Sumitomo Mitsui Financial Group, Inc. · TSE:8316

Sumitomo Mitsui Financial — Investor Day (August 2026)

50 slides from Sumitomo Mitsui Financial's investor day presentation, Aug 26, 2026

  1. Slide 1: SMBC Group IR Day

    SMBC Group IR Day August 26, 2026 Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserved.

  2. Slide 2: Agenda

    Agenda Opening Group CEO Toru Nakashima Senior Managing Executive Officer P2 New Medium-Term Management Plan Kazuyuki Anchi Group CFO and Group CSO Establish Japan’s Leading Digital Platform P8 Senior Managing Executive Officer Akio Uemura Build Japan’s Largest Wealth Management AUM Base Establish T

  3. Slide 3: New Medium-Term Management Plan

    New Medium-Term Management Plan Kazuyuki Anchi Senior Managing Executive Officer Group CFO and Group CSO Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserved.

  4. Slide 4: Our Vision for the Next Five Years and Beyond

    New Medium-Term Management Plan 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 JPMorgan HSBC BofA Goldman Barclays Group Sachs Group *1 Medium- to lon

  5. Slide 5: Transform the Business Portfolio to Achieve 15% ROTE

    New Medium-Term Management Plan 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 D

  6. Slide 6: Three-Year Targets on the Path to 15% ROTE

    New Medium-Term Management Plan 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

  7. Slide 7: Seven Key Strategic Areas

    New Medium-Term Management Plan 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. Achieve market leadership in the domestic businesses Tr

  8. Slide 8: Financial Targets by Business Unit

    New Medium-Term Management Plan Financial Targets by Business Unit*1 ROTE*2 Net business profit (JPY bn) RWA (JPY tn) FY3/26 FY3/29 FY3/26 FY3/29 FY3/29 vs vs vs Seven key strategic areas result target FY3/26 result target target FY3/26 FY3/26 Retail 14.8% 24% +1% 427.7 705 +95 15.2 +1.0 Digital pla

  9. Slide 9: Establish Japan's Leading Digital Platform / Build Japan's Largest Wealth Management AUM Base

    Establish Japan’s Leading Digital Platform Build Japan’s Largest Wealth Management AUM Base Akio Uemura Senior Managing Executive Officer Head of Retail Business Unit Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserved.

  10. Slide 10: Review of Progress and Targets in Retail Business Unit

    Establish Japan’s Leading Digital Platform / Build Japan’s Largest Wealth Management AUM Base Review of Progress and Targets in Retail Business Unit Strong growth in net business profit and ROTE, driven by core business growth and a favorable environment. Delivering substantial growth in the next th

  11. Slide 11: Review of Progress

    Establish Japan’s Leading Digital Platform Review of Progress Olive accounts have steadily expanded, driving significant growth in deposit balances and sales handled, with further upside potential in regional customers and the Group customer base. ◼ # of Olive accounts ◼ Positive impact from Olive O

  12. Slide 12: Transform the Retail Business through Olive

    Establish Japan’s Leading Digital Platform Transform the Retail Business through Olive Expand Olive customers by strengthening core functions and accelerating digital acquisition. Offer a seamless hybrid financial experience across digital and physical channels. Enhance Increase Expand digital Enhan

  13. Slide 13: More Attractive Products and Services - Strengthening External Partnerships

    Establish Japan’s Leading Digital Platform More Attractive Products and Services - Strengthening External Partnerships - Enhance Olive’s convenience through alliances with external partners. ◼ Collaboration with Money Forward ◼ Collaboration with PayPay*1 Released Released Released PayPay / V Points

  14. Slide 14: Expand Olive Across the Entire Retail Customer Base

    Establish Japan’s Leading Digital Platform Expand Olive Across the Entire Retail Customer Base Reach new customers through workplace banking initiatives, university partnerships, and stronger customer touchpoints in regional markets leveraging physical branches. ◼ Workplace / University channel ◼ Re

  15. Slide 15: Transform Branches into Olive-centered Customer Engagement Hubs

    Establish Japan’s Leading Digital Platform Transform Branches into Olive-centered Customer Engagement Hubs Evolve branches from transaction-focused service centers into Olive-driven customer hubs. Deepen customer relationships by encouraging branch visits based on regional insights and customer data

  16. Slide 16: Review of Progress

    Build Japan’s Largest Wealth Management AUM Base Review of Progress Establish an integrated banking, securities, and trust model, supported by long-term diversified investment. Further deepen Group collaboration to maximize value for affluent customers. ◼ AM / foreign currency deposit balance ◼ Gros

  17. Slide 17: Advance Wealth Management Business

    Build Japan’s Largest Wealth Management AUM Base Advance Wealth Management Business 1 Deliver diverse Group solutions to our extensive affluent customer base Direction 2 Strengthen expertise across Group companies to enhance solution capabilities 3 Build an integrated service model centered on custo

  18. Slide 18: Business Strategies - Professional Model

    Build Japan’s Largest Wealth Management AUM Base Business Strategies - Professional Model - Provide flexible and timely solutions to meet diverse client needs by enhancing each company’s expertise. Develop products on a Group-wide basis and roll out best-in-class solutions across the universal model

  19. Slide 19: Business Strategies - Universal Model / SMBC Wealth

    Build Japan’s Largest Wealth Management AUM Base Business Strategies - Universal Model / SMBC Wealth - ◼ Universal model ◼ Value proposition of SMBC Wealth Provide one-stop access to high-quality solutions Deliver comprehensive solutions through integrated tailored to client needs capabilities of ba

  20. Slide 20: Business Strategies - Olive Consulting

    Build Japan’s Largest Wealth Management AUM Base Business Strategies - Olive Consulting - Acquired 110,000 digital affluent customers since its launch in May 2026, with strong AUM inflows supporting further growth. Progress (as of Jul. 26) Target in five years AUM JPY 10tn # of customers 110K AUM JP

  21. Slide 21: Establish Top-Tier Competitiveness in Japan's Corporate Banking

    Establish Top-Tier Competitiveness in Japan’s Corporate Banking Fumihiko Ito Senior Managing Executive Officer Co-Head of Wholesale Business Unit Yukihiro Mabuchi Senior Managing Executive Officer Co-Head of Wholesale Business Unit Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserve

  22. Slide 22: Review of Progress

    Establish Top-Tier Competitiveness in Japan’s Corporate Banking Review of Progress ◼ Results of the previous plan ⚫ Captured business opportunities through timely engagement amid dynamic corporate activity. ⚫ Delivered strong results in a rising rate environment through loan and deposit growth while

  23. Slide 23: Key Strategies by Segment and the New Medium-Term Plan

    Establish Top-Tier Competitiveness in Japan’s Corporate Banking Key Strategies by Segment and the New Medium-Term Plan ◼ Key initiatives by segment ◼ Financial targets Key initiatives ROTE Net business profit (JPY bn) Gross profit*1 (left) (JPY bn) Average loan balance (right) (JPY tn) Expanding 20.

  24. Slide 24: Large Corporates

    Establish Top-Tier Competitiveness in Japan’s Corporate Banking Large Corporates ◼ Securities business - Collaboration with Jefferies - ◼ Enhance sector expertise and coverage Expand share of the fee pool in the large-cap segment through Build networks with key stakeholders through sector heads deep

  25. Slide 25: Mid-Corporate Business

    Establish Top-Tier Competitiveness in Japan’s Corporate Banking Mid-Corporate Business ◼ Strengths ◼ Support for corporate actions Strong execution capabilities 1 M&A Strong client Speed outpacing Strong focus M&A financial advisor*3,4 PE fund business*4 commitment competitors on results (# of deals

  26. Slide 26: SME Business

    Establish Top-Tier Competitiveness in Japan’s Corporate Banking SME Business ◼ Strengths and features of Trunk ◼ Progress and future product expansion May. 26 78K+ accounts within one year of launch Average deposits per account reaching JPY 5.4mn SME market recognition Expand the service lineup to s

  27. Slide 27: AI Utilization

    Establish Top-Tier Competitiveness in Japan’s Corporate Banking AI Utilization AI-powered sales process Projected time savings 準備時間の短縮・提案内容の高度化 Improved efficiency and proposal quality Cumulative AI ① 顧客情報・記事の集約 FY ③3 Proposals Release 350k Pre- 1 Customer & news aggregation 1.4mn 活用 ② 最適な提案のレコメンド 3

  28. Slide 28: Strengthen Global CIB and S&T Businesses / Monetize the Multi-Franchise Strategy

    Strengthen Global CIB and S&T Businesses Monetize the Multi-Franchise Strategy Yoshihiro Hyakutome Deputy President and Executive Officer Co-Head of Global Business Unit Keiichiro Nakamura Senior Managing Executive Officer Co-Head of Global Business Unit Arihiro Nagata Senior Managing Executive Offi

  29. Slide 29: Review of Progress

    Strengthen Global CIB and S&T Businesses Review of Progress ◼ Initiatives and results ◼ Key challenges and priorities (FY3/26) Drive growth through disciplined asset management Improve returns in ROTE 5.8% overseas business Gross (JPY bn) 1,325 profit 1,128 3 +JPY 197bn Efficiency IT / AI FY3/23 FY3

  30. Slide 30: Strategic Overview

    Strengthen Global CIB and S&T Businesses Strategic Overview ◼ Strengthen global CIB and S&T businesses ◼ ROTE and gross profit (JPY bn) Shift to an asset-light, capital-efficient business model 8.2% 1,500 Improve Enhance Expand balance sheet non-asset investor 5.8% profitability businesses network 1

  31. Slide 31: Enhance CIB Solutions

    Strengthen Global CIB and S&T Businesses Enhance CIB Solutions ◼ Maximize value for clients ◼ Deal examples: Digital infrastructure Collaborative marketing leveraging Sponsors Sector expertise / IB solutions Jefferies’ complementary strengths Product edge Investment Project finance / Strengthen unde

  32. Slide 32: Build a World-Class S&T Business

    Strengthen Global CIB and S&T Businesses Build a World-Class S&T Business ◼ Growth strategy toward FY3/32 J Collaboration with Jefferies S&T revenue Scale Client J Tech & Data J FY3/32 Leverage Expand the overseas Adopt advanced JPY 800bn bank balance sheet client base technologies +JPY 400bn vs. FY

  33. Slide 33: Strategic Overview

    Monetize the Multi-Franchise Strategy Strategic Overview ⚫ Target No. 1 among foreign banks in India FY3/29 Profit FY3/26 Direction ⚫ Focus on portfolio stabilization and contribution*1 JPY 50bn JPY 140bn earnings recovery in Indonesia (ROTE*2) (8.9%) (20%) India Indonesia Vietnam pg. 33 Drive depos

  34. Slide 34: Target the No.1 Foreign Bank Position in India

    Monetize the Multi-Franchise Strategy Target the No.1 Foreign Bank Position in India Leverage the combined strengths of SMBC, YES BANK, and SMICC to deliver comprehensive solutions ◼ Platform strategy ◼ Net income contribution*1 Wholesale Retail (JPY bn) SMBC SMICC YES BANK（持分24.9%） (24.9% stake) 50

  35. Slide 35: Expand Asset Management Business / Accelerate Growth in Global Transaction Banking Business

    Expand Asset Management Business Accelerate Growth in Global Transaction Banking Business Kazuyuki Anchi Senior Managing Executive Officer, Asset and Wealth Management Strategy Dept. Kazuya Ikeda Senior Managing Executive Officer, Transaction Business Division Copyright © 2026 Sumitomo Mitsui Financ

  36. Slide 36: Seven Key Strategic Areas

    Expand Asset Management Business / Accelerate Growth in Global Transaction Banking Business 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 synerg

  37. Slide 37: Review of Progress

    Expand Asset Management Business Review of Progress ◼ Initiatives and results Group AUM and net business profit ⚫ Increased active investment ratio to approx. 90% and AUM(兆円) AUM (JPY tn) 1200 maintained a high management fee rate by accelerating our active investment strategy. 業務純益(億円) Net business

  38. Slide 38: Three Strategies in the Medium-Term Plan

    Expand Asset Management Business Three Strategies in the Medium-Term Plan Strategic focus Initiatives Enhance presence in Offset pressure on management fee Strengthen SMDAM’s retail product capabilities active asset rates through quality and scale and brand franchise management Expand high-return pr

  39. Slide 39: Medium- to Long-term Vision

    Expand Asset Management Business Medium- to Long-term Vision Drive differentiation through business models leveraging SMBC Group’s strengths Build an asset management platform ROTE (%) for AUM growth and high ROE FY3/36 Steady progress on key initiatives ROTE 30 - FY3/29 in the medium-term plan >30%

  40. Slide 40: Review of Progress

    Accelerate Growth in Global Transaction Banking Business Review of Progress ◼ Background ⚫ Demand for cash management and payment solutions is growing as Japanese companies expand globally ⚫ Strengthening both client coverage and service capabilities is essential to support clients’ business transfo

  41. Slide 41: New Medium-Term Plan

    Accelerate Growth in Global Transaction Banking Business New Medium-Term Plan ◼ Medium- to long-term vision ◼ KPI Enhance the global payments and deposit franchise through people and technology Strong Upgrading client digital / payment Corporate JPY deposits*1 Foreign currency (liquid)*2 relationshi

  42. Slide 42: Key Strategies in the New Medium-Term Plan (1)

    Accelerate Growth in Global Transaction Banking Business Key Strategies in the New Medium-Term Plan (1) Support advanced treasury management and business transformation 1 Enhancing products and services through SMBC Connect embedded in clients’ business operations Client system 1 3 Financial Enhance

  43. Slide 43: Key Strategies in the New Medium-Term Plan (2)

    Accelerate Growth in Global Transaction Banking Business Key Strategies in the New Medium-Term Plan (2) Expand global client coverage capabilities by increasing sales and 2 Transforming the sales model product implementation support professionals from 240 to 440 Needs identification Proposal Impleme

  44. Slide 44: CFO Session

    CFO Session Kazuyuki Anchi Senior Managing Executive Officer, Group CFO and Group CSO Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserved.

  45. Slide 45: Key Priorities as CFO and CSO

    CFO Session Key Priorities as CFO and CSO Focus on cost, balance sheet, and capital control to maximize value for customers and shareholders. Net income Net business profit Gross profit RWA ROTE Tangible Net business profit Gross profit RWA common equity Execute seven key strategies Customers Shareh

  46. Slide 46: Cost Control

    CFO Session Cost Control Extend the business efficiency initiatives implemented first in Japan to overseas operations. Generate JPY 200bn in cost reduction through operating optimization and modernization of IT infrastructure. Through the previous medium-term plan New medium-term plan (JPY) FY3/20 F

  47. Slide 47: Balance Sheet Control

    CFO Session Balance Sheet Control Maximize profits while proactively managing changes in the environment and capital and liquidity constraints. Previous medium-term plan New medium-term plan Changes in the Enhance ALM management domestic Strengthen total balance sheet management  Expand foreign cur

  48. Slide 48: Capital Control

    CFO Session Capital Control Integrate capital deployment and composition management to balance financial soundness, shareholder returns, and growth investment while controlling each capital component. Previous medium-term plan New medium-term plan Financial soundness Financial soundness CET1 ratio t

  49. Slide 49: Results of 1Q FY3/27

    CFO Session Results of 1Q FY3/27 ◼ Progress rate of both consolidated net business profit and bottom-line profit was approximately 30%. ◼ The anticipated negative impact of Middle East-related risks has not yet materialized. Pursue upside, supported by factors such as higher interest rates in Japan

  50. Slide 50: Disclaimer 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

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