SBI Shinsei Bank : Financial Documents Presentation (3qfy25presentation260204e 0218)

Next-Gen Finance

Building and Pioneering the Future Together

February 2026

Highlights

• Financial Highlights

  • Strong financial results

  • Enhancing the quality and quantity of the funding base

  • Strengthening profitability

Financial Summary

• Overview of financial results

• Net interest income

• Noninterest income

  • O&D

• Expenses and expense ratio

• Net credit costs

• Total capital

Medium-term

Management Plan Progress

• Financial KPIs

• Changes in the assumption since the establishment of the medium-term management plan

• Four growth drivers

• Institutional Business

  • Fourth Megabank Concept

• Individual Business

  • Asset management

  • Housing loans

• Securities Investment

• Nonbank businesses

  4

• Next-Generation Finance

  Appendix

  [About notation]

  • For percentage changes related to profit and loss, when either the previous period or the current period shows a negative figure (excluding cases where both figures are negative), the rate of change is indicated as “n.m.” (Not

Meaningful). 1

Next-Gen Finance

Building and Pioneering the Future Together

1

• Financial Highlights

  • Strong financial results

  • Enhancing the quality and quantity of the funding base

  • Strengthening profitability

    1

    Highlights

    Financial highlights

    Strong financial results

    Enhancing the quality and quantity of the funding base

    Strengthening profitability

    Steady progress toward achieving the full-year plan for FY2025

    Reached record highs*1 for total revenue, income before income taxes, and net

    income

    • Total revenue: Increased by 10% YoY, driven primarily by a significant rise in noninterest income

    • Net income: Rose 22% year-on-year, supported not only by higher total revenue but also by lower net credit costs and a decline in corporate taxes

      Steady expansion of customer base and funding base

      Strong growth of “SBI Hyper Deposits"

    • By choosing a strategy of returning the benefits of the policy rate hikes to customers first, the Bank has steadily strengthened both the customer base and the funding base

    • The “SBI Hyper Deposits” which contributes to reducing deposit funding costs, has accumulated faster than initially expected, exceeding JPY1.1tn*2

    • Although competition for deposits is expected to intensify, this foundation enables the Bank to fully leverage its strengths and achieve further profit growth

      Improvement in net interest margin

      Following the Bank of Japan’s policy rate hike, the yen-denominated deposit-loan interest rate margin has widened

    • On the asset side, lending rates for the Institutional Business have increased

    • On the funding side, by managing the structure of Retail Banking deposits and controlling the pass-through rate, overall funding costs are improving

3

*1Since the introduction of quarterly financial disclosure in FY2004 *2As of January 18, 2026

• Total Revenue: Achieved 78% of the full-year plan

• Net Income: Reached 91% of the full-year plan. Income before income taxes also increased year-on-year

• Financial Base: Both operating assets and deposit balances are expanding steadily, moving smoothly toward achieving the targets of the medium-term management plan

  Financial base

  Total revenue	Record high*1 JPY249.6 bn 78% progress toward full-year target of JPY318.4 bn +JPY22.1 bn YoY, +10%
  Income before income taxes	Record high*1 JPY92.6 bn +JPY6.9 bn YoY, +8%

  Operating assets

  (include Securities Investment)

  Medium-Term Management Plan Target

  20

  17.0

  (Unit: JPY tn)

  Deposit amount

  (Retail and institutional)

  Medium-Term Management Plan Target

  16.9 18

  11.4

  14.3

  11.5

  14.6

  28/3

  24/3 25/3 25/12

  Net income

  Record high*1 JPY90.9 bn 91% progress against full-year forecast of JPY100 bn +JPY16.2 bn YoY, +22%

  24/3 25/3 25/12 28/3

  *1 Since the introduction of quarterly financial disclosure in FY2004 4

  Highlights

  Strong financial results ~ Progress toward the FY2025 Full-Year Plan

  1

Highlights

Expansion of customer base ~ Number of accounts in Retail Business

• Steady expansion of the customer base following integration into the SBI Group in December 2021

• Number of accounts rose to 4.17 million, marking record highs as of end-December 2025. Monthly new account openings also marked a record high at 71k

  Joined the SBI Group

  4.17 mn accounts

  Record high

  3.07 mn accounts

  21/3 21/12 22/12 23/12 24/12 25/12

  5

  1

  Highlights

  Expansion of funding base ~ Deposit amount of Individual and Institutional Businesses

  (Unit: JPY tn)

• Deposit amount have increased by JPY2.3 tn since the beginning of the fiscal year, reaching

  JPY16.9 tn

  Individual deposits Institutional deposits

  14.6

  +JPY2.3 tn

  year-to-date

  16.9

  6.3

  22/3 22/6 22/9 22/12 23/3 23/6 23/9 23/12 24/3 24/6 24/9 24/12 25/3 25/6 25/9 25/12

  6

• SBI Hyper Deposits expanded to JPY1.1 tn in approximately four months of its launch

• As of the end of December 2025, the average balance per customer for SBI Hyper Deposits is JPY

  3.29 mn, approximately 3.3 times the average balance of yen ordinary deposits of JPY 1.01 mn

  Number of SBI Hyper Deposits accounts

  Balance of SBI Hyper Deposits

  JPY1.1 tn

  9/23

  l

  aunch

  Approximately 4 months

  1/18

  320k

  accounts

  9/23

  l

  1/18

  aunch

  Approximately 4 months

  7

  Highlights

  Expansion of customer base ~ SBI Hyper Deposits

  1

1

Highlights

(Unit: JPY tn, %)

• The ratio of retail liquid deposits* improved significantly to 57% due to the accumulation of SBI Hyper Deposits

  57%

  Retail Liquidity Deposit Ratio

  48%

  JPY8.1 tn

  Retail Deposits

  Retail Liquid Deposits*

  JPY5.5 tn

  JPY4.6 tn

  JPY3.6 tn

  24/3 24/6 24/9 24/12 25/3 25/6 25/9 25/12

  * Yen-denominated deposits are covered 8

• Loan interest rate has followed the policy rate hike, increasing by 0.15% compared with the end of March 2025

• The loan-to-deposit rate (difference between loan interest rates and deposit interest rates) has increased to 0.54%

  Interest Rates

  Lending rate

  Deposit rate

  Difference between lending rate and deposit rate

  1.05

  1.07

  1.02

  0.45％

1.17

* バンキング業務資産（単体)、月末時点における貸出/預金残高に適用されている金利を、残高に応じて加重平均した数値 ）

Estimated earnings impact (1 year) from Yen interest rate increases

＋JPY14.0 bn

* Attributed to the Bank only, rates represent weighted averages applied to lending and deposit balances as of each EOM, 9

calculated based on the respective outstanding balances.

Highlights

Strengthening profitability ～ Interest rate spread*

(Unit: %)

Highlights

Strengthening profitability ~ Interest rate on yen deposits*1

(Unit: %)

• Yield on yen deposits for individuals declined 5bps from the previous quarter due to structural changes accompanying the introduction of SBI Hyper Deposits

Interest rate trend on yen deposits

Interest rate on yen deposits for individuals

Institutional deposit rate Individual deposit rate Policy rate

(Quarterly yield)

0.8

Institutional deposit rate rose with market rate

0.72

0.6

0.4

0.49

0.59

(0.05％)

The pass-through rate for liquid deposits (yen ordinary deposits and SBI Hyper Deposits) in response to the 25-bp policy rate hike remains below 40%.

0.54

A cautious and well-balanced interest rate setting approach that reflects market interest rate developments while preventing excessive competition.

0.2

25/3 25/6 25/9 25/12

(*1) Attributed to the Bank only, rates represent weighted averages applied to lending and deposit balances as of each EOM, calculated based on the respective outstanding balances

10

(*2) The pass-through rate against the policy rate hike (+25bps) in 25/12

Highlights

Strengthening profitability ~ Interest rate on yen-denominated lending*

(Unit: %)

• Corporate loan rates increased to 1.24%, reflecting the rise in policy rates

• Retail loan rates were set to maintain market competitiveness while prioritizing new housing loan origination and balance growth

  Interest rate trend on yen loans

  Balance by interest-rate type (as of end of December 2025 )

  1.3

  Institutional loan Individual loan

  Housing

  （Fixed）

  Fixed rate

  Housing

  （Floating）

  1.4

  0.5

  Individual JPY1.9 tn

  Institutional JPY7.4 tn

  Institutional

  （Fixed）

  3.2

  Hedge ratio

  44% through interest rate swap

  Floating rate

  Institutional

  （Floating）

  4.1

  1.24

  1.1

  0.9

  1.06

  0.82

  0.90

  0.7

  25/3 25/6 25/9 25/12

  * Attributed to the Bank only, rates represent weighted averages applied to lending and deposit balances as of each EOM, calculated based on the respective outstanding balances 11

  Next-Gen Finance

  Building and Pioneering the Future Together

  2

  Financial Summary

  • Overview of financial results

  • Net interest income

  • Noninterest income

    • O&D

  • Expenses and expense ratio

• Net credit costs

• Total capital

24/4-12

Results

25/4-12

YoY

Plan

25/4-26/3

Total Revenue

JPY22.1 bn increase year-on-year

1. Total Revenue

2. Net interest income

3. Noninterest income

   A

   227.4

   119.0

   108.4

   B

   249.6

   107.4

   142.2

   (B-A)/A

   +10%

   (10%)

   +31%

   318.4

   • Net interest income: For April–December 2025, net interest income declined YoY. In contrast, for October-December 2025, it increased by JPY4.2 bn YoY, driven by a narrowing of the negative deposit spread

   • Noninterest income: Net noninterest income increased, supported by housing loan fees, capital gains (including realized gains on PE investments), and revenues from securitization (O&D), as well as higher contributions from APLUS and Securities Investments

     JPY6.9 bn increase

     Expenses

     year-on-year

4. Expenses

5. Ordinary Business Profits (OBP)

6. Net Credit Costs

7. OBP after Net Credit Costs

8. Other

9. Net Income before Income Taxes

10. Income Taxes

11

Net Income attributable to owners of the parent company

(124.4)

102.9

(36.3)

66.6

17.6

85.7

(10.9)

74.6

(131.4)

118.1

(25.3)

92.7

(0.1)

92.6

(1.7)

90.9

(6%)

+15%

+30%

+39%

n.m.

+8%

+84%

+22%

(177.5)

140.9

(35.7)

105.2

100.0

• Expenses increased year-on-year due to higher system-related costs, personnel expenses, and one-time listing-related costs

• Expense ratio fell to 52.7% from 54.7%

  year-on-year

  Net Credit Costs JPY10.9 bn improvement

• By maintaining appropriate credit management, the Bank has continued to build a high-quality asset base and keep net credit costs restrained

  Other

• The same period of the previous year included a special gain

  Income Taxes

  JPY9.3 bn decrease year-on-year in expenses

• Based on recent financial results, the estimation period for future taxable income was extended, resulting in an increase in deferred tax assets

13

2

Financial Summary

Overview of financial results

(Unit: JPY bn)

2

Financial Summary

(Unit: JPY bn)

• Priority had been placed on expanding the customer base, with policy rate increases strategically

  allocated to customer

• Owing to the contribution from products such as SBI Hyper Deposits, the positive impact of higher

  policy rates is gradually materializing

  Net Interest Income

  41.5

  38.7

  38.7

  Policy rate increases Intensifying competition for deposits

  39.0

  42.9

  33.5

  30.9

  Interest Income

  Interest Expenses

  Gradual materialization of higher-rate effects

  97.1

(54.1)

(53.0)

(49.0)

(36.5)

(33.7)

(30.2)

(34.0)

24/1Q 24/2Q 24/3Q 24/4Q 25/1Q 25/2Q 25/3Q 14

• Noninterest income recorded robust growth, driven by expanded revenue opportunities from

  diversified business portfolio and synergy effects with the SBI Group

  • Income from lease assets and installment receivables, along with fee income from Institutional business and nonbank businesses, remained stable revenue sources

  • Fee income from housing loans and securitization (O&D) contributed to profit growth

  • Revenue diversification through inorganic initiatives (including NEC Capital Solutions) and capital gains, such as from realized gains on PE investments, continued to support profit growth

    108.4

    142.2

    44.2

    Diversification of income opportunities

    Stable income + Organic growth

    Fees (Housing Loan)

    Securitization (O&D) 11.5

    Capital gain 23.2

    Inorganic etc.

    9.5

    21.1

                                                         Fees              9.5        

    (APLUS etc.)

    87.3

    98.0

    Income from lease assets and installment receivables 59.6

    Fees (Corporate,

    StructuredF, etc.) 13.3

    15.6

    Transfer of receivables through securitization of claims held by the Bank and its nonbank subsidiaries

    Significantly increased year on year (+JPY 6.6 bn), driven by growth in new housing loan originations

    Income from lease assets and installment receivables, etc., at the nonbank subsidiaries (APLUS, Showa Leasing, and UDC)

    24/4-12

    25/4-12

    15

    2

    Financial Summary

    O&D (Origination & Distribution)

    (Unit: JPY bn)

• By leveraging a broad array of banking and nonbank businesses as its operational foundation, structuring capabilities are maximized, with a continued focus on the steady accumulation of a robust transaction pipeline

  Distribution Amount

  Banking Businesses Nonbank Businesses

  557.6

  407.6

  594.7

  Banking Business

  Corporate Business Structured Finance

  Housing loans

  Origination Capability

  Nonbank business

  23/4-12 24/4-12 25/4-12 25/4-26/3

  • In the previous fiscal year, there was a temporary surge in demand for loans to local governments.

  • In the current fiscal year, as securitization transactions with nonbank business continue to accumulate, the pipeline in the structured finance domain has been expanding steadily toward the fiscal year-end.

  16

  2

  Financial Summary

  Expenses and Expense Ratio

• The year-on-year increase in expenses was attributable to higher system-related costs, personnel expenses, and one-time costs related to listing

  (Unit: JPY bn)

• The expense ratio declined to 52.7%. By promoting operational efficiency through the utilization

of generative AI, including AI agents, revenue per employee increased

54.7%

61.8%

52.7%

122.7

124.4

131.4

50.3

48.6

50.2

72.3

75.8

81.2

Expense Ratio

• Personnel Expenses

• Nonpersonnel Expenses

23/4-12 24/4-12 25/4-12

17

2

Financial Summary

(Unit: JPY bn)

• Net credit costs declined year-on-year, attributable to rigorous risk control and steady recoveries

• Measures related to large-scale exposures were largely completed in the previous fiscal period,

  resulting in a substantial decrease in provision for specific reserve for loan losses

  (4.8)

36.3

27.9

25.3

17.4

20.4

20.9

12.2

11.9

21.2

Provision of Specific Reserve for Loan Losses

Provision of General Reserve for Loan Losses

23/4-12 24/4-12 25/4-12

Other (Recoveries of written-off Claims, etc.)

18

2

Financial Summary

• Capital adequacy ratio increased to 10.28％

  (Unit: JPY bn)

• Through the repayment of public funds and the accumulation of high-quality capital, the Bank has

  ensured the soundness of its financial base

• Driven by the continued build-up of capital-efficient assets, RWA density declined further

10.24% 9.85% 10.28%

9.33%

Capital Adequacy Ratio

8,677.7 8,796.1 9,462.0

• Risk Assets

  10,215.4

  • Total Capital

    889.3

    867.1

    883.1

    1,050.5

    23/3 24/3 25/3 25/12

    RWA density (Risk Assets ÷ Operating Assets)		84%	77%	66%	60%
    (Reference)	CET1 Ratio	10.0%	9.7%	8.7%	10.2%

    19

    Next-Gen Finance

    Building and Pioneering the Future Together

    3

    Medium-term Management Plan Progress

    • Financial KPIs

    • Changes in the assumption since the establishment of the medium-term management plan

    • Four growth drivers

    • Institutional Business

      • Fourth Megabank Concept

  • Individual Business

    • Asset management

    • Housing loans

  • Securities Investment

  • Nonbank businesses

  • Next-Generation Finance

  		KPI	FY2024 Results	FY2025 Apr. to Dec. Results
  Improve quality	Profitability	Income before Income Taxes	JPY87.7*1 bn	JPY92.6 bn
  	Efficiency	RORA Income before income taxes/Risk weighted assets	0.96 %	1.26*2 %
  Expand volume	Financial base	Amount of Deposits Individual deposits + Institutional deposits	JPY14.6 tn	JPY16.9 tn
  		Operating Asset *3 Include Securities Investment	JPY14.3 tn	JPY17.0 tn
  Soundness		Capital Adequacy Ratio Basel III, domestic standard	9.33 %	10.28 %

  FY2027 Target

  Around +50% compared to FY2024

  Around 1.15%

  JPY18 tn

  JPY20 tn

  8.5% or more target

  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 Annualized basis

  *3 This concept includes loan assets, lease assets, installment sales receivables, guarantees, securities investment balances, and other related exposures

  21

  3

  Medium-term Management Plan Progress

  Financial KPIs ~ Progress toward achieving plan

  Interest rate

  environment

  Increase in the Bank of Japan’s policy rate

  Frequency of rate hikes

  • Assumption at the time of formulating the Medium-Term Management Plan: Only one rate hike was assumed during the three-year period

  • Current situation: A rate hike in December 2025, with the possibility of additional increases

    Public funds

    Listing and capital raising

    Complete repayment of public funds

    Increased managerial discretion and financial flexibility

    • Assumption at the time of formulating the Medium-Term Management Plan: There was no expectation of early repayment of the JPY230 bn in public funds

    • Current status: The public funds were fully repaid on July 31, 2025

Listing on the TSE Prime Market and capital raising

Listing enhanced the Bank’s flexibility in capital management, enabled the acquisition of high-quality capital to support growth, and improved name recognition and creditworthiness

• Assumption at the time of formulating the Medium-Term Management Plan: No listing or capital raising was assumed

• Current status: Upon listing on the TSE Prime Market, the Bank successfully raised JPY123.5 bn*¹ in capital, accompanied by an improvement in the outlooks assigned by credit rating agencies

  *1 89,000,000 shares (comprising 55,500,000 newly issued shares and 33,500,000 shares disposed of as treasury shares) × JPY1,387.65 22

  Medium-term Management Plan Progress

  Changes in the assumption since the establishment of the plan

  3

• In the first year of the Medium-Term Management Plan, the income-growth business domains achieved strong balance expansion, accompanied by a substantial enhancement in the Bank’s funding capability

  Income growth business domains

Retail banking

⚫

⚫

⚫

Multi-channel deployment across online and physical channels

Seamless collaboration with the SBI Group

Expansion of SBI Hyper Deposits

Expansion of funding base

Corporate Business/Structured Finance

Balance of operating assets

Balance of securities investment

Origination amount of housing loans

Balance of

retail deposits

FY2027

JPY10 tn

FY2027

JPY1 tn

FY2027 JPY8 tn

FY2027

JPY4 tn

25/3 25/12

25/3 25/12

24/4-12 25/4-12

23

25/3 25/12

3

Medium-term Management Plan Progress

(Unit: JPY tn)

3

Medium-term Management Plan Progress

(Unit: JPY bn)

• Net interest income increased despite higher interest expense for institutional deposits, mainly

  driven by growth in loans to large corporations in corporate banking

• Noninterest income rose significantly, driven by realized gains on PE investments and higher

  loan-related fees

• Net credit costs improved significantly year-on-year

  Total revenue trend

  		24/4-12	25/4-12	YoY
  		A	B	(B-A)/A
  To	tal Revenue	66.5	87.5	+32%
  	Net interest income	33.3	34.7	+4%
  	Noninterest income	33.1	52.7	+59%
  Ex	penses	(37.6)	(36.6)	+3%
  Or Pr	dinary Business ofits (OBP)	28.8	50.8	+76%
  Net Credit Costs		(11.7)	(1.3)	+89%
  OBP after Net Credit Costs		17.1	49.5	+189%

  1

  2

  3

  4

  5

  6

  7

  Institutional business consists of corporate business, structured finance, Showa Leasing, principal transactions, and financial markets.

  4Q

  21.0

87.5

91.9

19.9

26.6

25.5

27.1

25.3

3Q

2Q

1Q

2024 2025

24

3

Medium-term Management Plan Progress

Corporate Business and Structured Finance

• Balance of Corporate Business rose 19% year-to-date, serving as a major growth driver

  (Unit: JPY bn)

• Structured Finance aims to accelerate its growth, supported by new financing demand in areas such

  as regional infrastructure

  Balance of operating assets

  Business topics

  Corporate Business

  Corporate Business

  5,477.6

  Structured Finance

  YTD

  +19％

  4,601.6

  3,400.1

  2,119.8

  2,266.2

  1,907.2

  • Executed a large number of sizeable transactions with high-credit-quality clients

  • The balance of operating assets increased by JPY876 bn year-to-date

    Structured Finance

    Energy Infrastructure Stadium PJ

    Data center

    Others

  • Sourcing efforts have been strengthened to address emerging financing needs

  • In alignment with Japanese government policy, a large-scale senior loan was structured for vessels in collaboration with six regional financial institutions

    24/3 25/3 25/12

    284transactions totaling JPY 773.4 bn

    SBI

    collaboration

(Loans: 274 transactions, Investments: 9, Securitization: 1) Cumulative total since FY2021 Q4

25

3

Medium-term Management Plan Progress

(Unit: JPY bn)

Showa Leasing

NEC Capital Solutions

＜ Lease and installment sales ＞

• The transactions of lease and installment sales amounted to JPY199.0 bn, remaining solid at around the JPY200 bn level, similar to the previous year

• Continue to steadily build up a healthy pipeline toward the fiscal year-end

＜ Group Collaboration Amount(Cumulative) ＞

Accumulation of collaborative projects with the SBI Group has accelerated, particularly in the real estate finance and renewable energy sectors

18.9

7.9

5.8

1.1

20.9

282.9

77.9

74.2

4Q

199.０

3Q

2Q 24/12 25/3 25/6 25/9 25/12

1Q

2024 2025

26

Medium-term Management Plan Progress

Transactions Financial institutions

93 banks Distributi*2

on

(*1out of 96 bank)

JPY260 bn

Syndicated loan

Regional Revitalization

Personnel exchange

Collaboration with major regional banks has continued to expand steadily, regardless of the presence or absence of capital relationships

• Jointly supported the growth financing needs of medical institutions in Shiga Prefecture with Shiga Bank

• Arranged a syndicated loan for Nippon Yusen (NYK Line) with funding provided by six regional financial Institutions-Aomori Michinoku Bank, Kansai Mirai Bank, Hokuyo Bank, Minato Bank, Miyazaki Bank, and one additional domestic regional bank

• Co-financed with Joyo Bank, Daishi Hokuetsu Bank, Ashikaga Bank, Chikuho Bank, and Gunma Bank (From October through December)

  Entered into a basic agreement on a business alliance with KKR and the Norinchukin Bank

• Accepted a cumulative total of 50 trainees from 29 regional financial institutions between FY2022 and FY2025

• Held a seminar in October on the themes of digital assets and regional finance, which

was attended by 224 participants from 91 institutions, including holding companies

Transactions

62 companies

*2 JPY18.7 bn

Regional banks Leasing comp.

（ *1out of 80 companies） Distribution

(29 companies)

Personnel exchange

Seminar for regional financial institutions was held on Jan. 23 104 participants from 66 companies

27

*1 As of the end of Jan. 2026 *2 Loan and operating receivables sales by regional financial institutions

3

Medium-term Management Plan Progress

• Although net interest income declined mainly due to the rise in APLUS’s funding costs,

  (Unit: JPY bn)

  initiatives aimed at improvement are currently underway. Meanwhile, the company’s income from installment sales etc. (noninterest income) increased significantly, resulting in higher underlying operating profit

• Noninterest income rose substantially due to a sharp increase in housing loan fee income and

  securitization-related gains (O&D) at the nonbank subsidiaries

• Expenses increased as a result of system investments and other costs associated with business expansion

Total revenue trend

1

2

3

4

5

6

7

Individual business consists of retail banking, Shinsei Financial, APLUS, and other individual segments

167.2 4Q

140.6

40.6

49.0

44.6

47.5

41.9

3Q

2Q

1Q

2024 2025

28

3

Medium-term Management Plan Progress

• The number of brokerage accounts opened with SBI Securities through financial product intermediation reached a record high in December

  (Unit: JPY bn)

• The discretionary investment service “SBI Wrap × SBI Shinsei Bank” has steadily expanded its

assets under management since its launch in October 2022, surpassing JPY100 bn as of January 23

Number of SBI brokerage accounts opened

"SBI Wrap × SBI Shinsei Bank" Assets Under Management

Monthly

Year-to-date

8,297

32,981

100.0

26/1

23/3

23/9

24/3

24/9

25/3

25/9 26/1/23

25/4 25/5 25/6 25/7 25/8 25/9 25/10 25/11 25/12

29