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0 FY2026 Q2 Earnings Presentation (Six-month period ended September 30, 2026) Sumitomo Corporation | November 2, 2026 Cautionary Statement Concerning Forward-looking Statements This report includes forward-looking statements relating to our future plans, forecasts, objectives, expectations and intentions. The forward-looking statements reflect management's current assumptions and expectations of future events, and accordingly, they are inherently susceptible to uncertainties and changes in circumstances and are not guarantees of future performance. Actual results may differ materially, for a wide range of possible reasons, including general industry and market conditions and general international economic conditions. In light of the many risks and uncertainties, you are advised not to put undue reliance on these statements. The management forecasts included in this report are not projections, and do not represent management’s current estimates of future performance. Rather, they represent forecasts that management strives to achieve through the successful implementation of the Company's business strategies. The Company may be unsuccessful in implementing its business strategies, and management may fail to achieve its forecasts. The Company is under no obligation -- and expressly disclaims any such obligation -- to update or alter its forward-looking statements.

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1 Progress Overview of Medium-Term Management Plan 2026

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2 01. Summary of FY2026 Q2 Results/FY2026 Forecasts FY2026 Q2 Results and FY2026 full-year Revised Forecasts • Profit for FY2026 Q2 was ¥347.9 bn, an increase of ¥46.6 bn Yo Y. • Revised the full-year forecasts upward to ¥670.0 bn, with ROE expected to be around 14%. The upward revision reflects favorable impacts from FX, energy and mineral resource prices, and the situation in the Middle East compared with the initial forecast, as well as generally strong growth in underlying profit. • A -¥30.0 bn loss buffer has been factored into the forecast, considering potential downside to earnings associated with asset replacement and possible fiscal year-end valuation loss impacts due to changes in the business environment. The forecast before factoring inthe loss buffer is ¥700.0 bn. FY2026 Shareholder Return • The annual dividend forecast for FY2026 has been increased by ¥4 per share from the initial forecast of ¥40 per share to ¥44 per share. Financial Soundness • Net D/E Ratio was 0.81x at the end of FY2026 Q2 and is expected to improve to around 0.6x by the end of the fiscal year through profit accumulation and accelerated asset replacement. *1 Unless otherwise stated, "Profit attributable to owners of the parent" is shown as "Profit" in this material. *2 Unless otherwise stated, amounts for underlying profit and asset replacement and extraordinary profits/losses are rounded to the nearest ¥1.0 bn in this material. *3 Underlying profit is the profit excluding asset replacement and extraordinary profits/losses. FY2025 Q2 Results ① FY2026 Q2 Results ② Change ②-① FY2026 full-year Forecasts ③ Change ③-④ Initial FY2026 full-year Forecasts ④ Progress ②/③ +40.0 +40.0301.2 347.9 670.0 52% 700.0 50% Profit*1 Top: After loss buffer Bottom: Before loss buffer 630.0 660.0bn bn bn bn bn bn bn bn 259.0 bn 334.0 bn 670.0 bn 620.0 bn 43.0 bn 13.0 bn 30.0 bn 40.0 bn Of which, Underlying profit*2*3 bn Asset replacement and extraordinary profits/losses*2 bn Annual Dividend ¥44 /share ¥40 /share ROE around 14 % around 13 % +46.6 +75.0 +50.0 50% -10.0 /share¥+4 -30.0

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3 FY2025 Q2 Results 8 Growth Areas Others*1 Restructuring/ Nurture*3 External factors Asset replacement and extraordinary profits/losses FY2026 Q2 Results Buffer -30.0 670.0 FY2026 full-year Revised Forecasts Buffer -30.0 630.0 Initial FY2026 full-year Forecasts 301.2 347.9 700.0 660.0 02. Results for FY2026 Q2 (Factors for YoY changes)  Underlying profit increased by ¥39.0 bn in FY2026 Q2, excluding the positive impact of factors such as FX and mineral resource prices.  Although profit decreased in the Steel and Real Estate, the 8 Growth Areas as a whole strengthened their earnings base, delivering a ¥22.0 bn increase in profit. +22.0 +37.0+5.0 -30.0+12.0 (¥bn) Profit growth: Total +39.0 See p.11 for details 8 Growth Areas +22.0 Organic*2 +16.0 Inorganic*2 +7.0 Asset replacement impact -1.0 Energy solutions +18.0 Digital +12.0 Leasing +5.0 Construction systems +4.0 Agriculture +1.0 Healthcare -0.0 Steel -4.0 Real estate -15.0  Commodity business +8.0  Aluminum +7.0 etc.  FX +17.0  Mineral resource prices +20.0  Absence of gains in FY2025 -43.0  FY2026 results +13.0  Mobility services  Smart communication platform *1 Total of Steady business growth/Value creation excluding the 8 Growth Areas, and “Corporate and Eliminations.” *2 Inorganic: Earnings contribution from new businesses or investments to expand existing businesses. Organic: Profit growth of existing businesses other than “Inorganic.” *3 Construction systems and Agriculture will be reclassified into Restructuring from FY26, but are included within the 8 growth areas in the above chart.

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4 03. Results for FY2026 Q2 by Segment Profit FY25 Q2 Results*3 FY26 Q2 Results Change Underlying profit Main factors for the changes of Underlying profit Steel 34.1 38.9 +4.8 -1.0 • Energy Tubular: Shipments to the Middle East declined • Steel Products: Overseas railway-related business stable Automotive 53.4 23.5 -29.9 +2.0 • Automotive sales & marketing: secured profit at the previous-year level despite the impact of the Middle East situation, supported by steady performance in other regions • Domestic auto leasing business: steady Transportation & Construction Systems 40.3 49.9 +9.6 +13.0 • Transportation: start of earnings contribution from Sumisho Air Lease in leasing business • Construction & Mining Systems: improvements in utilization rates and operations in rental business Diverse Urban Development 44.1 32.0 -12.1 -12.0 • Decreased due to delivery of large-scale properties in FY25 Q1-2 Communication Services 6.5 9.2 +2.8 +3.0 • Telecommunication business in Ethiopia: decrease in foreign exchange valuation losses due to a slowdown in the continued local currency depreciation, increase in the number of active customers over 90 days and ARPU*4 Digital AI 15.1 23.6 +8.5 +13.0 • SCSK: Impact from increased stake • Steady growth supported by strong domestic demand for IT investment Lifestyle Business 2.3 4.1 +1.9 +2.0 • Fresh Produce Business in Europe and the Americas: Increase due to rebound from melon business weakness in FY25 Mineral Resources 31.6 54.4 +22.8 +29.0 • Copper Business: Higher prices • Aluminum business: Margin expansion • Commodity business: strong performance in precious metals trading Chemical Solutions 14.8 21.4 +6.6 +5.0 • Basic chemicals: increase in profits from petrochemical products trading • Agribusiness: profit improvement in the South American crop protection distribution business Energy Transformation Business 48.1 58.2 +10.0 +15.0 • Overseas Power Generation Business: Increase due to asset turnover*5 of multiple projects Corporate and Eliminations 10.9 32.7 +21.8 +7.0 • Increase in internal interest income from business groups due to higher interest rates Total 301.2 347.9 +46.6 Underlying profit 259.0 334.0 +75.0 Asset replacement and extraordinary profits/losses 43.0 13.0 -30.0 Breakdown of Underlying profit FY25 Q2 Results*3 FY26 Q2 Results Change Mineral resources*1 44.0 70.0 +26.0 Non-mineral resources*2 204.0 247.0 +43.0 Corporate and Eliminations 11.0 18.0 +7.0 Upper row：FY25 Q2 Results Lower row：FY26 Q2 Results (¥bn) Change *1 A sum of Mineral Resources Group, and Gas Value Chain SBU within Energy Transformation Business Group. *2 Calculated by subtracting “Mineral resources” and “Corporate and Eliminations” from the total. *3 Reclassified following the organizational restructuring effective Apr. 1 2026. *4 ARPU: Average Revenue Per User *5 As the transition of our business model from a long- term asset-holding model to a turnover-based model has progressed, asset replacement-related and extraordinary gains and losses in our domestic and overseas IPP/IWPP businesses have been reclassified as underlying profit starting in FY26. 35.0 20.0 40.0 44.0 5.0 11.0 2.0 32.0 15.0 43.0 11.0 34.0 22.0 53.0 32.0 8.0 24.0 4.0 61.0 20.0 58.0 18.0

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5 FY26 Forecasts (May 2026） FY26 Forecasts (Nov. 2026) ① Profit Asset replacement and extraordinary profits/losses Underlying profit ② Profit Asset replacement and extraordinary profits/losses Underlying profit ②‐① Main factors for the changes Steel 72.0 4.0 68.0 72.0 4.0 68.0 - Revised impact of the situation in the Middle East Automotive 34.0 1.0 33.0 48.0 12.0 36.0 +14.0 Revision due to the increase of asset replacement and extraordinary profits/losses and the Middle East situation Transportation & Construction Systems 104.0 -5.0 109.0 107.0 -5.0 112.0 +3.0 Strong market conditions in ship business Diverse Urban Development 95.0 17.0 78.0 95.0 17.0 78.0 - Communication Services 15.0 - 15.0 15.0 1.0 14.0 - Digital AI 53.0 - 53.0 54.0 - 54.0 +1.0 Lifestyle Business 17.0 - 17.0 15.0 4.0 11.0 -2.0 Revision due to soaring logistics costs (incl. fuel costs) and costs due to severe weather in production area in Fresh Produce Business in Europe and the Americas Mineral Resources 95.0 - 95.0 108.0 -6.0 114.0 +13.0 Aluminum and commodity businesses: strong performance Chemical Solutions 33.0 1.0 32.0 37.0 2.0 35.0 +4.0 Revised impact of the situation in the Middle East Strong performance in petrochemical products trading, semiconductor materials business, and pet care business Energy Transformation Business 115.0 - 115.0 133.0 - 133.0 +18.0 Global natural gas and power trading business: Remain strong Overseas IPP/IWPP business: Increase profit in asset turnover Group Total 633.0 18.0 615.0 684.0 29.0 655.0 +51.0 Corporate and Eliminations 27.0 22.0 5.0 16.0 1.0 15.0 -11.0 Total 660.0 40.0 620.0 700.0 30.0 670.0 +40.0 Buffer -30.0 -30.0 Consolidated 630.0 670.0 (¥bn) 04. Forecasts for FY2026 by Segment (Details of Revisions)

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6 05. Factors for the Changes in FY2025 and FY2026 FY2025 Results 8 Growth Areas Others Restructuring/ Nurture External factors Asset replacement and extraordinary profits/losses Buffer -30.0 670.0 FY2026 full-year Revised Forecasts 600.3 700.0 +74.0 +43.0-3.0 -42.0+28.0 (¥bn) 8 Growth Areas: +74.0 Organic : +41.0 Inorganic: +34.0 Asset replacement impact -1.0 Energy solutions +31.0 Digital +21.0 Leasing +17.0 Construction systems +4.0 Agriculture +1.0 Healthcare +1.0 Steel +0.0 Real estate -2.0  Aluminum +14.0  Gas value chain +14.0 etc.  FX +13.0  Mineral resources prices +30.0  Absence of gains in FY2025 -72.0  FY2026 forecast +30.0 Profit growth: Total +99.0

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7 Profit FY26 Q2 Results FY26 Forecasts (Nov. 2026) Progress Underlying profit Forecasts Steel 38.9 72.0 54% 50% • Energy Tubular: Supply-demand conditions to improve in North America, the decline in shipments to the Middle East to continue • Steel Products: Overseas railway-related business remains stable Automotive 23.5 48.0 49% 61% • Automotive sales & marketing: full impact of the Middle East • Domestic auto leasing business: increase in cost • Tire: advance operational improvements Transportation & Construction Systems 49.9 107.0 47% 47% • Transportation: steady in aircraft leasing business, planned aircraft sales in the second half • Construction & Mining Systems: capturing resilient demand as operational improvements continue in rental business Diverse Urban Development 32.0 95.0 34% 41% • Property deliveries expected as planned. Communication Services 9.2 15.0 61% 57% • Major domestic group companies: largely in-line with FY26 forecasts • Telecommunication business in Ethiopia: steady growth in the number of active customers over 90 days etc. expected, while factoring in the impact of local currency depreciation Digital AI 23.6 54.0 44% 44% • SCSK: Inherently weighted toward Q3-4, steady growth supported by strong domestic demand for IT investment Lifestyle Business 4.1 15.0 28% 36% • Group-wide: Q3-4 weighted earnings profile, resulting in slower FY26 Q1-2 progress against plan Mineral Resources 54.4 108.0 50% 54% • Copper business: stable • Aluminum: stable • Commodity Business: solid despite normalization from strong FY26 Q1-2 performance Chemical Solutions 21.4 37.0 58% 57% • Basic chemicals: impact of market normalization, despite steady performance in petrochemical products trading • Agribusiness: sales increase during the high-demand season Energy Transformation Business 58.2 133.0 44% 44% • Asset turnover in Overseas IPP/IWPP business • Gas trading business in the U.S. remains strong Corporate and Eliminations 32.7 16.0 －－ • Tax costs are expected to increase from FY26 Q3 onward. Total 347.9 700.0 50% Underlying profit 334.0 670.0 50% Asset replacement and extraordinary profits/losses 13.0 30.0 － Breakdown of Underlying profit FY26 Q2 Results FY26 Forecasts Progress Mineral resources*2 70.0 154.0 46% Non-mineral resources*3 247.0 501.0 49% Corporate and Eliminations 18.0 15.0 － Upper row: FY26 Q2 Results Lower row: FY26 Forecasts Progress *1 Before factoring in the ¥-30.0 bn loss buffer. *2 A sum of Mineral Resources Group, and Gas Value Chain SBU within Energy Transformation Business Group. *3 Calculated by subtracting “Mineral resources” and “Corporate and Eliminations” from the total. *1 06. Forecasts for FY2026 by Segment (Progress) 34.0 22.0 53.0 32.0 8.0 24.0 4.0 61.0 20.0 58.0 18.0 68.0 36.0 112.0 78.0 14.0 54.0 11.0 114.0 35.0 133.0 15.0 (¥bn)

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8 Growth leveraged by strengths  Growth of No.1 in Each Field • Underlying profit CAGR for the 8 Growth Areas (FY2023 to FY2026 forecast) is approx. +15%. • Digital & Lease: Initiatives for further growth are steadily progressing following the major investments.  Promotion of DAIS (Digital & AI Strategy) • The initiative is being advanced based on 3 Pillars: Growth of SCSK; Growth of Our Group through DAIS; Growth through collaboration between Our Group and SCSK. Business portfolio transformation  The quality of the overall business portfolio is improving through major investments and accelerated asset replacement • Asset replacement of Ambatovy, T-Gaia, Midas, the Melon production and sales business in North America. • Asset replacement aimed at improving financial soundness is also progressing as planned (estimated cumulative cash-in amount for FY2026-FY2028: approx. ¥1.2 tn). • Accelerating resource reallocation to growth areas and business portfolio renewal through capital allocation management based on the 4 Strategic Quadrants. Strengthen driving force for growth  Empowering people and organization • Progress in initiatives such as developing management talent and line managers, appointing diverse talent, fostering self-directed career development, and driving business reform. Employee engagement has continuously improved. • Progress in projects such as overseas urban development leveraging expertise and know-how gained from its infrastructure business in Diverse Urban Development Group. 07. Progress of Medium-Term Management Plan 2026: Overview1. Progress in Profit Growth and Business Portfolio Transformation through Major Investments and Accelerated Asset Replacement No.1 in Each Field Growth leveraged by strengths Strengthen driving force for growth Business portfolio transformation

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9  Profit growth is expected to reach approx. ¥200.0 bn over the three-year Medium-Term Management Plan period, before the loss buffer. Asset replacement and extraordinary profits/losses -114.0 386.4 FY2023 Results 8 Growth Areas Others Restructuring/ Nurture External factors Asset replacement and extraordinary profits/losses Buffer -30.0 670.0 FY2026 full-year Revised Forecasts 501.0 700.0+92.0 +35.0 +30.0+10.0 FY2026 forecast +30.08 Growth Areas +92.0 Organic +47.0 Inorganic +53.0 Asset replacement impact -8.0 Digital +37.0 Energy solutions +30.0 Leasing +26.0 Real estate +20.0 Healthcare +1.0 Steel -13.0 Construction systems -7.0 Agriculture -2.0  FX +30.0  Mineral resources prices +3.0 ～ FY2026 MTMP original plan 650 Profit growth +150 FY2023 Result 08. Medium-Term Management Plan 2026: Breakdown of 3-year Profit Growth (¥bn) +33.0

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10 4,500 5,000 5,500 6,000 0.0 8.9 9.1 9.0 0 Invested Capital (¥bn) ROIC(%) FY2023 Results 279.9 FY2026 Forecasts 384.9 09. Capital Efficiency Size: Underlying profit  ROE expected to exceed the 12% target throughout the Medium-term Management Plan 2026 period.  Portfolio transformation progressing, driven by increased invested capital and improved capital efficiency in the 8 growth areas. ROE: Results and Forecast 8 Growth Areas/ROIC/Underlying profit MTMP Target 12％ or higher 12.4% 12.9% Around14% FY2024 FY2025 FY2026 forecast

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11 10. 8 Growth Areas with Strengths and Competitive Advantages FY2026 Q2 Results /Forecasts • Profit growth from increased stake in SCSK • Steady growth through the year supported by strong domestic demand for IT investment • Aircraft leasing business: -Acquisition of Sumisho Air Lease completed -Planned aircraft sales in the second half • Profit decreased due to the delivery of large- scale properties in FY25 Q1-2, while asset turnover remains on track current fiscal year. • Stable operation of existing power generation assets and promotion of asset turnover • Steady execution of asset turnover planned in the second half of FY26 Initiatives Going Forward • Enhance DAIS promotion • Increase SCSK’s profitability through s trengthening its function • Contribute to sales growth and cost reduction in business frontlines • Expand revenue scale and improve asset efficiency by increasing asset size along with strengthening asset management business • Continue proactive asset turnover • Power generation business: pursuing both long- term ownership and asset turnover Underlying Profit (¥bn) Digital Leasing Real estate Energy solutions 11.3 23.6 54.4 53.2 17.3 23.5 55.2 57.8 41.8 27.6 71.3 71.3 34.2 54.5 105.4 98.8 FY2025 Q2 Results FY2026 Q2 Results FY2026 full-year Forecasts Initial FY2026 full-year Forecasts Steel Healthcare Construction systems Agriculture 35.4 34.2 68.6 68.6 0.2 0.1 2.0 3.7 6.7 12.1 23.7 23.7 0.3 1.7 4.3 5.6 FY2026 Q2 Results /Forecasts • Energy Tubular: Impacted by the Middle East situation. while supply-demand in North America is improving • Steel Products: Performance remains stable despite regional variations • Delays in new investments and service launches both domestically and internationally • Domestic and Southeast Asian businesses are weighted toward Q3-Q4 • Sales and service business: steady • Construction equipment rental business in North America: improving operations despite restructuring expenses in FY26 Q1-2, with continued demand capture expected • South American crop protection distribution business: Profit improved • Sales increase during the high-demand season in Q3-4 Initiatives Going Forward • Energy Tubular: Expand new products and services, broaden regions and customers • Steel Products: Promote the shift of management resources to growth markets and growth sectors • Sustainable growth through - Japan: enhancing domestic care, business creation on pharmacy platforms, acquisitions - Overseas: stronger Primary Care System foundations • Construction equipment rental business in North America: improvement in operations continues • Brazil: Promote profitability improvement and cost reduction • Strengthen sales of high value-added products such as bio-pesticides Progress 43% Progress 39% Progress 52% Progress 50% Progress 6% Progress 51% Progress 40% Progress 43% Note: The trend in Underlying profit shown on this slide includes the impact of foreign exchange rates

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12 11. Progress of Medium-Term Management Plan 2026: Topics Promotion of Asset-turnover-based Businesses 1 Progress of Major Investments and DAIS Energy Solutions • Steadily strengthening earnings capacity by accelerating asset-turnover. Real Estate • Asset-turnover in the power generation business is progressing through a combination of development and partial divestments following the achievement of milestones, while taking market characteristics into account.  Divestments of equity stakes in the Belgian offshore wind power and Thai gas-fired power generation businesses, etc. Promotion of DAIS Aircraft Leasing • Acquisition of Sumisho Air Lease completed, establishing the world's second- largest aircraft leasing platform. • Pursue further growth by leveraging scale-based competitive advantages, including aircraft procurement capabilities, transaction execution capabilities, and customer and investor networks, while accelerating asset-turnover. • Signed aircraft purchase agreements with Boeing and Airbus for a total of 200 aircraft in Jul. 2026. • Initiatives for growth are steadily progressing in line with the following 3 pillars. Pillar 1: Growth of SCSK Pillar 2: Growth of Sumitomo Corporation Group Pillar 3: Growth through collaboration • Establishment of SCSK Consulting • Comprehensive business partnership with Sakana AI • 20% YoY increase in the number of projects • Railway and airport infrastructure maintenance ×AI, etc. • Expansion of collaboration in the mobility sector -300 -200 -100 0 100 200 300 -100 -50 0 50 100 Cash in+/out- (¥bn) Underlying profit (¥bn) FY21-23 Average FY24 FY25 FY26 Underlying profit +18% p.a. Sales (cash in)* Acquisition (cash out)* Underlying profit * Figures are for the domestic real estate business.

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13 12. Cash Flow Allocation (FY2024-FY2026 Q2)  Construction equipment rental business in the U.S.  SCSK  QB2 etc.  Asset replacement totaled ¥0.7 tn on a cumulative basis through FY2026 Q2. The asset replacement plan through FY2028 is progressing on track.  Investment focused on the 8 Growth Areas. Many investments already made have begun contributing to profit, with ¥90.0 bn expected in FY2026. Cash flow earnings*1 ¥2.0 trillion Investment ¥3.0 trillion  Asset Replacement (FY2024-FY2026 Q2: ¥0.7 tn） Of which, executed in FY2026 Q1-2: ¥0.2 tn (main items below）  Sale of the Belgian offshore wind power projects  Sale of domestic and overseas properties  Sale of cross-shareholdings, etc.  Investment (FY2024-FY2026 Q2: ¥2.7 tn) Of which, executed in FY2026 Q1-2: ¥0.8 tn (main items below)  Acquisition of Sumisho Air Lease  Acquisition of SCSK (squeeze out portion)  Acquisition of domestic and overseas properties, etc. <Timing of Earnings Contribution by Key Projects> Cash Flow Plan and Results  Investment in the manufacturing business for the foundation of offshore wind power generation Confidential  Acquisition of Sumisho Air Lease approx. ¥330.0 bn  Investment in the Belgian construction and mining equipment distributor Confidential  Acquisition of domestic and overseas properties approx. ¥100.0 bn  Full acquisition of SCSK approx. ¥880.0 bn  Investment in Net One Systems by SCSK approx. ¥330.0 bn Earnings Contribution (FY2026 Forecast) Approx. ¥+90.0 bn*2  Investment in city gas business in India approx. ¥20.0 bn  Acquisition of domestic and overseas properties approx. ¥110.0 bn etc. *1 See p.24 for the calculation of Cash flow earnings *2 Exclude earnings contribution from real estate business. FY2027- ¥0.4 tn MTMP2026 Period ¥1.9 tn Maintenance CAPEX, etc ¥0.4 tn ¥0.4 tn ¥0.1 tn ¥0.7 tn ¥0.6 tn ¥0.4 tn ¥0.3 tn ¥1.6 tn ¥2.7 tn Asset replacement ¥1.1 tn Cash flow earnings*1 ¥2.0 tn Debt, etc ¥0.6 tn Shareholder Return ¥0.7 tn Investment ¥3.0 tn FY2024-FY2026 Revised Plan FY2026 Q3-4 Outlook FY2024-FY2026 Q2 Results Cash in Cash out

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14 13. Improving the Quality of the Business Portfolio Increase invested capital to expand earnings base Market Potential Demonstration of strengths ROIC (compared to WACC) Value creation Nurture Steady business growth Foster next-generation businesses that will become new strengths Improve efficiency and provide new added value to improve profitabilityRestructure businesses including replacement Invested capital at FY-End ¥3.3 tn ¥4.6 tn ¥0.2 tn ¥0.2 tn ¥1.4 tn ¥1.3 tn ¥3.3 tn ¥3.1 tn * Trends shown based on the strategic classifications as of Sep. 2026. For example, Construction systems and Agriculture, classified under Steady business growth at the end of FY2023, are classified under Restructuring here. Invested Capital Allocation Management based on the 4 Strategic Quadrants* (FY2023→FY2026 forecasts) Restructuring  Steady business growth: Invested capital has increased by ¥1.3 tn compared with FY2023 results, driven by major investments and other investments.  Value creation: ROIC is expected to improve by 2pt compared with FY2023.  Restructuring: Reduced invested capital through asset replacement and other measures; ROIC also expected to improve significantly; Nurture: Invested to seed businesses that will become future core businesses. <FY23> ROIC(%) - Profit(¥bn) -18.0 <FY26 forecast> ROIC(%) - Profit(¥bn) -20.0 <FY23> ROIC(%) 11% Profit(¥bn) 290.0 <FY26 forecast> ROIC(%) 10% Profit(¥bn) 370.0 <FY23> ROIC(%) - Profit(¥bn) -130.0 <FY26 forecast> ROIC(%) 5% Profit(¥bn) 40.0 <FY23> ROIC(%) 9% Profit(¥bn) 200.0 <FY26 forecast> ROIC(%) 11% Profit(¥bn) 300.0 Invested capital at FY-End

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15 137.0 143.0 153.0 157.0 180.0 208.0 70.0 70.0 70.0 70.027.5 28.8 31.3 32.5 37.5 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 Forecast 14. Shareholder Return *1 Dividends to be maintained or increased *2 Dividend per share has been retroactively adjusted to reflect the share split on Jul. 1, 2026 (at a ratio of 4 shares for each share of common stock). The amounts are calculated as pre-split dividend ×1/4 (rounded to one decimal place).  Raised annual dividend forecast to ¥44/share (interim dividend: ¥22/share), up ¥4/share from the ¥40/share forecast announced on May 1, 2026, reflecting the upward revision of full-year forecasts to ¥670.0 bn.  Completed the ¥80.0 bn share repurchase, resolved in May 2026, on September 3. (Breakdown: FY2025 Shareholder return ¥10.0bn, FY2026 Shareholder return ¥70.0 bn) Annual dividends per share (¥) *2 Share repurchases (¥bn) Total annual dividends (¥bn) Profit/loss (-) for the year (¥bn) Total payout ratio Total payout ratio of 40% or higher & Progressive dividend payments*1Shareholder return policy Total payout ratio: 40% or higher & Progressive dividend paymentDOE range methodConsolidated payout ratio: 30% 41.6%29.7% 37.7% 39.5% 40.5% 463.7 565.3 386.4 561.9 600.3 670.0 41.5% 40.0 (Dividend forecast announced on May 1, 2026) 44.0 Pursuing sustainable profit growth and further strengthening the earnings base to enhance shareholder returns and increase shareholder value

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16 PBRIndex* 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.8 2.0 0 50 100 150 200 250 PBR (Right Axis) Stock Price (Left Axis) TOPIX (Left Axis) * Our share price and TOPIX are indexed with Apr. 1 2024 as 100. 15. Stock Price/PBR Trend  Since Apr. 2025, the share price has risen significantly, outperforming TOPIX.  In addition to advancing the initiatives set forth in the MTMP 2026, we will continue to pursue higher ROE and lower cost of capital through constructive dialogue with the market.

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17 Appendix

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18 16 Progress of Sustainability Management 19 17 Assumptions and Sensitivities 20 18 Profit for the Period by Segment 21 19 Quarterly Breakdown of Asset Replacement and Extraordinary Profits/Losses by Segment 22 20 Operating Results 24 21 Performance Overview by Segment 26 22 Supplementary Segment Information 36 23 Shareholder Composition 46 Contents

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19 16. Progress of Sustainability Management Material issues Long-term goals Status of initiatives up to FY2026 Q2 Policies for future initiatives Build resilient and prosperous society • Contribute to the development of local communities and economies • Develop human resources who will drive the future by providing quality education • Continued contributing to the development of local communities and economies through the businesses of each business group • Promoted “100SEED”, employee-participation social contribution activities themed on education • Continue initiatives and further proliferate the Group’s belief of generating economic value through businesses with social significance Overcome climate change • Aim for carbon neutrality of the Sumitomo Corporation Group’s businesses by 2050 • Contribute to the carbon neutrality of society • Started climate change-related monitoring at the operating group level, covering emissions reductions and creation of business opportunities • Quantify and disclose, as ranges, the financial impact of our group's climate- related risks and opportunities • Identify and disclose the financial impact of climate-related risks and opportunities, and strengthening risk management and governance systems to implement these measures • Promote emissions reductions across the entire supply chain through businesses • Expand GX promotion initiatives through public-private partnerships Preserve and regenerate natural capital • Achieve a world living in harmony with nature through initiatives including the building of a circular economy and supply chain management • Expanding the scope of nature-related risk and opportunity analysis based on TNFD to the entire supply chain • Participated in initiatives for a circular economy • Continue risk analysis and mitigation measures focusing on priority businesses including supply chains, as well as initiatives and disclosures for opportunity creation • Continue to participate in initiatives for a circular economy Respect human rights • Respect the human rights of all stakeholders in all businesses and supply chains • Conduct human rights DD for high-risk businesses based on risk mapping and select businesses for on-site assessments • Identify our group’s salient human rights issues and revise the Human Rights Policy and Sustainable Supply Chain Action Policy • Continue risk analysis, mitigation, and disclosure, focusing on priority businesses and their supply chains • Continue human rights education and increase awareness of, and strengthen the operation of, grievance mechanisms Develop talent and promote DE&I • Create workplaces that allow diverse employees to apply their capabilities with passion in their own ways • Secure and develop professional talent through expanded internal job postings and a digital skills certification program (D-Grade) • Strengthen management talent development through Group-wide identification of next-generation management candidates, strategic cross-organizational assignments, and enhanced leadership programs • Strengthen diverse talent pipelines for succession to key positions • Review HR systems and develop a global HR database to enable consistent talent management globally • Strengthen the development of talent required to enhance global strategy execution capabilities Maintain and strengthen governance • Develop a robust governance system to enhance the corporate value • Transitioned to a company with an Audit & Supervisory Committee while at the same time redefining the function of the Board of Directors as “determining the overall direction of business, carrying out highly effective supervision over business execution from a broad and diverse perspective, and making important decisions that affect the overall management of the Company” • To ensure that this supervisory function is effectively exercised, increased the number of outside directors to a majority • Seek better ways of operations, such as agenda setting, to further improve the Board of Directors’ function as a monitoring board and its effectiveness • Further strengthen the support structure to help deepen and enhance discussions by the Board of Directors

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20 FY25 Results FY26 Results FY26 Forecasts (Nov.2026) FY26 Sensitivity to Profit*3 Q1-2 Q1-4 Q1 Q2 Q1-2 Q3-4 Q1-4 Forecasts (May 2026) (Annual base, Nov. 2026 announcements) Exchange rate JPY/US$ 146.02 150.67 159.57 159.41 159.49 150.00 154.75 150.00 ¥+2.0 bn (depreciation of ¥1/US$) Interest rate TIBOR 3M 0.78% 0.90% 1.30% 1.52% 1.41% 1.90% 1.65% 1.50% - SOFR 3M 4.24% 4.00% 3.67% 3.83% 3.75% 4.30% 4.00% 3.60% - Copper Equity share of production [KMT] 21.7 43.7 10.8 10.6 21.4 23.5 44.9 47.3 ¥460 mil. (US$100/MT) Prices*2 [US$/MT] 9,429 9,938 12,852 13,324 13,088 13,242 13,165 12,456 Coking Coal Equity share of shipping volume [mil MT] 0.4 1.0 0.3 0.3 0.7 0.6 1.3 1.3 ¥90 mil. (US$1/MT) Prices [US$/MT] 184 201 238 248 243 225 234 223 Thermal Coal Equity share of shipping volume [mil MT] 2.5 4.2 0.8 0.9 1.7 1.9 3.6 4.1 ¥300 mil. (US$1/MT) Prices [US$/MT] 105 109 136 135 136 144 140 118 Iron Ore*1 Equity share of shipping volume [mil MT] 3.2 6.0 0.7 2.3 3.0 2.5 5.5 5.3 ¥450 mil. (US$1/MT) Prices*2 [US$/MT] 101 102 104 105 105 98 101 100 Manganese Ore*1 Equity share of shipping volume [mil MT] 0.4 0.9 - 0.5 0.5 0.5 0.9 0.9 ¥100 mil. (US$1/MT) Prices*2 [US$/MT] 198 194 224 233 228 202 215 191 LNG Equity share of production [KMT] 250 500 110 100 210 250 460 510 - Prices and Mineral Resources Equity Share of Production Note: Prices are general market prices. *1 The shipping volume of iron ore and manganese ore of Iron ore mining business in South Africa are recognized semi-annually. (in Q2 and Q4) *2 Results and forecasts are market prices for the period from Jan. to Dec., in accordance with fiscal year of main subsidiar ies and associated companies. *3 Exchange rate sensitivity shows the impact on profit when converting overseas subsidiaries’ profits into JPY. Mineral resourc e price sensitivities show the impact on profit due to revenue fluctuations. 17. Assumptions and Sensitivities

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21 FY25 Q1-2 Results* FY26 Q1-2 Results FY26 Forecasts (announced in Nov. 2026) Profit Asset replacement and extraordinary profits/losses Underlying profit Profit Asset replacement and extraordinary profits/losses Underlying profit Profit Asset replacement and extraordinary profits/losses Underlying profit Steel 34.1 -1.0 35.0 38.9 5.0 34.0 72.0 4.0 68.0 Automotive 53.4 33.0 20.0 23.5 2.0 22.0 48.0 12.0 36.0 Transportation & Construction Systems 40.3 0.0 40.0 49.9 -4.0 53.0 107.0 -5.0 112.0 Diverse Urban Development 44.1 0.0 44.0 32.0 0.0 32.0 95.0 17.0 78.0 Communication Services 6.5 1.0 5.0 9.2 1.0 8.0 15.0 1.0 14.0 Digital AI 15.1 4.0 11.0 23.6 0.0 24.0 54.0 - 54.0 Lifestyle Business 2.3 0.0 2.0 4.1 0.0 4.0 15.0 4.0 11.0 Mineral Resources 31.6 0.0 32.0 54.4 -6.0 61.0 108.0 -6.0 114.0 Chemical Solutions 14.8 0.0 15.0 21.4 1.0 20.0 37.0 2.0 35.0 Energy Transformation Business 48.1 5.0 43.0 58.2 0.0 58.0 133.0 - 133.0 Group Total 290.4 43.0 248.0 315.2 -1.0 317.0 684.0 29.0 655.0 Corporate and Eliminations 10.9 0.0 11.0 32.7 15.0 18.0 16.0 1.0 15.0 Total 301.2 43.0 259.0 347.9 13.0 334.0 700.0 30.0 670.0 Buffer -30.0 Consolidated 670.0 (¥bn) 18. Profit by Segment (FY2025 and FY2026 Q1-2 Results/FY2026 Forecasts) * Reclassified following the organizational restructuring effective Apr. 1 2026.

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22 19. Quarterly Breakdown of Asset Replacement and Extraordinary Profits/Losses by Segment (FY2026) Q1 Q2 Q3 Q4 Cumulative Results Main factors Steel 3.0 2.0 5.0 Q1 Q2 Related to asset replacement in Energy Tubular business: +2.0, restructuring gains in Steel Products business: +1.0 Gain on sale of assets in Energy Tubular business company: +2.0 Automotive 2.0 0 2.0 Q1 Tax effect in tire sales & marketing business in the U.S.: +2.0 Transportation & Construction Systems -8.0 4.0 -4.0 Q1 Q2 Expenses related to Sumisho Air Lease acquisition, including restructuring and other associated costs: -8.0 Revision of expenses related to Sumisho Air Lease acquisition, including restructuring and other associated costs: +2.0, Gain on the sale of assets in the ship business: +2.0 Diverse Urban Development 0 0 0 Communication Services 1.0 0 1.0 Q1 Gain related to capital restructuring:.+1.0 Digital AI 0 0 0 Lifestyle Business 0 0 0 Mineral Resources -1.0 -5.0 -6.0 Q1 Q2 Nickel mining & refining business in Madagascar: -3.0 (loss on the sales of the project: -73.0, tax effect: +72.0, external advisor fees, etc.: -2.0) Coal business in Australia: Insurance proceeds received: +1.0 Impairment losses and other items at investees in the iron ore mining business in South Africa: -4.0 Reversal of deferred tax assets in the manganese ferroalloy business in Malaysia: -1.0 Chemical Solutions 1.0 0 1.0 Q1 Revaluation gain from the full acquisition of the Vietnamese agricultural inputs distributor: +1.0 Energy Transformation Business 0 0 0 Corporate and Eliminations 16.0 -1.0 15.0 Q1 Foreign exchange gain realized in connection with the reorganization of an intermediate holding company: +16.0 Total 13.0 0 13.0 (¥bn)

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23 19. Quarterly Breakdown of Asset Replacement and Extraordinary Profits/Losses by Segment (FY2025) Q1 Q2 Q3 Q4 Cumulative Results Main factors Steel 0.0 -1.0 0.0 10.0 9.0 Q2 Q4 Profit/loss related to asset replacement in steel sheets business: -1.0 Gain on the sale of Sekal AS in tubular products business, profit/loss related to asset replacement in steel sheets business: +10.0 Automotive 31.0 3.0 -10.0 2.0 25.0 Q1 Q2 Q3 Q4 Gain on the sale of Midas in tire sales & marketing business in the U.S.: +28.0 Tax effect in Automotive sales & marketing: +3.0 Gain on the sale of SML Isuzu: +3.0 Loss due to the write-off of non-performing loans in the auto finance business in Indonesia: -10.0 Tax effect in the automotive manufacturing business: +2.0 Transportation & Construction Systems 1.0 -1.0 -2.0 1.0 -1.0 Q1 Q3 Q4 Receipt of Insurance settlement proceeds by aircraft leasing business: +1.0 Loss related to the Chapter 11 filing by a major lessee in the aircraft leasing business: -4.0 Gain on the sale of assets in the ship business: +2.0 Fair value gain on the change in the capital structure in the ship business: +1.0 Diverse Urban Development 0.0 0.0 -1.0 -1.0 -2.0 Q3 Q4 Loss related to the Chapter 11 filing by a major lessee in the aircraft leasing business: -1.0 Impairment loss in the overseas water business: -1.0 Communication Services 2.0 -1.0 2.0 -2.0 1.0 Q1 Q2 Q3 Q4 Overseas telecommunication business related: +2.0 Overseas telecommunication business related: -1.0 Overseas telecommunication business related: +2.0 Overseas telecommunication business related: -2.0 Digital AI 0.0 4.0 0.0 -2.0 2.0 Q2 Q4 SCSK’s gain on the sale of ARGO GRAPHICS shares: +4.0 Impairment loss of intangible assets at Net One Systems, etc.: -2.0 Lifestyle Business 0.0 0.0 -5.0 -9.0 -14.0 Q3 Q4 Loss related to the divestment of the melon business in the fresh produce business in Europe and the Americas: -5.0 Impairment loss on fixed assets in the mushroom business in North America, etc.: -9.0 Mineral Resources 0.0 0.0 0.0 10.0 10.0 Q4 Tax effect from the capital restructuring in mineral resources field: +8.0 Capital restructuring gains in copper business: +4.0 Impairment loss and other items in the iron ore mining business in South Africa: -3.0 Chemical Solutions 0.0 0.0 0.0 -2.0 -2.0 Q4 Impairment loss related to asset replacement in Basic Chemicals field: -3.0 Tax refund in Agribusiness in Brazil, etc.: +1.0 Energy Transformation Business 0.0 5.0 4.0 5.0 15.0 Q2 Q3 Q4 Gain from liquidating gas-fired power plant business in Vietnam: +3.0 Reversal of provisions for construction losses in EPC business: +1.0 EII: +1.0 (Gain from bad debt recovery) Gain from the transfer of long-term contracts in the U.S. gas trade: +6.0 Receipt of settlement payments due to expiration of gas and electricity supply contracts: +1.0 Loss due to waiver of uncollected receivables in the U.S. power generation business: -3.0 Reversal of provisions for construction losses and additional cost in EPC business: +13.0 Asset replacement profits/losses in power plant business: -4.0 (loss on the sale of a wind power generation business in Europe: -3.0, loss related to withdrawal from certain business in the power generation business in the U.S.: -2.0, gain from liquidating hydropower generation business in the Philippines: +2.0, others: -1.0) EII field: -5.0 (fair value measurement of biological assets) Corporate and Eliminations 0.0 0.0 0.0 30.0 30.0 Q4 Tax effect on loss carryforwards, etc.: +30.0 Total 34.0 9.0 -13.0 43.0 72.0 (¥bn) *The breakdown has been reclassified to reflect the organizational changes effective Apr. 1 2026.

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24 20. Operating Results (Cash Flow Allocation) Cash flow earnings • Steady cash generation by core businesses Asset replacement in FY26 • Sale of the Belgian offshore wind power projects • Sale of domestic and overseas properties • Sale of strategically held shares Investment in FY26 • Acquisition of Sumisho Air Lease (approx.¥-330.0 bn) • Additional acquisition of SCSK shares (approx. ¥-200.0 bn) • Acquisition of domestic and overseas properties Shareholder return • Dividend paid, share repurchased *1 Cash flow earnings = (Gross profit + SG&A expenses (excluding provision for doubtful receivables) + Net interest expense + dividends) × (1-tax rate) + dividend from investments accounted for using the equity method (excluding dividend associated with asset replacement) + Depreciation + Lease liability payments *2 Includes “expenditures for acquiring subsidiary interests from non- controlling shareholders”, which are classified under financing cash flows in statutory accounting. *3 Free cash flow after shareholder returns is presented excluding temporary changes in working capital and other short -term cash movements, including cash flows related to the withdrawal from the Madagascar nickel project incurred during the current perio d. Medium-Term Management Plan 2026 3-year Total (Apr. 2024-Mar. 2027) Medium-Term Management Plan 2026 Total Results FY24 Results FY25 Results FY26 Q2 Results Announced in May 2026 (Apr. 2024-Sep. 2026) Cash In Cash flow earnings*1 +2,000.0 ～ +1,620.9 +647.6 +621.1 +352.2 Asset replacement +1,100.0 ～ +690.0 +240.0 +270.0 +170.0 Cash Out Investment*2 -3,000.0 ～ -2,660.0 -730.0 -1,170.0 -770.0 (New/Expansion) (-2,280.0) (-570.0) (-1,020.0) (-690.0) (Renewal, etc.) (-390.0) (-160.0) (-150.0) (-80.0) Shareholder return -700.0 ～ -623.3 -205.0 -242.9 -175.4 Free cash flow (post-shareholder return) (Changes in working capital, etc. excluded* 3) -600.0 ～ -980.0 -40.0 -520.0 -420.0 (¥bn)

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25 20. Operating Results (Financial Position) As of Mar. 31, 2026 As of Sep. 30, 2026 Change Current assets 6,635.7 6,074.6 -561.1 Non-current assets 7,002.7 7,258.5 +255.9 Total assets 13,638.3 13,333.1 -305.2 Other liabilities 4,726.1 4,001.8 -724.3 Interest-bearing liabilities*1 4,177.1 (3,147.2) 4,492.8 (3,855.6) +315.7 (+708.4) Total liabilities 8,903.2 8,494.6 -408.6 Shareholders’ equity*2 4,628.6 4,737.5 +109.0 Total liabilities and equity 13,638.3 13,333.1 -305.2 D/E Ratio (Net) 0.68 0.81 +0.1pt Exchange rate (JPY/US$) 159.88 157.35 -2.53 (¥bn) *1 “Interest-bearing liabilities” is sum of bonds and borrowings (current and non- current), excluding lease liabilities. Figures in parenthesis in “interest-bearing liabilities” show “interest-bearing liabilities, net”. *2 “Shareholders’ equity” is equivalent to “equity attributable to owners of the parent” in consolidated statements of financ ial position. Total assets (Change: ¥-305.2 bn) • Decrease in operating assets • Decrease resulting from the appreciation of the yen (approx.¥-100.0 bn) Reference: The acquisition of Sumisho Air Lease resulted in a decrease in current assets (cash and cash equivalents) and an increase in non-current assets (investments accounted for using the equity method). Total liabilities (Change: ¥-408.6 bn) • Decrease in operating liabilities • Increase in interest-bearing liabilities Reference: The acquisition of additional shares in SCSK resulted in a decrease in other liabilities and an increase in interest-bearing liabilities. Shareholders’ equity*2 (Change: ¥+109.0 bn) • Increase from profit • Dividend payment, treasury share repurchase and disposal • Decrease resulting from the appreciation of the yen (approx.¥-100.0 bn)

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26 Key Financial Indicators Major Group Companies / Businesses 19.0 16.0 17.0 13.0 Q1 Q2 Q3 Q4 Quarterly Trend for Underlying Profit Companies / Businesses Equity Stake (Sep. 30, 2026) Equity in Earnings FY25 Q1-2 Results FY26 Q1-2 Results FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) Sumitomo Corporation Global Metals Group* 100.00 % 3.8 3.5 7.4 6.8 Eryngium 100.00 % 0.3 1.1 1.8 2.1 Edgen Group 100.00 % 0.9 2.5 3.6 2.3 17.0 17.0 Q1 Q2 Q3 Q4 FY25 Q1-2 Results FY26 Q1-2 Results Change FY26 Q3-4 Revised Forecasts (Nov. 2026) FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) ① ② ②-① ③-② ③ Profit A 34.1 38.9 +4.8 33.1 72.0 72.0 Asset replacement and extraordinary profits/losses B -1.0 +5.0 +6.0 -1.0 +4.0 +4.0 Underlying profit A-B 35.0 34.0 -1.0 34.0 68.0 68.0 FY26 Forecasts (Nov.): 68.0FY25 Results: 66.0 Main factors for YoY changes (Underlying profit) Outlook for Q3-4 (Underlying profit) Energy Tubular  North America: Improved market conditions  Other regions: Shipments to the Middle East declined Steel Products  Overseas railway-related business: Stable  Monopile manufacturing business: Stable Energy Tubular  North America: Supply-demand conditions to improve  Other regions: Decline in shipments to the Middle East to continue Steel Products  Overseas railway-related business: stable Investment & Replacement Topics Investment (FY26 Q1-2 Results: ¥5.0 bn) (¥bn) Progress 50% 21. Performance Overview (Steel) * Sumitomo Corporation Global Metals’ combined financial results, including operating companies it manages or supports regardless of equity ownership, are ¥13.9 bn for FY25 Q1-2, ¥18.5 bn for FY26 Q1-2 and ¥31.0 bn in the FY26 revised forecasts (Nov. 2026).

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27 Key Financial Indicators Major Group Companies / Businesses 9.0 11.0 14.0 5.0 Q1 Q2 Q3 Q4 Quarterly Trend for Underlying Profit Companies / Businesses Equity Stake (Sep. 30, 2026) Equity in Earnings FY25 Q1-2 Results FY26 Q1-2 Results FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) Sumitomo Corporation Power & Mobility*1 *2 100.00 % 1.1 1.5 2.5 2.5 Sumitomo Mitsui Auto Service Company 40.43 % 5.2 5.8 10.1 9.9 TBC 50.00 % 31.9*3 1.6 -*4 -*4 10.0 12.0 Q1 Q2 Q3 Q4 FY25 Q1-2 Results FY26 Q1-2 Results Change FY26 Q3-4 Revised Forecasts (Nov. 2026) FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) ① ② ②-① ③-② ③ Profit A 53.4 23.5 -29.9 24.5 48.0 34.0 Asset replacement and extraordinary profits/losses B +33.0 +2.0 -31.0 +10.0 +12.0 +1.0 Underlying profit A-B 20.0 22.0 +2.0 14.0 36.0 33.0 FY26 Forecasts (Nov.): 36.0FY25 Results: 38.0 Main factors for YoY changes (Underlying profit) Outlook for Q3-4 (Underlying profit) Automotive sales & marketing  Secured profit at the previous-year level despite the impact of the Middle East situation, supported by steady performance in other regions Mobility services  Automotive finance business: decrease in credit costs  Domestic auto leasing business: steady Tire  Decrease in profit due to sale of Midas  Impacted by higher fuel costs Automotive sales & marketing  Full impact of the Middle East situation Mobility Services  Expect costs in Q3-4 Tire  Advance operational improvements Investment & Replacement Topics Investment (FY26 Q1-2 Result: ¥10.0 bn) Progress 61% 21. Performance Overview (Automotive) *1 Equity in earnings for this company is presented as the company total, including amounts from another segment. *2 This company's results and forecasts for automotive business are allocated to this group, those for social infrastructure business are allocated to Diverse Urban Development Group, and those for energy solution business are allocated to Energy Transformation B usiness Group, respectively. *3 Approx.¥30.0 bn in gains from the sale of Midas are included in the FY25 Q1- 2 results. Including tax effects, the total impact on the Group’ s performance from the sale is approx.¥28.0 bn *4 We refrain from disclosing the forecasts due to relationship with the business partner. (¥bn)

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28 FY25 Q1-2 Results FY26 Q1-2 Results Change FY26 Q3-4 Revised Forecasts (Nov. 2026) FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) ① ② ②-① ③-② ③ Profit A 40.3 49.9 +9.6 57.1 107.0 104.0 Asset replacement and extraordinary profits/losses B 0.0 -4.0 -4.0 -1.0 -5.0 -5.0 Underlying profit A-B 40.0 53.0 +13.0 59.0 112.0 109.0 Key Financial Indicators Major Group Companies / Businesses 20.0 20.0 27.0 23.0 Q1 Q2 Q3 Q4 Quarterly Trend for Underlying Profit Companies / Businesses Equity Stake (Sep. 30, 2026) Equity in Earnings FY25 Q1-2 Results FY26 Q1-2 Results FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) Sumitomo Mitsui Finance and Leasing Company (SMFL) * 1 *2 50.00 % 26.8 31.0 56.1 56.1 SMBC Aviation Capital - 9.7*3 7.4*3 -*4 -*4 24.0 30.0 Q1 Q2 Q3 Q4 FY26 Forecasts (Nov.): 112.0FY25 Results: 90.0 Main factors for YoY changes (Underlying profit) Outlook for Q3-4 (Underlying profit) Transportation  Leasing business: steady Start of earnings contribution from Sumisho Air Lease  Ship business: strong market conditions despite lower number of vessel sales compared to FY25 Construction & mining systems  Rental business: improvements in utilization rates and operations  Sales and service business: steady Transportation  Aircraft leasing business: steady  Ship business: steady Construction & mining systems  Rental business: capturing resilient demand as operational improvements continue  Sales and service business: steady Investment & Replacement Topics Investment (FY26 Q1-2 Result: ¥359.0 bn)  Acquisition of Sumisho Air Lease Progress 47% 21. Performance Overview (Transportation & Construction Systems) *1 Equity in earnings for this company is presented as the company total, including amounts from another segment. *2 The total equity stake is 50%, with 10% attributed to the Diverse Urban Development Group. The remaining portion of the 40% is divided between two groups: one represents an indirect equity interest in Sumitomo Mitsui Auto Service Company, held by the Automotiv e Group, and the other belongs to this group. *3 As the company has not announced its FY26 Q1-2 results, Q1-2 results of equity in earnings related to the company represent it s Q1 results just for the sake of convenience. Q1- 2 results will be available in our Q3 financial results announcement. *4 We refrain from disclosing the forecast due to relationship with the business partner. (¥bn)

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29 FY25 Q1-2 Results FY26 Q1-2 Results Change FY26 Q3-4 Revised Forecasts (Nov. 2026) FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) ① ② ②-① ③-② ③ Profit A 44.1 32.0 -12.1 63.0 95.0 95.0 Asset replacement and extraordinary profits/losses B 0 0 0 +17.0 +17.0 +17.0 Underlying profit A-B 44.0 32.0 -12.0 46.0 78.0 78.0 Major Group Companies / Businesses Quarterly Trend for Underlying Profit Companies / Businesses Equity Stake (Sep. 30, 2026) Equity in Earnings FY25 Q1-2 Results FY26 Q1-2 Results FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) Domestic real estate business*1 -*2 41.4 27.1 82.9 82.9 SCOA Real Estate Partners 100.00 % 2.2 -0.4 4.3 4.3 Industrial parks business*1 -*2 2.0 2.4 4.7 4.7 Construction material and machinery business* 1 -*2 1.5 2.4 14.0 5.3 Sumisho Global Logistics 100.00 % 1.0 1.4 2.5 2.5 Key Financial Indicators Main factors for YoY changes (Underlying profit) Outlook for Q3-4 (Underlying profit) Domestic real estate business  Large-scale property (office buildings and residentials) deliveries in FY25 Q1-2 Global urban development  SCOA Real Estate Partners: Large-scale property deliveries in FY25 Q1-2  Industrial parks business: Land sales recorded in FY26 Q1-2 Domestic real estate business  Property deliveries expected as planned Other businesses  Stable Investment & Replacement Topics Investment (FY26 Q1-2 Result: ¥70.0 bn)  Properties - Domestic: Office buildings Mixed-use development, etc - Overseas: U.S. housing and logistics facilities, etc Replacement  Properties - Domestic: Office buildings - Overseas: U.S. logistics facilities, etc  Completion of partial share transfer of S.C. Cement (now SSC Cement) (Oct. 2026) 36.0 8.0 9.0 31.0 Q1 Q2 Q3 Q4 28.0 4.0 Q1 Q2 Q3 Q4 FY26 Forecasts (Nov.): 78.0FY25 Results: 84.0 *1 Figures represent the combined profit/loss of the parent company and its share from subsidiaries and associated companies. *2 Group of companies with different shareholding ratios. Progress 41% 21. Performance Overview (Diverse Urban Development) (¥bn)

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30 FY25 Q1-2 Results FY26 Q1-2 Results Change FY26 Q3-4 Revised Forecasts (Nov. 2026) FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) ① ② ②-① ③-② ③ Profit A 6.5 9.2 +2.8 5.8 15.0 15.0 Asset replacement and extraordinary profits/losses B +1.0 +1.0 0.0 0.0 +1.0 0.0 Underlying profit A-B 5.0 8.0 +3.0 6.0 14.0 15.0 Key Financial Indicators Major Group Companies / Businesses 1.0 4.0 4.0 6.0 Q1 Q2 Q3 Q4 Quarterly Trend for Underlying Profit 5.0 3.0 Q1 Q2 Q3 Q4 FY26 Forecasts (Nov.): 14.0FY25 Results: 15.0 Main factors for YoY changes (Underlying profit) Outlook for Q3-4 (Underlying profit) Telecommunications business in Ethiopia  Decrease in foreign exchange valuation losses due to a slowdown in the continued local currency depreciation  Increase in the number of active customers over 90 days and ARPU* 5 Major domestic group companies  Largely In-line with FY26 forecasts Telecommunication business in Ethiopia  Steady growth in the number of active customers over 90 days etc. expected, while factoring in the impact of local currency depreciation Investment & Replacement Topics Investment (FY26 Q1-2 Result: ¥14.0 bn)  FY26 forecast revised to reflect the business transfer from Digital & AI Group Companies / Businesses Equity Stake (Sep. 30, 2026) Equity in Earnings FY25 Q1-2 Results FY26 Q1 Results FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) Safaricom Telecommunications Ethiopia 23.56*1 % -7.9 -*2 -*3 -*3 JCOM 50.00 % 16.7 17.5 35.9 36.5 Jupiter Shop Channel*4 45.00 % 3.3 3.3 7.6 7.6 Progress 57% 21. Performance Overview (Communication Services) *1 The equity stake changed from 23.52% to 23.56% in Sep. 2026. *2 As the company has not yet announced its FY26 Q2 results, this will be replaced with FY26 Q1- 2 result as soon as it becomes available for disclosure. *3 We refrain from disclosing the forecast due to relationship with the business partner. *4 The equity in earnings from this company represents the aggregate amounts including the portion allocated to another segment. The overall equity stake is 45%, of which 37.5% pertains to this segment and the remaining 7. 5% is attributed to the Lifestyle Business Group. *5 ARPU: Average Revenue Per User (¥bn)

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31 Key Financial Indicators Major Group Companies / Businesses 5.0 6.0 8.0 14.0 Q1 Q2 Q3 Q4 Quarterly Trend for Underlying Profit 7.0 16.0 Q1 Q2 Q3 Q4 FY26 Forecasts (Nov.): 54.0FY25 Results: 33.0 Main factors for YoY changes (Underlying profit) Outlook for Q3-4 (Underlying profit) SCSK  Impact from increased stake  Steady growth supported by strong domestic demand for IT investment  Reduction in tax costs through participation in the group tax consolidation system Others  Increase in interest burden on investment SCSK  Impact from increased stake (contributing to profit growth throughout the year)  Steady growth supported by strong domestic demand for IT investment  Reduction in tax costs through participation in the group tax consolidation system Others  Interest burden on investment remains Investment & Replacement Topics Investment (FY26 Q1-2 Result: ¥211.0 bn)  Additional acquisition of SCSK shares  Capital investment in SCSK  FY26 forecast revised to reflect the business transfer to Communication Services Group Companies / Businesses Equity Stake (Sep. 30, 2026) Equity in Earnings FY25 Q1-2 Results FY26 Q1 Results FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) SCSK 100.00 % 17.4 33.1 75.0 75.0 FY25 Q1-2 Results FY26 Q1-2 Results Change FY26 Q3-4 Revised Forecasts (Nov. 2026) FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) ① ② ②-① ③-② ③ Profit A 15.1 23.6 +8.5 30.5 54.0 53.0 Asset replacement and extraordinary profits/losses B +4.0 0 -4.0 0 0 0 Underlying profit A-B 11.0 24.0 +13.0 30.0 54.0 53.0 *1 Following the completion of the tender offer, the equity stake increased from 50.54% to 88.63% in Dec. 2025; subsequently, due to a stock consolidation, the equity stake increased from 88.63% to 100% in Mar. 2026. *2 The equity stake as of the end of Sep. 2025 was 50.54%. Progress 44% 21. Performance Overview (Digital AI) (¥bn)

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32 0.0 2.0 4.0 4.0 Q1 Q2 Q3 Q4 2.0 2.0 Q1 Q2 Q3 Q4 FY25 Q1-2 Results FY26 Q1-2 Results Change FY26 Q3-4 Revised Forecasts (Nov. 2026) FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) ① ② ②-① ③-② ③ Profit A 2.3 4.1 +1.9 10.9 15.0 17.0 Asset replacement and extraordinary profits/losses B 0.0 0.0 0.0 +4.0 +4.0 0.0 Underlying profit A-B 2.0 4.0 +2.0 7.0 11.0 17.0 Major Group Companies / Businesses Quarterly Trend for Underlying Profit Companies / Businesses Equity Stake (Sep. 30, 2026) Equity in Earnings FY25 Q1-2 Results FY26 Q1 Results FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) Summit 100.00 % 3.1 2.8 8.1 8.1 Feiler Japan 100.00 % 1.5 2.3 3.7 3.2 SC Foods 100.00 % 1.9 0.9 2.6 3.6 Wellneo Sugar 24.86*1 % 0.4*2 0.6*2 -*2 1.6 Fyffes 100.00 % -1.7 1.5 3.3 6.7 Highline 100.00 % -1.0 -1.0 -0.9 -1.2 Domestic drugstores & pharmacies*3 -*4 1.2 0.8 3.1 3.7 Key Financial Indicators FY26 Forecasts (Nov.): 11.0FY25 Results: 10.0 Main factors for YoY changes (Underlying profit) Outlook for Q3-4 (Underlying profit) Domestic supermarket business  Higher sales driven by new store openings, renovation of existing stores and merchandising initiatives, offset by fall in visitor number caused by unsettled weather and higher SG&A expenses Domestic brand retail business  Strong sales at Feiler Japan Fresh produce business in Europe and the Americas  Increase due to rebound from weak melon business performance in FY25 Q1-Q2; melon business divested in FY25 Q3 Healthcare  Decrease due to higher costs, fall in visitor number caused by unsettled weather in domestic drugstore and pharmacy businesses Domestic supermarket business  Expect the plan to be achieved, supported by new store openings, renovation of existing stores, merchandising initiatives and operational enhancements through DX Fresh produce business in Europe and the Americas  Although sales volumes are expected to be high as planned, the impact of soaring logistics costs and increased costs due to severe weather in production areas will persist throughout the year. Healthcare  Existing businesses are inherently weighted toward Q3-4  Delay in launching new services and a more selective approach to new investments Investment & Replacement Topics Investment (FY26 Q1-2 Result: ¥17.0 bn) 21. Performance Overview (Lifestyle Business) Progress 36% *1 The equity stake changed from 24.82% to 24.86% in Sep. 2025. *2 As the company has not yet announced its FY26 Q2 results, Q1- 2 result and revised forecast of equity in earnings related to the company will be available in our Q3 financial results announcement. *3 These represent the combined figures for domestic drugstores and pharmacies, including Tomod’s. *4 Group of companies with different shareholding ratios. (¥bn)

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33 FY25 Q1-2 Results FY26 Q1-2 Results Change FY26 Q3-4 Revised Forecasts (Nov. 2026) FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) ① ② ②-① ③-② ③ Profit A 31.6 54.4 +22.8 53.6 108.0 95.0 Asset replacement and extraordinary profits/losses B 0.0 -6.0 -6.0 0.0 -6.0 0.0 Underlying profit A-B 32.0 61.0 +29.0 53.0 114.0 95.0 Major Group Companies / Businesses Quarterly Trend for Underlying Profit*1 Key Financial Indicators Main factors for YoY changes (Underlying profit) Outlook for Q3-4 (Underlying profit) Copper business  Higher prices; increased earnings from QB2 also contributed Aluminum  Margin expansion Commodity Business  Strong performance in precious metals trading Copper business  Stable Aluminum  Stable Coal business in Australia  Higher thermal coal prices factored in Commodity Business  Solid despite normalization from strong Q1-2 performance Investment & Replacement Topics Investment (FY26 Q1-2 Result: ¥6.0 bn)  Investment in a copper-gold project in Chile (August 2026) 11.0 21.0 16.0 25.0 Q1 Q2 Q3 Q4 27.0 34.0 Q1 Q2 Q3 Q4 FY26 Forecasts (Nov.): 114.0FY25 Results: 73.0 Companies / Businesses Equity Stake (Sep. 30, 2026) Equity in Earnings FY25 Q1-2 Results FY26 Q1 Results FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) Copper business companies -*2 5.6 14.1 28.1 27.3 Aluminum smelting business in Malaysia 20.00 % 5.7 13.3 -*3 -*3 Companies related to coal business in Australia -*2 2.9 6.2 13.3 10.5 Iron ore mining business in South Africa 49.00 % 11.9 7.6 20.3 23.8 Iron ore mining business in Brazil 30.00 % 1.7 2.8 4.2 3.1 *1 Earnings of Iron ore mining business in South Africa are recognized semi -annually. (in the Q2 and Q4) *2 Group of companies with different shareholding ratios. *3 We refrain from disclosing the forecast due to relationship with the business partner. Progress 54% 21. Performance Overview (Mineral Resources) (¥bn)

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34 FY25 Q1-2 Results FY26 Q1-2 Results Change FY26 Q3-4 Revised Forecasts (Nov. 2026) FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) ① ② ②-① ③-② ③ Profit A 14.8 21.4 +6.6 15.6 37.0 33.0 Asset replacement and extraordinary profits/losses B 0.0 +1.0 +1.0 +1.0 +2.0 +1.0 Underlying profit A-B 15.0 20.0 +5.0 15.0 35.0 32.0 Key Financial Indicators Major Group Companies / Businesses 7.0 8.0 7.0 6.0 Q1 Q2 Q3 Q4 Quarterly Trend for Underlying Profit 11.0 9.0 Q1 Q2 Q3 Q4 FY26 Forecasts (Nov.): 35.0FY25 Results: 28.0 Main factors for YoY changes (Underlying profit) Outlook for Q3-4 (Underlying profit) Basic Chemicals  Increase in profits from petrochemical products trading Electronics  Sales increase from expanded semiconductor materials business and spot transactions Life Science  Sales increase in pet care business Agribusiness  Profit improvement in the South American crop protection distribution business Basic Chemicals  Impact of market normalization, despite steady performance in petrochemical products trading Electronics  Ongoing stable demand for semiconductors (sales concentrated in Q1-2) Life Science  Steady trend in pet care business Agribusiness  Sales increase during the high-demand season Investment & Replacement Topics Investment (FY26 Q1-2 Result: ¥12.0 bn)  Full acquisition of the Vietnamese agricultural inputs distributor (May 2026)  Additional investment in the domestic veterinary healthcare business (Jul. 2026)  Investment in Thailand’s sulfuric acid tank terminal operator business (Sep. 2026) Companies / Businesses Equity Stake (Sep. 30, 2026) Equity in Earnings FY25 Q1-2 Results FY26 Q1-2 Results FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) Sumitomo Shoji Chemicals 100.00 % 2.5 4.1 6.4 5.5 Sumitronics group -* 3.7 3.8 6.9 6.0 Summit Pharmaceuticals International 100.00 % 2.2 1.9 3.5 4.0 Sumi Agro Europe 100.00 % 1.1 -0.5 4.1 4.5 Agro Amazonia Produtos Agropecuarios 100.00 % -1.1 -0.5 0.2 0.9 Summit Rural Western Australia 100.00 % 0.9 1.3 1.2 1.2 * Group of companies with different shareholding ratios. Progress 57% 21. Performance Overview (Chemical Solutions) (¥bn)

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35 FY25 Q1-2 Results FY26 Q1-2 Results Change FY26 Q3-4 Revised Forecasts (Nov. 2026) FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) ① ② ②-① ③-② ③ Profit A 48.1 58.2 +10.0 74.8 133.0 115.0 Asset replacement and extraordinary profits/losses B +5.0 0 -5.0 0 0 0 Underlying profit A-B 43.0 58.0*1 +15.0 75.0 133.0 115.0 Key Financial Indicators Major Group Companies / Businesses 24.0 19.0 18.0 27.0 Q1 Q2 Q3 Q4 Quarterly Trend for Underlying Profit 33.0 26.0 Q1 Q2 Q3 Q4 FY26 Forecasts (Nov.): 133.0FY25 Results: 88.0 Companies / Businesses Equity Stake (Sep. 30, 2026) Equity in Earnings FY25 Q1-2 Results FY26 Q1 Results FY26 Revised Forecasts (Nov. 2026) FY26 Forecasts (May 2026) Domestic electricity retail business -*3 10.8 5.6 19.7 20.1 Overseas IPP/IWPP business*2 -*3 39.5*2 62.7 118.7 103.8*2 Asia -*3 31.2*2 34.4 73.6 61.7*2 Europe and the Americas -*3 1.1*2 21.6 24.7 23.2*2 Other Area -*3 7.3*2 6.7 20.4 18.8*2 Global natural gas and power trading business* 4 100.00 % 11.7 9.3 29.2 22.3 LNG Japan 50.00 % 3.9 1.8 6.6 4.3 Progress 44% 21. Performance Overview (Energy Transformation Business) Main factors for YoY changes (Underlying profit) Outlook for Q3-4 (Underlying profit) Domestic electricity retail business  Lower gross profit due to higher procurement cost Overseas IPP/IWPP business  Asset turnover (Belgian offshore wind power project and Thai gas-fired power generation)  Commencement of revenue contribution from renewed contract in the U.S. power generation business Global natural gas and power trading business  U.S. gas trading business remained strong  Upfront recognition of valuation loss in gas trading business in Europe Domestic electricity retail business  Increased trading volume due to high electricity demand during the winter season Overseas IPP/IWPP business  Steady performance expected through stable operation and continued asset turnover Global natural gas and power trading business  U.S. gas trading business expecting strong performance  Valuation loss to be reversed upon gas delivery in the second half Investment & Replacement Topics Investment (FY26 Q1-2 Result: ¥53.0 bn) Replacement  Belgian offshore wind power projects  A part of stake in Thai gas-fired power generation business *1 In addition to holding power generation assets for the long term, we are promoting asset turnover. In light of the progres s made, gains/losses related to asset replacement and extraordinary gains/losses in the domestic and overseas IPP/IWPP businesses have been reclassified as Underlying Profit from FY26. Of the ¥5 bn recorded in FY25 Q1-2, ¥3 bn represents gains/losses related to asset replacement and extraordinary gains/losses in the domestic and overseas IPP/IWPP businesses that are classified as Underlying Profit from FY26. *2 This is the sum of equity earnings from the overseas IPP/IWPP businesses and gains/losses related to power generation assets recognized by Sumitomo Corporation on a standalone basis. Total gains/losses related to power generation assets in the overseas IPP/IWPP businesses are presented on a reclassified basis for the FY25 Q1- 2 results and the initial FY26 forecast announced in May 2026. *3 Not disclosed as the figures represent multiple operating companies with different equity stakes. *4 Figures represent the sum of gains/losses recognized by Sumitomo Corporation on a standalone basis and equity earnings from nat ural gas and power trading companies, including PACIFIC SUMMIT ENERGY. PACIFIC SUMMIT ENERGY recorded profit of ¥7. 1 bn in FY25 Q1-2 and ¥12.1 bn in FY26 Q1-2. (¥bn)

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36 22. Supplementary Segment Information (Steel) Manufacturing business for the foundation of offshore wind power (monopile) in Europe Supply of steel pipes for energy development in the North Sea Steel service center operations worldwide Special steel manufacturing business in India Supply of oil country tubular goods (OCTG) and line pipe to major energy companies North American steel pipe recycling business U.S. railway equipment and materials business  Expertise, solution capabilities, and an extensive customer network in tubular products and steel products  Global development of a strong supply chain firmly rooted in each region  Engage in global supply chain management for steel products to swiftly address changes in the global steel industry and thus strengthen and expand business  Strengthen regional sales capabilities and manage inventory risk to improve resilience to market volatility  We aim to increase earnings in regions where demand is increasing alongside economic growth and in markets where demand is increasing along with energy transition  Strengths  Growth Strategy  Global Supply Chain ● Energy ●Automotive ● Construction Materials ● Electrical & Electronics ● Railway China India United States ASEAN Others Source: Wood Mackenzie  Global Network with Market-Leading Strengths in Both Tubular Products and Steel Products Key Market Trends We will strengthen and expand the foundation of our global steel product supply chain by capturing opportunities from rising steel demand, particularly in markets with strong growth potential. Growth Strategy Leveraging the Steel Business’s Strengths * The data and information provided by Wood Mackenzie should not be interpreted as advice, and you should not rely on it for any purpose. You may not copy or use this data and information except as expressly permitted by Wood Mackenzie in writing. To the fullest extent permitted by law, Wood Mackenzie accepts no responsibility for your use of this data and information except as specified in a written agreement you have entered into with Wood Mackenzie for the provision of such data and information. Global crude steel production outlook 2,500 2,000 1,500 1,000 500 0 （million tons） 2025 2030 2035 2040 （year）

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37 Japan SC Automotive Engineering SCTM Engineering Asama Kiriu Group Sumitomo Mitsui Auto Service KINTO MOBILOTS Dexterity-SC Japan SC Machinery & Service SC-ABeam Automotive Consulting Mexico Kiriu Mexicana Hirotec Mexico TBC de Mexico Middle East & North Africa Toyota Al Iraq (Iraq) Toyota Libya (Libya) East Asia Kiriu - Lioho (China) Fujiwa Machinery (China) Kiriu Samick (South Korea) Thailand Kiriu Thailand Sumitomo Mitsui Auto Leasing & Service Dunlop Tire Thailand Summit Capital Leasing Philippines Sumisho Motor Finance Corporation Indonesia Kiriu Indonesia Asama Indonesia Manufacturing Hino Motors Sales Indonesia Hino Finance Indonesia Oto Multiartha Summit Oto Finance Weeo Central Asia Toyota Central Asia Summit Motors Central Asia Europe Toyota Ukraine (Ukraine) Summit Motors Ukraine (Ukraine) Moto Pfohe EOOD (Bulgaria) Summit Motors Slovakia (Slovakia) Summit Motors Ljubljana (Slovenia) Aimo Park (Sweden, Norway, Finland) Australia Summit Auto Lease Australia United States SC Automotive Engineering Kiriu USA ASAMA Coldwater Manufacturing TBC India Munjal Kiriu Industries SMAS Auto Leasing India Lead the Transformation of Mobility and Create New Values  Growth Strategy  Global Map of Automotive Business  Promote growth by expanding the product lineup and sales and service network in the automotive sales and marketing business  Expand services and capture new business opportunities in the mobility services sector centered on the automotive leasing business  Enhance the value of existing businesses and increase the profit scale of new businesses Engineering service Auto parts manufacture Automotive sales & marketing Lease, subscription, rental Tire sales & marketing Auto finance Parking Other services 22. Supplementary Segment Information (Automotive) •Business portfolio covering automotive manufacturing, sales, leasing, and services on a global basis •Networks and partnerships with major OEMs and other key players in the industry Key Group Strength Manufacturing, Engineering and Robotics Automotive Sales & Marketing Mobility Services Tire

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38 Aircraft leasing and operational expertise Domestic investor network 22. Supplementary Segment Information (Transportation & Construction Systems) Underlying profit*1 (¥bn) Aircraft Leasing Business Targeting underlying profit of over ¥50.0 bn by around FY2030. • Further expansion of the leasing business • Strengthening of the aircraft aftermarket business • Development of next-generation areas such as advanced air mobility, sustainable aviation fuel (SAF), and carbon credits  Profit Plan *1 This graph shows the underlying profit of the entire Commercial Aviation SBU, including aircraft leasing, helicopter leasing, part-out and other new businesses. A portion of the underlying profit of the aircraft leasing business is also recorded in the Leasing SBU.  Strong Strategic Partnerships Supporting Aircraft Leasing Business 1 1 1% 10% 6% 4% 3%66% SMBC Aviation Capital +Sumisho Air Lease (approx. 1,900 aircraft) Avolon BOC Aviation DAE Capital Other leasing companies (227 companies) Source: Cirium, as of Oct. 2026  Top 5 leasing companies account for 33%  Sumitomo Corporation Group: 10%, No. 2 in the world Competitive Advantages from Scale Ability to secure attractive OEM delivery slots and procurement capabilities More opportunities for large-scale acquisition via third-party capital More lease/sale opportunities and faster asset turnover via a wider customer base Established partnerships with leading global private credit firms Asset management capabilities Global network and industry expertise Diverse financing capabilities  Acquisition completed in FY2026  Larger fleet (owned, serviced and on order)  Synergies with SMBC Aviation Capital (operating cost efficiencies)  Stronger global customer base Sumitomo Corporation 11.9 13.6 18.5 19.7 35.3 50.0+ 0.0 10.0 20.0 30.0 40.0 50.0 FY22 FY23 FY24 FY25 FY26 … FY30  Fleet Size of Major Aircraft Leasing Companies (Owned, Serviced and on Order) AerCap

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39 FY23 FY24 FY25 FY26 Sustainable Growth Platform in Domestic Real Estate Business  Growth Strategies  Profit (¥bn)  Invested Capital (¥bn)  Enhancing asset turnover and building a portfolio of high-quality properties  Strengthen resilience <Downside resilience, Disasters & Climate change>  Securing liquidity <Market liquidity, Partner structuring>  Invested Capital & Profit Trends (by revenue source) 710.0 780.0 900.0 940.0 49.7 64.5 83.4 82.9 Development & Sales Investment Properties Other investment (excluding SMFL) (Profit includes rental income and gains from property sales) Costs & other FY23 FY24 FY25 FY26 FY30 22. Supplementary Segment Information (Diverse Urban Development)  Asset Portfolio and Location (As of Mar. 2026)  Portfolio by Asset Type Office 53% <Office Vacancy Rate Trend> 神田・神保町エリア, 49%  Office Building Portfolio by Location Office buildings are the core assets of our domestic real estate portfolio, with the majority located in Tokyo’s Central Five Wards.*1 We continue to accumulate high-quality properties in competitive locations.  Office Buildings Market Trends (Tokyo's Central Five Wards) 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 2019 2020 2021 2022 2023 2024 2025  The vacancy rate of our office building portfolio has consistently remained below the market average  Capture market rental growth* 3 while driving rent uplifts through positive lease renewals Market Average*4 Our Portfolio*5 Tokyo’s Central Five Wards 91% *1 Chiyoda, Chuo, Minato, Shibuya and Shinjuku *2 BTS: Build-to-Suit *3 Average market rent: approx. +8% YoY Source: Miki Shoji *4 Prepared by the Company based on data from Miki Shoji *5 Temporary increases in vacancy rates mainly due to the completion of new buildings and value-enhancing renovation projects (Vacancy Rate) (FY) Office 53% 神田・神保町エリア, 49% Others Retail Residential BTS*2 Logistics Tokyo’s Central Five Wards 91%

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40  Accelerating the expansion from a TV shopping business to an integrated shopping entertainment business that combines TV, digital, and physical channels  Business creation in new growth areas by leveraging our customer-centric, data-driven marketing capabilities cultivated through our core TV shopping business Revenue of SHOP (¥bn)  Top-line growth driven by expansion of the customer base through accelerated FTTH* deployment, ARPU growth from enhanced services such as financial businesses, and strengthening of BtoB/G businesses  Strengthening our management foundation through organizational restructuring via regional subsidiary integration, efficiency improvements through product simplification, and the utilization of digital AI at call centers and other operations  Expansion of residential energy businesses leveraging the existing customer base  Overseas expansion of the merchandising business and content production business to maximize revenue from anime IP The Japanese Anime Market * FTTH: Fiber To The Home Building on sustainable growth driven by maximizing the value of existing businesses such as JCOM and Jupiter Shop Channel (“SHOP”), we aim to accelerate growth by creating new businesses, including the anime IP business—a high-growth industry—and new platform businesses leveraging group assets, while maximizing profitability and ROIC through the utilization of digital and AI technologies. JCOM Total Number of Subscriber Households (1,000 households) 2024 Actual 2030 Estimation 2035 Estimation Overseas Domestic (¥tn) Source: Anime Industry Report (2030,2035: Estimation based on the same report) 5 0 10 Growth Strategy for Media SBU ■ Growth Strategy for Each Business JCOM SHOP New Business 22. Supplementary Segment Information (Communication Services) 0 5,600 5,800 FY21 FY22 FY23 FY24 FY25 0.0 160.0 170.0 FY21 FY22 FY23 FY24 FY25

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41 Three Initiatives in SCSK’s New Medium-Term Management Plan and the progress of each AI-driven self-transformation and business expansion Embed AI across all business functions to enhance productivity and create high- value businesses. Transformation into an offering- based model Transform into an offering-based model by leveraging proprietary IP to address customer challenges and enhance profitability. Thorough utilization of competitive advantages and strengths. Leverage the combined strengths of Net One Systems and the Sumitomo Corporation Group to establish competitive advantage Next Dimension 2030 -Evolving into an IT company of a different dimension- ●Business Alliance with Sakana AI Promote AI implementation across financial services, manufacturing, cybersecurity, and social infrastructure, as well as joint development of AI-related services. ●Establishment of SCSK Consulting Provide end-to-end support for customer challenges, centered on manufacturing, from management and business strategy formulation to business transformation and AI & IT implementation. ●Co-creation with Sumitomo Corporation Continue exploring the deployment of SCSK’s proprietary ERP solution, PROACTIVE, across the Sumitomo Corporation Group, while accelerating co- creation initiatives in mobility and other fields. Initiatives Progress 22. Supplementary Segment Information (Digital AI) Growth Strategy in Digital AI Group  In addition to expanding and monetizing digital solutions, promote collaboration that leverages the strengths of SCSK and the Sumitomo Corporation Group, and a first-customer strategy that creates new businesses originating from the Group’s business frontlines.  With SCSK continuing to achieve solid growth in system orders, by executing the initiatives outlined in its new medium-term management plan, SCSK aims to double its profit level from FY25 by FY30 and to achieve an operating profit margin exceeding 15%. SCSK’s Financial Performance 200.3 480.3 780.3 820.0 12.8 57.0 86.3 109.5 * 25.7 40.5 66.9 FY11 FY23 FY24 FY25 FY26 FY30 Revenue Operating Income Profit Incorporation of Net One Systems into SCSK Group FY24 Full acquisition of SCSK FY25 (¥bn) 75.0* Forecast Image Double profits (vs. FY25) Operating Profit margin 11.1% Operating Profit margin 13.4% Operating profit margin at 15% or higher * Including reduction in tax costs through participation in the group tax consolidation system.

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42 22. Supplementary Segment Information (Lifestyle Business) • Uncovering shifts in consumer behavior through SUMMIT–Tomod’s customer ID integration • Enhance marketing by leveraging purchase data • Expand customer contact points and create revenue opportunities through data  Retail Data Marketing Business  FUJIMART (Vietnam)  Feiler Japan ■ Summit 3.7 4.0 5.8 7.5 8.1 FY22 FY23 FY24 FY25 FY26 FY23 → FY25 • Increase brand value through rebranding and fan marketing • Expand the customer base through social media, events, and collaboration products • Strengthen CRM* by leveraging data • Increase revenue by strengthening e-commerce Forecast (¥bn) Profit for the year Operational Capabilities (Functional Value) Retail Data Visualizing Food and Health Store Network and Customer Contact Points Centered on the Tokyo Metropolitan Area Marketing Capabilities (Emotional Value) Diverse Retail Business Talent Ability to Increase Business • Create attractive stores and expand the customer base through new store openings and renovations • Strong customer loyalty driven by community- based store operations centered in the Tokyo metropolitan area • Enhanced operational sophistication and efficiency through Digital & AI utilization • Differentiate through original product development Apply “Retail Business Strengths” across each business Accumulate practical knowledge gained from each business as “Retail Business Strengths” • Introduce Japanese-style operations • Expand the store network by developing infrastructure such as central kitchens and distribution centers • Drive the business through collaboration with local partner BRG Group • Strengthen fresh food sourcing capabilities through collaboration with KAMEREO, a fresh produce distributor (stake acquired in FY24) FY23 → FY26 forecast 4 → 30 * Customer Relationship Management （確認中）  SUMMIT +25% Revenue CAGR Stores +22% CAGR ST Points ST Electronic- Money Purchase data from approx. 200M customer visits per year to keep enhancing retail competitiveness in Japan and overseas× Leveraging Digital & AIRetail Business Strengths Retail Business Strengths

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43 22. Supplementary Segment Information (Mineral Resources) Through mineral resource development and the construction of its value chain, we will contribute to the development of industry and the realization of a sustainable society  Growth Strategy Metal Assets Location Key Partners Attributable Production (FY25 approx. ) Copper Morenci United States Freeport-McMoRan 10K MT Candelaria/Ojos Chile Lundin Mining 6K MT Northparkes Australia Evolution Mining 2K MT Cerro Verde Peru Freeport-McMoRan 17K MT Quebrada Blanca 2 Chile Teck Resources 10K MT Dos Amigos Chile G Mining group Under Feasibility Study Iron ore Assmang South Africa Assore 3M MT (+other minerals) MUSA Brazil Usiminas 3M MT Aluminum Press Metal Bintulu/Sarawak Malaysia Press Metal Aluminium 200K MT Coking Coal Oaky Creek/Hail Creek Australia Glencore 1M MT Uranium APPAK Kazakhstan Kazatomprom 200 tU (as U3O8) (Image)  Overview of Major Assets Our Strengths Forecasts Maximize existing assets value and creating growth opportunities centered on industrial materials, including copper, through enhanced capabilities and collaboration with partners Strengthening Earnings Base Advancing trading capabilities by leveraging our expertise in commodity derivatives and pursuing integrated business development through a market- in approach, underpinned by our diverse customer base. Integrated Upstream-to- Downstream Strategy Leveraging operator expertise in complex mining projects to drive business development and value enhancement Mine Operation Expertise Customer-focused trading solutions and derivatives expertise Advanced Trading Capabilities Long-term relationships with a broad range of global partners in mineral resources field Global Partnership Network Upstream: Portfolio value enhancement & expansion Midstream & Downstream: Underpinned by stable earnings 0 500 1,000 1,500 2,000 FY20 FY21 FY22 FY23 FY24 FY25 FY26 Underlying Profit (¥bn)Upstream Midstream & Downstream 10* 130* 160* 73 87 72 * Estimated figure before reorganization SCGC・SCMI (e.g., derivatives trading, precious metals trading) Press Metal’s aluminum smelters (Malaysia) Quebrada Blanca copper mine (Chile) Cerro Verde copper mine (Peru) MUSA iron ore mine (Brazil) ● Upstream business: Mine development and operation ●Copper ●Gold ●Silver, lead, and zinc ●Aluminum ●Coal ●Iron ore ●Uranium ●Manganese ●Carbon Midstream/downstream business: Trading, manufacturing, and processing △Trade □Manufacturing/processing ● ● ● ● ● ● ■ ■ ■ △ ● ● ●● ● ▲▲▲ ■■ ●● ■ ■▲▲ ●● Assmang iron ore and manganese mining business (South Africa) Capturing upside from higher metal prices through the accumulation of high-quality assets and maximizing the value of existing assets. 114

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44 22. Supplementary Segment Information (Chemical Solutions) ■ Growth image for the sulfuric acid business Growth Strategy of Basic Chemicals SBU Overview and Growth Strategy of Basic Chemicals SBU • Overview: Global trading business for organic chemicals and synthetic resins for more than 40 years. • Growth strategy: Expand global trading of petrochemical raw materials by identifying changes in supply-demand balance / industry structure and demonstrating logistics service functions. Petrochemical trading • Overview: In addition to overseas trading, safely and stably delivers sulfuric acid to end users by using own storage tanks and logistics functions. Handling volume is the world’s largest class. • Growth strategy: Further expand supply chain networks in the Americas and develop the same business models in Asia and other regions. Sulfuric acid business • Overview: Manufacture and trading of industrial mineral chemicals with strong regional concentration such as rare earths, high-purity quartz, and natural soda ash. • Growth strategy: Reinforce supply chains that contribute to economic security and expand trading. Industrial mineral chemicals  Global overseas trading Annual global overseas trading of sulfuric acid is approx. 15 million tons. We procure sulfuric acid mainly from Japan, China, South Korea, and Europe, charter chemical tankers ranging from 10,000 to 30,000 tons, and sell sulfuric acid in more than 15 countries including the Americas, Southeast Asia, and Oceania.  Tank terminal operation know-how In 4 major sulfuric acid consuming countries—the U.S., Chile, Australia, and Thailand—we operate 7 own sulfuric acid tank terminals with total storage capacity of approx. 390,000 tons. We have established our own safety management methods, contributing to the thorough prevention of leakage.  Small-lot distribution functions In addition to the above, in the U.S., the company owns sulfuric acid tanks and transshipment facilities in inland areas, and by using more than 380 tank freight cars and external trucks, we built a system that allows us to supply required volume to end users at the right time. FY30 Target: 6 million tons FY21 FY25 FY30 [Annual volume handled: Million tons] 3 4 Business acquisition in U.S. & Thailand New investment  Strategic regions: Americas, Asia, etc.  Expand and reinforce existing business and terminals and make strategic business acquisitions, etc. to reach 6 million tons in FY30 (annual volume). ■ Strength of the sulfuric acid business: Global No. 1 in the sulfuric acid industry (annual volume handled: approx. 4 million tons)

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45 22. Supplementary Segment Information (Energy Transformation Business) 生産流通消費 • Leverage our strong existing energy business platform with markets and governments worldwide while driving strategic transformation through the Energy Innovation Initiative (EII), which aims to commercialize next-generation energy businesses, to sustain and expand our earnings base and build new future earning pillars • Take a full view of each industry’s value chain to deliver one-stop decarbonization solutions that address regional needs and thus expand our new earnings base One-stop Decarbonization Solutions Combining Existing Energy Business Platforms and Next-Generation Energy  Business Strategy  Major Milestones of Existing Energy Business (IPP) (from April 2025) Power Plant / Project Country Power Type Capacity Milestone Abukuma Wind Farm Japan (Fukushima) Onshore Wind Power 147MW April 2025: Started commercial operation Amunet Wind Power Plant Egypt Onshore Wind Power 500MW May 2025: Start commercial operation Samarkand 1&2 Uzbekistan 1. Solar Power 2. Battery Storage 1. 1,000MW 2. 1,336MWh Oct. 2025: Signed project financing agreements 2027 onward: Start commercial operation Dak Di 1&2 Vietnam Hydropower 48MW 2022: Started commercial operation Oct. 2025: Acquired stake Sendai Port Biomass Power Plant Japan (Miyagi) Biomass Power 112MW Nov. 2025: Started commercial operation Five Estuaries United Kingdom Offshore Wind Power 1,080MW Dec. 2025: Secured Development Consent Order Noirmoutier France Offshore Wind Power 512MW May 2026: Started commercial operation Clean Solar Power India 1. Solar + Wind 2. Battery Storage 1. 500MW 2. 200MWh March 2027: Start commercial operation  Group Business Development Production Consumption Distribution  Initiatives for Next Medium-Term Management Plan • Accelerate portfolio rotation to businesses and assets with growth and strategic potential • Aim to build a high-value-added earnings portfolio by strengthening our trading functions and mid- to downstream businesses that complement our upstream operations and enhance overall value • Create new businesses by strengthening our EII cross-functional capabilities and further promoting innovation  Forestry  Energy storage business and equipment  Bioenergy business  Power generation business  Power EPC  Gas Value Chain and Offshore Infrastructure  Carbon credit business Next-generation energy commercialization Strong business foundation with governments in each country and markets Energy solutions (covering gas, power generation, electricity retail, and supply- demand balancing) One-stop decarbonization solutions that meet regional needs

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46 23. Shareholder Composition 33.3% 35.7% 37.0% 33.4% 34.1% 32.7% 32.6% 32.7% 33.8% 34.4% 39.3% 42.0% 25.0% 26.3% 28.2% 27.9% 27.9% 28.1% 28.1% 26.6% 26.6% 26.1% 25.3% 25.1% 18.7% 15.7% 13.7% 15.6% 17.1% 17.6% 17.9% 18.9% 18.8% 18.6% 17.2% 17.2% 12.7% 12.1% 10.9% 12.9% 11.7% 12.7% 12.5% 13.1% 12.1% 12.2% 11.0% 9.0% 10.3% 10.2% 10.2% 10.1% 9.3% 8.8% 8.9% 8.7% 8.7% 8.6% 7.1% 6.7% 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3 2026/3 2026/9 Overseas Trust Banks Individual and Others Other Corporations Financial Institutions (excl. Trust Banks)

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