Financial Documents IR Presentation Material for May 14 (4qfy25presentation260514e)

Next-Gen Finance

Building and Pioneering the Future Together

May 2026

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

[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

• 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

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

• 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 JPY334.6bn 105% progress toward full-year plan of JPY318.4bn YoY+JPY35.9bn, +12%
  Income before Income Taxes	Record high*1 JPY122.1bn YoY+JPY22.7bn, +23%
  Net Income	Record high*1 JPY113.4bn 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 18tn

  JPY 20tn

  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

Corporate Business/ Structured Finance

• A three-pronged sales strategy combining Corporate Business, Structured Finance, and Financial Institution

• Strengthening O&D

Achieved

⚫

⚫

⚫

Retail banking

Multi-channel deployment across online and physical channels

Seamless collaboration with the SBI Group

Expansion of SBI Hyper Deposits

Highlights

CorporateBusiness

/Structured Finance Balance of Operating Assets

Balance of Securities Investment

Origination Amounts of Housing Loans

Balance of Retail Deposits

The MTMP

JPY８tn

The MTMP

JPY 4tn

The MTMP

JPY 1tn

The MTMP

Targets（FY2027）

Targets（FY2027）

Targets（FY2027）

Targets（FY2027） JPY 10tn

25/3 26/3

25/3 26/3

FY2024 FY2025

25/3 26/3

*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）

• 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

• 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

• 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

（out of 95 banks*2）

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

• 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

• 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.

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

• 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

※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）

• 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）

• 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

JPY2.8tn

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）

• 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. JPY1.3tn

  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

  +JPY0.5tn

  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.3.6times

443.2

vs. FY2023

247.7

+appx. JPY1.1tn

vs. 24/3

2,388.5

1,643.2

1,253.1

FY2023 FY2024 FY2025

< Origination amounts by sales channel >

24/3 25/3 26/3

21

High Capital Efficiency Growth Drivers

（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

0

+JPY0.8tn

7.0

1,231

105

50

171

365

510

10.8

2,035

932

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

• 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

Service Player

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

• 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

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

• 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

"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

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

（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

（ Unit：JPY bn）

＜ 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

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

387

1,102

3,251

No. of executions

221.5

vs. previous year

+45％

152.1

• 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

• SBI Group Ecosystem

• Dramatic Transformation of SBI Shinsei Bank

• Growth Investments

• Capital Policy

• Governance

SBI Group Ecosystem

• 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

  10.3JPY 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

  6.3JPY 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

  217.5JPY bn

  (FY2022 Full year)

  CAGR

  11.4%

  Net Profit

  (As of the end of March 2026, Consolidated)

  113.4 JPY bn

  5.6x

  20.3JPY bn

  (FY2022 Full Year)

  CAGR

  53.7%

  Number of Accounts*2

  (As of the end of March 2026,

  4,330K accts

  Consolidated)

  1.4x

  CAGR

  9.2%

  3,040K accts (As of Mar. end 2022)

  Operating Assets*3

  (As of the end of March 2026,

  18.0） JPY tn

  Consolidated)

  2.3x

  8.1JPY 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

• 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

  Return

  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

  Equity

  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

• 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

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 importantbusiness execution decisions, indicating the overall direction and supporting appropriate risk-taking by senior management

• Independent Audit and Audit & Supervisory Boardperform 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

Next-Gen Finance

Building and Pioneering the Future Together

• 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