SBI Shinsei Bank : Financial Documents IR Presentation Material for May 14 (4qfy25presentation260514e)

About this update from Sbi Shinsei Bank, Limited

Next-Gen Finance Building and Pioneering the Future Together ～FY2025 Full-Year Financial Results～ Strategies and Key Initiatives for Continued Growth May 2026 Table of Contents 1 Highlights Summary of FY2025 Implementation of ROE Upside Strategies FY2025 Financial Highlights Medium-Term Management Plan Progress 2 Initiatives for Further Growth Fourth Megabank Concept ～Corporate Business and Structured Finance Deposit and Assets under Management Growth Strategy ～Retail Banking High Capital Efficiency Growth Drivers ～Housing Loans and Securities Investment Financial Functions within the Digital Space Ecosystem ～Next-Generation Financial Services 3 4 5 6 [Notation] Serving a Core Member of the SBI Group SBI Group Ecosystem Dramatic Transformation of SBI Shinsei Bank Growth Investments Capital Policy Governance Financial Summary Earnings Forecast Appendix Diversified Business Portfolio ～Non-Bank Businesses With respect to the rates of increase or decrease in profit and loss figures, when either the previous period or the current period records a negative value (excluding cases where both periods record negative values), the rate of change is indicated as “n.m.” (not meaningful). 1 Next-Gen Finance Building and Pioneering the Future Together 1 Highlights Summary of FY2025 Implementation of ROE Upside Strategies FY2025 Financial Highlights Medium-Term Management Plan Progress Highlights Summary of FY2025 1 Record High Profit Record-High Performance with an Upward Revision to Full-Year Forecasts; ROE Achieved 10% Total revenue, income before income taxes, and net income all reached record highs *1 ROE improved significantly from 8.8% in FY2024 to 10.4% in FY2025 Based on profit growth, the dividend per share forecast has been revised upward from JPY34 to JPY42 Strengthening Profitability Stronger earnings through volume growth and yield improvement Deposit balances increased to JPY17.3tn, while core earning assets expanded to JPY18.0tn Interest rate spread *2 between loans and deposits also expanded to 0.55% at the end of March 2026 from 0.45% at the end of March 2025 Expanding Revenue Opportunities Entering a new stage of growth following the full repayment of public funds and relisting Achieved repayment completion of public funds and relisted on the Tokyo Stock Exchange Prime Market Steady progress in organic growth driven by a diversified business portfolio Ongoing profit growth through diversified revenue opportunities, including the SBI Group collaboration *1 Since the establishment of Shinsei Bank (FY2000) *2 Attributed to the Bank only, rates represent weighted averages applied to lending and deposit balances as of each EOM, 3 calculated based on the respective outstanding balances Highlights Implementation of ROE Upside Strategies 1 SBI Hyper Deposits Successful launch of SBI Hyper Deposits Approximately 6 months after launch, balances reached JPY1.3tn and the number of accounts surpassed 470K *1 Customer Base: Interest rate benefits from rate hikes returned to customers, expanding the customer base, while the ratio of liquid deposits also improved Funding Base: Entered a phase of achieving both deposit growth and earnings improvement with SBI Hyper Deposits at the center Fourth Megabank Concept Building a virtuous cycle between deposits and assets under custody : Established a structure that translates in expansion of assets under custody into deposit growth by leveraging the convenience of linked accounts with SBI SECURITIES Realizing regional revitalization through collaboration with regional financial institutions Addressing common challenges facing the financial industry as a whole by promoting the sharing of non-competitive functions (such as operations and infra3tructure) and complementing each other’3 capabilitie3 Expansion of solution offerings: Co-arrangements, syndicated loan origination, securitization, business succession support, and market transactions Decision to adopt a Next-Generation banking system *2 : Adoption of a cloud-based, fully API-enabled Next-Generation banking system to promote joint system use, operations, and service provision with regional banks Support for human capital enhancement: Accepting trainees from regional banks and providing the Bank’s Next-Generation Finance expertise and know-how Entering the commercialization stage of digital currencies The Bank and SBI Shinsei Trust Bank play a central role in the commercialization of blockchain based digital currencies JPYSC: Preparing for the launch of a Japanese Yen denominated stablecoin issued by SBI Shinsei Trust Bank DCJPY: Conducted a proof-of-concept for DVP settlement using tokenized deposits linked to the Bank’s deposits *1 As of April 13, 2026 4 *2 An integrated platform covering a broad range of business functions, including core banking systems, information systems, sales and loan support, branch systems, and internet banking. Already implemented at FUKUSHIMA BANK, and Shimane bank. Adoption has been announced by THE SENDAI BANK, KIRAYAKA BANK, and THE TOWA BANK (press release of the Bank dated January 30, 2026) Highlights FY2025 Financial Highlights 1 Total Revenue: 12% increase compared to the previous year, 105% compared to the full-year plan Income before Income Taxes: Increased by 23% compared to the previous year. Net income also increased by 34% year-on-year, reaching 113% of the full-year plan Financial Base: Both operating assets and deposit balances are expanding steadily, moving smoothly toward achieving the targets of the Medium-Term Management Plan (MTMP) (Unit: JPY tn) Operating Assets (include Securities Investment) Deposit Amounts (Retail and institutional) MTMP Target 20 MTMP Target 18.0 17.3 18 14.3 14.6 11.4 11.5 24/3 25/3 26/3 28/3 Financial Base 28/3 24/3 25/3 26/3 Total Revenue Record high *1 JPY 334.6 bn 105% progress toward full-year plan of JPY318.4bn YoY+JPY35.9bn, +12% Income before Income Taxes Record high *1 JPY 122.1 bn YoY+JPY22.7bn, +23% Net Income Record high *1 JPY 113.4 bn 113% progress toward full-year plan of JPY100bn YoY+JPY28.9bn, +34% *1 Since the establishment of Shinsei Bank (FY2000) 5 KPI FY2024 Results FY2025 Results Improving of Quality Profitability Income before Income Taxes JPY 87.7bn *1 JPY 122.1bn Efficiency RORA Income before Income Taxes /Risk Assets 0.96％ 1.23% *3 Preliminary figure Expansion of Volume Financial base Amount of Deposits Individual Deposits + Institutional Deposits JPY 14.6tn JPY 17.3tn Amounts of Operating Assets *3 Including Securities Investment JPY 14.3tn JPY 18.0tn Soundness Consolidated Capital Adequacy Ratio Basel Ⅲ, Domestic Standard 9.33％ 9.68% *3 Preliminary figure Final Year of the MTMP (FY2027) Targets Around +50 % compared to FY2024 Around 1.15 ％ JPY 18 tn JPY 20 tn 8.5 ％ or more Highlights Financial KPIs～ Progress remains on track 1 Key assumptions for the calculation of target values For fiscal year 2027, the Bank of Japan’s policy rate is assumed to be 0.75% (compared with 0.50% in fiscal year 2025), and the yield on 10-year Japanese government bonds is assumed to be 1.50%. Real GDP growth in Japan is assumed to remain positive in each fiscal year through 2027. Please also refer to the disclaimer on the final page. *1 The FY2024 result for income before income taxes of JPY87.7 billion excludes a large one-off gain on negative goodwill of JPY11.7 billion *2 Includes loan assets, leasing, installment receivables, guarantees, securities investment, and other related exposures *3 Preliminary figures as of May 1, 2026 6 Four Growth Driving Businesses Corporate Business/ Structured Finance A three-pronged sales strategy combining Corporate Business, Structured Finance, and Financial Institution Strengthening O&D Achieved Securities Investment Expansion of investment scope and scale Strengthening risk management and operational capabilities Housing loans Offering competitive interest rates and products Leveraging the SBI Group and external distribution channels ⚫ ⚫ ⚫ Retail banking Multi-channel deployment across online and physical channels Seamless collaboration with the SBI Group Expansion of SBI Hyper Deposits Highlights Expansion in Four Growth Driving Businesses 1 CorporateBusiness /Structured Finance Balance of Operating Assets Balance of Securities Investment Origination Amounts of Housing Loans Balance of Retail Deposits The MTMP JPY ８ tn The MTMP JPY 4 tn The MTMP JPY 1 tn The MTMP 6.7 8.0 Targets （FY2027） Targets （FY2027） Targets （FY2027） Targets （FY2027） JPY 10 tn 2.0 3.4 0.44 0.89 7.1 8.1 25/3 26/3 25/3 26/3 FY2024 FY2025 25/3 26/3 By Assets RORA *2 Corporate Business/Structured Finance Securities Investment Retail Banking *1 FY2024 FY2025 FY2024 FY2025 FY2024 FY2025 0.65% 1.18% 1.38% 1.17% 3.87％ 8.49% *1 RORA for the overall Retail Banking business 7 *2 Preliminary figures as of May 1, 2026 Highlights MTMP Profit Targets to Be Achieved 1-Year Early （Unit：JPY bn） 1 Plan Income before Income Taxes for FY2026 : JPY132.0bn Plan to achieve the MTMP’s profitability KPI for FY2027 Income before Income Taxes of approximately JPY131.5bn, one year ahead of schedule Forecast Dividend for FY2026 : JPY42 per share Plan to achieve one year ahead 132.0 Final year of the MTMP profit target Approx. 131.5 122.1 99.4 FY2024 Income before income taxes (Actual) FY2025 Income before income taxes (Actual) FY2026 Income before income taxes (Plan) FY2027 Income before income taxes (Target) Aim to increase the dividend per share in line with the level of net income 140 130 120 110 100 90 80 FY26計画 FY25実績 FY24実績 FY27目標 70 8 Next-Gen Finance Building and Pioneering the Future Together 2 Initiatives for Further Growth Fourth Megabank Concept ～Corporate Business and Structured Finance Deposit and Assets under Management Growth Strategy ～Retail Banking High Capital Efficiency Growth Drivers ～Housing Loans and Securities Investment Financial Functions within the Digital Space Ecosystem ～Next-Generation Financial Services Diversified Business Portfolio ～Non-Bank Businesses Vision of the “Fourth Megabank Concept” Strong Network with Regional FIs Fourth Megabank Concept Overview of the “Fourth Megabank Concept” 2 Through its “Open Alliance” strategy, with the Bank at the center, collaborates with regional financial institutions(FIs) and Strong network with nearly all regional banks cross-industry partners to build a strong network and develop a unique group of bankers Transactions Financial institutions 92 banks （out of 95 banks *2 ） “Open Alliance” Regional FIs The Norinchukin Bank Cross-industry Companies （Clients etc.） *1: The SBI Group’s core strategy. An “open Alliance” model that contrasts with closed economic spheres, aimed at expanding and evolving the SBI Group’s corporate ecosystem. *2: As of 14 May 2026, including holding companies. *3: As of the end of April 2026. *4: Amount of loans to regional financial institutions and sales of operating receivables Transactions Regional bank-affiliated Leasing company Distribution *4 ：SBI investee banks ：Transaction partner banks, excluding investee banks. 63 companies （out of 80 companies *3 ） JPY24.4bn 10 (33 companies) Regional Financial Institution Collaboration Model Fourth Megabank Concept Regional Financial Institution Collaboration Model 2 Customized solutions are offered based on the circumstances of regional financial institutions Collaboration models are categorized into three types: (1) Product Supply, (2) Regional Industry Creation, and (3) Management Support (1), (2) Joint Proposals of Solutions for Customers (1), (2) (1), (2) Human resources and know-how support Provide Opportunities to Earn Revenue (3) Digitalization Support (3) Strengthen Financial Base through Capital Injection (3) Response to System Aging and Vendor Lock-in 11 Regional Contribution through distribution Specific Initiatives Fourth Megabank Concept (1) Product Supply Business 2 Distribution to Regional FIs After FY2021 JPY2.1tn Distributions exceeding JPY 500bn in both FY2024 and FY2025 （Unit：JPY bn） 540 538 428 347 290 Human Resource Exchange FY2021 FY2022 FY2023 FY2024 FY2025 Trainee acceptance *2 32 Banks , 60 Participants Held seminars for regional FIs, including Diversification of solutions for regional FIs Distribution FY2025 FIs with transactions: 76 Banks Total amounts: JPY 538.7bn Derivatives Total notional principal amounts of FX derivatives transactions with regional FIs *1 : USD 933mn Loan Arrangement (FY2025) Lending for Corporates Nippon Yusen (NYK Line) Arranged a syndicated loan in collaboration with 6 regional Fis (total amount: JPY15.0bn) Sun Frontier Hotel Management Inc. Coordinated loan with The Akita Bank to finance hotel development in front of Akita Station (the Bank’s loan amount: JPY2.0 bn) Structured Finance The Shiga Bank, Ltd. Coordinated LBO financing related to an equity investment transaction in a local medical corporation group bank-affiliated leasing companies *1: From FY2023 onward 12 *2: As of April 2026 Collaborative Participation in Large-Scale Local Projects Support for Local SMEs Fourth Megabank Concept (2) Regional Industry Creation Business 2 Aim for joint participation in projects such as infrastructure, energy, and arena developments Utilization of security tokens is also contemplated, including fundraising from individual investors Finance Scheme Alongside its advisory functions, the Bank provides equity capital to meet needs such as business succession, growth, and restructuring By solving management issues, prevent the hollowing out of local industries Regional Projects Funding Digitalization Scheme Regional FIs in the Relevant Project Area Shinsei Business S . uccession Co., Ltd No Successor Diversification of Stocks Group Companies Lack Inter Management System s over Diminishing Future Prospects, etc. nal Concern of an Distribution of Loans and Receivables Security Tokens ST Security Tokens Regional FIs 13 Provide Next-Generation Banking Systems Capital Injection into Regional FIs Fourth Megabank Concept (3) Management Support Business 2 Designed as a common platform to be rolled out nationwide to regional financial institutions Adopting institutions can quickly and cost-effectively achieve collaboration by leveraging the Bank’3 experti3e By eliminating long-standing vendor lock-in, the platform supports the evolution of regional financial institutions Responding to Change Quickly implementing system and product revisions Scalability Flexible support for new business initiatives through API integration DX・CX Drive innovative business transformation and the enhancement of customer experience Cost Leveling Transforming fixed costs into variable costs in order to free up capacity for investments and financing activities Provide missing functions in accordance with specific needs 9 Investee Banks invested by SBI Regional Bank Holdings Bank1 Bank2 SBI Regional Bank Holdings, Co., Ltd. Bank9 ・・・ 14 Deposit Growth Strategy Strategy centered on SBI Hyper Deposits 2 Drive transaction model transformation from SBI Hyper Deposits to maximize LTV Further expand the customer base by strengthening collaboration across the Group Strategic base that integrates Banking × Investment × Lending Strengthen group collaboration to expand the customer base with SBI Hyper Deposits ※Number of the Bank’s accounts, SBI SECURITIES accounts, and Group Customer Base as of March 2026 15 Deposit Growth Strategy Expansion of Customer Base ~ SBI Hyper Deposits （Unit：JPY tn） 2 SBI Hyper Deposits expanded to approximately JPY1.3tn within six months of launch (as of April 13,2026). From April 2026 onward, both balances and the number of accounts continued to trend steadily, maintaining a high level of stickiness Average balance per accounts for SBI Hyper Deposits stood at JPY4mn ＊ Approximately 65% of SBI Hyper Deposits balances as of the end of March 2026 were attributable to inflows of new funds （K accts） SBIハイパー預 金残高 SBIハイパー預 金口座 SBI Hyper Deposits SBI Hyper Deposits Accounts 400 354 270 161 114 1.13 1.23 1.29 1.37 47 0.87 0.32 0.46 25/9 25/10 25/11 25/12 26/1 26/2 26/3 April 13, 2026 0.13 460 473 4/13 * Calculation formula： Sum of [JPY ordinary deposits balance of the customers who have SBI Hyper Deposits] and [SBI Hyper Deposits balance of the customers] Number Accounts of SBI Hyper Deposits 16 Deposit Growth Strategy Expansion of Customer Base ~ No. of Accts/Deposits in Retail Business （Unit：JPY tn） 2 Since joining the SBI Group in December 2021, the customer base has expanded steadily Record high As of the end of March 2026, the number of accounts reached approximately 4.33 million, marking a record high. This growth was driven by further enhanced collaboration with SBI SECURITIES following the launch of SBI Hyper Deposits, as well as UI improvements implemented at the time of simultaneous bank and securities Performance openings 4.7 3,876 3,532 3,049 3,160 In 3 years +appx. 1,170K . accts JPY 2.8 tn 7.1 8.1 5.3 5.9 4,336 （K accts） リテール口座数 （右軸） リテール 預金 Retail Deposits Retail Accounts FY2021 FY2022 FY2023 FY2024 FY2025 17 Assets under Management Growth Strategy Retail Banking Asset Management Business （Unit：JPY tn） 2 By promoting a business model focused on the accumulation of balances, assets under management expanded. Against the backdrop of the shift from savings to investment and other factors, AUM * increased to approximately JPY2.7tn as of the end of March 2026 The number of customers using SBI Shinsei Wealth Management (joint branches) and assets under custody continued to trend upward. Driven by strengthened collaboration between SBI Shinsei Bank and SBI SECURITIES, as well as expanded customer touchpoints through SBI Hyper Deposits AUM * New customers using Joint Branches +appx. JPY 1.3 tn vs. 24/3 2.7 1.7 1.4 ※ Number of new intermediary Performances (IFA Course) opened at joint branches, and number of customers converted to the IFA Course 5.2 (K people) 25/4 26/3 Balance of AUM at Joint Branches In 9 months +JPY 0.5 tn 0.5 0.3 1.0 launch 0.1 24/3 25/3 26/3 22/8 23/8 24/7 25/8 26/4 *AUM（Asset Under Management）：Financial product intermediary services ( investment trusts, bonds, real estate security tokens), insurance, money trusts, and brokered equities (including equity holdings under custody at the Bank) 18 Assets under Management Growth Strategy Retail Banking Collaboration with SBI SECURITIES （Unit：JPY bn） 2 Discretionary investment management service “SBI Wrap × SBI Shinsei Bank” has steadily expanded assets under management, reaching JPY102.0bn as of the end of March 2026 Number of brokerage accounts opened at SBI SECURITIES through financial product intermediary services grew significantly in the second half of FY2025. The launch of SBI Hyper Deposits strengthened collaboration with SBI SECURITIES, and various related campaigns also contributed to growth “SBI Wrap × SBI Shinsei Bank” AUM balance SBI SECURITIES brokerage accounts opened 総口座 数 （K accts） 102.0 No. of accts Q 四 u 半 ar 期 te 実 rly 績 Result 26 15 9 8 198 161 142 153 23/3 24/3 25/3 26/3 25/6 25/９ 25/12 26/3 19 High Capital Efficiency Growth Drivers Housing Loans （Unit JPY bn） 2 Through strengthened collaboration with the SBI Group, the Bank aims to diversify revenue sources, enhance risk diversification, and achieve further growth Through the advancement of operations based on the utilization of AI, the Bank seeks to further 2 Collaboration with SBI Life Insurance on Group Credit Life Insurance - Lower Costs and More Competitive Coverage - evolve its earnings model Enhancing Productivity and Strengthening 1 Operational Capacity through AI -Improving Assessment Efficiency and Reducing Costs- 審査決裁者1人当たり処理件数 （24/3を100とした場合の実績値 Appx. 4.5x increase in processing volume Building a credit assessment framework capable of supporting annual new loan disbursements of around JPY1tn, which is the target set out in Medium-Term Management Plan [SBI Life Insurance] Realizing synergy effects and enhancing competitiveness through strategic collaboration with the SBI Group 3 Strengthening Partner Channels -Strengthening Relationships with Intermediaries- 月次決裁 件数 368.0 126.6 56.4 Number of cases processed per reviwer (Assuming 100 cases as of 2024/3) ） Number of monthly approvals (number of approvers) 861 （14 approvers ） 23/9 Implementa tion of AI scoring 190 （8 approvers ） New loan disbursements increased, supported by expanded partnerships with major real estate brokers and developers and the effective execution of sales strategy 24/3 25/3 26/3 FY2023 FY2024 FY2025 20 High Capital Efficiency Growth Drivers Housing Loans （Unit: JPY bn） 2 Strengthening partner channels and the expansion of web channels contributed to growth Loan balances increased by approximately JPY1.1tn compared with the end of March 2024, exceeding JPY2.3tn New Loan Originations Housing Loans Balance Trend 890.3 +appx. 3.6 times 443.2 vs. FY2023 247.7 +appx. JPY 1.1 tn vs. 24/3 2,388.5 1,643.2 1,253.1 FY2023 FY2024 FY2025 < Origination amounts by sales channel > Business alliance （No. of partners） 56.4 （143 part.） 126.6 (156 part.) 368.0 (174 part.) WEB 122.4 168.9 317.5 Bank agency 68.8 147.7 204.7 Total 247.7 443.2 890.3 24/3 25/3 26/3 21 2 High Capital Efficiency Growth Drivers Securities Investments （Unit：JPY bn） Steady Growth in Carry Income, Centered on AAA-Rated CLOs and RMBS （Balance of operating assets） 業務粗 利益 Total revenue +JPY1.4tn （Total revenue） Equity securities 4,000 3,000 2,000 1,000 【 CLO、RMBS, etc.】 All floating rate products WAL* is approximately 5–6 years for CLO, about 2 years for RMBS Limited to AAA-Rated tranches by the 3 major credit rating agencies Underlying assets are securitized and diversified across a large number of loans No exposure to private credit Primarily U.S. transactions Subordination levels remain high at 36% in the U.S. and 37% in Europe, limiting the loss risk to senior Mainly Australian owner-occupied housing loans Australian RMBS have no history of defaults *WAL (Weighted Average Life): the remaining term calculated as the weighted average timing of principal repayments 22 RMBS CLO 0 +JPY0.8tn 7.0 1,231 105 50 171 365 510 10.8 2,035 93 2 298 410 1,141 15.0 3,496 105 147 259 430 2,548 15.0 10.0 5.0 0.0 Credit Foreign bonds JPY bonds CLO, RMBS, etc. 24/3 25/3 26/3 Other securities Difference in valuation JPY(6.1) bn JPY(25.9) bn JPY(30.3) bn Accelerating Future Growth through SBI Group Synergies Group Synergy Digital Strategy Open Alliance Strategy Leveraging the SBI Group’s expertise, product development capabilities, and AI technologies , securities investment management is being enhanced, and growth momentum is accelerating High Capital Efficiency Growth Drivers Securities Investments 2 Through group collaboration, efforts are underway to build a next-generation portfolio that combines profitability, diversification, and sustainability Investment in an AI-Driven Private Fund An investment has been made in an AI-driven private fund established by the SBI Group. The fund is managed on a cross-group basis, led by FOLIO Co., Ltd., which possesses advanced AI-based asset management capabilities FOLIO’s AI-driven investment management technology has already been implemented in our retail financial products and has a proven track record in enhancing the sophistication of investment services Initiatives to Enhance Investment Sophistication Accelerating the sophistication of improvements management through the introduction of advanced products and strategies Work with external partners, centered on the strategic partnership with KKR, Norinchukin Establish a resilient and sustainable earnings base through geographic and asset class diversification Support stronger revenue foundations for regional financial institutions and create a sustainable regional financial platform 23 Financial Functions within the Digital Space Ecosystem Acce33 to the SBI Group’3 Digital Eco3y3tem and the Bank’3 Digital Domain 2 Stablecoin-related services are provided on a full-suite basis within the SBI Group. By expanding the Bank’3 cu3tody function3 into other digital domain3, the Bank expect3 to generate further revenue opportunities. Others Custody Project (Issuer） Market Maker Platform Service Player [SBI SECURITIES] Applicable Products Stablecoin Security Token RWA Token Crypto assets NFT, etc. *Source: SBI Holdings website (as of the end of March 2026) 24 Financial Functions within the Digital Space Ecosystem Next-Generation Finance (Stablecoins) 2 Through a triangular scheme involving SBI Shinsei Bank, SBI SECURITIES, and SBI VC Trade, the Bank enables the rapid trading of financial products using stablecoins By leveraging an auto-sweep function similar to that of SBI Hyper Deposits, the scheme delivers the convenience of automatic fund transfers Deposit standby funds Trust SC issuance Customer JPY SBI Hyper Deposits Deposit access Stocks and Bonds 3 companies triangle deposit scheme Stablecoin Issuance and Redemption Crypto assets SC [SBI SECURITIES] Purchase stocks and bonds with stablecoins Transactions Transactions Digital asset market Existing financial markets Note: This slide is quoted from a presentation by SBI Holdings delivered at MoneyX , a next-generation finance conference themed on stablecoins and the evolution of currency. https://moneyx-asia.com/en/ 25 Financial Functions within the Digital Space Ecosystem Next-Generation Finance 2 Leveraging the SBI Group’3 digital eco3y3tem to accelerate initiative3 for next-generation financial services Stablecoin （JPYSC） Demonstration of ST Settlement Using Tokenized Deposits SBI Group is developing the Japanese Yen–Denominated Stablecoin “JPYSC” in collaboration with Startale Group Designed as a trust-based structure that is not subject to JPY1mn limit on transfers and holdings, with SBI Shinsei Trust Bank acting as the issuer Aiming to launch in the first quarter of FY2026 Completed a live issuance pilot for Delivery-versus-Payment (DVP*) settlement of Security Tokens (STs) using the tokenized deposit “DCJPY” (*) DVP refers to a settlement mechanism in which the delivery of securities and the payment of funds are executed simultaneously The pilot was conducted in collaboration with SBI SECURITIES, Daiwa Securities, BOOSTRY, Osaka Digital Exchange, and DeCurret DCP, in addition to the bank [SBI SECURITIES] JPYSC 〈Topics〉 The Bank has decided to transfer a portion (49%) of the shares of Shinsei Trust Bank to SBI Holdings Shinsei Trust Bank changed its trade name to “SBI Shinsei Trust Bank” effective April 1, 2026 Aim to integrate the financial ecosystem with the digital space ecosystem by positioning the Bank and SBI Shinsei Bank and SBI Shin3ei Tru3t Bank at the center of the SBI Group’3 digital finance domain 26 Diversified Business Portfolio Non-bank Businesses 2 Acceleration of group collaboration Collaboration in the real estate finance and renewable energy sectors Cumulative collaboration-related transactions totaled JPY25.6bn Net income for the fiscal year: JPY9.18bn (approx. 38.9% increase y-o-y) "365 Days Interest-Free” performed strongly New service launched in March 2025 has been well received, leading to a significant increase in the number of new customers Operating assets increased by 7.4% to JPY539.6bn Lake: No. of new customers （K accts） 214.2 159.3 FY2024 FY2025 Progress in collaboration with SBI Initiatives including credit card payments for investment trust and a pilot program for in-store payments using stablecoins (scheduled for May) Expansion of the fund business Diversification is progressing into areas such as ZEH, green buildings, and hotels Relationships with 63 out of 80 regional bank–affiliated leasing companies Funds raised 49.0 67.9 （JPY bn) FY2024 FY2025 Record high performance Both new origination volume and the number of transactions reached all-time highs （JPY bn） New origination 92.9 31.1 FY2024 FY2025 27 2 Diversified Business Portfolio Shinsei Financial （ Unit：JPY bn） Number of new customers increased significantly, driven by the launch of the “365 Days Interest Free” service in March 2025 Operating asset balance expanded to JPY539.6bn, led by growth in Lake Lake: Number of new customers (thousands) Balance of operating assets (unsecured loans) SBI新生銀 行カードローン等 保証 ノーロ ーン SBI新生銀 行 カードローンエル等 28 489.0 23.4 53.6 21.9 502.6 24.3 23.9 67.0 59.9 16.7 SBI Shinsei Bank Card Loan and others Guarantee 19.1 NOLOAN 182.4 212.2 197.1 SBI Shinsei Bank Card Loan L and others Lake Business JPY431.7bn 249.3 177.7 202.0 Lake Launched “365 days interest free” service 214.2 154.9 159.3 539.6 レイ ク 24/3 25/3 26/3 24/3 25/3 26/3 2 Diversified Business Portfolio APLUS （Unit：JPY bn） Although the growth in the balance of operating assets was restrained due to off-balance sheet treatment through securitization, total revenue increased year-on-year driven by the expansion of installment income and securitization related income, resulting in improved asset efficiency In collaboration with the SBI Group, APLUS is expanding value creation through our digital strategy, including PoC for USDC settlements and the linkage of crypto assets and financial accounts originating from card based services Balance of operating assets * SBI Group Synergy Auto credit Other Credit card クレジットカード ショッピングクレジット その 他 オートクレジット 住関連ローン Stablecoin（USDC） PoC initiatives for stablecoin based retail payments via code based payments Payment × 114.4 108.3 1,069.2 589.5 605.3 1,203.3 1,200.4 36.2 138.1 34.5 151.8 1,892.8 35.3 166.3 509.0 112.8 Shopping credit Housing-related loans 2,087.5 2,094.7 Credit card points to cryptocurrency Promotion of crypto asset Performance openings Expansion of the customer base through mutual customer referrals Credit card × × Credit card Enhancing customer acquisition of Bank and securities brokerage Performances and encouraging debit Performance registration Mutual fund savings plans using credit card payments 29 24/3 25/3 26/3 * On SBI Shinsei Bank’s non-consolidated basis (including off-balance guarantees under the credit guarantee business) Showa Leasing NEC Capital Solutions Diversified Business Portfolio Leasing （ Unit：JPY bn） 2 ＜ Leasing and installment sales ＞ Leasing transactions and installment sales volumes rose by 3% year-on-year Steady accumulation of pipeline toward FY2026 292.2 282.9 77.9 74.2 54.5 62.2 93.2 81.5 72.7 58.9 4Q ＜ Group Collaboration Amount (Cum.) ＞ Collaboration projects with the SBI Group have been accelerating , particularly in the real estate finance and renewable energy sectors 25.5 20.9 18.1 7.8 5.8 3Q 2Q 1Q 25/3 25/6 25/9 25/12 26/3 NEC Capital Solutions ✓ Net income for current period: JPY9.18 bn Contributing to the Bank’s earnings through equity-method profit (ownership interest: 43.47%) FY2024 FY2025 30 SBI Shinsei Asset Finance Owner loan UDC Finance Diversified Business Portfolio SBI Shinsei Asset Finance ・UDC Finance （ Unit：JPY bn） 2 The amount executed and the number of execution were approximately three times higher year-on-year, reaching record high Steady growth in new loan originations through competitive interest rates and fee optimization to ensure profitability New execution amount and number of executions The operating assets increased significantly by 45％ yea-on-year The No.1 non-bank lender in New Zealand New Lending through automobile dealers has remained strong, driving business asset balances to a record high of NZD 5.0bn as of the end of March 2026 Balance of operating assets (including securitized balances） Product development and marketing to drive repeat usage among existing customers Customer NPS (*) : 80% vs. NZ financial industry average of 46% （*）Net Promoter Score：Metrics to measure customer satisfaction Record High Balance of operating assets Record High 92.9 31.1 10.4 387 1,102 3,251 No. of executions 221.5 vs. previous year +45％ 152.1 144.8 on NZ basis (mn) on JPY basis (bn) 4,700 400.1 468.6 Record High 5,140 FY2023 FY2024 FY2025 FY2023 FY2024 FY2025 25/3 26/3 31 Next-Gen Finance Building and Pioneering the Future Together 3 of the SBI Group Serving a Core Member SBI Group Ecosystem Dramatic Transformation of SBI Shinsei Bank Growth Investments Capital Policy Governance SBI Group Ecosystem Generate Synergies across the SBI Group as Core Bank 3 Aim to reach 100 million group customer base by March 2029 through the full utilization of synergies across SBI Group companies [SBI Life Insurance] ★Providing Life Insurance Products Group Customer Base : * [SBI Insurance] ★Providing group credit life insurance and other insurance products Life Insurance Source deals to accelerate the Group‘3 growth Deal Execution Capabilities 82.56mn PE/ VC ★Providing Venture Debt Financing P&C Insurance Products Group Credit Life Insurance Main Bank Corporates Venture Debt Introduce Buyers Lead IPO Underwriter Overseas Asset Management Companies Access to global asset managers Customers (15mn accounts) ★Support for Securities investments Asset Management Products Issuance, Settlements, Remittances Trust Services ★Customer Collaboration [SBI SECURITIES] ★Customer Collaboration and Providing investment Products Secondary Customers Customers ★Customer Collaboration Expansion of Digital Businesses Individuals Securities Market Crypto Assets *Source: Disclosed information by SBI Holdings (Fiscal year ended March 31,2026 Financial Results Presentation) 33 Dramatic Transformation of SBI Shinsei Bank Rapid Growth Following Integration into the SBI Group 3 A significant leap compared to Fiscal Year Ended March 2022 Assets (As of the end of March 2026, consolidated) 24.7 JPY tn 2.4x 10.3 JPY tn (As of Mar. end 2022) CAGR 24.5% Deposits *1 (As of the end of March 2026, consolidated) 17.3 JPY tn 2.7x 6.3 JPY tn (As of Mar. end 2022) CAGR 28.6% Total Revenue (As of the end of March 2026, consolidated) 334.6 JPY bn 1.5x 217.5 JPY bn (FY2022 Full year) CAGR 11.4% Net Profit (As of the end of March 2026, Consolidated) 113.4 JPY bn 5.6x 20.3 JPY bn (FY2022 Full Year) CAGR 53.7% Number of Accounts *2 (As of the end of March 2026, 4,330 K accts Consolidated) 1.4x CAGR 9.2% 3,040 K accts (As of Mar. end 2022) Operating Assets *3 (As of the end of March 2026, 18.0 ） JPY tn Consolidated) 2.3x 8.1 JPY bn (As of Mar. end 2022) CAGR 23.8% Expense-to-Revenue Ratio *4 (As of the end of March 2026, Consolidated) 53.2 % +18.3%pt 71.5 % (FY2022 Full year) ROE *5 (As of the end of March 2026, Consolidated) 10.4 % +8.2%pt 2.2 % (FY2022 Full year) Notes:The Bank became part of the SBI Group in December 2021. For balance sheet items, the multiples and CAGR are calculated based on a comparison between the fiscal year ended March 2022 and the fiscal year ended March 2026. For profit and loss items, the multiples and CAGR are also calculated based on a comparison between the fiscal year ended March 2022 and the fiscal year ended March 2026. *1 Deposits and certificates of deposit *2 Number of SBI Shinsei Bank retail accounts *3 Operating assets represent the total balance of loans, securities, monetary claims in trust, purchased monetary claims, lease receivables and lease investment assets, tangible leased assets, intangible leased assets, acceptances and guarantees, installment receivables, and other related assets. *4 The expense ratio is calculated as operating expenses (excluding amortization of goodwill and intangible assets) divided by total revenue from operations. *5 Calculation formula: Net income attributable to owners of the parent / 34 {[(Total net assets at the beginning of the period − stock acquisition rights at the beginning of the period − non-controlling interests at the beginning of the period) + (Total net assets at the end of the period − stock acquisition rights at the end of the period − non-controlling interests at the end of the period)] / 2} Dramatic Transformation of SBI Shinsei Bank Business Model and Key Initiatives 3 Build a new business model, combining the strengths of megabanks, online banks and regional banks, and going beyond conventional banking frameworks by integrating Next-Gen financial innovations Key Initiative①: Deepen Core Strategy Retail banking, housing loans, corporate business/structured finance, securities investments Increase asset turnover through expansion of O&D Key Initiative③: Fourth Megabank Concept Giant financial ecosystem built through Mega banks Key Initiative➁ SBI Hyper Deposits beyond conventional banking frameworks Increase deposit stickiness Reduce deposit beta Key Initiative➃ Digital Strategy Bank channel within Japan’s only end-to-end stablecoin platform* collaboration with regional banks Vast untapped business opportunities across regional areas of Japan Leading Regional Banks/ Urban Banks Online Banks Tokenized asset SBI Group’3 Business Ecosystem An unparalleled platform Next-Gen Finance * Issuing and distributing stablecoins requires three licenses—banking, trust, and crypto asset exchange. The SBI Group is the only group in Japan that holds all of these licenses within the organization. 35 Growth Investments Growth Investments to enhance ROE 3 Aim to achieve strong profit growth through initiatives such as improving NIM, expanding noninterest income, enhancing operating leverage, and pursuing inorganic investments, while restraining required capital growth to sustainably improve ROE Steep Growth R eturn 1 NIM increase upside 2 Further Increases in Policy Interest Rates Expansion of deposit spreads Further Growth of SBI Hyper Deposits Acquire sticky deposits Monetization of d Expand O&D Further Reduction of Deposits Beta Reduction in funding costs igital businesses Noninterest income upside 3 Company-wide upside Housing loans, structured finance, and non-bank assets as key sources Progress in the ”Fourth Megabank Concept” Participate in regional projects Expand Operating Leverage Further reduce the expense ratio through business expansion and efficiency measures End-to-end Stablecoin Platform Increase deposits, trust fees and transaction fees Tokenized Deposits *1 Revenue from multi-currency clearing/payment solution E quity Moderate Growth Inorganic Investments Accelerate profit growth through M&A Decrease in RWA density *2 Grow Low-Risk Weighted Assets Focus on housing loans, security investments, corporate business/structured finance and other assets with high RORA 36 Note: Portions of SBI Hyper Deposits, the Fourth Megabank Concept and cost cuts through operating leverage are reflected in the medium-term management plan targets. The above upside points to growth potential above and beyond the medium-term management plan. The left figure illustrating the difference in growth speed between Return and Equity is intended to explain the pathway for achieving ROE growth. It does not represent a forecast or a commitment. *1 Tokenized deposits refer to bank deposits enhanced with digital functionality using technologies such as blockchain. Also known as deposit tokens, these are being adopted internationally. *2 RWA (risk-weighted assets) / total assets. Capital Policy Accelerate Growth through Capital Strengthening 3 Built a strong financial foundation for future growth through JPY123.5bn in capital raising While maintaining financial soundness, the basic capital allocation policy is to balance retained earnings for growth investments with stable dividends, with the goal of increasing dividends per share through profit growth Organic Investments Balance business expansion aligned with qualitative improvements such as profitability and capital efficiency Position corporate business and structured finance, housing loans, securities investments, and retail banking as four key growth drivers, aiming to expand interest earning assets and enhance ROE Inorganic Investments Pursue M&A to strengthen the platform and secure capabilities and origination Capital enhancement for growth Stable Dividends in Line with Profit Growth Disciplined and Efficient Capital Management Aim for capital adequacy a target of 8.5% or higher Shareholder Investment for Growth power to advance the “Fourth Megabank Concept” Based on past track record, continue to pursue returns through inorganic growth investments under appropriate risk control Sustainable Dividend Growth Maintain a capital ratio with a target of at least 8.5% and pursue stable dividends linked to profit growth while striking a balance with growth investments Aim to deliver stable dividends while taking into Performance a balanced approach between growth and financial soundness Value Creation Profit Growth Pursue organic and inorganic growth 37 Governance Strong and Disciplined Corporate Governance 3 Management decisions through an independent decision-making process under a strong governance structure General Meeting of Shareholders Appoint Audit Appoint Board of Directors Corporate Auditors (5/9 are outside directors) (2/3 are external auditors) Appoint Super- Inquiries Reports vise Nomination and Compensation Audit Group Audit Audit Business Execution President & CEO Group Executive Committee/ Executive Committee/ Other Various Committees Executive Officers Audit Accounting Auditor Outside Directors（Directors 5 out of 9） *1 Members with extensive experience and high level of Expertise Masahiro Terada Lawyer Yurina Takiguchi Economic Reporter Katsunori Tanizaki Special Advisor, The Japan Research Makoto Hayashi Lawyer, Former Prosecutor Yuji Sakoda Former Superintendent General, Tokyo Metropolitan Police Basic concept of Corporate Governance The Board of Directors determines important business execution decisions , indicating the overall direction and supporting appropriate risk-taking by senior management Independent Audit and Audit & Supervisory Board perform an auditing function for the Board of Directors, ensuring appropriate management decision-making and business execution * 1 Expected to be appointed following the 26th Annual General Meeting of Shareholders on June 22, 2026 38 Ins titute, Limited General Department Corporate Management Financial Services Corporate Finance / Capital Strategy Risk & Crisis Management Legal/ Governance Human Rights & Diversity IT & Digital Global / International Experience IR/ Public Relations Administration Bureau Experience Next-Gen Finance Building and Pioneering the Future Together 4 Financial Summary FY2025 Financial Highlights Net Interest Income Yen Interest Rate Spread Yen Deposits Rate Yen Loan Rate Noninterest Income O&D Expenses and Expense-to-Revenue Ratio Net Credit Costs Total Capital Segment Profit

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