY3/27 SMBC Nikko *1 SMCC *2 SMBC *2 Trust (JPY bn) 1 Gross banking profit 795.1 +216.7 Gross profit 177.9 +49.0 231.4 +17.8 21.2 +3.8 2 o/w Net interest income 575.6 +15
Slide 10: Impact of Rising JPY Interest Rates
Impact of Rising JPY Interest Rates FY3/27: +JPY 180bn YoY from higher interest rates, including +JPY 80bn from the recent hike in June 2026. Further upside from loan volume growth, spread expansion, and JGB portfolio optimization. Year 1 Year 5 for every +25bps +JPY 110bn*1 +JPY 150bn*1 JPY B/S as
Slide 11: Gross Profit
Gross Profit Net interest income increased by loan growth and higher interest rates. Fee income also increased due to robust corporate activities and higher transaction volumes from Olive. ▶ Net Trading Income + ▶ Net Interest Income ▶ Net Fees and Commissions Net Other Operating Income (JPY bn) SMB
Slide 12: (Ref.) Net Interest Income (SMBC)
(Ref.) Net Interest Income (SMBC) ▶ Domestic ▶ Overseas ⚫ Income from loans and deposits increased due to improved ⚫ Loan balances declined excluding FX impact but increased in loan-to-deposit spread by higher interest rates and loan JPY. Income from loans and deposits decreased due to growth. inter
Slide 13: Loans
Loans*1 ▶ Loan Balance ▶ Domestic Loan-to-Deposit Spread FY3/27 FY3/26 (%) 1Q YoY 1Q 2Q 3Q 4Q Interest earned on loans and bills 1.61 +0.35 1.26 1.30 1.34 1.47 discounted Interest paid on deposits, etc. 0.30 +0.12 0.18 0.19 0.19 0.26 Loan-to-deposit spread 1.31 +0.23 1.08 1.11 1.15 1.21 ▶ Average Lo
Slide 14: Domestic Loans and Deposits
Domestic Loans and Deposits*1 Loan balances grew on strong funding demand, supported by major deals with large corporate clients. Retail deposits increased, driven by Olive, while corporate deposits grew by capturing surplus funds from large clients. ▶ Loan Balance*2,3 ▶ Deposit Balance ▶ Loan Avera
Slide 15: Overseas Loans and Deposits
Overseas Loans and Deposits*1 Loan balance decreased due to the reduction of low-return assets and selective origination of new deals, while we remain focused on profitability. ▶ Loan Balance ▶ Loan Spread*2,3 (USD bn) Asia Americas EMEA YoY excl. FX impact 307 295 291 (4)% 285 289 89 86 84 84 (4)%
Slide 16: Asset Quality
Asset Quality ▶ Credit Costs ▶ Non-Performing Loan Ratio*1 and Balance (JPY bn) Consolidated SMBC (JPY bn) Consolidated SMBC 0.97% 0.81% 0.81% 0.67% 388.4 344.5 340 0.71% 0.52% 0.54% 0.43% 1,349.3 1,148.9 1,023.1 881.7 919.3 727.5 630.0 536.5 150.8 (12bp) 86.0 90 (7bp) 75.6 74.8 Mar.24 Mar.25 Mar.26
Slide 17: Credit Costs
Credit Costs Credit costs were in line with forecast, excluding forward-looking provisions and OTO/SOF NPL disposals. Middle East-related risks, including potential spillover effects, are partly provisioned for and remain closely monitored. (JPY bn, Breakdowns in round figures) Forward-looking provi
Slide 18: Exposure to Private Credit, AI, and the Middle East
Exposure to Private Credit, AI, and the Middle East SMBC Group’s Exposure*1 Private Credit JPY 1.2tn Senior / Secured: 100% JPY ≤ 1% BDC*2 JPY 1.2tn LTV: c. 20%*3 2% (o/w on balance: 0.5tn) 177tn 2% Financing secured by BDC-held assets, Investment Grade: > 80% mainly loans to unlisted mid-sized and
Slide 19: Securities
Securities ▶ Breakdown of Other Securities (Consolidated) ▶ Yen-Denominated Bonds (SMBC) Unrealized gains B/S amount (JPY bn) (losses) (JPY bn) Jun.26 vs Mar.26 Jun.26 vs Mar.26 ■1 year or less ■1 to 5 years ■5 to 10 years ■More than 10 years Held-to-maturity 6,024.9 +1,369.6 (268.5) (89.8) Availabl
Slide 20: Reduction of Equity Holdings
Reduction of Equity Holdings Target the standard annual pace of JPY 120bn reduction in the book value. Focus on reducing the market value, as the ratio has risen due to higher share prices. Reduction (JPY tn) Book value of domestic listed stock*1 Total reduction JPY 325bn 6.09 Market value of domest
Slide 21: Balance Sheet
Balance Sheet ▶ Consolidated (vs Mar.26) ▶ Domestic Loans and Deposits*3 Loans Deposits JPY 119.8tn JPY 200.4tn Others*4 (+JPY 2.1tn) (JPY (1.0)tn) 9% Mortgage,etc. Domestic loans*1 JPY 73.3tn Loan to deposit ratio 13% 59.8% Prime-rate-based 2% Loans Spread-based Securities (Floating rate) Domestic
Slide 22: Foreign Currency
Foreign Currency ▶ Non-JPY Balance Sheet*1,2 (vs Mar.26) ▶ Foreign Currency Funding +8% Interest earning assets Deposits*3 （USD bn） Loans, etc. Mid-long 454 452 415 420 term funding 382 Yen swaps 400 Bond, etc. USD 311bn 300 USD 345bn (USD (4)bn) 200 (+USD 4bn) 269 315 281 311 Deposits 100 240 0 Mid
Slide 23: Results by Business Unit (1)
Results by Business Unit (1) ▶ Retail ▶ Wholesale ⚫ Gross profit increased driven by higher income on deposit and ⚫ Income on loans and deposits increased significantly, driven solid performance of wealth management business. by loan growth and wider spreads ⚫ Overhead ratio improved through steady
Slide 24: Results by Business Unit (2)
Results by Business Unit (2) ▶ Global ▶ Global Markets ⚫ Gross profit decreased mainly due to lower income on loans ⚫ Gross profit increased through nimble operation in a favorable reflecting the selective origination market environment. ⚫ Net business profit also decreased due to higher expenses an
Slide 25: New Medium-Term Management Plan (FY3/27-FY3/29)
New Medium-Term Management Plan (FY3/27-FY3/29)
Slide 26: Review of the Previous Medium-Term Plan (1)
Review of the Previous Medium-Term Plan (1) Net income and EPS set new record highs. Each Business Unit steadily executed its initiatives, with Retail and Wholesale delivering particularly strong growth in net business profit and RoCET1. Net income / EPS RWA / RoCET1*1 Achieved the highest record Ro
Slide 27: Review of the Previous Medium-Term Plan (2)
Review of the Previous Medium-Term Plan (2) Retail Wholesale Global ⚫ Expanded competitive advantages in ⚫ Achieved strong growth in loan growth vs. ⚫ Improved spreads by reducing low-return deposits and credit cards by leveraging peers, with expanded fee income assets while growing securities busin
Slide 28: 25 Years of SMBC Group History
25 Years of SMBC Group History 30 百万 The Group started under a challenging business environment, burdened by non-performing loans and public funds. Continuous structural reforms and initiatives for future growth built a foundation to become a true global player. 25 (JPY tn) (JPY bn) Net income (left
Slide 29: Our Vision for the Next Five Years and Beyond
Our Vision for the Next Five Years and Beyond New vision Globally connected. Rooted in Japan. Your most trusted partner. ROTE 17% 17% 16-18% 15-17% 14% Profitability targets*1 Net income SMBC SMBC JP Morgan HSBC BofA Goldman Barclays Group Sachs Group *1 Medium-to long-term ROTE or ROTCE targets of
Slide 30: Transform the Business Portfolio to Achieve 15% ROTE
Transform the Business Portfolio to Achieve 15% ROTE Reallocate RWA to high-growth areas to achieve 15% ROTE. Strengthen stable domestic loan and asset-light business to become best in class across all segments. RWA*1 Net income ROTE Domestic loans, payment Overseas Deposits, Wealth Management, Mult
Slide 31: Three-Year Targets on the Path to 15% ROTE
Three-Year Targets on the Path to 15% ROTE*1 Set 13% ROTE for FY3/29 as a milestone on the path to 15% ROTE. Aim for JPY 2tn in net income through cost discipline and improved RORA. Next Five Years and Beyond 15% ROTE FY3/29 target Net income Net business profit Gross profit RWA Net business profit
Slide 32: Business Opportunities and Potential Risks
Business Opportunities and Potential Risks Assume solid three-year growth supported by strong domestic funding demand. Closely monitor potential stress scenarios stemming from heightened geopolitical risks. Strong domestic corporate funding demand Domestic corporate loan balance*1 (JPY tn) 432 391 4
Slide 33: Our Goals for the Next Three Years
Our Goals for the Next Three Years I Achieve market leadership in the domestic businesses Business strategy II Transform our business model overseas Aim higher Corporate infrastructure through III Position technology as a core management pillar bold transformation IV Deliver results through executio
Slide 34: Seven Key Strategic Areas
Seven Key Strategic Areas Focus on seven key strategic areas to build the targeted business portfolio. Evolve the business model by expanding our customer base, enhancing earnings power, and generating synergies. I. Achieve market leadership in the domestic businesses II. Transform our business mode
Slide 35: 1. Establish Japan's Leading Digital Platform
I Achieve market leadership in the domestic businesses 1. Establish Japan’s Leading Digital Platform Olive and Trunk continue to expand steadily, leveraging their superior convenience. Olive net business profit is expected to reach JPY 110bn in FY3/29, with higher interest rates as an additional tai
Slide 36: 2. Build Japan's largest wealth management AUM base
I Achieve market leadership in the domestic businesses 2. Build Japan’s largest wealth management AUM base Develop the wealth management business group-wide under the “SMBC Wealth” brand. Significantly expand AUM by combining face-to-face and digital channels tailored to customer needs. SMBC Wealth
Slide 37: 3. Establish Top-Tier Competitiveness in Japan's Corporate Banking
I Achieve market leadership in the domestic businesses 3. Establish Top-Tier Competitiveness in Japan’s Corporate Banking Capture strong funding demand in Japan by strengthening coverage and solution capabilities across all segments. Enhance frontline capabilities through AI to build a competitive a
Slide 38: 4. Strengthen Global CIB and S&T Business
II Transform our business model overseas 4. Strengthen Global CIB and S&T Business Shift from an asset-heavy model toward an asset-light, capital-efficient business model. Accelerate Global CIB through collaboration with Jefferies and establish S&T as another key growth driver. Global CIB/S&T gross
Slide 39: 4. Strengthen Global CIB and S&T Business - Collaboration with Jefferies
I Achieve market leadership in the domestic businesses II Transform our business model overseas 4. Strengthen Global CIB and S&T Business -Collaboration with Jefferies- Leverage our combined strengths in joint marketing to expand our presence and build a solid track record. Capture large-scale and g
Slide 40: 5. Monetize the Multi-Franchise Strategy
II Transform our business model overseas 5. Monetize the Multi-Franchise Strategy Target No.1 among foreign banks in India, our top-priority market, through collaboration among SMBC, YES BANK, and SMICC. Accelerate initiatives in the other three countries to catch-up to the initial profit targets. N
Slide 41: 6. Asset Management Business / 7. Global Transaction Banking Business
I Achieve market leadership in the domestic businesses II Transform our business model overseas 6. Asset Management Business / 7. Global Transaction Banking Business Leverage the Group’s strengths to become a global asset management partner of choice for investors. Enhance products and systems in th
Slide 42: (Ref.) Roadmap to FY3/29 (1) Net Business Profit
(Ref.) Roadmap to FY3/29 (1) Net Business Profit Accelerate growth Pursue upside Expand stable, 2,940 by differentiating in high-growth asset-light domestic businesses businesses businesses Environmental factors Asset Global management payments (JPY bn) Multi-franchise Global CIB/S&T Domestic 2,330.
Slide 43: (Ref.) Roadmap to FY3/29 (2) ROTE
(Ref.) Roadmap to FY3/29 (2) ROTE FY3/29 ROTE 13% Net income Tangible common equity Deliver strong profit growth through steady execution Improve capital efficiency to drive higher ROTE (JPY bn) Distribution 2,000 Key strategic areas Gains on stocks, Maintain capital discipline through shareholder r
Slide 44: (Ref.) Financial targets by business unit
(Ref.) Financial targets by business unit*1 ROTE*2 Net business profit (JPY bn) RWA (JPY tn) FY3/26 FY3/29 FY3/26 FY3/29 vs FY3/29 vs vs result target FY3/26 result target FY3/26 target FY3/26 Drive steady earnings growth and improve profitability through Retail 14.8% 24% +1% 427.7 705 +95 15.2 +1.0
Slide 45: (Ref.) Financial Targets by Business Unit - Net business profit
(Ref.) Financial Targets by Business Unit -Net business profit- Retail Wholesale Global (JPY bn) Securities Loans Fees and Deposits 1,315 Loan Securities Payment Costs etc. related Finance 790 fees Loans Costs etc. and Deposits 705 Loans WM 655.8 and Costs etc. Sales 997.1 Deposits handled +JPY 16tn
Slide 46: (Ref.) Financial Targets by Business Unit - RWA
(Ref.) Financial Targets by Business Unit*1 –RWA– Reduce low-return assets both in Japan and overseas, while addressing strong domestic funding demand. Control RWA in overseas through asset reallocation to improve profitability. RWA + JPY 5.5tn Invest + JPY 14.5tn Reduce JPY (9.0)tn Wholesale Global
Slide 47: IT Transformation
III Position technology as a core management pillar IT Transformation Invest JPY 1tn in IT over three years to strengthen IT platforms and development capabilities, while accelerating AI adoption across internal operations and customer services. Support decision-making with AI and customer data Upgr
Slide 48: Utilize AI / Blockchain
III Position technology as a core management pillar Utilize AI / Blockchain AI Invest JPY 100bn Blockchain Empower all employees with AI Explore commercialization opportunities to transform business and products in payment infrastructure and digital assets Culture Blockchain Group-wide AI adoption a
Slide 49: Cost Control Initiatives
III Position technology as a core management pillar Cost Control Initiatives Reduce costs by JPY 200bn over three years while investing in key strategic initiatives. Keep operating expenses flat, excluding structural increase, and lower overhead ratio to the low-50% range. Operating expenses Investm
Slide 50: Strengthen Human Capital to Accelerate Growth
IV Deliver results through execution excellence Strengthen Human Capital to Accelerate Growth Maximize execution excellence by investing in human capital and visualizing an impact of the investment. Secure and deploy strategic talent Talent overage ratio Human capital investment for Talent developme
Slide 51: Risk Management
IV Deliver results through execution excellence Risk Management Build resilient management by identifying risk changes early and taking proactive action. Maintain close attention to liquidity risk, geopolitical risk, and cybersecurity. Enhance balance sheet management ⚫ Deposit competition has inten
Slide 52: Create Social Value through Core Business
V Elevate social value creation efforts Create Social Value through Core Business Green Fulfilled Thriving Planet Growth People Climate Change / Natural Industrial Declining birthrate Poverty & Inequality / Digital Capital / Circular Economy revitalization & aging population Education / Human rights
Slide 53: Capital Policy
Capital Policy
Slide 54: Capital Allocation Framework
Capital Allocation Framework Basic capital policy remains unchanged: balance financial soundness, shareholder returns, and growth investment. Under the new medium-term plan, prioritize organic and IT investments while further enhancing shareholder returns Financial Soundness CET1 ratio target as of
Slide 55: Shareholder Returns
Shareholder Returns Dividends: remain the principal approach to shareholder returns. commit to increase dividends every year and deliver strong DPS growth in line with net income growth. Share buybacks: resolved to conduct up to JPY 180bn in buybacks, given current uncertainty. DPS (JPY)*1 Increase
Slide 56: More Accessible and Attractive to Long-Term Shareholders
More Accessible and Attractive to Long-Term Shareholders Aim to build stronger relationships with shareholders who support our long-term growth story by making SMFG shares more accessible through a stock split and offering benefits to Olive-user shareholders. Stock split Shareholder Benefit Programs
Slide 57: (Ref.) Capital Allocation
(Ref.) Capital Allocation ▶ Result for FY3/26 and Outlook for FY3/27 (JPY bn) Dividend 680 Dividend 600 Share buybacks Share Net income buybacks 180 Net income 1,700 1,583 250 Organic Organic Inorganic RWA reduction IT Investment 10.3% Inorganic c. 10.5% RWA reduction 10.2% Capital released through
Slide 58: (Ref.) History of Capital Allocation
(Ref.) History of Capital Allocation FY3/18-20 FY3/21-23 FY3/24-26 FY3/27-29 Further prioritize organic growth, Accumulate capital for Utilize capital Achieve more well-balanced strategic IT investment, Basel III finalization for future growth capital use and shareholder returns CET1 ratio c. 10.5%
Slide 59: (Ref.) CET1 Ratio
(Ref.) CET1 Ratio ▶ Finalized Basel III basis (financial target) ▶ Transitional basis (%) (%) Net unrealized gains on other securities 10.9 11.1 11.2 10.7 12.9 12.4 12.4 12.6 9.9 10.2 10.3 10.5 11.0 11.1 10.8 11.0 Mar.24 Mar.25 Mar.26 Jun.26 Mar.24 Mar.25 Mar.26 Jun.26 (JPY tn) (JPY tn) CET1 Capital
Slide 60: Why SMBC Group?
Why SMBC Group ? Achieve market leadership in Japan Compelling Growth Strategy with a growing global presence Create new value through execution excellence Merchant DNA and a customer-first mindset Mitigate risks through a sound credit portfolio and Disciplined Risk Management early risk detection i
Slide 61: Appendix
Appendix
Slide 62: Group Overview (1) Group Structure
Group Overview (1) Group Structure*1 Consolidated subsidiary Equity-method affiliate Sumitomo Mitsui Financial Group Banking Consolidated total assets JPY 328tn Sumitomo Mitsui Banking SMBC Trust Bank Moody’s S&P Fitch R&I JCR Corporation Credit Moody's S&P Fitch ratings A1/P-1 A-/ - A-/F1 AA-/ - AA
Slide 63: Group Overview (2) Long-term Results
Group Overview (2) Long-term Results ▶ Gross profit ▶ Net business profit*1 (JPY bn) (JPY bn) 5,000 4,844.7 2,500 2,330.9 4,126.7 4,000 2,000 1,719.3 3,000 1,500 2,000 1,000 1,000 500 0 0 FY3/ 06 08 10 12 14 16 18 20 22 24 26 FY3/ 06 08 10 12 14 16 18 20 22 24 26 Breakdown of consolidated gross prof
Slide 64: Long-term Results of Gross Profit
Long-term Results of Gross Profit Non-interest income steadily expanded through revenue diversification during the prolonged low-rate environment. Net interest income expansion drove strong profit growth following the end of negative interest rates. (JPY bn) Net Interest Income (SMBC) Net Interest I
Slide 65: Group Companies (1) SMBC Nikko
Group Companies (1) SMBC Nikko*1 ▶ Financial Results ▶ Net Operating Revenue 1Q Sales Division ■Asset based revenues*5 ■Flow revenues*6 FY3/26 YoY (JPY bn) FY3/27 GIB Division ■ECM ■DCM ■M&A ■Solutions etc. *7 Net operating revenue 586.4 177.9 +55.2 (JPY bn) GM Division ■Equity ■FICC*8 200 SG&A expe
Slide 66: Group Companies (2) SMCC (Incl. SMBCCF)
Group Companies (2) SMCC (Incl. SMBCCF) ▶ Financial Results ▶ Sales Handled ▶ # of Card Holders (JPY tn) (mn) 1Q FY3/26 YoY 50 50 （JPY bn） FY3/27 Operating revenue 1,034.7 271.9 +22.5 40 40 o/w Commission fee 285.1 77.8 +10.6 o/w Finance 350.7 92.7 +7.8 30 30 o/w o/w SMBCCF 169.3 45.4 +4.6 20 20 o/w
Slide 67: Group Companies (3) SMBCAC
Group Companies (3) SMBCAC ▶ Financial Results ▶ Acquisition of Air Lease Corporation 1Q Overview FY3/26 YoY (USD mn) FY3/27 Total revenue*1 2,360 571 (161) Invested through a holding company owned by four parties: Acquisition value of USD 7.4bn (o/w SMBCAC 1.4bn) o/w Lease revenue 1,941 501 (21)
Slide 68: Group Companies (4) SMBC Indonesia
Group Companies (4) SMBC Indonesia ▶ Financial Results*1 ▶ Loan Structure (Jun.26) Jan.- Jun. (JPY bn) 2023 2024 2025 2026 Gross oprerating profit 127.8 176.5 172.9 83.8 OTO/SOF Operating expenses 67.8 94.6 91.7 46.3 17% BTPN Syariah Credit-related cost 27.8 41.6 78.6 20.7 6% Net profit 22.2 27.6 4.
Slide 69: Group Companies (5) YES BANK
Group Companies (5) YES BANK ▶ Financial Results*1 FY3/24 FY3/25 FY3/26 1Q CASA ratio # of Branches (JPY bn) FY3/27 1,335 Gross operating profit 243.1 263.9 284.6 80.1 Operating expenses 181.2 188.4 190.7 50.7 33% 33% Credit-related cost 38.7 19.0 15.4 6.8 Net profit 23.3 42.8 59.4 18.4 1,253 *2 ROE
Slide 70: Group Companies (6) SMICC
Group Companies (6) SMICC ▶ Financial Results*1 ▶ Initiatives 1Q (JPY bn) FY3/24 FY3/25 FY3/26 FY3/27 1 Digitalization Gross operating profit 91.3 113.8 138.2 38.2 • Improve speed by digitalizing processes Operating expenses 51.7 71.4 83.6 22.0 • Build an efficient business operating model Credit-re
Slide 71: Group Companies (7) VPBank
Group Companies (7) VPBank ▶ Financial Results*1 ▶ Loan Structure (Jun.26) *3 Jan- Jun. 2023 2024 2025 (JPY bn) 2026 Others 1.1% Gross operating profit 288.5 386.0 447.9 269.0 SME 10.8% Operating expenses 80.9 88.9 111.8 55.4 Credit-related cost 145.0 173.0 152.4 96.6 Net profit 49.3 99.1 146.1 93.7
Slide 72: Group Companies (8) FE Credit
Group Companies (8) FE Credit ▶ FE Credit*1 ▶ Loan Structure (Jun.26) Jan.- Jun. 2023 2024 2025 (JPY bn) 2026 Two wheller loans, Gross operating profit 77.0 98.2 98.7 50.4 5% Consumer Operating expenses 26.6 24.3 23.8 11.3 durable loan, Credit-related cost 71.9 70.8 71.2 38.2 12% Net profit (17.2) 2
Slide 73: Group Companies (9) RCBC
Group Companies (9) RCBC ▶ Financial Results*1 ▶ Loan Structure (Jun.26) Jan-Jun. 2023 2024 2025 (JPY bn) 2026 Gross operating profit 127.9 145.8 168.3 90.2 Others 1% Operating expenses 75.8 86.8 93.2 48.4 Credit Card Credit-related cost 17.7 23.5 39.9 28.9 19% Large Corporations Net profit 31.3 26.
Slide 74: Sustainability Management Structure (1)
Sustainability Management Structure (1) ▶ Sustainability Management System ▶ Executive Compensation ⚫ The Company’s Executives*1 Supervision Board of Directors Base salary Fixed Nomination Compensation Linked annual performance (0-150%) Committee Committee Bonus Performance Net business profit , Net
Slide 75: 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 Man
Slide 76: Inclusion in the Index and Initiatives
Inclusion in the Index and Initiatives Selected Sustainability Indices Endorsed Initiatives *1 *1 GPIF Selection Index *1 *1 The inclusion of Sumitomo Mitsui Financial Group, Inc in any MSCI Index, and the use of MSCI logos, trademarks, service marks or index names herein, do not constitute a sponso
Slide 77: 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 78: Capital / RWA: Total Capital ratio
Capital / RWA ▶ Capital Ratio (Transitional basis)*1 ▶ Other Requirement Ratios Transitional basis Tier2 Jun.26 Requirement Additional Tier1 (AT1) Common Equity Tier1 (CET1) External TLAC ratio Total Capital ratio RWA basis 24.42% 18.0% Leverage exposure basis 9.81% 7.10% Tier1 ratio CET1 ratio Leve
Slide 79: Subordinated Bonds Issuances Results and Strategy
Subordinated Bonds Issuances Results and Strategy ▶ Subordinated Bonds Issuances and Redemptions*1 (USD bn) FY3/22 FY3/23 FY3/24 FY3/25 FY3/26 FY3/27 FY3/28 FY3/29 FY3/30 Currency breakdown (Mar. 26) Aggregate outstanding amount USD AT1 USD Tier2 1.0 (USD bn) Issuance JPY AT1 JPY Tier2 USD AT1 2.3 2
Slide 80: Breakdown by Internal Ratings
Breakdown by Internal Ratings*1 Internal Rating Japanese Non-Japanese (Certainty of debt (JPY tn) (JPY tn) repayment) 60 50 40 30 20 10 0 0 10 20 30 40 50 60 1－3 (Very high - Satisfactory) 4－6 (Likely - Currently no problem) 7 (excl. 7R) (Borrowers requiring caution) Mar.24 7R, 8 – 10 Mar.25 (Substa
Slide 81: 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. held-to-maturity *2 Excl. bonds classified as held-to-maturity, for which hedge-accounting is applied, and private pla
Slide 82: Credit Ratings of G-SIBs (1) Operating Banks
Credit Ratings of G-SIBs (1) Operating Banks*1 (As of May. 1 2026) S&P Moody’s Moody’s S&P Fitch Fitch Aaa AAA Aa1 AA+ ⚫ Bank of America ⚫ State Street Bank & Trust ⚫ Bank of America ⚫ JPMorgan Chase Bank ⚫ Bank of New York Mellon ⚫ UBS ⚫ Bank of New York Mellon ⚫ State Street Bank & Trust Aa2 ⚫ JPM
Slide 83: Credit Ratings of G-SIBs (2) Holding Companies
Credit Ratings of G-SIBs (2) Holding Companies*1 (As of May. 1 2026) 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 ⚫ UBS ⚫ Bank of America ⚫
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