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Next-Gen Finance Building and Pioneering the Future Together FY2026 First Half Financial Results November 2026
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1 Table of Contents 1 Financial Summary P2~ 2 Progress in Higher-Quality Growth P16~ (1) Core Strategy P17 (2) Enhancing Profitability through Stock Business P19 (3) Enhancing Profitability through Flow Business P32 3 Next Stage of Growth P35~ (1) Differentiation Strategy P36 (2) Fourth Megabank Concept P37 (3) On-chain Finance P40 4 Appendix P44~ (1) Financial Highlights (2) Profit and Loss Overview (3) Profit and Loss by Business Segment (4) Total Capital (5) ROE (6) Impact of Interest Rate Hikes P3 P4 P9 P13 P14 P15 (2) (3) [Note] With respect to the rates of increase or decrease in profit and loss figures, when either the previous period or the current period records a negative value (excluding cases where both periods record negative values), the rate of change is indicated as “n.m.” (not meaningful).
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Next-Gen Finance Building and Pioneering the Future Together 2 1 Financial Summary P2~ (2) (3) (1) Financial Highlights (2) Profit and Loss Overview (3) Profit and Loss by Business Segment (4) Total Capital (5) ROE (6) Impact of Interest Rate Hikes P3 P4 P9 P13 P14 P15
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3 92.9 0 20 40 60 80 100 69.0 0 20 40 60 80 Total Revenue JPY 199.8bn Ordinary Business Profits JPY 106.4bn Record high* * Highest interim results since FY2000 1 Income before Income Taxes JPY 92.9bn Record high* Net Income Attributable to Owners of the Parent company JPY 69.0bn Total Revenue Income before Income Taxes 199.8 0 50 100 150 200 250 Approaching JPY 200bn (Unit: JPY bn) Ordinary Business Profits Net Income Total revenue, ordinary business profits, and income before income taxes* all reached record highs for a first half The interim dividend: JPY 10 per share. Annual dividend target: at least JPY 42 per share 106.4 0 20 40 60 80 100 120 First Time Above JPY 100bn* +51% YoY In Line with the Prior Year Record high* (1) FY2026 First Half Financial Highlights Financial Summary
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4 • A significant increase in net interest income, driven by improved loan yields and higher profitability from securities investments, drove profit growth YoY +JPY 34.1bn (+21%) • Higher total revenue drove the expense ratio down to the 40% range 2. Expenses • Building a high-quality asset portfolio with appropriate credit management 4. Net Credit Costs Low and stable Expense ratio: 46.7% (vs. 52.2% a year ago) (Unit: JPY bn) 1 8. Income Taxes YoY JPY (31.2bn) • Prior year: Income taxes decreased due to an increase in deferred tax assets from an extended taxable income projection period • Current year: The effective tax rate increased as continued profitability reduced tax loss carryforwards (2) Profit and Loss Overview Results Change25/4-9 26/4-9 YoY A B (B-A)/A B-A 1 Total Revenue 165.7 199.8 +21% +34.1 Net Interest Income 64.4 102.2 +59% +37.8 Noninterest Income 101.2 97.5 (4%) (3.7) 2 Expenses (86.5) (93.3) (8%) (6.8) 3 Ordinary Business Profits (OBP) 79.2 106.4 +34% +27.2 4 Net Credit Costs (17.1) (17.1) +0% +0.0 5 OBP after Net Credit Costs 62.0 89.3 +44% +27.3 6 Other (0.3) 3.5 n.m. +3.8 7 Income before Income Taxes 61.6 92.9 +51% +31.3 8 Income Taxes 7.6 (23.6) n.m. (31.2) 9 Net Income Attributable to Owners of the Parent Company 69.3 69.0 (0%) (0.3) 9. Net Income Attributable to Owners of the Parent Company • Absorbed higher income taxes and maintained net income at the prior-year level 1. Total Revenue Financial Summary
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5 30.9 33.5 42.9 47.4 47.1 55.0 Net Interest Income 79.9 86.6 97.1 102.5 114.1 131.6 (49.0) (53.0) (54.1) (55.0) (66.9) (76.5) 25/4-6 25/7-9 25/10-12 26/1-3 26/4-6 26/7-9 Interest Income Interest Expense (2) Profit and Loss ① Net Interest Income1 Trend in Net Interest Income, Interest Income, and Interest Expenses (Quarterly) FY2025 FY2026 Net interest income increased 64% YoY , driven by higher interest income and controlled funding costs YoY (3 months) +64% (Unit: JPY bn) Financial Summary
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6 38.2 41.8 41.9 3.9 4.0 5.0 5.9 8.9 7.2 10.1 11.0 11.0 5.4 9.2 8.3 9.8 4.3 6.7 16.2 8.8 9.3 11.4 (9.7) 7.9 101.2 78.4 97.5 25/4-9 25/10-26/3 26/4-9 Others (Inorganic, etc.) Capital Gains* Securitization (O&D) Fees (Housing Loans) Fees (APLUS, etc.) Fees (Corporate O&D, etc.) Income from Money Held in Trust Lease and Installment Sales Income 84.9 93.7 105.3 116.7 138.8 6.9 7.7 6.3 23.8 40.9 FY2021 FY2022 FY2023 FY2024 FY2025 Diversified Revenue Stable Revenue 1 Trend in Noninterest Income Steady growth in stable revenue, with additional contributions from diversified revenue Since joining the SBI Group, full-year noninterest income has increased every fiscal year Breakdown of Noninterest Income 91.8 101.5 111.7 140.6 179.7 (2) Profit and Loss ② Noninterest Income *Exit from private equity investments and gains from equity sales in the securities investment business Stable Revenue Diversified Revenue (Unit: JPY bn) Financial Summary
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7 Expense ratio improved significantly to 46.7% Earnings power per employee also continued to improve steadily 53.1 57.1 58.1 33.4 34.2 35.1 86.5 91.4 93.3 52.2% 54.1% 46.7% 25/4-9 25/10-26/3 26/4-9 (2) Profit and Loss ③ Expenses and Expense Ratio Expense Ratio ■ Personnel Expenses ■ Nonpersonnel Expenses 1 Personnel Expenses, Property Expenses, and Expense Ratio Improved Productivity 86.5 91.4 93.3 165.7 168.9 199.8 25/4-9 25/10-26/3 26/4-9 Total Revenue Expenses Expansion of Operating Leverage Total Revenue per Employee 28.3 JPY mn 29.0 JPY mn 33.1 JPY mn (Unit: JPY bn) Financial Summary
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8 Net credit cost ratio* remained low and stable at 0.13% Continue to maintain appropriate risk controls, including for nonbank assets (2) Profit and Loss ④ Net Credit Costs (0.1) 1.0 (0.3)(0.9) 3.0 (0.2) 7.3 7.2 7.8 8.9 8.1 8.8 1.9 1.5 1.0 25/4-9 25/10-26/3 26/4-9 Others APLUS Shinsei Financial Structured Finance Corporate Business 17.1 21.0 17.1 1 Trend in Net Credit Costs Net Credit Costs by Business Segment *Net credit cost ratio (including nonbank consolidated subsidiaries) = Total net credit costs ÷ Total outstanding balance of loans, lease assets and installment receivables as of the end of March and September 11.6 10.1 12.0 8.4 13.6 8.4 (3.0) (2.7) (3.3) 17.1 21.0 17.1 0.15% 0.17% 0.13% 25/4-9 25/10-26/3 26/4-9 Other (including Recoveries of Written-off Claims) Net Provision of Specific Reserve for Loan Losses Net Provision of General Reserve for Loan Losses Net Credit Cost Ratio* (Unit: JPY bn) Financial Summary
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9 Institutional Business 25/4-9 26/4-9 YoY A B (B-A)/A 1 Total Revenue 60.3 63.5 +5% Net interest income 21.0 34.5 +64% Noninterest income 39.3 28.9 (26%) 2 Expenses (24.4) (25.0) (2%) 3 Ordinary Business Profits (OBP) 35.8 38.4 +7% 4 Net Credit Costs 0.1 1.0 +900% 5 OBP after Net Credit Costs 36.0 39.5 +10% Financial Summary Institutional Business comprises the Corporate Business, Structured Finance, Showa Leasing, Principal Transactions and Markets segments (3) Profit and Loss by Business Segment Institutional Business Results1 Trend in Total Revenue 21.0 33.6 29.5 19.9 26.6 33.9 25.5 27.1 25.3 32.591.9 120.0 63.5 FY2024 FY2025 FY2026 4Q 3Q 2Q 1Q Revenue and profit increased, mainly driven by balance growth and yield improvement in Corporate Business and Structured Finance (Unit: JPY bn)
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10 Individual Business comprises the Retail Banking, Shinsei Financial, APLUS and Other Individual segments (3) Profit and Loss by Business Segment Individual Business Results 1 Financial Summary Trend in Total RevenueIndividual Business 25/4-9 26/4-9 YoY A B (B-A)/A 1 Total Revenue 93.0 106.7 +15% Net Interest Income 41.4 51.9 +25% Noninterest Income 51.6 54.7 +6% 2 Expenses (56.1) (61.9) (10%) 3 Ordinary Business Profits (OBP) 36.9 44.7 +21% 4 Net Credit Costs (16.4) (17.3) (5%) 5 OBP after Net Credit Costs 20.5 27.4 +34% 40.0 44.0 51.7 40.6 49.0 54.9 44.6 47.5 41.9 49.6 167.2 190.3 106.7 FY2024 FY2025 FY2026 4Q 3Q 2Q 1Q Revenue and profit increased, driven by improved deposit margins as well as higher revenues related to housing loan fees and the shopping credit and card businesses (Unit: JPY bn)
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11 (3) Profit and Loss by Business Segment Securities Investment Results1 Financial Summary Securities Investment 25/4-9 26/4-9 YoY A B (B-A)/A 1 Total Revenue 5.7 26.4 +363% Net interest income 4.8 16.8 +250% Noninterest income 0.8 9.6 +1,100% 2 Expenses (2.4) (2.1) +13% 3 Ordinary Business Profits (OBP) 3.2 24.2 +656% 4 Net Credit Costs - - n.m. 5 OBP after Net Credit Costs 3.2 24.2 +656% 1.5 3.3 16.3 5.6 2.3 10.0 6.53.8 2.710.8 15.0 26.4 FY2024 FY2025 FY2026 4Q 3Q 2Q 1Q Revenue and profit increased significantly, driven by balance growth and capital gains from flexible asset allocation in response to market conditions Trend in Total Revenue (Unit: JPY bn)
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12 (3) Profit and Loss by Business Segment Overseas Business Results1 Financial Summary Overseas Business 25/4-9 26/4-9 YoY A B (B-A)/A 1 Total Revenue 8.3 9.6 +16% Net interest income 0.6 0.8 +33% Noninterest income 7.7 8.8 +14% 2 Expenses (3.8) (3.6) +5% 3 Ordinary Business Profits (OBP) 4.5 5.9 +31% 4 Net Credit Costs (0.8) (0.8) +0% 5 OBP after Net Credit Costs 3.6 5.1 +42% 10.5 4.2 5.0 6.0 4.1 4.5 4.5 6.1 1.9 4.2 23.0 18.7 9.6 FY2024** FY2025 FY2026 4Q 3Q 2Q 1Q Revenue and profit increased, driven by earnings contributions from overseas nonbanks* Trend in Total Revenue ** Includes the impact of 15-month accounting period due to the change in UDC Finance's fiscal year-end * UDC Finance Limited, a nonbank subsidiary in New Zealand, and MB Shinsei Consumer Credit Finance Limited Liability Company, an equity-method affiliate in Vietnam (Unit: JPY bn)
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13 RORA (Income before Income Taxes (Annualized) / Risk Assets) 0.72% 0.96% 1.23% 1.70% RWA density (Risk Assets ÷ Operating Assets) 77% 66% 59% 57% (Reference) CET1 Ratio 9.69% 8.68% 9.54% 9.38% (4) Total Capital (Domestic Standards)1 Capital adequacy ratio remained flat from the end of March 2026, and RORA improved 8,796.1 9,462.0 10,693.5 11,148.7 867.1 883.1 1,035.3 1,083.5 9.85% 9.33% 9.68% 9.71% 24/3 25/3 26/3 26/9 Risk Assets Total Capital Capital Adequacy Ratio Preliminary Preliminary (Unit: JPY bn) Financial Summary
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14 (5) Improving ROE and Shareholder Returns Annualized ROE* for the interim period improved to 11.1% Introduced an interim dividend (JPY 10 per share) Aiming for an annual dividend at or above the previous fiscal year's level 1 * Annualized using six months of net income as the numerator 42.7 57.9 84.4 113.4 69.0 4.5% 6.0% 8.8% 10.4% 11.1% 0.0 50. 0 100 .0 150 .0 200 .0 250 .0 300 .0 23/3 24/3 25/3 26/3 26/4-9 Annualized ROE Net Income ROE Calculation formula (same as TSE definition): Net income attributable to owners of the parent {(Total net assets at the beginning of the period-Stock acquisition rights at the beginning of the period-Noncontrolling interests at the beginning of the period) + (Total net assets at the end of the period-Stock acquisition rights at the end of the period- Noncontrolling interests at the end of the period)}/2 (Unit: JPY bn) Financial Summary
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15 (6) Impact of Interest Rate Hikes1 +JPY 9.0bn Full-Year Earnings Impact Policy rate hikes are expected to have a +JPY 9.0bn impact on FY2026 earnings An additional rate hike in December 2026 would add an estimated JPY 1.5bn (*) Assumes rate hikes in Jun. and Dec. 2026 FY2026 Earnings Impact Timing Policy rate 1Q 2Q 3Q 4Q 26/6 1.0% 26/9 1.25% (Initial plan) +JPY 8.0bn(*) ⇒ +JPY 1.5bn Factored into FY2026 plan* • Policy rate rises by 0.25% in December 2026 • Asset and liability composition unchanged from end of September 2026 • Pass-through rates: 40% for retail deposits and institutional liquid deposits; 100% for others (3 months) Additional Rate Hike Scenario Included in FY2026 plan* Not included in FY2026 plan Rate hikes Implemented in FY2026 Financial Summary
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Next-Gen Finance Building and Pioneering the Future Together 16 2 Progress in Higher-Quality Growth P16~ (1) Core Strategy P17 (2) Enhancing Profitability through Stock Businesses P19 (3) Enhancing Profitability through Flow Businesses P32 i. Higher-quality growth through a virtuous cycle of scale and quality ii. Pursuing Scale and Profitability with Pricing Discipline i. Growing deposits while controlling funding costs ii. Capitalizing on rising interest rates to expand assets and improve yields i. Expanding O&D through origination capabilities and regional bank network
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17 Higher-Quality Growth through a Virtuous Cycle of Scale and Quality2 (1)-i. Core Strategy The Medium-Term Management Plan sets “Higher-Quality Growth” as its core strategy, pursuing synergistic and sustainable growth in both scale and quality Customer base Deposits Operating assets Quality and product range Profitability Efficiency Quality Scale Greater scale enhances quality, and higher quality drives further scale Mutually reinforcing growth in scale and quality More deliberately translating scale growth into quality improvement Delivering high-quality services to customers through the SBI Group and regional financial institutions Continuing to expand scale together with the SBI Group Leveraging higher quality to drive further scale expansion
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18 2 Deposits with the BOJ Loans 11.8 Deposits 18.1 6.9 4.3 Leases/Installments 2.5 APLUS Showa Leasing 1.5 0.5 Net assets 1.2 Individual 8.7 Institutional 9.3 Borrowings 2.2BOJ borrowings 1.4 Other Liabilities 4.5 Repos/ call money 2.3 Total assets as of Sep. 2026 JPY 26.3tn (+JPY 3.7tn YoY) Institutional loans vs. Sep. 2025 +JPY 1.0tn Securities 5.0 JGBs Other securities 1.2 3.6 Securities vs. Sep. 2025 +JPY 1.3tn Individual deposits vs. Sep. 2025 +JPY 0.5tn Individual loans vs. Sep. 2025 +JPY 1.0tn Institutional deposits vs. Sep. 2025 +JPY 1.1tn 0.2 Corporate bonds Deposits 0.77 0.97 Individual 0.64 0.66 Institutional 0.91 1.25 Leases/Installments 4.38 4.87 Securities 2.20 3.19 Securities Investment 2.54 3.30 Yield FY2025 6M FY2026 6M Loans 2.42 2.54 Corporate Business 1.42 1.68 Structured Finance 3.14 3.23 Retail Banking 0.88 0.97 Shinsei Financial 14.06 13.56 Institutional7.9 Individual 3.5 Retail Consumer Finance 2.6 0.8 Corporate Business Structured Finance 5.8 1.8 Other Assets Scale Expansion Quality Improvement NIM for 1st Half FY2026 1.56% (+0.08pt YoY) Building a business portfolio for sustainable growth through scale and yield expansion (1)-ii. Core Strategy Pursuing Scale and Profitability with Pricing Discipline
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19 18.4 23.9 26.2 35.1 46.5 56.9 79.1 0 10 20 30 40 50 60 70 80 20/9 21/9 22/9 23/9 24/9 25/9 26/9 SBI Group’s securities accounts grew to approximately 17 million, supported by the shift “from savings to investment” Converting the strong growth in SBI SECURITIES’ accounts and assets under custody into SBI Hyper Deposits acquisition ① Turning SBI SECURITIES’ Growth into Bank Growth2 SBI Group Securities Accounts and Assets under Custody＊ *Includes SBI SECURITIES, SBI Neotrade Securities, and FOLIO （Thousands） （JPY tn） Reached 17mn accts in Oct. 2026 ＋38.9% YoY (2)-i. Funding 5,959 7,717 9,187 11,063 13,315 14,752 16,864 710 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20/9 21/9 22/9 23/9 24/9 25/9 26/9 ＋14.3% YoY SBI Hyper Deposits Appx. 710K accts (appx. 4% of securities accts) Number of Securities Accounts Securities Assets under Custody Securities Accounts SBI Hyper Deposits Accounts (Unit: JPY tn)
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20 ② Initiatives Connecting “Savings” and “Investment”2 Expand customer touchpoints through minor accounts, Bright60, and Bank-Securities Collaboration 01 Anticipating Future Wealth-Building Needs Minor account campaign reaches future NISA users and builds relationships with their families Bright60 *1 attracts retirement benefits, pension payments, and inheritance funds Converting expanded touchpoints with SBI SECURITIES customers at joint branches into banking transactions and deposit growth 02 Wealth Management for Longer Lives 03 Bank-Securities Collaboration Minor Account Applications(Cum.) 0.6 0.7 0.8 1.1 1.2 25/9 25/12 26/3 26/6 26/9 AUM at Joint Branches YoY Appx. 2x 0.8 1.1 1.7 2.3 6.3 8.1 10.6 12.7 16.4 Launch of Minor Account Campaign Application Pace*2 Appx. 5.6x Early Aug. End-Sep.End-Aug. *2 Average Weekly Applications vs. Pre-Campaign Level All 23 branches *1 Membership program for customers aged 60 and over （Thousand applications） (2)-i. Funding (Unit: JPY tn)
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21 0.13 0.32 0.46 0.87 1.13 1.23 1.29 1.26 1.22 1.43 1.39 1.43 1.59 47 114 161 270 354 400 460 490 524 581 616 656 710 25/9 25/10 25/11 25/12 26/1 26/2 26/3 26/4 26/5 26/6 26/7 26/8 26/9 SBIハイパー預金残高 SBIハイパー預金口座 (Thousand accts) Initiatives leveraging the SBI Group’s strengths expanded SBI Hyper Deposits to 710K accounts and approx. JPY 1.6tn ③ SBI Hyper Deposits: Hub of Bank-Securities Fund Flows2 Up to 10x Interest Rate Campaign Cash Gift for Investment Trust/ JGB Campaign Promoting SpaceX/Gold Investment Moving Campaign/ Minor Accounts SBI Hyper Deposits: Accounts and Balances (Monthly) (2)-i. Funding SBI Hyper Deposits Balance SBI Hyper Deposits Accounts (Unit: JPY tn)
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22 2.5 2.6 3.0 3.2 3.3 3.1 1.2 1.51.8 2.2 2.5 3.5 3.1 3.5 3,049 3,160 3,532 3,876 4,336 4,599 22/3 23/3 24/3 25/3 26/3 26/9 Time Deposits SBI Hyper Deposits Liquid Deposits (excl. SBI Hyper Deposits) Retail Accounts ④ Individual Liquid Deposits2 Steady growth despite intensifying competition for individual deposits Average balance per SBI Hyper Deposits customer*: JPY 3.87mn (approx. 3.2 times that of customers without SBI Hyper Deposits) (Thousand accounts) Trend in Retail Accounts and JPY Deposit Balances Liquid Deposits 4.7 * Balance calculation formula: Total balance of JPY ordinary deposits and SBI Hyper Deposits held by SBI Hyper Deposits customers Number of SBI Hyper Deposits accounts (2)-i. Funding (Unit: JPY tn)
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23 2 Enhanced digital functions improved usability and earned strong customer satisfaction ratings Expanding new customer touchpoints through BaaS* Enhanced Digital Functions ⑤ Initiatives for Customer Convenience of Digital Channels Awards BaaS* Initiatives UI/UX Improvements AI in Telephone Support * BaaS: Banking as a Service • Recurring transfers and scheduled transfers • Smartphone ATM • Expanded notification functions • Introduced an AI-powered conversational interface • Further enhancing customer convenience and operational efficiency through AI 2026 Oricon Customer Satisfaction® Survey “Internet Banking” No. 1 overall for three consecutive years First dual award in HDI- Japan’s “Web Support / Contact Center Rating” Awarded the highest “Three-Star” rating Basic agreement on a strategic business alliance between the SBI Group and Kyushu Railway Company Financial Super App Advancing the “JQ BANK” (tentative name) concept (2)-i. Funding
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24 0.34 0.69 0.68 0.72 0.93 1.10 1.28 0.32 0.58 0.59 0.54 0.53 0.59 0.70 24/12 25/6 25/9 25/12 26/3 26/6 26/9 Institutional Deposits Individual Deposits The pass-through rate for individual JPY liquid deposits has remained below 40% during the policy rate hike cycle 20% pass-through rate for SBI Hyper Deposits Trend in JPY Deposit Rates*1 ⑥ Appropriately Controlling Deposit Rate Increases2 Liquid Deposits Rate 26/9 26/10 Pass-through rate*2 Ordinary Deposits Top Preferential Stage 0.45% 0.55% +40％ Other than the above 0.40% 0.50％ +40％ SBI Hyper Deposits 0.55% 0.60％ +20％ Time Deposit Rates 26/9 26/10 Time Deposits 1 year 1.20％ 1.25% 3 year 1.56％ 1.56％ 5 year 1.95％ 1.95% Individual JPY Deposit Rates Institutional deposit rates rise in line with market rates Individual deposit pass- through rate remained under control despite policy rate hikes Policy Rate Hike *1 Bank-only figures. Rates represent the weighted average interest rates applied to deposit balances as of each month-end, weighted by the respective outstanding balances. *2 Individual deposit interest rates exclude promotional rates for SBI Hyper Deposits. (2)-i. Funding (Unit: %)
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25 ⑦ Diversification of Funding Sources2 Aiming to build a resilient funding structure through stable deposits and flexible market funding Three Benefits of Our Funding Strategy Stability Sticky deposits Cost efficiency Lower deposit pass-through rate Maturity diversification Diversified instruments/tenors Resilient Funding Optimized in Line with Earning Assets Integrated management of funding volume, cost, tenor, and stability ① Funding Sources Flexible mix of deposits and market funding ② Currency Securing JPY and foreign currency funding capacity ③ Tenor Combining short- and medium-to- long-term tenors to diversify maturities ALM Optimization Deposits • Individual: SBI Hyper Deposits, ordinary and time deposits • Institutional: Liquid and time deposits, NCDs Foreign Currency Funding • Mix of deposits and market funding • FX/currency swaps and CLO repos Corporate Bonds (First issuance since relisting, Oct. 2026) • 3- and 5-year bonds • Raised JPY 54bn Diverse Funding Sources (2)-i. Funding
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26 2 1H FY2026 Topics (2)-ii. Interest-Earning Assets Operating Assets Corporate Business Higher balances and improved yields drive profit growth Stronger collaboration with Structured Finance • Major sponsor relationships generate structured finance and investment opportunities, diversifying revenue streams Structured Finance • Real Estate Finance Supporting the supply of affordable housing* through Japan's first public-private partnership fund • Project Finance Arranged financing for a large-scale grid-scale battery project based on market revenue analysis Grid-Scale Battery Initiatives Creating Structured Finance opportunities through deeper Corporate Business relationships * Housing provided by public or private entities at affordable rents for families with children and others Assess revenue and volatility risk across multiple power markets to originate projects Expand lending opportunities through distribution to regional financial institutions ① Evolution of the Institutional Business 4.6 5.2 5.7 6.1 2.1 2.1 2.3 2.3 6.7 7.4 8.0 8.4 25/3 25/9 26/3 26/9 Corporate Business Structured Finance (Unit: JPY tn)
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27 ② Improving Housing Loan Profitability2 0.50 0.75 1.00 1.25 1.70 1.95 2.30 2.30 2.30 2.65 0.00 0.50 1.00 1.50 2.00 2.50 3.00 25/1 25/12 26/5 26/6 26/9 26/10 Policy Rate Floating Rate (New Loans) New Loan Originations Housing Loan Balances New loan originations reached JPY 514.2bn, and the balance grew to JPY 2.8tn Rate revisions improved profitability (Unit: %) Customer Rates (Month-End, Weighted Average) May / Oct. revisions Pass- through 140% Benchmark Rate Revision (Unit: %)Raising Rates Beyond Policy Rate Hikes 26/5 +0.350% 26/10 +0.350% Shift to a Profitability-Focused Growth Phase 1,643 1,899 2,388 2,816 25/3 25/9 26/3 26/9 324.4 514.2 25/4-9 26/4-9 (2)-ii. Interest-Earning Assets 0.93 0.91 0.90 0.86 1.04 1.06 25/6 25/9 25/12 26/3 26/6 26/9 26/12 (Unit: JPY bn)
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28 1.11 1.24 1.42 1.52 1.71 0.91 0.90 0.86 1.04 1.06 25/9 25/12 26/3 26/6 26/9 26/12 Institutional Loan Rate Individual Loan Rate Policy Rate Hike Housing Loan (Fixed) 0.4 Institutional (Fixed) 3.5 Institutional (Floating) 4.2 Housing Loan (Floating) 2.2 Trend in JPY Lending Rates* Lending rates rose for both institutional and individual (housing) loans 75% of yen-denominated loans are floating rate loans. Positive earnings impact of rising interest rates is expected to become more pronounced Floating Rate JPY 7.8tn Institutional loan rates rose in line with market rates ③ Rising JPY Lending Rates Fixed Rate JPY 2.6tn 2 Balance by Interest Rate Type (as of Sep. 30, 2026) Hedge ratio through interest rate swap: 40% Housing loan benchmark rate revised in October (+0.35%) Fixed Rate 25% Floating Rate 75% Trend (Illustr ation) *Bank-only figures. Rates represent weighted averages of rates applied to loan and deposit balances as of each month-end, weighted by the respective outstanding balances. (2)-ii. Interest-Earning Assets (Unit: JPY tn, %)
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29 ④ Improving Securities Investment Returns (1)2 Strengthen the earnings base through stable carry income and flexible asset allocation Asset Allocation (Bonds, Equities, Credit)Securitized Products CLO / RMBS, etc. Bonds Strategic allocation based on cross-asset correlations Tactical adjustments in response to market changes Targeting higher term premiums, expanding super-long JGBs (also using HTM classification) Securities Portfolio Strict investment criteria • AAA-rated, most senior tranches only • 20% risk weight Ongoing risk management • Enhanced monitoring • Early warning management High capital efficiency Stable carry income Sector-based investment Regional diversification Equities / Credit (2)-ii. Interest-Earning Assets
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30 1,141 1,875 2,548 2,923410 533 430 694 298 265 259 234 91 152 147 148 93 76 105 147 2,034 2,903 3,496 4,168 25/3 25/9 26/3 26/9 Others Equity securities Credit Foreign bonds JPY bonds CLO, RMBS, etc. 2 Growth in CLOs, RMBS, and JPY bonds drove net interest income to about 3.5 times the prior-year level Operating Assets Net Interest Income 4.8 14.0 16.8 Valuation Difference on AFS Securities (25.9) (10.6) (30.3) (49.8) 1.8 8.6 9.6 1.1 1.5 4.8 1.8 3.7 2.3 25/4-9 25/10-26/3 26/4-9 Others JPY bonds CLO, RMBS, etc. YoY 3.5x (2)-ii. Interest-Earning Assets ④ Improving Securities Investment Returns (2) (Unit: JPY bn)
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31 202.0 220.7 249.3 289.2 197.1 190.4 182.4 175.0 19.1 17.8 16.7 15.7 59.9 63.5 67.0 70.1 24.3 24.5 23.9 25.3 502.6 517.2 539.6 575.7 25/3 25/9 26/3 26/9 NOLOAN Guarantee SBI Shinsei Bank Card Loan and others Lake SBI Shinsei Bank Card Loan L and others Lake Business JPY 464.5bn Driven by the “365 Days Interest Free” service, achieved growth in new customer acquisitions and improved asset quality Balance of Operating Assets (Unsecured Loans) 2 Lake: 30+ Day Delinquency Rate* ⑤ Growth of Shinsei Financial (Unsecured Loans) 79.3 108.6 105.5 132.6 24/10-25/3 25/4-9 25/10-26/3 26/4-9 Launched “365 Days Interest Free” service Lake: Number of New Customers (Thousand) * Excluding restructured loans, etc. (Quarterly results) Record- High Asset Quality 2.63% 3.44% 2.45% 1.65% 0% 1% 2% 3% 4% 2021 2022 2023 2024 2025 2026 (2)-ii. Interest-Earning Assets (Unit: JPY bn)
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32 2 (3) O&D ① O&D Model Leveraging Our Distinctive Strengths Fee income × BS turnover = sustainable earnings growth O&D Model Leveraging Our Distinctive Strengths Strengths in diverse bank/nonbank assets and advanced structuring expertise Accelerate asset turnover through distribution leveraging our regional FI network Access to diverse assets and advanced risk analysis Structuring Origination Optimal risk-return structuring Structuring Strong regional FI network, etc. Distribution • Renewable energy & infrastructure • Ships & Aviation • LBO & business succession • Corporates • Nonbank assets • Cash flow analysis • Risk allocation through tranching • Optimized hold/sell ratio • Loan sales to regional FIs • Co-lending & syndication • Deepen relationships through ongoing transactions Senior Mezzanine Loan InvestmentEquity Mezzanine Creating revenue opportunities at each stage Origination (arrangement) fees and interest income Sales (Distribution) fees Creating balance sheet capacity
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33 (3) O&D ② Regional Growth Investment Partnership Agreement2 Target projects Corporate Growth & Revitalization Renewable energy Urban development Stadiums & arenas Data centers Grid - scale batteries Energy & Industrial Base Infrastructure & Assets LBO MBO *Source: FSA website “List of Small and Medium-Sized and Regional Financial Institutions”; deposits as of March 2026 Sole arranger Sole arranger or Joint arranger Agreements signed with 14 banks in August 2026, bringing the total number of partner banks to 58 as of end-September Working on high-quality, mid- to large-scale projects through co-arrangements with regional FIs Of 95 domestic regional FIs (total: JPY 414tn) • Regional FIs transacting with the Bank: 92 – approx. JPY 410tn • Partner regional FIs: 58 – approx. JPY 270tn Deposits of regional FIs* Megabanks Mid- to Large-scale Projects Large-scale Projects Regional FIs 58 Banks Regional FIs
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34 1,664 1,965 1,479 559 567 547 2,223 2,532 2,026 25/4-9 25/10-26/3 26/4-9 ③ O&D across Diverse Assets2 (3) O&D *1 Breakdown of origination amounts Banking Assets: New originations from institutional loans (loan tenor of 1 year or longer) and housing loans Nonbanking Assets: New acceptances at Showa Leasing, new shopping credit transaction volume at APLUS, new loan originations a t Shinsei Financial, and new owner loan originations at SBI Shinsei Asset Finance *2 Number and value of loans originated in 1H FY2026, excluding refinancing. Foreign- currency-denominated assets are converted into JPY at exchange rates as of Sep. 30, 2026. LBO Finance Project Finance (Domestic) Ship/ Aviation Finance Real Estate Finance (Domestic) JPY 16.9bn JPY 51.1bn JPY 96.0bn JPY 92.3bn Amounts of Origination*1 Amounts of Distribution Diverse transactions contribute to origination results ■ Banking Assets ■ Nonbanking Assets Leveraging our diverse origination capabilities to expand distribution 243 476 245 105 125 162 348 602 408 25/4-9 25/10-26/3 26/4-9 Structured Finance Originations by Asset Class*2 (Unit: JPY bn)
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Next-Gen Finance Building and Pioneering the Future Together 35 3 Next Stage of Growth P35~ (1) Differentiation Strategy P36 (2) Fourth Megabank Concept P37 (3) On-chain Finance P40
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36* The issuance and circulation of stablecoins require three types of licenses: banking, trust, and crypto asset exchange. The SBI Group is the only group in Japan to hold all three within the Group. Leveraging the SBI Group’s corporate ecosystem to pursue a growth strategy that combines the strengths of megabanks, digital banks, and regional banks Next - Generation Finance • Building a financial ecosystem with regional banks as a wide-area platformer • Strengthening regional financial capabilities to create significant business opportunities across the region • Providing next-generation financial services, including stablecoins, tokenized deposits, and various digital assets, as the core of the SBI Group’s digital finance business Digital Banks Leading Regional Banks + City Banks SBI Group Corporate Ecosystem Megabanks Beyond traditional Japanese banking A unique platform Differentiation Strategy: Fourth Megabank Concept Differentiation Strategy: On-chain Finance (1) Differentiation Strategy Fourth Megabank Concept and On-chain Finance3 On-chain finance initiatives looking ahead to the AI era Financial strategies to support the government’s growth investment initiatives Strengthening the funding and growth support functions of banks, etc. Strengthening regional financial capabilities Financial strategies to support the government’s growth investment initiatives
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37 (2) Fourth Megabank Concept 3 Regardless of capital relationships, the SBI Group collaborates extensively with regional financial institutions nationwide to enhance efficiency and expand business opportunities, aiming to become a wide-area regional platformer with the Bank at its core Relationship Building Early Execution of Joint Projects Examples: Early and sustainable execution of joint projects utilizing partnership agreement frameworks, etc. Examples: Personnel support and expanded trainee programs AML/CFT and cybersecurity measures Generative AI support, etc. Establishing a Common Foundation for Non-Competitive Sectors Examples: Next-generation banking systems Back-office operations for housing loans Call centers, etc. Sharing needs with regional financial institutions Building partnerships that generate sustainable revenue ① Shifting from Relationship Building to Monetization “Fourth Megabank Concept” Moving to the Phase of Collaboration into Revenue Providing Functions and Solutions
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38 (2) Fourth Megabank Concept Contribution to Regional Communities through Distribution Talent Exchange and Knowledge Sharing 3 1H FY2026 Initiatives Distribution exceeded JPY 500bn in both FY2024 and FY2025 Trainee acceptance record*2 64 people across 32 banks *1 As of Sep. 2026, including holding companies *2 As of Oct. 2026 Leveraging our expertise in structured finance and business succession to promote human resource development and collaboration Expanding Investment Opportunities Results since FY2021 (Cumulative) Supporting Regional Bank-Led Project Origination Supporting Business Succession Historic Ryokan (Inn) (in Mie): Collaboration with its main bank, San ju San Bank Restaurant operator (in Tochigi): Participated in LBO financing arranged by The Joyo Bank Government-affiliated financial institution (India): Several regional financial institutions participated in a syndicated loan arranged by the Bank ② Providing Solutions to Regional Financial Institutions Number of Financial Institutions Engaged Cumulative since FY2021 92 banks of 95 banks*1 1st Half FY2026 56 banks of 95 banks*1 (+3 banks YoY)Over JPY 2.3tn 161 290 347 428 540 538 179 FY2021 FY2022 FY2023 FY2024 FY2025 26/4-9 First Half Results (Unit: JPY bn)
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39 3 June THE FUKUSHIMA BANK (2) Fourth Megabank Concept ③ Strengthening the Regional Financial Capabilities of Two Regional Banks Combining capital, talent, and expertise to strengthen both banks’ earnings and regional financial capabilities The Shimane Bank Acquisition of Common Shares and Management Collaboration • Became an equity-method affiliate on June 30 • Voting rights ratio: 34.19% • Mr. Shumpei Morita named Director & Deputy President • Became an equity-method affiliate on June 30 • Voting rights ratio: 20.90% • Mr. Hiroshi Oyama named Senior Managing Director October Co-financing Provided June Acquisition of Common Shares and Management Collaboration • THE FUKUSHIMA BANK and the Bank jointly provided development financing for a property in Fukushima October Agreement to Subscribe for JPY 10bn of Preferred Shares • Agreement signed Oct. 16; payment scheduled for Dec. 25 *An integrated platform encompassing a wide range of banking operations, including core banking, information management, sales and lending support, branch operations, and internet banking. In addition to THE FUKUSHIMA BANK and The Shimane Bank, adoption has been announced by THE SENDAI BANK, Kirayaka Bank, and The Towa Bank (according to the Bank’s press release dated January 30, 2026) Stronger funding supply Promote syndicated lending and loan distribution Enhanced management Share expertise in market operations and risk management Use of common systems Leverage the next-generation banking system* to enhance efficiency and collaboration Three initiatives to deepen ties with both banks
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40 3 ① Japan’s First Trust-Based Stablecoin, JPYSC JPYSC outstanding issuance reaches approximately JPY 20.1bn. Investment in bank deposits and JGBs also begins Leverage the advantages of the trust-based structure and SBI Group’s financial capabilities to expand into large-scale on-chain transactions and advance digital banking JPYSC Launch Regulatory progress Japan’s first trust-based yen stablecoin Request for review of tax practices for trust-based SC Growing usage From transfers and payments to digital finance More use cases Regulatory progress opens new customer and revenue opportunities Toward Digital banking Jun. 2026 Aug. 2026 Sep. 2026 Trust-based on-chain payments over JPY 1mn Sep. 2026 Total Volumes JPY 27.0bn* (3) Next-Generation Finance Centered on On-chain Finance (As reserve asset） Started investing in deposits and JGBs Investment Started *Total of issuance outstanding and lending balance
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41 ② Financial Ecosystem3 (3) Next-Generation Finance Centered on On-chain Finance Advancing the practical use of on-chain payments through JPYSC and tokenized deposits, while building a financial ecosystem Fiat-linked digital money ¥ Digitally connecting yen value 01 Model Linked to the yen and widely circulated on-chain 02 Uses Payments, digital asset investments, and remittances 03 Status Expansion phase after public launch Examples: Digital asset payments*, lending, on-chain transactions* ￥ Deposits for the digital economy Model Bank deposits on the blockchain Uses Efficient corporate payments, cash management, and settlement Status From trials to commercial use Examples: Payroll, expenses, B2B payments, automated billing and collection Digital money backed by bank deposits 01 02 03 Business impact User base Broader use cases expand customer reach Deposit base Payments and cash management attract deposits Revenue Access to investment opportunities in reserve assets New payment and financial services Tokenized Deposits Stable coin * Assumes circulation on public blockchains
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42 ③ Consolidating the Group’s Trust Functions at SBI Shinsei Trust Bank3 (3) Next-Generation Finance Centered on On-chain Finance Consolidate distributed functions and expertise SBI Clearing Trust Trust-Based JPYSC issuance × First in Japan Group-wide acceleration of on-chain finance SBI Shinsei Trust Bank Issuance and custody Financial servicesDistribution Crypto asset custody First in Japan
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43 3 ④ Initiatives toward Becoming AI-Driven In addition to Copilot, established an environment providing access to Claude’s state-of-the-art AI models to enhance operations ⇒Since September, all executives and selected IT and AI-related employees have been using Claude models for idea generation, information gathering, research, and report preparation Company-Wide Use of Generative AI (3) Next-Generation Finance Centered on On-chain Finance Decisively implement a complete AI-driven transformation of the SBI Group under rapid top-down decision-making (Example) AI in Telephone Support Business process and cost structure improvements to drive AI transformation (AX) ⇒AI-powered contact centers and streamlined meeting and branch review processes aim to generate cost savings of at least JPY 25bn over three years More Advanced, Efficient Operations • Introduced conversational voice AI for customer service • Launched for Bright60 in February 2026 and progressively expanded to account opening, SBI Hyper Deposits, and smartphone authentication • Expanded the scope further in October, enabling seamless integration to contact center operators One of SBI Group’s Three Key Strategic Objective
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Next-Gen Finance Building and Pioneering the Future Together 44 4 Appendix (Financial and Segment Data) Balance Sheet Overview Yields and NIM (Consolidated) JPY Deposit-Loan Spread (the Bank) Operating Assets and Deposits by Segment Net Interest Income by Segment Noninterest Income by Segment Segment Profit: Key Sub-segments Securities Investment: Portfolio Breakdown and Valuation Difference (Deposits, O&D and Business Updates) High Quality Growth of Deposits JPY Time Deposit Interest Rates Distribution Results: Institutional Business Sustainability Initiatives Business Progress at Major Subsidiaries (Growth and Capital Efficiency) Medium-Term Management Plan Progress Performance Trends (Full-Year) Performance Trends (First Half) Growth after Joining the SBI Group Growth Investments that Improve ROE Capital Policy for Earnings Growth and Stable Dividends ROE Logic Tree (Differentiation Strategy) Fourth Megabank Concept: Collaboration Models Addressing Regional Financial Institutions’ Challenges (Creditworthiness and Management) Credit Rating Trends Strong Corporate Governance Management with Speed and Execution
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45 Appendix Balance Sheet Overview4 March 2025 March 2026 September 2026 YTD Change March 2025 March 2026 September 2026 YTD Change Loans 9,504.4 10,945.6 11,844.9 899.3 Deposits/NCDs 14,666.6 17,358.4 18,106.4 747.9 Institutional Business 6,178.3 7,485.9 7,915.3 429.4 Retail Banking 7,150.7 8,191.2 8,726.8 535.5 Corporate Business 4,400.5 5,512.6 5,877.8 365.2 Institutional Business 7,515.9 9,167.2 9,379.6 212.4 Structured Finance 1,613.5 1,791.4 1,836.9 45.4 Borrowings 1,638.8 2,178.0 2,237.9 59.9 Principal Transactions 125.7 143.2 159.2 15.9 Corporate Bonds 233.4 243.6 241.8 (1.8) Showa Leasing 38.5 38.5 41.3 2.8 Other Funding Liabilities 1,102.1 1,814.6 2,339.7 525.1 Individual Business 2,286.9 3,075.8 3,551.5 475.7 Other Liabilities 1,729.4 1,913.4 2,191.4 277.9 Retail Banking 1,478.0 2,226.7 2,659.6 432.8 Total Liabilities 19,370.6 23,508.3 25,117.4 1,609.1 Consumer Finance 808.9 849.0 891.9 42.9 Shareholders’ Equity 983.2 1,175.9 1,207.7 31.8 Overseas Business/Other 1,039.1 383.9 378.0 (5.8) Unrealized g.(l.) on AFS secs. (41.7) (15.1) (34.7) (19.6) Overseas Business 239.1 303.8 308.0 4.2 Noncontrolling Interests 3.8 7.9 8.0 0.1 Loans to the Min. of Finance 800.0 80.0 70.0 (10.0) Other 13.8 64.4 85.1 20.7 Other 0.0 0.0 0.0 0.0 Total Equity 959.2 1,233.0 1,266.1 33.1 Lease asts., inst. rec., acc.&guar. 2,476.7 2,551.9 2,509.2 (42.7) Total Liabilities and Equity 20,329.8 24,741.3 26,383.6 1,642.2 Showa Leasing 568.2 578.4 564.6 (13.7) APLUS 1,590.7 1,607.1 1,568.8 (38.2) Overseas Business 236.7 274.8 275.5 0.6 Other 81.0 91.5 100.1 8.6 Securities 2,814.2 4,005.5 5,040.8 1,035.3 Japanese Government Bonds 867.4 609.3 1,206.6 597.2 Domestic Bonds 159.0 161.3 147.9 (13.4) Other Securities 1,787.8 3,234.8 3,686.2 451.4 Other Interest-earning Assets 4,301.7 5,702.6 5,357.4 (345.2) Other mon. claims purchased 289.3 289.6 294.9 5.2 Deposits with the BOJ 3,726.5 4,569.2 4,374.1 (195.1) Other 285.9 843.7 688.3 (155.3) Other Assets 1,368.2 1,676.8 1,776.3 99.4 Goodwill and Intangible Assets 8.6 7.7 6.8 (0.8) Reserve for Credit Losses (144.3) (149.0) (152.1) (3.0) Total Assets 20,329.8 24,741.3 26,383.6 1,642.2 (Unit: JPY bn)
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46 25/3 25/9 26/3 26/9 2.78% 2.55% 2.57% 2.61% 2.63% 2.77% 2.84% 2.58% 2.42% 2.42% 2.41% 2.41% 2.48% 2.54% 25/3 25/9 26/3 26/9 Yield on Interest-Earning Assets*1 Yield on Loans Funding Yield Net Interest Margin (NIM) Appendix Yields and NIM (Consolidated)4 Banking Business *2 (Year-to-Date) <Operating Assets> Yield on Interest-Earning Assets (Year-to-Date) (Year-to-Date) 0.90% 1.09% 1.09% 1.08% 1.08% 1.22% 1.28% 0.49% 0.76% 0.77% 0.77% 0.79% 0.90% 0.97% 25/3 25/9 26/3 26/9 Yield on Total Interest-Bearing Liabilities Yield on Deposits/NCDs 1.88% 1.47% 1.48% 1.54% 1.55% 1.55% 1.56% 25/3 25/9 26/3 26/9 74.0% 80.2% *1 Includes lease and installment receivables *2 Excluding Showa Leasing, Consumer Finance and Overseas Business
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47 Trend in Interest Rate Spread JPY Deposit-Loan Spread (the Bank)* *Bank-only figures. Rates represent weighted averages of interest rates applied to loan and deposit balances as of each month-end, weighted by the respective outstanding balances. 4 Appendix Policy Rate Hike 0.50%→0.75% Policy Rate Hike 0.75%→1.00% Policy Rate Hike 1.00%→1.25% 1.05 1.07 1.17 1.30 1.40 1.55 0.63 0.63 0.63 0.75 0.85 1.00 25/6 25/9 25/12 26/3 26/6 26/9 Lending Rate Deposit Rate 0.44%0.41% 0.55% FY2025 FY2026 (Unit: %)
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48 4.6 5.2 5.7 6.1 2.1 2.1 2.3 2.31.6 1.8 2.3 2.8 2.0 2.9 3.4 4.1 0.3 0.3 0.4 0.4 1.8 1.8 1.8 1.8 0.5 0.5 0.5 0.5 0.6 0.6 0.6 0.6 0.5 0.5 0.5 0.5 14.3 16.1 18.0 19.5 25/3 25/9 26/3 26/9 ■ Overseas Business Operating Assets and Deposits by Segment Appendix 4 Operating Assets*1 Deposits/NCDs *1 Operating assets include guarantee (payment acceptance indemnity) and securities investments that do not require funding *2 Includes lease and installment receivables 7.1 8.1 8.1 8.7 7.5 8.1 9.1 9.3 14.6 16.3 17.3 18.1 25/3 25/9 26/3 26/9 Institutional Deposits Individual Deposits Bank JPY 15.7tn Nonbank JPY 3.8tn ■ Retail Banking (Housing loans, etc.) ■ Corporate Business ■ Showa Leasing ■ APLUS, etc.*2 ■ Shinsei Financial ■ Securities Investment ■ Structured Finance ■ Other (Unit: JPY tn)
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49 11.5 16.7 22.4 7.9 9.6 11.8 10.1 13.8 23.1 31.2 30.2 28.8 0.6 2.0 0.8 4.8 14.0 16.8 (2.0) 3.8 (1.6) 64.4 90.4 102.2 25/4-9 25/10-26/3 26/4-9 Others (incl. HQ accounts) Securities Investment Overseas Business Shinsei Financial etc. Retail Banking Structured Finance Corporate Business Appendix 4 Net Interest Income by Segment (Unit: JPY bn)
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50 38.2 41.8 41.9 9.8 4.3 6.7 16.2 8.8 9.3 13.0 (7.7) 10.2 77.3 47.1 68.2 25/4-9 25/10-26/3 26/4-9 Others Gains on Sales of Equities, etc. Securitization (O&D) Lease and Installment Sales Income Appendix 4 Noninterest Income by Segment Net Trading Income and Net Other Business Income Net Fees and Commissions 2.4 2.7 2.6 3.5 6.1 4.5 5.4 9.2 8.3 10.1 11.0 11.0 2.3 2.0 2.6 23.9 31.2 29.3 25/4-9 25/10-26/3 26/4-9 Others APLUS, etc. Retail Banking Structured Finance Corporate Business (Unit: JPY bn)
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51 Appendix 4 Segment Profit: Key Sub-segments Institutional Business Corporate Business Structured Finance Showa Leasing 25/4-9 26/4-9 YoY 25/4-9 26/4-9 YoY 25/4-9 26/4-9 YoY A B (B-A)/A A B (B-A)/A A B (B-A)/A 1 Total Revenue 17.0 29.7 +75% 14.3 20.3 +42% 8.4 8.4 (0%) Net Interest Income 11.5 22.4 +95% 7.9 11.8 +49% (0.7) (1.4) (100%) Noninterest Income 5.4 7.2 +33% 6.3 8.5 +35% 9.1 9.9 +9% 2 Expenses (6.0) (7.7) (28%) (7.0) (6.3) +10% (7.2) (7.1) +1% 3 Ordinary Business Profits (OBP) 11.0 22.0 +100% 7.3 13.9 +90% 1.1 1.3 +18% 4 Net Credit Costs 0.1 0.3 +200% 0.9 0.2 (78%) (1.1) 0.3 n.m. 5 OBP after Net Credit Costs 11.1 22.3 +101% 8.2 14.2 +73% 0.0 1.7 n.m. Individual Business Retail Banking APLUS Shinsei Financial 25/4-9 26/4-9 YoY 25/4-9 26/4-9 YoY 25/4-9 26/4-9 YoY A B (B-A)/A A B (B-A)/A A B (B-A)/A 1 Total Revenue 15.7 31.6 +101% 37.6 39.3 +5% 33.4 31.2 (7%) Net Interest Income 10.1 23.1 +129% (0.8) (3.3) (313%) 30.9 31.2 +1% Noninterest Income 5.6 8.5 +52% 38.4 42.6 +11% 2.5 0.0 (100%) 2 Expenses (12.8) (18.1) (41%) (22.8) (23.8) (4%) (19.0) (18.5) +3% 3 Ordinary Business Profits (OBP) 2.9 13.4 +362% 14.7 15.5 +5% 14.4 12.6 (13%) 4 Net Credit Costs 0.0 (0.5) n.m. (8.9) (8.8) +1% (7.3) (7.8) (7%) 5 OBP after Net Credit Costs 2.9 12.9 +345% 5.8 6.6 +14% 7.0 4.7 (33%) (Unit: JPY bn)
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52 Appendix 4 Securities Investment: Portfolio Breakdown and Valuation Difference Market value Book value Difference in valuation ①+② ① ② ②‘ ②-②‘ Asset Allocation 1,245.6 309.5 936.1 987.7 (51.5) Yen bonds 694.5 305.9 388.6 450.6 (62.0) Foreign bonds 234.5 3.5 231.0 242.7 (11.6) Equity securities 147.1 - 147.1 121.3 25.7 Credit 148.4 - 148.4 150.0 (1.5) Others 21.0 - 21.0 23.0 (1.9) CLO・RMBS, etc. 2,923.1 1,720.3 1,202.7 1,201.1 1.6 CLO 2,119.0 1,720.3 398.6 397.9 0.6 RMBS, etc. 804.1 - 804.1 803.1 0.9 Total 4,168.8 2,029.8 2,138.9 2,188.8 (49.8) 26/9 Total Held-to-maturity debt security Available-for-sale security (Unit: JPY bn)
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53 SBI Hyper Deposits, an open-ended individual deposit product designed as a destination for funds awaiting investment, was launched in September 2025 Following the launch, deposit balances increased, with continuous improvement in deposit quality High Quality Growth of Deposits4 Ratio of Liquid Deposits to Total Deposits 12,555 18,106 31% 28% 26% 24% 25% 29% 34% 31% 31% 24/9 24/12 25/3 25/6 25/9 25/12 26/3 26/6 26/9 Liquid Deposits Non-Liquid Deposits* Liquid Deposit Ratio Ratio of Individual Deposits to Liquid Deposits 3,290 4,714 3,880 5,667 24/9 24/12 25/3 25/6 25/9 25/12 26/3 26/6 26/9 Individual Deposits Others Individual deposits accounted for 83% of liquid deposits (as of September 30, 2026) Appendix Launch of SBI Hyper Deposits Launch of SBI Hyper Deposits *Time deposits, foreign currency deposits, separate deposits, non-resident yen deposits, negotiable certificates of deposit, etc. (Unit: JPY bn)
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54 B Bank (Others) C Bank (Online) C Bank (Online) C Bank (Others) B Bank (Others) B Bank (Online) A Trust A Trust A Bank (Others) A Bank (Others) B Bank (Others) B Bank (Online) B Bank (Others) A Bank (Online) A Bank (Online) Appendix 4 Expanding our product lineup with options ranging from short- to long-term maturities to maximize opportunities for deposit inflows in a rising interest rate environment A Bank (Others) Source: Our research (as of October 13, 2026) 1.25 Deposit interest Rates (%) 1.00 1.20 1.80 2.00 1.95 1.60 [Reference] Typical Interest Rates at Other Financial Institutions: Around 0.50% 0.55 1.50 2.30 1.25 2.39 2.07 2.05 1.55 1.56 1.70 1.75 1.80 1.55 1.60 1.40 1.27 1.40 1.30 1.55 6-month 1-year JGB A Bank (Others) A Bank (Online) 10-year floating 3-year fixed 5-year fixed JPY Time Deposit Interest Rates 3-month 3-year 5-year
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55 Appendix 4 Distribution Results: Institutional Business 97.9 285.2 101.7 87.5 126.9 86.8 39.1 52.0 40.6 91.1 60.7 141.1 7.2 21.7 15.5 323.0 546.7 385.9 25/4-9 25/10-26/3 26/4-9 Others Securitization Public Sector Corporate Finance Structured Finance (Unit: JPY bn)
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56 Sustainability Initiatives Appendix 4 Cumulative Sustainable Finance Originations* Climate Change Initiatives Target: JPY 5tn in cumulative sustainable finance originations by FY2030 Target: Zero balance of coal-fired power project finance loans by the end of FY2040 The loan balance is expected to reach zero by the end of FY2040 * Amounts originated or participated in by the Group since FY2022. Includes sustainable finance outside the Bank’s framework and loans to local governments. 1,390 2,627 3,619 4,037 24/3 25/3 26/3 26/9 (Unit: JPY bn)
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57 Shopping credit balances Remained solid Strengthening Next-Generation Finance and corporate payments 1,131 1,237 1,166 24/9 25/9 26/9 Business Progress at Major Subsidiaries New Zealand’s largest nonbank finance company Continued expansion of lending to automobile dealers and institutional customers Expanding business with regional banks and affiliated leasing companies Accelerating group collaboration • The cumulative value of collaborative projects reached JPY 34.9bn • In the first quarter, the company jointly invested with the Bank in a data center business • Net income: JPY 6.323bn Contributed to the Bank’s earnings through equity-method income (43.45% ownership) 1H FY2026 Distribution Results New owner loan originations continued to grow YoY +72% (JPY bn) 4 Appendix Operating Asset Balance (SP) 16.5 32.1 55.4 24/4-9 25/4-9 26/4-9 (JPY bn)New Loan Originations (Owner Loans) 4,949 5,322 425.4 472.0 25/9 26/9 ■ on NZ basis (mn) ■ on JPY basis (bn) 21 companies Number of Regional Bank-Affiliated Leasing Companies Transacted With (1H FY2026) 184 transactions / JPY 12.9bn Operating Asset Balance
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58 0.44 0.89 0.51 FY2024 FY2025 FY2026 4-9 7.1 8.1 8.7 25/3 26/3 26/9 (Unit: JPY tn) 2.0 3.4 4.1 25/3 26/3 26/9 Corporate Business /Structured Finance An integrated business strategy across Corporate Business, Structured Finance, and Financial Institutions Strengthening O&D Four Growth Drivers Housing Loan Offering competitive interest rates and products Leveraging the SBI Group and external channels Balance of Retail Deposits Origination Amounts of Housing Loans Corporate Business/Structured Finance Balance of Operating Assets Balance of Securities Investment Securities Investment Expanding investment scope and amounts Enhancing risk management and operational frameworks Retail Banking Multi-channel deployment across online and physical channels Seamless collaboration with the SBI Group Expansion of SBI Hyper Deposits JPY 1tn MTP Target JPY 10tn MTP Target Medium-Term Management Plan Progress Asset- specific RORA*1 Corporate Business/Structured Finance Securities Investment Retail Banking*2 FY2025 FY2026 6M FY2025 FY2026 6M FY2025 FY2026 6M 1.18% 1.76% 1.17% 4.35% 8.49% 12.66% 4 *1 Net Income before Income Taxes (annualized) / Risk Assets, preliminary figures as of November 2, 2026 *2 RORA of the entire Retail Banking business Appendix 6.7 8.0 8.4 25/3 26/3 26/9 MTP Target JPY 8tn JPY 4tn MTP Target Achieved Achieved
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59 Net Interest Income Noninterest Income 334.6 0 100 200 300 400 2000 2005 2010 2015 2020 2025 Appendix 4 Performance Trends (Full-Year) Ordinary Business Profits Income before Income Taxes Total Revenue Net Income Since joining the SBI Group in December 2021 156.6 0 50 100 150 200 2000 2005 2010 2015 2020 2025 122.1 ▲130 ▲30 70 2000 2005 2010 2015 2020 2025 113.4 ▲ 150 ▲ 80 ▲ 10 60 130 2000 2005 2010 2015 2020 2025 (Unit: JPY bn)
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60 Total Revenue Net Income Income before Income Taxes Performance Trends (First Half) Appendix Ordinary Business Profits 4 Since joining the SBI Group in December 2021 92.9 0 20 40 60 80 100 2016 20252026 199.8 0 50 100 150 200 250 2016 20252026 106.4 0 20 40 60 80 100 120 2016 20252026 69.0 0 10 20 30 40 50 60 70 80 2016 20252026 (Unit: JPY bn)
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61 Appendix 4 Significant growth compared with the FY2021(fiscal year ended March 31, 2022) Notes: The Bank became part of the SBI Group in December 2021. For balance sheet items, multiples and CAGRs are calculated by comparing balances as of March 31, 2022 and March 31, 2026. For profit and loss items, multiples and CAGRs are calculated by comparing the fiscal years ended March 31, 2022 and March 31, 2026. *1 Deposits and certificates of deposit *2 Number of SBI Shinsei Bank retail accounts *3 Operating assets represent the total balance of loans, securities, monetary claims in trust, purchased monetary claims, lease receivables and lease investment assets, tangible leased assets, intangible leased assets, acceptances and guarantees, installment receivables, and other related assets. *4 The expense ratio is calculated as operating expenses (excluding amortization of goodwill and intangible assets) divided by total revenue from operations. *5 Calculation formula: Net income attributable to owners of the parent / {(Total net assets at the beginning of the period − Subscription rights to shares at the beginning of the period − Non-controlling interests at the beginning of the period) + (Total net assets at the end of the period − Subscription rights to shares at the end of the period − Non-controlling interests at the end of the period)} / 2 Deposits*1 (As of the end of March 2026, Consolidated) JPY 17.3tn Number of Retail Accounts*2 (As of the end of March 2026) Operating Assets*3 (As of the end of March 2026, Consolidated) 4,330K accts JPY 18.0tn Assets (As of the end of March 2026, Consolidated) JPY 24.7tn JPY 334.6bn Total Revenue (FY2025, Consolidated) 53.2% Expense Ratio*4 (FY2025, Consolidated) Net Income (FY2025, Consolidated) JPY 113.4bn ROE*5 (FY2025, Consolidated) 10.4% 2.4x CAGR 24.5% JPY 10.3tn (As of Mar. end 2022) 2.7x CAGR 28.6% 1.5x CAGR 11.4% 5.6x CAGR 53.7% JPY 6.3tn (As of Mar. end 2022) 1.4x CAGR 9.2% 3,040K accts (As of Mar. end 2022) 2.3x CAGR 23.8% JPY 7.6tn (As of Mar. end 2022) JPY 217.5bn (FY2021) JPY 20.3bn (FY2021) 71.5% (FY2021) 2.2% (FY2021) 18.3pt improvement +8.2pt Growth after Joining the SBI Group
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62 4 Decrease in RWA density*2 Note: Portions of SBI Hyper Deposits, the Fourth Megabank Concept, and cost reductions through operating leverage are reflected in the medium-term management plan targets. The upside shown above represents additional growth potential beyond the medium-term management plan. The figure on the left, illustrating the difference in growth rates between Return and Equity, is intended to show the pathway to higher ROE and does not represent a forecast or commitment. *1 Tokenized deposits are bank deposits enhanced with digital functionality using technologies such as blockchain. Also knownas deposit tokens, they are increasingly being adopted globally. *2 RWA (risk-weighted assets) / operating assets Return NIM increase upside 1 Further Policy Rate Increases Wider loan-deposit spreads Further Growth of SBI Hyper Deposits Acquire highly sticky deposits Noninterest income upside 2 Progress in the “Fourth Megabank Concept” Participate in regional projects Comprehensive Stablecoin Platform Increase deposits and transaction fees Tokenized Deposits*1 Revenue from multi-currency clearing/payment solutions Monetization of digital businesses Grow Low-Risk Weighted Assets Focus on housing loans, securities investments, corporate business/structured finance, and other assets with high RORA Company- wide upside Expand Operating Leverage Further reduce the expense ratio through business expansion and efficiency measures Inorganic Investments Accelerate profit growth through M&A Steep Growth Moderate Growth Further Reduction of Deposit Pass-Through Rate Lower funding costs Expand O&D Housing loans, structured finance, and nonbank assets as key sources Equity Appendix Growth Investments that Improve ROE Improving NIM and expanding noninterest income Driving strong profit growth through operating leverage and inorganic investments Containing growth in required equity capital to sustainably improve ROE 3
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63 Maintain financial soundness while investing for growth and increasing dividends in line with earnings growth Capital Policy for Earnings Growth and Stable Dividends4 Appendix Shareholder Value Creation Disciplined, Efficient Capital Management Growth Investment Stable Dividends in Line with Profit Growth Pursuing Organic and Inorganic Growth Targeting a Capital Adequacy Ratio of 8.5% or higher Stable dividends while balancing growth and financial soundness Profit Growth
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64 4 Mitigation of Management Risks Profitability (ROE Improvement) Execution of Growth Strategies Strengthening Human Capital and Organizational Foundations Reduction of Information Asymmetry FY2027 Target Around 1.15% FY2027 Target Consolidated Capital Adequacy Ratio 8.5% or more FY2027 Target Deposits JPY 18tn Operating Assets JPY 20tn • Profit Growth (FY2027 Target Around +50% compared to FY2024) Expansion of Net Interest Income (Securing Loan-Deposit Spreads through Improvement of the Funding Structure) Expansion of Noninterest Income (Building a Diverse Business Portfolio and Diversifying Revenue Opportunities) • Control of Expenses and Credit Costs • Appropriate Capital Adequacy Ratio Management • Risk-Weighted Asset (RWA) Control • Credit Portfolio Management • Enhancement of Shareholder Returns (Dividend Policy and Shareholder Benefit Program) • Execution of the Medium-Term Management Plan (Key Strategies and Growth Segment Strategies) • Execution of Strategic Investments (Inorganic Growth Strategies) • Greater Management Predictability (Strengthening Corporate Governance and Risk Governance, Execution of Sustainability Management, etc.) Embedding the Medium-Term Management Plan's KPIs to drive ROE-Focused management Capital-Efficient Profit Growth (RORA Improvement) Balance between Financial Soundness and Growth (Appropriate Leverage Management) • Constructive Engagement with Stakeholders and Continuous Enhancement of Management • Systematic and Comprehensive Disclosure of Financial and Non-Financial Information • Enhancement of Human Capital • Business and Organizational Transformation PER Growth (Increase in Expected Growth Rate) Corporate Value Enhancement Integrity (Reduction of Cost of Capital) Appendix ROE Logic Tree
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65 Appendix 4 Regional Financial Institution Collaboration Model ③ Digitalization Support ③ Response to System Aging and Vendor Lock-in③ Strengthen Financial Base through Capital Injection ①, ② Joint Proposals of Solutions for Customers ①, ② Human Resources and Know-How Support Customized solutions are offered based on the circumstances of regional financial institutions Collaboration models are categorized into three types: ① Product Supply, ② Regional Industry Creation, and ③ Management Support ①, ② Provide Opportunities to Earn Revenue Fourth Megabank Concept
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66 Credit Rating Trends Appendix 4 Long-term (Outlook) Short- term R&I A (Positive) a-1 JCR A (Positive) J-1 S&P BBB (Stable) A-2 Moody's Baa1 (Stable) Prime-2 A+ /A1 A /A2 A- /A3 BBB+ /Baa1 BBB /Baa2 Our Credit Rating (End of September 2026) Long-Term Credit Rating Trends Since Joining the SBI Group 22/3 23/3 24/3 25/3 26/3 26/9 R&I JCR S&P Moody's
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67 Appendix 4 Strong Corporate Governance Corporate Management ✓ Financial Services ✓ ✓ Corporate Finance / Capital Policy Risk & Crisis Management ✓ ✓ ✓ ✓ Legal/ Governance ✓ ✓ ✓ ✓ Human Rights & Diversity ✓ ✓ ✓ ✓ ✓ IT & Digital ✓ Global / International Experience ✓ ✓ ✓ ✓ IR/ Public Relations ✓ Government Administration Experience ✓ ✓ Outside Directors (5 out of 9 Directors) Members with extensive experience and high level of Expertise Masahiro Terada Lawyer Yurina Takiguchi Economic Reporter Katsunori Tanizaki Special Advisor, The Japan Research Institute Makoto Hayashi Lawyer, Former Prosecutor General Basic concept of Corporate Governance The Board of Directors determines important business execution decisions , indicating the overall direction and supporting appropriate risk - taking by senior management Independent Audit and Audit & Supervisory Board perform an auditing function for the Board of Directors, ensuring appropriate management decision - making and business execution General Meeting of Shareholders Board of Directors (5 of 9 are outside directors) Audit & Supervisory Board (2 of 3 are outside members) Nomination and Compensation Committee Group Internal Audit Div. Business Execution President & CEO Group Executive Committee/ Executive Committee/ Other Various Committees Executive Officers Accounting Auditor Appoint AppointAudit ReportsInquiriesSuperviseAppoint Audit Audit Audit Yuji Sakoda Former Superintendent General, Tokyo Metropolitan Police Department Management decisions through an independent decision-making process under a strong governance structure
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68 Management with Speed and Execution Appendix We have transformed our management structure to emphasize speed, drawing on the entrepreneurial spirit of the SBI Group. Furthermore, by putting the right people in the right positions, we have achieved agile and flexible management that keeps pace with changing times Katsuya Kawashima President and CEO (since Feb. 2022) Former Vice President of SBI Holdings, President of SBI Investment, and President of former SBI Sumishin Net Bank Deeply familiar with the SBI Group’s corporate philosophy and management policies, putting them into practice at the Bank [Career] President and CEO of SBI Investment Representative Director, Executive Officer, Vice President, and COO of SBI Holdings Executive Vice President and Director of SBI SECURITIES President and CEO of SBI Sumishin Net Bank (now DOCOMO SMTB Net Bank) Joined SoftBank (now SoftBank Group) Joined Nomura Securities Eisuke Terasawa Director (since Jun. 2022), Senior Managing Executive Officer, Group Chief Financial Officer, responsible for Group Corporate Planning and Financial Facilitation (since Apr. 2025) [Career] Served as an Executive Officer responsible for Group Corporate Planning at Shinsei Bank and SBI Shinsei Bank Joined the Long-Term Credit Bank of Japan (now SBI Shinsei Bank, Ltd.) 4 Kei Fujisaki Director (since Jun. 2026), Senior Managing Executive Officer in charge of Group Treasury (since Jun. 2023) Served as Director and Managing Executive Officer of the Norinchukin Bank. Extensive expertise in finance, treasury, and management [Career] Served in various positions at The Norinchukin Bank, including General Manager of the Integrated Risk Management Department and Director and Managing Executive Officer General Manager of the Planning Department, Norinchukin Zenkyoren Asset Management Joined The Norinchukin Bank A career banker with extensive experience and deep expertise in the Bank’s operations, corporate planning, organizational strategy, and financial planning Masanobu Ogura Director, Managing Executive Officer, In charge of ”Fourth Megabank Concept," Group Next-Generation Finance and Group Corporate Planning, SBI Shinsei Bank, Limited(since Jun. 2026) Extensive knowledge and experience across both the public and private sectors, contributing to the advancement of the “Fourth Megabank Concept,” Next- Generation Finance, and Group management planning [Career] Director of Keijinkai Social Medical Corporation (current position) Outside Director of Osaka Dojima Exchange (current position) Served in various government positions, including Parliamentary Vice-Minister for Internal Affairs and Communications and Minister of State for Special Missions Former member of the House of Representatives Joined the Bank of Japan
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69 Disclaimer The Medium-Term Management Plan of the SBI Shinsei Bank Group (the “Group”) included herein contains forward-looking statements regarding the judgment of the Group's management and current projections of the Group's financial condition and future performance. These statements reflect the Group's current forecasts of future matters, but they involve risks and uncertainties and are based on certain assumptions. If such risks and uncertainties materialize, or if there are errors in assumptions, the Group's performance may deviate significantly from those currently anticipated. These potential risks include the risk information contained in the Group's Annual Securities Report. You should not place undue reliance on forward-looking statements. Unless otherwise indicated, the financial data presented herein has been presented in accordance with accounting principles generally accepted in Japan. The Group does not necessarily revise its forward- looking statements, regardless of the occurrence of future events or otherwise. In the absence of special notes, financial data is presented on a consolidated basis. Information about financial institutions and their subsidiaries other than the Group is generally based on publicly available information. This document does not contain any offer or solicitation for the purchase of securities, and neither of the contents of this document nor the content contained in this document is likely to be the basis for any agreement or obligation.
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Next-Gen Finance Building and Pioneering the Future Together