Financial document (2026 fy e pre)

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Investor Meeting FY3/2026

May 18, 2026

Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserved.

This document contains "forward-looking statements" (as defined in the U.S. Private Securities Litigation Reform Act of 1995), regarding the intent, belief or current expectations of Sumitomo Mitsui Financial Group, Inc. ("the Company") and its management with respect to the Company's future financial condition and results of operations. This document also contains "sustainability statements" related to the sustainability activities of the Company concerning the environmental, social, and governance matters.

In many cases but not all, these statements contain words such as "anticipate," "believe," "estimate," "expect," "intend," "may," "plan," "probability," "risk," "project," "should," "seek," "target," "will" and similar expressions. Such statements are not guarantees of future performance and involve risks and uncertainties, and actual results may differ from those expressed in or implied by such forward-looking statements or sustainability statements contained or deemed to be contained herein. The risks and uncertainties which may affect future performance or results include: deterioration of Japanese and global economic conditions and financial markets;

declines in the value of the Company's securities portfolio; incurrence of significant credit-related costs; the Company's ability to successfully implement its business strategy through its subsidiaries, affiliates and alliance partners; and exposure to new risks as the Company expands the scope of its business. Given these and other risks and uncertainties, you should not place undue reliance on forward-looking statements or sustainability statements, which speak only as of the date of this document. The Company undertakes no obligation to update or revise any forward-looking statements or sustainability statements. The sustainability initiatives of the Company described in the "sustainability statements" are based on policies and practices that seek to promote and responsive to its risk management and other investment and objectives. Each decision will be made subject to local legal requirements.

Please refer to the Company's most recent disclosure documents such as its annual report on Form 20-F and other documents submitted to the U.S. Securities and Exchange Commission, as well as its earnings press releases, for a more detailed description of the risks and uncertainties that may affect its financial conditions, its operating results, and investors' decisions.

FX rates (TTM)

FX rates (average)

▶ Definitions

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All Rights Reserved.

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All Rights Reserved. 1

Agenda

Ⅰ

Ⅱ

Ⅲ

Financial Results

////////////////////////////////////////////// 3

//////////////////////////////

New Medium-Term Management Plan/////// 24

Capital Policy

////////////////////////////////////////////////// 52

Appendix ///////////////////////////////////////////////////////// 60

‌Financial Results of FY3/2026

Achieved record-high net income as strong core businesses continued, exceeding the target of JPY 1.5tn. ROE and EPS also improved substantially in line with profit growth.

(JPY bn)

Solid business

+212

Utilize one-off profits for future measures

+36

1,583.0

Interest rate and FX

+94

1,178.0 Absence of forward-looking +63

provisions in FY3/25

FY3/25

FY3/26

All figures are after tax

▶ Breakdown of net income

Aim to achieve net income of JPY 1.7tn, driven by solid growth in underlying businesses

while absorbing the impact from the Middle East. Maintain flexibility in addressing downside risks to deliver the target.

▶ Breakdown of net income

(JPY bn)

1,700

Solid business

+120

1,583.0

Interest rate and FX*1

+30

One-off factors

in FY3/26

Absence Absence of of one-off measures profits for future

(224) +188

FY3/26 FY3/27

Net income

1,583.0

+405.0

+34%

+83.0

(JPY bn)

Gross profit

4,844.7

+717.9

G&A expenses

2,651.5

+249.6

Overhead ratio

54.7%

(3.5)%

Equity in gains (losses) of affiliates

137.7

+143.2

Net business profit

2,330.9

+611.6

+36%

+280.9

Total credit cost

388.4

+43.9

+88.4

Gains (losses) on stocks

446.1

(63.8)

Other income (expenses)

(85.2)

+79.9

Ordinary profit

2,303.4

+583.9

+193.4

Extraordinary gains (losses)

(51.6)

(32.1)

Income taxes

666.9

+153.8

• Gross profit: despite a bond portfolio rebalancing: (60) and sales of low-return assets: (30), increased YoY due to

1 1) increase of net interest income in domestic market

1. increase of fee income in domestic wholesale business, and

2. good performance in wealth management business,

2 payment business and consumer finance.

Impact of FX*1: +65

3 ⚫ G&A expenses: increased YoY mainly due to inflation and

higher variable marketing costs, while the overhead ratio significantly

4 improved on top-line growth.

Impact of FX*1: +29

5 ⚫ Equity in gains of affiliates: increased YoY due to absence of

6 the impairment in Vietnam: +135

Impact of FX*1: +4

7 ⚫ Total credit cost: increased due to

8 1) forward-looking provisions preparing for the potential risks

initiated by the Middle East tensions: +65

9 2) disposal of NPL at OTO/SOF: +31

10 ⚫ Gains on stocks: decreased YoY despite Kotak share sales: +94,

lower gains on sales of equity holdings: +386 (YoY(99)), and

11 loss on Bank of East Asia share sale: (28)

• Others: increased due to the absence of an allowance on interest repayment of consumer finance: +140 , despite the loss from forward

  12 dealings which aim to mitigate risk of stock prices: (32)

  13 and allowance for dormant deposits: (34)

• Extraordinary losses: decreased due to

the loss from the reorganization of an U.S. banking subsidiary: (46)

▶ SMBC ▶ Other Major Group Companies

(left : results of FY3/26 / right : YoY)

SMBC Nikko *1

SMCC *2

(JPY bn)

(JPY bn)

(Equity method affiliate)

Net income 1,411.7 +343.1 +121.7

16

*1 Incl. profits from SMBC Nikko America and SMBC Capital Markets (managerial accounting basis) *2 Incl. SMBCCF

(Ref.) Net Business Profit and Net Income Breakdown

▶ Net Business Profit Breakdown by Business Unit ▶ Net Income Breakdown by Group Company

SMCC*3

105.7

SMBC

Trust 26.4

SMFL

60.0

SMDAM

5.8

Others SMFG

1,583.0

SMBC

1,411.7

SMBC

Nikko*2 128.3

Overseas

Banking

Subsidiaries

113.1

Eliminated in consolidated basis*1 (240)

(JPY bn) (JPY bn)

RT WS GB 市場 そ の他

Others

2,330.9

WS

+213.5

GB

+16.3

GM

+39.0

RT

+139.4

Absence of impairment of

VPBank and FE Credit in Vietnam (+135)

1,719.3

FY3/25

FY3/26

Impact of Rising JPY Interest Rates

A +25bps rate hike is expected to add JPY 110bn in year 1, rising to JPY 150bn by year 5 as fixed-rate loans gradually reprice. Further upside from loan volume growth, spread expansion, and JGB portfolio optimization.

for every

+25bps

Reflects the lagged impacts and B/S changes

Year 1 Year 5

+JPY 110bn*1 +JPY 150bn*1

JPY B/S as of Mar.26

(JPY tn)

Impact on NII

(JPY bn)

Upside

• Loan volume growth, spread expansion

• JGB portfolio optimization

  120

  110

+100

110

30

110

120

FY3/26 FY3/27 FY3/31

Policy rate

150

150

150

⇒75bps (Dec.25)

⇒50bps (Jan.25)

Lift of the NIRP*2 (Mar.24)

⇒25bps (Jul.24)

Gross Profit

Net interest income increased by loan growth and higher interest rates.

Fee income also increased due to robust corporate activities and higher transaction volumes from Olive.

▶ Net Trading Income +

Net Other Operating Income

▶ Net Interest Income ▶ Net Fees and Commissions

(JPY bn)

SMBC

Overseas banking subsidiaries

2,719.6

SMBC Nikko SMCC*1

SMICC

Others

269.6

320.3

532.5

595.6

211.7

166.3

398.3

65.4*2

261.7

126.0

1,946.3

1,651.3

84.0 *2

2,338.2

101.3

258.0

1,820.6

1,559.2

292.8

65.4

88.6

27.1

75.2

27.9

66.9

219.6

FY3/25 FY3/26

Eliminated in

consolidated basis*3

FY3/25 FY3/26

FY3/25 FY3/26

▶ Domestic ▶ Overseas

▶ Loan Balance

▶ Domestic Loan-to-Deposit Spread

(%)

Balance (JPY tn)

Spread (%)

FY3/26

YoY*4

FY3/26

YoY

(Ref.) Excl. loans to the Japanese government, etc.

▶ Average Loan Balance and Spread*2

*1 SMBC *2 Managerial accounting basis *3 Sum of SMBC, Major local subsidiaries and SMBC Trust, etc.

Sum of loans, trade bills, and securities. The spread shows the difference with the cost of funds *4 After adjustments for FX rates,

Copyright © 2026 Sumitomo Mitsui Financial Group.

Domestic Loans and Deposits*1

Loan balances grew on strong funding demand, supported by major deals with large corporate clients.

Retail deposits increased, driven by Olive, while corporate deposits grew by capturing surplus funds from large clients.

▶ Loan Balance*2,3

▶ Deposit Balance

▶ Loan Average Balance for Corporates*2,4

▶ Loan Spread for Corporates*2,5

(JPY tn)

Mid-sized corporations and SMEs

28

26

24

22

20

18

16

Large corporations

0.8%

0.7%

0.6%

0.5%

0.4%

0.3%

Large corporations

Mid-sized corporations and SMEs

1Q 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

1Q 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

FY3/23 FY3/24 FY3/25 FY3/26

FY3/23 FY3/24 FY3/25

FY3/26

*1 SMBC *2 Managerial accounting basis *3 Changed the definition of mid-sized corporations and SMEs from Sep.25. The figures before have been adjusted retrospectively *4 Quarterly average (excl. loans to the Japanese government). Figures for SMEs are the outstanding balance of Corporate banking division *5 Loan spread of existing loans (excl. loans to the Japanese government)

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Overseas Loans and Deposits*1

Loan spreads improved despite lower loan balances,

reflecting reduction in low-return assets and a shift toward higher margin loans.

▶ Loan Balance

▶ Loan Spread*2,3

(USD bn)

Asia Americas EMEA

vs Mar.25

▶ Loan to Deposit Spread

excl. FX impact

288

290

285

295

289

80

77

82

86

84

105

117

113

122

123

102

96

90

86

82

(3)%

(5)%

+0%

8.0%

Yield of loans and bills discounted

Yield of deposits

Loan to deposit spread

6.0%

(6)%

4.0%

2.0%

Mar.22 Mar.23 Mar.24 Mar.25 Mar.26

*1 Managerial accounting basis. Sum of SMBC and Major local subsidiaries

*2 Quarterly average loan spread of existing loans

*3 Changed the definition from FY3/25. The figures before have been adjusted retrospectively

0.0%

1Q 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

FY3/23 FY3/24 FY3/25 FY3/26

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Asset Quality

▶ Credit Costs ▶ Non-Performing Loan Ratio*2 and Balance

(JPY bn)

Consolidated SMBC

(JPY bn)

Consolidated SMBC

388.4

344.5

340

274.0

210.2

115.5

(10bp)

150.8

(12bp)

96.3

(8bp)

86.0

(7bp)

90

0.52% 0.52%

0.43%

0.71%

0.80%

0.81%

0.97%

0.67%

1,349.3

927.8

586.6

1,023.1

630.0

881.7

536.5

919.3

FY3/23 FY3/24 FY3/25 FY3/26 FY3/27

forecast

(JPY bn)

Mar.23 Mar.24 Mar.25 Mar.26

Non-performing loan balance*3

(JPY bn)

(excl. claims to substandard borrowers)

(JPY tn)

Major group companies

Claims on borrowers requiring caution

1.8 1.7 1.2

Total claims

(JPY tn)

*1 Incl. disposal of OTO/SOF NPL: JPY (31)

*2 NPL ratio = NPLs based on the Banking Act and the Reconstruction Act (excl. normal assets) / Total claims

*3 Managerial accounting basis

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Credit Costs

Credit costs were in line with forecast, excluding forward-looking provisions and OTO/SOF NPL disposals.

Middle East-related risks, including potential spillover effects, are partly provisioned for and remain closely monitored.

(JPY bn, Breakdowns in round figures)

388.4

344.5

provisions for

Middle East 65 OTO/SOF

31

340

Forward-looking

provisions for

U.S. tariffs 90

292.4

Large-borrowers

in Brazil 74

Initial

forecast 300

Enhance head office

oversight and local collection / credit monitoring capabilities

Forward-looking

Forward-looking provisions for Middle East

Middle East tensions

Inflation/

Higher rates

Assumed Business

risks disruptions in the

Middle East

Production cuts /

operational suspensions

due to inventory shortages

Higher

manufacturing

Higher interest

burden and rising

and transportation material prices,

costs

etc.

Target

portfolio

Resource

Petrochemicals, energy,

development, etc. transportation, materials, etc.

LBO, Project

finance under construction phase, etc.

Estimate appropriate provision by applying

revenue-decline assumptions to each portfolio

New provisions in FY3/26: JPY 65bn

Spillover effects

Direct impact

Estimate potential impacts under revenue-decline scenarios for portfolios likely to be affected

FY3/25 FY3/26 FY3/27

forecast

Forward-looking provision balance

JPY 100bn

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Exposure to Private Credit, AI, and the Middle East

SMBC Group's Exposure*1

JPY 177tn

≤ 1%

No NPLs

Investment Grade: > 80%

LTV: c. 20%*3

Senior / Secured: 100%

2%

2%

JPY 3.5tn

Qatar JPY 1.3tn Saudi Arabia JPY 1.1tn UAE JPY 0.6tn

Data Centers JPY 2.6tn

< 1% of total exposure

80% of off-takers

are hyperscalers

1% of total exposure

Investment grade: > 80%

Financials and Sovereign:70%

Software JPY 1.3tn

*1 SMBC consolidated, calculated based on location for headquarter, managerial accounting basis

*2 Companies providing financial and managerial support to portfolio companies (Business Development Company)

*3 Borrowings ranking pari passu with or senior to SMBC / current fund asset value

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Securities

▶ Breakdown of Other Securities (Consolidated) ▶ Yen-Denominated Bonds (SMBC)

(JPY bn)

(JPY bn)

B/S amount

Unrealized gains

(losses)

Mar.26 vs Mar.25 Mar.26 vs Mar.25

• 1 year or less ■ 1 to 5 years ■ 5 to 10 years ■ More than 10 years

▶ Foreign Bonds (SMBC)

Risk volume is controlled by hedging and others

(JPY bn)

*1 The main difference between foreign bonds and others is unrealized gain on foreign stocks

*2 Managerial accounting basis (excl. bonds classified as held-to-maturity, bonds for which hedge-accounting is applied, and private placement bonds) *3 Excl. Held-to-maturity

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Reduction progress reached 52%, ahead of the 40% standard pace.

Accelerate reductions through persistent client negotiations toward early plan achievement.

(JPY tn)

6.09

3.82

Book value of domestic listed stock*1 Market value of domestic listed stock*1

Market value of equity holdings*2 / consolidated net assets

3.12

Reduction

Consent of sales JPY 69bn

1.01

32.9%

2.76

0.83

27.3%

0.70

27.5%

Reduce ahead of schedule

Reduction plan (FY3/25-FY3/29)

JPY (600)bn

Target: <20%

Apr.01 Mar.24 Mar.25 Mar.26 Mar.29

JPY 117.6tn

(+JPY 6.5tn)

JPY 40.0tn (JPY (0.8)tn)

JPY 201.3tn

(+JPY 12.7tn)

▶ Consolidated

(vs Mar.25)

▶ Domestic Loans and Deposits*3

Others*4

11%

Mortgage,etc.

14%

Prime-rate-based Loans

1%

Spread-based

(fixed rate)

20%

Spread-based

(Floating rate) 54%

Foreign currency

4%

NCD

3%

Others

2%

Time

18%

Deposits

Current

10%

Saving

63%

JPY170.9tn

(+JPY 16.5tn)

Total assets JPY 328.5tn (+JPY 22.2tn)

Foreign Currency

▶ Non-JPY Balance Sheet*1,2 ▶ Foreign Currency Balance

(vs Mar.25)

（USD bn）

Loans, etc.

403 382 415

+9%

454

Mid-long

term funding

400

300

200

100

364

235

263

240

269 315

Yen swaps

Bond, etc.

Deposits

0

Mar.22 Mar.23 Mar.24 Mar.25 Mar.26

Assets / Liabilities USD 629bn (USD (4)bn)

(Ref.) Impact of Change in Foreign Interest Rate

• Most of the loans and deposits are based on market rate

• Net interest income increases by JPY 20bn

when interest rate increase by 1%, as a part of the deposits have low sensitivity to interest rate and vice versa

*1 Managerial accounting basis. Interest-earning assets redefined (Sep.25); prior figures restated

*2 Sum of SMBC and major local subsidiaries

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▶ Retail ▶ Wholesale

• Gross profit increased driven by higher income on deposit and solid performance across wealth management business, etc.

• Overhead ratio improved through steady implementation of

cost control initiatives; net income and RoCET1 improved.

(JPY bn)

*1 Managerial accounting basis (after adjustments of the changes in exchange rates)

• Income on loans and deposits increased significantly, driven by loan growth and wider spreads; fee income also rose mainly due to large transactions

  YoY*1

• Net income and RoCET1 increased while gains on sales of equity holdings declined.

  (JPY bn)

  Gross profit			1,253.4	+230.2
  	SMBC	o/w Income on deposits	317.1	+143.2
  		Income on loans	280.8	+24.1
  		FX and money transfer fees	160.9	+4.8
  		Loan syndication	63.8	+3.8
  		Structured finance	88.9	+48.8
  		Real estate finance	21.0	+2.1
  	Securities business		91.0	+4.7
  Expenses Overhead ratio			407.9 32.5%	+27.2 (0.5)%
  Net business profit			997.1	+213.5
  Total credit cost			(4.6)	(14.6)
  Gains (losses) on stocks			292.9	(129.8)
  Net income			918.5	+69.0

  RoCET1	21.4%	+0.7%
  Excl. the sales of equity holdings	16.3%	+3.3%
  RWA (JPY tn)	40.0	+2.0

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  ▶ Global

  • Both income on loans and loan-related fee income increased, driven by ROE-disciplined loan growth.

  • Net income and RoCET1 declined as credit costs increased due to few large borrowers.

    ▶ Global Markets

    • Banking profit increased steadily through nimble operation despite volatile market conditions.

    • Although market turmoil weighed on trading, net income and RoCET1 improved.

      YoY*1

(JPY bn)

*1 Managerial accounting basis (after adjustments of the changes in exchange rates) *2 Excl. bond portfolio rebalancing

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‌New Medium-Term Management Plan

(FY3/27-FY3/29)

Net income and EPS set new record highs. Each Business Unit steadily executed its initiatives, with Retail and Wholesale delivering particularly strong growth in net business profit and RoCET1.

Achieved the highest record

Net income (JPY bn) EPS (JPY)

412

RoCET1 (%)

30

FY3/23 FY3/26

197

242

962.9

302

1,178.0

JPY 1,583.0bn 25

20

15

Global Markets

Retail

Wholesale

RoCET1

(consolidated)

FY3/26

FY3/23 FY3/24 FY3/25 FY3/26

10

FY3/23

RoCET1 Base expenses CET1 ratio

5

Global*2

0

0.00

0.20

0.40

0.60

0 20 40 60

*1 Bubble size is proportional to profit indexed to the FY3/26 (base:FY3/23 net business profit=1)

Percentage in total RWA

(%)

FY3/23 figures are restated on FY3/26 basis

Copyright © 2026 Sumitomo Mitsui Financial Group.

Growth*1

JPY (8.7)tn

62.7

Balance of retail deposit

Credit card sales handled

(JPY tn)

41.9

30.2

# of card holders

FY3/23 ⇒ FY3/26*1

+39%

SMBC

Peer C

+27%

+19%

FY3/23 FY3/26

(JPY tn）

Loan spread

1.43%

1.13%

Reallocate RWA

Invest

JPY + 7.8tn

Reduce

FY3/23

FY3/26

41.5

+27%

+8%

Peer A

+4%

Peer B +3%

Mar.23 Mar.26

Balance of corporate loan

(JPY tn)

52.9

Growth*1

57.9

SMBC

+27%

Peer A

+20%

Peer B +15%

Mar.23 Mar.26

+8%

SMBC

• Expanded competitive advantages in

deposits and credit cards by leveraging group-wide strengths.

assets while growing securities business through collaboration with Jefferies.

(JPY tn) 73.2 (JPY bn）

Non-interest

income

6,555

Balance of

corporate deposit

Securities business

Foreign currency

(JPY bn)

5,102

+28%

65.1

+12%

89.3

116.2

deposit

(USD bn）

315

263

Mar.23 Mar.26

+77% +20%

3.0

2.5

13

Consumer finance

outstanding

(JPY tn）

23

(JPY tn)

AM / foreign

currency balance

League table*2

+30%

Exit from low-return businesses

US IG bond league table*3

FY3/23 FY3/26

Share 2.5% 3.2%

Ranking 14th 12th

FY3/23 FY3/26

FY3/23 FY3/26

+20%

Mar.23 Mar.26

Mar.23 Mar.26

Mar.23 Mar.26

*1 Based on company disclosures *2 SMBC Nikko Securities, based on data from LSEG

*3 SMBC Nikko Securities, based on Bloomberg data (U.S.-issued investment-grade corporate bonds)

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All Rights Reserved. 26

30

25

The Group started under a challenging business environment, burdened by non-performing loans and public funds. Continuous structural reforms and initiatives for future growth built a foundation to become a true global player.

(JPY bn) Net income (left side) Market cap (right side) 1,500

(JPY tn)

20

JPY 20tn

15

1,000

10

500

5

0 0

FY / 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

▲500

Global financial crisis

Tightening of Basel regulations

Beginning of NIRP COVID-19 Lift of NIRP

NPL resolution /

public fund repayment

Expansion of business and regional wings Evolution of group

management

Challenge

for growth

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17%

17% 16-18%

15-17%

14%

SMBC

Group

JP Morgan HSBC

BofA

Goldman

Sachs

Barclays

Net income

ROTE

SMBC

Group

*1 Medium-to long-term ROTE or ROTCE targets of each company

ROTE：Numerator＝net income + goodwill amortization, Denominator= shareholders' equity - intangible assets

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Reallocate RWA to high-growth areas to achieve 15% ROTE.

Strengthen stable domestic loan and asset-light business to become best in class across all segments.

RWA*1

Domestic loans, payment business, consumer finance

Overseas loans

Net income

Deposits, Transaction Banking

Wealth Management, Asset Management

Multi-franchise strategy

IB, S&T

ROTE

2%

1%

4%

JPY113tn

38%

44%

Gains on sales of equity holdings

FY3/26 11.4%

1 2

IB, S&T

+5%

+7%

Multi-franchise

10%

9%

(JPY tn)

Mid-to *2

strategy

1%

(12)%

JPY 130tn

32%

39%

long-term

15%

Overseas loans

Lending business

Asset- light business

High- growth areas

Portfolio transformation strategy Optimize Capitalize Build Next Core

*1 Finalized Basel lll basis, excl. net unrealized gains on other securities

*2 The mid-to long-term macro assumptions: Policy rate Japan:1.25%, US:3.0% FX: USD1=JPY150, no gains from the sales of equity holdings

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Set 13% ROTE for FY3/29 as a milestone on the path to 15% ROTE.

Aim for JPY 2tn in net income through cost discipline and improved RORA.

Next Five Years and Beyond

15%

FY3/26 results

11.4%

FY3/29 target

13%

12%

Net income Net business profit

Net income

JPY 2tn

Net business profit Gross profit

Overhead ratio

Low-50%

Gross profit RWA

*3

+0.5

RWA

Tangible common equity

RORA

CET1 ratio target

c. 10.5%

Improve financial leverage

Total expenses*2 flat or lower

% by utilizing

unrealized gains

10.4%

*1 Macro assumption : Policy rate Japan: 1.25%, US: 3.0% FX: USD1=JPY150

*2 Excl. environmental factors, one-off factors, revenue linked variable costs, cost related to IT investment

*3 Excl. impact from JPY interest rates rise

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Assume solid three-year growth supported by strong domestic funding demand. Closely monitor potential stress scenarios stemming from heightened geopolitical risks.

Strong domestic corporate funding demand

Changes in investor/ fund capital flow

Mar.22 Mar.23 Mar.24 Mar.25 Feb.26

Mar.10 Mar.15 Mar.20 Mar.24 Mar.25 Feb.26

391

373

354

Domestic corporate loan balance*1

(JPY tn)

432

405

Domestic deposit balance*3

(JPY tn)

640 637

506

629

255

338

(JPY tn)

Cashless payment amount*2

200

Cashless

payment ratio

13%

46%

Code

payments

100

Credit card

0

2010

2015

2020

2025

Further penetration of digital services

Growth opportunities

Transformation of financial services through technology

Intensifying competition for deposits

Economic slowdown reducing customer activity Temporary increase in credit costs

Risks

Rapid rise in geopolitical risks Emergence of financial crises

Stress scenario

*1 BOJ Time-Series Data (Loans/end of Period/Banking Accounts/Domestically Licensed Banks)

*2 METI "Changes in the cashless payment amount and cashless payment ratios in Japan"

*3 BOJ Time-Series Data (Ordinary Deposits/Liabilities and Stockholder's Equity)

Copyright © 2026 Sumitomo Mitsui Financial Group.

All Rights Reserved. 31

Business strategy

Corporate infrastructure

Aim higher through

bold transformation

Focus on seven key strategic areas to build the targeted business portfolio.

Evolve the business model by expanding our customer base, enhancing earnings power, and generating synergies.

I. Achieve market leadership in the domestic businesses II. Transform business model in overseas

6 Asset management

Increase interest / fee income

2

Wealth

management

3

Domestic

wholesale

Support Japanese

global companies

4

CIB /

S&T business

Solve complex challenges

5

Asia

Increase deposit

1 Digital platform

7 Global transaction

banking

Transaction banking in Asia

Leverage technology

III. Position technology as a core management pillar

1. Establish Japan's Leading Digital Platform

‌Olive and Trunk continue to expand steadily, leveraging their superior convenience.

Olive net business profit is expected to reach JPY 110bn in FY3/29, with higher interest rates as an additional tailwind.

FY3/29

FY3/26

+ JPY 16tn

39

55

(JPY tn)

Sales handled*3

Mar.29

Mar.26

65.7

(JPY tn)

+ JPY 3tn

62.7

Retail deposit

FY3/29

15mn

FY3/28

12mn

FY3/26

7.5mn

# of accounts

Expected profit

net business profit

update

FY3/26

FY3/29

JPY 80bn ⇒ JPY 110bn

54 K

300K

Cross-sell ratio*1

70%

Wealth management

Expanded features

(Scheduled in FY3/27)

Payment Deposit

JPY 10bn JPY 10bn +

JPY 80bn

20% of new

companies apply

JPY 3tn

Achieving profitability

JPY 20bn

FY3/25 FY3/26 FY3/29

of

Continuously enhance services

e.g. PayPay integration and AI-Olive

*1 Annual ancillary transaction usage rate of Olive members in FY3/25 (credit card payments, FX deposits, investment trusts, etc. users / members)

*2 Deposits/withdrawal transaction usage rate of Olive members in FY3/25 (excl. interest income).

Copyright © 2026 Sumitomo Mitsui Financial Group.

2. Build Japan's largest wealth management AUM base

Develop the wealth management business group-wide under the "SMBC Wealth" brand.

Significantly expand AUM by combining face-to-face and digital channels tailored to customer needs.

SMBC Wealth

A group-wide integrated operation framework

Enhanced sales structure Location network

Product development

AM*1 /Foreign currency deposit balance

Mar. 26 JPY 23tn Mar. 29 JPY 28tn

Digital approah

Release in FY3/27

Olive Consulting

Year 5

AUM

JPY 10tn

Deposit

JPY 10tn

Corporate owners

Needs for both corporates / individuals

Deliver specialized solutions

on a group-wide basis

Provide digital wealth management services through the app

AI chat

Online Face-to-face

Olive Infinite

Visa's highest tier

HNWIs

Needs for

wealth accumulation

Offer group products

through a one-stop solution

Flexible consulting

Flexible consultation

channels

Capture strong funding demand in Japan by strengthening coverage and solution capabilities across all segments.

Enhance frontline capabilities through AI to build a competitive advantage in Japan's corporate banking business.

Group-wide and global collaboration

Large-corporates

Strengthen global corporate coverage and capture large transactions

(JPY bn)

Large corporates

Mid-corporates

Expect around

ROTE*1

2,000

Focus resources on growth areas

Enhance CIB business

1,500

1,000

P.34

SMEs

Mid-corporates

Strengthen the securities business

500

0

14.7%

11.4%

20%

ROTE

(Consolidate）

13%

Profitability

FY3/26 FY3/29

Deepen customer relationships

Selectively allocate assets

Reduce low-return assets

Sophisticate ROE management

Frontline Execution Excellence

Gross profit per employee*2 FY3/23

JPY 90mn

FY3/26

JPY 150mn

Elevate performance through AI

Shift from an asset-heavy model toward an asset-light, capital-efficient business model.

Accelerate Global CIB through collaboration with Jefferies and establish S&T as another key growth driver.

(JPY bn)

1,500

Reallocate business portfolio

Exited

• U.S. digital banking business

• Freight car leasing

  Ongoing

  • Selective origination

  • Sales of low-return assets

ROTE

5.8%

Asset business

Asset-light

business

8.2%

1,000

…

500

0

FY3/26 FY3/29

Leverage our combined strengths in joint marketing to expand our presence and build a solid track record. Capture large-scale and global transactions through an integrated approach in Japanese equities.

Collaborative marketing

leveraging combined strengths

From Jan.27

Joint Venture of the Japan equities business

Broad client coverage

Deep sector expertise

Our challenges Large-scale and global deals

Wide range of financial solutions

ECM M&A

Japan Research

SMBC Nikko

(JPY bn)

1.9 1.8

5.5

(JPY bn)

0.7

Japan Sales

Japan ECM

2.5

3.7

Reach to global investors

Global ECM

Jefferies

FY3/24 FY3/25 FY3/26

FY3/24 FY3/25 FY3/26

Research Coverage

For issuers

Win large-scale,

global ECM mandates

from large Japanese corporates

Sophisticated IT platform

For investors

Enhance product capabilities for corporates and institutional investors

Profit Contribution

(Profit from collaborations and dividend income)

FY3/26

JPY 22bn

FY3/31

JPY 50bn

Large corporates

- SMBC -

Business expansion/ Fee business growth

(JPY tn)

1.5

Loan balance

(JPY tn)

5.0

Mid-size / SMEs

- YES BANK -

Growth / Profitability improvement

Loan balance / ROA

No.6

by assets

Retail

- SMICC -

Asset quality improvement

(JPY tn)

1.5

Loan / NPL ratio

2.0%

1.0

0.8%

1.0

2.5

0.5

0.2%

0.5

1.2%

0.0

0.0

0.0

FY3/ 22 23 24 25 FY3/ 22 23 24 25 FY3/22 23 24 25

Target the No.1 foreign bank position

India

Target No.1 among foreign banks in India, our top-priority market, through collaboration among SMBC, YES BANK, and SMICC. Accelerate initiatives in the other three countries to catch-up to the initial profit targets.

ROTE

ROI*2

20%

8.9%

9%

140

3.8%

Initial target

120

(JPY bn)

50

Liquidity deposit ratio

Net income (JPY bn)

Net Interest Margin

(FY3/23) (FY3/26) (2022) (2025) (2022) (2025)

High-margin retail lending

grew x 2.6 over three years

The Philippines Grow deposits and high-margin lending

Vietnam

Capture V-shaped recovery

2.9

(13.3)

FE

Credit

146.1

VPBank 94.7

Indonesia

Optimize funding costs

3.7% 4.8%

35.0% 40.6%

FY3/26 FY3/29

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