SMFG s Management Strategy. Sumitomo Mitsui Financial Group, Inc. February & March, 2015

Transcription

1 SMFG s Management Strategy Sumitomo Mitsui Financial Group, Inc. February & March, 215

2 Today s agenda 1 Sustainable growth under the low interest rate environment 2 Major growth drivers going forward 3 Well-managed asset portfolio 4 Capital policy 1

3 1. Sustainable growth under the low interest rate environment Revenue growth under the low interest rate environment SMFG s consolidated Gross profit 3,5 3, BOJ's policy interest rate 2,898 2,5 2, 1,5 2,78 *1 2,184.15%.5% FY3/2 3/3 3/4 3/5 3/6 3/7 3/8 3/9 3/1 3/11 3/12 3/13 3/14 3/15E Proportion within SMFG s consolidated Gross profit SMBC s domestic loan related income FY3/3.1% 1H, FY3/15 32% 15% International business 5% 15% Consolidation history Nikko Cordial Securities (Oct. 29) Cedyna (May 21) Promise (Dec. 211) Societe Generale Private Banking Japan (Oct. 213) RBS Aviation Capital (Jun. 212) Citibank Japan s retail banking business (plan Oct. 215 *2 ) *1 SMBC consolidated *2 Expected to be complete in Oct. 215, subject to necessary regulatory approvals 2

4 1. Sustainable growth under the low interest rate environment Strong earnings capability SMFG s consolidated Net income FY3/9 3/1 3/11 3/12 3/13 3/14 3/15E (5) 3, (374) SMFG s consolidated Gross profit 2, 1, FY3/9 3/1 3/11 3/12 3/13 3/14 3/15E SMFG s consolidated Total credit cost / Gains (losses) on stocks FY3/9 3/1 3/11 3/12 3/13 3/14 3/15E (1,) Total credit cost Gains (losses) on stocks 3

5 1. Sustainable growth under the low interest rate environment 3Q, FY3/215 financial results (cumulative) SMFG consolidated SMBC non-consolidated Income statement Apr. -Dec. 214 results YOY change Consolidated gross profit *1 USD 18.5 bn 2, General and administrative expenses Variance * (27.8) (1,224.7) (54.9) Consolidated net business profit 1,5.9 (55.1) FY3/15 targets Total credit cost (6) Ordinary profit *1 USD 9.2 bn 1,16.8 (6.3) 1,2 Variance * (91.8) 4 Net income *1 USD 5.7 bn (22.5) 7 Variance * (72.9) 17 Gross banking profit *1 USD 1.2 bn 1, ,54 Expenses *3 (588.9) (31.2) (79) Banking profit *4 *1 USD 5.3 bn Total credit cost Gains (losses) on stocks 59.7 (31.7) Other non-recurring gains (losses) (35.9) Ordinary profit *1 USD 6.4 bn Net income *1 USD 4.4 bn Contribution of subsidiaries to SMFG s Net income Apr. -Dec. 214 Credit ratings (SMBC) YOY change SMBC Nikko Securities 45 (8) SMBC Consumer Finance 41 (9) Sumitomo Mitsui Finance and Leasing Cedyna SMBC Guarantee 14 (4) Sumitomo Mitsui Card 13 (2) SMBC Friend Securities 7 (4) Domestic loan-to-deposit spread (%) Interest earned on loans and bills discounted Interest paid on deposits, etc. Apr.-Dec. 214 (SMBC non-consolidated) Apr. -Jun. Jul. -Sep. Oct. -Dec Loan-to-deposit spread Moody s S&P Fitch R&I JCR A1/P-1 A+/A-1 A-/F1 AA-/a-1+ AA/J-1+ *1 Translated into USD at period-end exchange rate of USD 1 = JPY *2 SMFG consolidated figures minus SMBC non-consolidated figures *3 Excludes non-recurring losses *4 Before provision for general reserve for possible loan losses 4

6 1. Sustainable growth under the low interest rate environment Peer comparison (1) High ROE / Low OHR ROE *1 Overhead ratio on a group consolidated basis *4 (%) 16 (%) SMFG JPM *2 *3 *2 MUFG Mizuho FG HSBC BNP Citi Barclays DB BAC SMFG Mizuho FG MUFG HSBC JPM BNP Barclays Citi DB BAC *1 Based on each company s disclosure. 3Q, FY3/15 results for SMFG and MUFG, 1H, FY3/15 result for Mizuho FG, 3Q, FY12/14 results for Barclays and HSBC, and FY12/14 results for others *2 ROTCE: Return on tangible common equity *3 Excluding exceptional *4 Based on each company s disclosure. G&A expenses divided by top-line profit (net of insurance claims). 3Q, FY3/15 results for SMFG, MUFG and Mizuho FG, 3Q, FY12/14 results for Barclays and HSBC, and FY12/14 results for others 5

7 1. Sustainable growth under the low interest rate environment Peer comparison (2) High loan-to-deposit spread / Profit growth Domestic loan-to-deposit spread *1 Consolidated business profit *2 1.6% 2, SMFG MUFG Mizuho FG 1.4% 1.31% 1,5 1.2% 1.% 1.1% 1.% 1, Proportion of loans to individuals & SMEs SMFG MUFG Mizuho FG 67.9% 58.% 57.5% 5 FY3/1 3/11 3/12 3/13 3/14 *1 Based on each company s 1H, FY3/15 disclosure. The figures shown in the graph are: non-consolidated figures of SMBC for SMFG, non-consolidated figures of The Bank of Tokyo-Mitsubishi UFJ for MUFG, and non-consolidated figures of Mizuho Bank for Mizuho FG *2 Based on each company s disclosure. Consolidated business profit = Consolidated gross profit G&A expenses + Equity in gains (losses) of affiliates. 6

8 2. Major growth drivers going forward Growth targets for FY3/215-FY3/ SMFG s consolidated Net income / ROE Consolidated gross profit * After adjustments for normalization of credit costs, gains on equities, etc. around JPY 6 bn around JPY 8 bn Aim to increase consolidated gross profit by 15% in 3 years (FY3/14 JPY 2.9 tn FY3/17 target JPY 3.3 tn) Wholesale Banking Unit of which large corporations JPY 32 bn JPY 72 bn FY3/14 =1 3/15 (plan) 3/16 (plan) Retail Banking Unit Organic growth +15% +1% 3/17 (plan) SMBC Nikko Securities (includes income related to collaboration with SMBC) JPY 34 bn around + 3% Consumer finance / Credit card (includes income related to collaboration with SMBC) 2 above + 1% +2% JPY 49 bn JPY 54 bn ROE FY3/14 3/17 target around 1% Secure around 1% International Banking Unit of which Asia JPY 18 bn JPY 5 bn over + 15% around + 15% Treasury Unit JPY 34 bn (2%) Inorganic growth * FY3/17 targeted consolidated gross profit in comparison with FY3/14 figure. After adjustments for changes in interest rates and exchange rates, etc. 7

9 2. Major growth drivers going forward Wholesale business Unique G-CIB model (large corporations) Large corporate clients offer higher quality solutions Loan balance of Wholesale Banking Unit *4, 5 ((JPY 億円 ) tn) 3 3 GLCBD (FY3/14) CBD (FY3/14) GLCBD (FY3/15) CBD (FY3/15) (SMBC non-consolidated) Bank-securities collaboration Seamless operation of domestic / overseas offices Extensive knowledge of industries Strengthen RM Dual-role, client 体制 HR の拡充 exchange coverage Expand RM coverage League tables (SMBC Nikko Securities, Apr. -Dec. 214) Rank Mkt share Global equity & equity-related (book runner, underwriting amount) *1 #2 17.2% JPY denominated bonds (lead manager, underwriting amount) *2 #5 15.5% Financial advisor (M&A, No. of deals) *3 #3 2.5% 1.4% 1.2% 1.%.8% 1Q 1Q 2Q 2Q 3Q 3Q 4Q 4Q Domestic corporate loan spread *4, 6 (SMBC non-consolidated) Mid-sized corporations & SMEs Large corporations Financial advisor (M&A, transaction volume) *3 #1 6.3%.6%.4% Mar. Apr Sep. 13 Mar. 14 Sep. 14 *1 Source: SMBC Nikko, based on data from Thomson Reuters. Japanese corporate related only *2 Source: SMBC Nikko, based on data from Thomson Reuters. Consisting of corporate bonds, FILP agency bonds, municipality bonds for proportional shares as lead manager, and samurai bonds *3 Source: Thomson Reuters. Japanese corporate related only. Excludes real estate deals *4 Managerial accounting basis. We revised managerial accounting rules since Apr. 214, following revision of domestic business structure. Figures for FY3/14 were recalculated based on the new rules *5 Quarterly average. GLCBD stands for the Global Corporate Banking Division and CBD stands for the Corporate Banking Division *6 Monthly average 8

10 2. Major growth drivers going forward Retail business Bank-securities retail integration Expanded the integration model to all offices in Jul. 214 (SMBC:548 offices, SMBC Nikko:123 branches *1 ) SMBC and/or SMBC Nikko are providing total financial services according to customers life stages and financial needs Get a first job (JPY tn) 2s 3s 4s 5s 6s 7s - Marriage Retail AuM (SMBC + SMBC Nikko) Over +2% Life stages and financial needs Home purchase Child-raising Asset building needs Active asset management needs Mortgage loan needs collaboration Mar. 14 Dec. 14 Mar. 17 target No. of individual accounts opened at SMBC Nikko through bank-securities collaboration *2 (Thousand) Ref : No. of NISA accounts 86 thousand (as of Dec. 31, 214) *3 Retirement Pension recipient Asset succession needs Jun.13 Dec.13 Jun.14 Dec.14 Acquisition of Citibank Japan s retail banking business In Dec. 214, SMBC and Citigroup reached an agreement that SMBC Trust Bank will undertake the acquisition of the retail banking business of Citibank Japan Citibank Japan s retail banking business Total deposits: JPY 2,44 bn (as of Sep. 3, 214) Number of branches: 32 (as of Nov. 3, 214) Number of customers: approx. 74, (as of Sep. 3, 214) Expected to be complete in Oct. 215, subject to necessary regulatory approvals SMBC Trust Bank aims to become a highly unique bank Target affluent individuals who reside in urban areas and are interested in global products and professional services Provide products and services e.g. foreign currency investment products and global services by professional bankers SMBC Trust bank strives to grow into the core trust bank within the SMFG group Improve profitability through cost reductions, by the shared use of system infrastructure with SMBC, etc. SMFG will enhance a foreign currency funding source *1 As of Feb. 17, 215 *2 Number of accounts of individual customers at the end of each quarter which were opened at SMBC Nikko via referral or financial instruments intermediary services from SMBC to SMBC Nikko. Includes accounts transferred from SMBC Friend Securities to SMBC Nikko in Jan. 211 on integrating SMBC Friend s collaborative business with SMBC into SMBC Nikko *3 Aggregate of SMBC (24,), SMBC Nikko Securities (44,), SMBC Friend Securities (11,), Kansai Urban Banking Corporation (4,) and Minato Bank (3,) 9

11 2. Major growth drivers going forward Consumer finance Balance of unsecured card loans 2, +2% (SMBC + SMBC Consumer Finance) SMBC Consumer Finance: Financing / Loan guarantee / Overseas businesses Consumer loans outstanding (domestic) SMBCCF non-consolidated Mobit Loan guarantee amount , , FY3/14 Apr.-Dec. 214 YOY change Operating income Losses on interest repayments within Expenses (38.7) - - Ordinary profit (4.3) Net income (8.7) Consumer loans outstanding Mar. 14 Dec. 14 Mar. 17 target target Financial results (SMBC Consumer Finance, consolidated) Allowance on interest repayments Loan guarantee for regional financial institutions, etc No. of companies with guarantee agreements: 189 (as of Dec. 214) * Translated into Japanese yen at respective period-end exchange rates Mar. 13 Sep Dec. 13 Mar. 14 Sep. 14 Consumer loans outstanding (overseas) * Mar. 13 Sep Dec. 13 Mar. 14 Sep. 14 Dec Dec. 14 (Thousand) Mar. 13 Sep. 13 Dec. 13 FY21 FY212 FY214 Mar. 14 Sep. 14 No. of interest refund claims Dec. 14 FY211 FY213 Jun. Sep. Dec. Mar. 1

12 2. Major growth drivers going forward International business: Overview of SMFG s global strategy Further improve our ability to serve our clients Build a sustainable business model Transform from Japan-centric to Asia-centric Become a global financial group that leads the growth of Japan and the Asian region Develop our commercial banking business in Asia to provide overall services to our clients within the region Asia (incl. Japan) EMEA Gateway to Asia Americas Strengthen our business and products in Americas and EMEA leveraging our Asian capabilities Develop foreign currency funding platform Establish a solid business base suitable for a global bank 11

13 2. Major growth drivers going forward International business: Overseas loans, funding, and product offerings Overseas loan balance *1, 2 Overseas deposit balance *1, 2 (USD bn) EMEA Americas Asia (USD bn) CDs & CP : less than 3 months CDs & CP : 3 months or more Deposits* Mar.11 Mar.12 Mar.13 Mar % 1.2% Dec.13 Overseas loan spread *1, 3 Dec.14 Mar.11 Mar.12 Mar.13 Mar.14 Foreign currency bonds outstanding *5 (USD bn) Dec.13 Dec.14 Senior Subordinated Issued senior bonds to overseas investors in Jan. 215 (USD 2.25bn and EUR.75bn) and Feb. 215 (USD 1.25bn) Project finance / Loan syndication League tables (Jan. - Dec. 214) *6 1.%.8%.6%.4% Dec.8 Dec.9 Dec.1 Dec.11 Dec.12 Dec.13 Dec.14 *1 Managerial accounting basis. Sum of SMBC, SMBC Europe and SMBC (China) *2 Translated into USD at respective period-end exchange rates *3 Monthly average *4 Includes deposits from central banks *5 Bonds issued by SMBC and SMFG *6 Source: Thomson Reuters (Mandated Arrangers) *7 Project finance: Asia Pacific. Loan syndication: Asia (excl. Japan), all international currency syndicated and club loans Global Asia *7 Japan Project Finance #2 #5 Loan Syndication #12 #6 #3 SMBC was Awarded Global Bank of the Year 214 by Project Finance International for the 3rd time Devised a new scheme to involve regional banks in overseas project financing by using trust account 12

14 3. Well-managed asset portfolio Exposure to oil and gas related industries / Russia / Southern Europe, Middle East and Northern Africa Exposure to oil and gas related industries within SMFG s consolidated exposure Domestic (corporations, individuals, Japanese government, etc.), and Overseas Japanese corporations Project finance Approx. 6% Approx. 2% Corporations Approx. 7% Approx. 8% Non-Japanese Approx. 3% Exposure to non-japanese oil and gas related industries is around USD 5bn. Of the aggregate USD 5bn, the exposure to companies including oil majors, which are susceptible to oil/gas price fluctuation, is less than USD 3bn. Within exposure to oil and gas related industries, more than 9% is classified as 1-3 on our internal rating * Sum of SMBC, SMBC Europe and SMBC (China) of which oil and gas related industries * Exposure to Russia Mar. 14 Sep. 14 Dec. 14 Change from Mar. 31, (.8) Project finance Less than 1% of SMFG s total exposure Breakdown of exposure to Russia Others Japanese corporations (Aircraft leasing, etc.) Financial institutions Non-Japanese corporations (USD bn) Mar.14 Sep.14 Dec.14 Majority (USD bn) Exposure to Southern Europe, Middle East and Northern Africa Southern Europe of which Spain of which Large corporations Italy and project finance of which Portugal..1.1 of which Greece Aircraft Leasing Middle East of which Turkey Trade finance of which UAE of which Large corporations Qatar and project finance of which Saudi Arabia Northern Africa

15 3. Well-managed asset portfolio Bond portfolio Yen bond portfolio SMBC non-consolidated (Total balance of Other securities with maturities and bonds classified as held-to-maturity i.e. total of JGBs, Japanese local government bonds and Japanese corporate bonds) (JPY tn) More than 1 years 5 to 1 years 1 to 5 years 1 year or less Includes approx. JPY 1.6 tn of 15-year floating-rate JGBs Mar. 2 Mar. 3 Mar. 4 Mar. 5 Mar. 6 Mar. 7 Mar. 8 Mar. 9 Mar. 1 Mar. 11 Mar. 12 Mar. 13 Mar.14 Dec.14 Average duration (years) *1 Unrealized gains (losses) (11.9) 7.7 (282.2) (151.4) (129.5) (1.2) *2 *1 Excludes bonds classified as held-to-maturity, bonds for which hedge-accounting is applied, and private placement bonds. Duration of 15-year floating rate JGBs is regarded as zero. Duration at Mar. 2 is for JGB portfolio only *2 15-year floating-rate JGBs have been evaluated at their reasonably estimated price from Mar. 9 14

16 4. Capital policy Capital policy (1) Increase shareholders value by achieving higher growth and profitability, while maintaining financial soundness, simultaneously aiming to strengthen shareholder return Ensure ROE of around 1% Aim to steadily increase dividend per share Achieve at least a Common Equity Tier 1 capital ratio of around 1%, as well as a capital buffer which we can use flexibly Secure capacity for growth investments, as well as reserves for downside risks in accordance with economic conditions Pay attention to international financial regulations 15

17 4. Capital policy Capital policy (2) Return to shareholders *1,2 Common Equity Tier 1 capital ratio (fully-loaded *6, pro forma) (JPY) 15 commemorative dividends ordinary dividends of which interim dividends Increased annual dividend forecast from JPY 12 to JPY 13 Increase dividend per share stably (JPY tn) 8 6 Common Equity Tier 1 capital of which net unrealized gains (losses) on Other securities Mar. 13 Mar. 14 Sep. 14 Dec. 14 FY3/6 3/7 3/8 3/9 3/1 3/11 3/12 3/13 3/14 3/15 3/17 ROE *3 22.8% 13.8% 15.8% - 7.5% 9.9% 1.4% 14.8% 13.8% Payout ratio *4 3.4% 12.5% 2.5% % 3.% 26.8% 21.3% 2.3% 26.2% Dividend yield *5 3.2% 2.7% 3.3% Secure around 1% Riskweighted assets CET 1 capital ratio [excluding net unrealized gains] JPY 62.1 tn JPY 61.3 tn JPY 64.4 tn JPY 64.7 tn 8.6% 1.3% [8.7%] 1.7% [8.8%] 11.5% [9.1%] Leverage ratio *7 - - around 4.4% around 4.5% Secure around 1% *1 SMFG implemented a 1 for 1 stock split of common stock on Jan. 4, 29. Figures shown above reflect the stock split, assuming that it had been implemented at the beginning of FY3/6 *2 Common stock only *3 On a stockholders equity basis *4 Consolidated payout ratio *5 Period end stock prices basis for FY3/13 and 3/14; stock price as of 31 Jan. 215 and dividend forecast basis for FY3/15 *6 Based on the Mar. 31, 219 definition *7 Transitional basis, pro forma 16

18 4. Capital policy Ongoing major regulatory discussions Capital requirement Regulations Contents Schedule Credit risk Market risk Operational risk Overall Revisions to the Standardised Approach IRRBB (Interest-rate risk in the banking book) Revisions to the Standardised Approach Capital floors: a framework based on standardised approaches Finalised at BCBS Domestic regulation Seeks to improve the standardised approach for credit risk, Under consultation. Comments to BCBS should including reducing reliance on external credit ratings; be provided from Dec.214 to Mar.27, 215. and the internal-rating based (IRB) approach; and enhancing finalised in 216 * comparability of capital requirements across banks increasing risk sensitivity; reducing national discretions; Comprehensive data collection and analysis will strengthening the link between the standardised approach be made through the QIS in 215; targeted to be Unfinished Unfinished Consideration of a Pillar 1 capital charge for interest rate risk and credit spread risk in the banking book to reduce opportunities to arbitrage the trading book/banking book boundary Seeks to address the weaknesses identified in the existing approach by (i) refining the operational risk proxy indicator by replacing Gross Income (GI) with a superior indicator, and (ii) improving calibration of the regulatory coefficients based on the results of the quantitative analysis Replacement of the Basel I-based transitional capital floor with a permanent floor based on the Basel II/III standardised approaches for credit, market and operational risks Release of consultative document is expected in 215 Unfinished Unfinished Under consultation. Comments to BCBS were provided from Oct.214 to Jan.215; targeted to Unfinished Unfinished be finalised in mid-215 through 216 * Under consultation. Comments to BCBS should be provided from Dec.214 to Mar.27, 215 To be discussed according to the revisions to the standardised approaches Unfinished Unfinished Leverage ratio requirement Leverage ratio Continue to test a minimum requirement of 3% to be introduced in 218 (from Jan.213 to Jan.217). Public disclosure requirement started on Jan.215 Appropriate level of leverage ratio to be finalised by 217 at the latest * Domestic regulation under consultation Finished Unfinished G-SIFI regulation TLAC (total lossabsorbing capacity) A requirement for loss absorbing capacity on both a going concern and gone concern basis Proposed requirement is set within 16-2% of RWA and at least twice the Basel 3 Tier 1 leverage ratio requirement. This does not include regulatory capital buffers (overall requirement for a resolution entity with a 1% G-SIB surcharge would be %) Should be issued and maintained by resolution entities Authorities may permit prior reserving fund under the deposit insurance system as a quantum equivalent of up to 2.5% RWA or more Under consultation. Comments to FSB were provided from Nov.214 to Feb.2, 215 FSB will submit a final version to the G-2 Summit in 215 Will not become effective before Jan.1, 219 Unfinished Unfinished * Source: FSB s release as of Feb. 4,

19 4. Capital policy Financial targets FY3/14 Apr.-Dec. 214 FY3/17 targets Growth Growth rate of Consolidated gross profit % *1 around +15% *2 Consolidated ROE 13.8% 13.5% *1 around 1% Profitability Consolidated net income RORA 1.4% 1.4% *1 around 1% Consolidated overhead ratio 54.2% 54.9% in the mid 5% Soundness Common Equity Tier 1 Capital Ratio *3 1.3% 11.5% around 1% *1 Annualized *2 FY3/17 targeted consolidated gross profit increase in comparison with FY3/14 figure *3 Basel III fully-loaded basis. Based on the definition as of March 31,

20 Concluding messages We have achieved sustainable growth amid the low interest rate environment We will strive to grow our business by allocating resources into focused areas and by leveraging the group s collective strengths - large corporate, high-net worth individuals, consumer finance and Asian businesses - We aim to continue managing high asset quality We aim to maintain high profitability and resilient capital base with ROE 1% & CET 1 ratio 1%; concurrently aim to strengthen shareholders return 19

21 Appendix

22 Group structure *1 Sumitomo Mitsui Financial Group Consolidated total assets Consolidated Common Equity Tier 1 capital ratio 1% JPY 172 tn 1.8% Sumitomo Mitsui Banking Corporation Assets JPY 144 tn 6% 3% 1% 1% Sumitomo Mitsui Finance and Leasing 6% Became a subsidiary in Jun. 212 SMBC Aviation Capital Became a wholly-owned subsidiary in Oct. 29 Securities Services SMBC Nikko Securities No. of accounts: approx. 2.5mn SMBC Friend Securities 4% 1% Leasing Sumitomo Corporation Deposits Loans No. of retail accounts No. of corporate loan clients JPY 85 tn JPY 66 tn approx. 28 mn approx. 94, 1% Consumer Finance SMFG Card & Credit 66% No. of card holders: approx. 23 mn Sumitomo Mitsui Card 34% NTT docomo 1% Became a wholly-owned subsidiary in May 211 Cedyna No. of existing customers: approx. 18 mn Credit Moody s S&P Fitch R&I JCR ratings *2 A1/P-1 A+/A-1 A-/F1 AA-/a-1+ AA/J-1+ 1% Became a wholly-owned subsidiary in Apr. 212 SMBC Consumer Finance No. of accounts of unsecured loans : approx. 1.3 mn 1% Became a wholly-owned subsidiary in Oct. 213 SMBC Trust Bank *1 As of Sep. 3, 214 *2 As of Dec. 31, 214 1% Other business Japan Research Institute 44% 4% Daiwa SB Investments Sumitomo Mitsui Asset Management 21

23 SMFG s consolidated balance sheet and credit ratings Balance sheet (as of Dec. 214) Total assets : JPY tn Credit ratings SMBC SMFG Cash and due from banks JPY 33.2 tn Loans JPY 72.9 tn Deposits, Negotiable certificates of deposits (NCD) JPY tn Moody s A1 / P-1 - S&P A+ / A-1 A / A-1 Fitch A- / F1 A- / F1 R&I AA- / a-1+ A+ / - Securities JPY 28.4 tn JGB JPY 13.8 tn Other assets JPY 41.3 tn Other liabilities JPY 53.3 tn Total net assets JPY 1.3 tn Total stockholders equity JPY 6.9 tn JCR AA / J-1+ AA- / - Ref : Per share information Apr.-Dec. 214 results YOY change FY3/15 targets Net income JPY JPY (16.99) JPY Dividend JPY 6 +JPY 5 JPY 13 Loan to deposit ratio 65.% Risk-weighted assets JPY 65. tn ROE (Denominator: Total stockholders equity) 13.5% Dec. 31, 214 Change from Mar. 31, 214 Net assets JPY 6,18.3 +JPY Revised to JPY 13 from May forecast of JPY 12 22

24 Earnings targets for FY3/215 SMFG consolidated SMBC non-consolidated FY3/14 results 1H, FY3/15 results FY3/215 targets Change from May targets YOY Change Ordinary Profit *1 USD 13.1 bn 1, *1 USD 11. bn 1,2 +9 (232.3) Variance with SMBC non-consolidated (79.8) *1 *1 Net income USD 7.6 bn USD 6.4 bn 7 +2 (135.4) Variance with SMBC non-consolidated Gross banking profit ± (6.1) 1, *1 USD 14.1 bn 1,54 ± (18.1) Expenses *2 (745.7) (386.9) (79) ± (44.3) Banking profit *3 *1 *1 USD 7.4 bn USD 6.9 bn 75 ± (62.4) Total credit cost (73.9) Gains (losses) on stocks *1 USD 14.2 bn *1 *1 Ordinary profit USD 8.7 bn USD 7.3 bn 8 +7 (152.5) Net income *1 USD 5.5 bn *1 USD 4.8 bn (75.3) Assumption of earnings targets *4 May 214 targets Nov. 214 targets 3M TIBOR.22%.21% Federal funds target rate Exchange rate.~.25%.~.25% JPY/USD JPY/EUR *1 Translated into USD at period-end exchange rate of USD 1 = JPY *2 Excludes non-recurring losses *3 Before provision for general reserve for possible loan losses *4 Nominal GDP growth rate: FY3/214 result was +1.9%; FY3/215 forecast estimated by Japan Research Institute was +1.7% as of May, 214 and +2.3% as of Nov., 214 Nikkei stock average: JPY14, as of Mar. 31, 214 and JPY16, as of Sep. 3,

25 1H, FY3/215 financial results SMFG consolidated SMBC non-consolidated 1H, FY3/15 YOY change Consolidated gross profit *1 USD 13.2 bn 1,45.1 (59.9) General and administrative expenses Variance * (65.9) (84.3) (23.6) Consolidated net business profit (91.6) Change from May targets Total credit cost Ordinary profit *1 USD 7.1 bn 78.5 (55.4) Variance * (124.3) +28. Net income *1 USD 4.4 bn (26.2) Variance * (14.2) Gross banking profit *1 USD 7.6 bn of which Net interest income Expenses *3 (386.9) (18.3) +3.1 Banking profit *4 *1 USD 4. bn 44.9 (12.3) +7.9 Total credit cost Gains (losses) on stocks 48.2 (28.3) Other non-recurring gains (losses) Income statement (2.8) Ordinary profit *1 USD 5.4 bn Net income *1 USD 3.7 bn Contribution of subsidiaries to SMFG s Gross profit 1H, FY3/15 YOY change SMBC Nikko Securities 146 (35) SMBC Consumer Finance Sumitomo Mitsui Card Cedyna 83 (2) Sumitomo Mitsui Finance and Leasing 66 (1) Contribution of subsidiaries to SMFG s Net income 1H, FY3/15 YOY change SMBC Consumer Finance 28 (3) SMBC Nikko Securities 24 (17) Sumitomo Mitsui Finance and Leasing 15 + Cedyna 15 + SMBC Guarantee 9 +2 Sumitomo Mitsui Card 8 (1) SMBC Friend Securities 4 (3) *1 Translated into USD at period-end exchange rate of USD 1 = JPY *2 SMFG consolidated figures minus SMBC non-consolidated figures *3 Excludes non-recurring losses *4 Before provision for general reserve for possible loan losses 24

26 SMFG s performance by business unit *1 Wholesale Banking Unit Retail Banking Unit International Banking Unit of which Marketing units of which Treasury Unit of which Sumitomo Mitsui Finance and Leasing of which SMBC Nikko Securities of which Consumer finance / Credit card *3 Total (SMFG consolidated) 1H, FY3/14 FY3/14 1H, FY3/15 YOY change *2 Gross profit (16.5) Expenses (138.) (285.1) (14.8) (.8) Net business profit (17.3) Gross profit (12.2) Expenses (175.9) (354.1) (178.) (2.7) Net business profit (14.9) Gross profit Expenses (88.2) (183.1) (16.1) (11.9) Net business profit Gross profit , (5.4) Expenses (42.1) (822.3) (424.9) (15.4) Net business profit (2.8) Gross profit (15.7) Expenses (12.5) (25.9) (14.9) (1.7) Net business profit (17.4) of which Gross profit (.1) of which Expenses (26.4) (54.8) (27.4) (1.) Net business profit (1.1) Gross profit (32.) Expenses (12.6) (235.9) (115.3) +5.1 Net business profit (26.9) Gross profit Expenses (164.7) (338.3) (18.4) (7.2) Net business profit (2.9) of which Gross profit 1,51. 2, ,45.1 (59.9) of which Expenses (78.7) (1,569.9) (84.3) (23.6) Net business profit * , (91.6) Gross profit performance vs. targets *1 Managerial accounting basis. *2 After adjustments for changes in interest rates and exchange rates, etc. *3 Sum of Sumitomo Mitsui Card, Cedyna, and SMBC Consumer Finance *4 Consolidated net business profit = Consolidated gross profit - General and administrative expenses + Equity in earnings (losses) of affiliates. SMFG changed the definition of Consolidated net business profit from FY3/15. The figures for FY3/14 were recalculated based on the new rules 25

27 SMBC s performance by business unit *1 1H, FY3/14 FY3/14 1H, FY3/15 YOY change *2 Gross banking profit (12.4) Wholesale Banking Unit Expenses (98.7) (2.7) (12.) (1.7) Banking profit (14.1) Gross banking profit (11.6) Retail Banking Unit International Banking Unit Marketing units Treasury Unit Headquarters Total (SMBC non-consolidated) Expenses (166.7) (336.4) (169.7) (3.5) Banking profit (15.1) Gross banking profit Expenses (45.) (89.1) (5.2) (4.2) Banking profit Gross banking profit , (11.5) Expenses (31.4) (626.2) (321.9) (9.4) Banking profit (2.9) Gross banking profit (21.3) Expenses (11.5) (22.9) (12.7) (.5) Banking profit (21.8) Gross banking profit (22.3) (27.3) Expenses (46.7) (96.6) (52.3) (8.4) Banking profit (69.) (123.9) (5.5) +3.4 Gross banking profit , Expenses (368.6) (745.7) (386.9) (18.3) Banking profit (12.3) *1 SMBC non-consolidated. Managerial accounting basis *2 After adjustments for interest rates and exchange rates, etc. 26

28 Net fees and commissions FY3/14 1H, FY3/15 YOY change SMFG consolidated * (28.6) of which: SMBC (6.7) Sumitomo Mitsui Card SMBC Nikko Securities (26.) Cedyna (1.) SMBC Consumer Finance SMBC Friend Securities (3.) Ref : Gross banking profit of SMBC s Marketing units FY3/14 1H, FY3/15 YOY Change *2 Loan syndication Structured finance (6.1) Asset finance * Sales of derivatives products (1.6) Income related to domestic corporate business (6.8) Investment trusts (6.4) Pension-type insurance Single premium type permanent life insurance Level premium insurance (.9) Income related to domestic consumer business (2.7) of which: Money remittance, electronic banking Foreign exchange (.5) Domestic Non-interest income (12.6) of which: IBU s loan related income * IBU s Non-interest income * Non-interest income (12.1) of which: Income on domestic loans (11.7) Income on domestic yen deposits IBU s interest related income * Interest income Gross banking profit of SMBC s Marketing units *5 1, (11.5) *1 In round numbers excl. SMBC *2 After adjustments of interest rates and exchange rates, etc. *3 Profit from real estate finance, securitization of monetary claims, etc. *4 IBU: International Banking Unit *5 Managerial accounting basis. Revised managerial accounting rules in Apr. 214, following revision of domestic business structure. Figures for FY3/14 are recalculated based on the new rules 27

29 Loan balance and spread Loan balance Average loan balance and spread *1 (JPY tn) (SMBC non-consolidated) Balance Ov erseas offices and offshore banking accounts Domestic offices (excluding offshore banking account) (JPY tn) 1H, FY3/15 YOY change *7 Domestic loans * of which Large corporations * Mid-sized corporations & SMEs * Individuals 14.7 (.3) IBU s interest earning assets *5, 6 USD bn +USD 32.4 bn (%) Spread 1H, FY3/15 YOY change *7 Domestic loans *2.93 (.6) of which Large corporations *3.62 (.3) Mid-sized corporations & SMEs *4.94 (.8) Individuals 1.39 (.3) Mar.11 Mar.12 Mar.13 Mar.14 Dec.13 Dec.14 IBU s interest earning assets *5, *1 Managerial accounting basis *2 SMBC non-consolidated *3 Global Corporate Banking Division *4 Sum of Corporate Banking Division and Small and Medium Enterprises Banking Division *5 Sum of SMBC, SMBC Europe and SMBC (China) *6 Sum of loans, trade bills, and securities *7 After adjustments for interest rates and exchange rates, etc. 28

30 Gains (losses) on bonds and performance of Treasury Unit SMBC non-consolidated Gains (losses) on bonds Gross banking profit of SMBC s Treasury Unit FY3/14 1H, FY3/15 YOY change FY3/14 1H, FY3/15 YOY change Gains (losses) on bonds Domestic operations (4.9) International operations Gross banking profit of SMBC s Treasury Unit (21.3) Interest rate, stock price and exchange rate Interest rate of JGB and US Treasury Nikkei Stock Average Exchange rate JPY / USD (%) 5 4 1Y US Treasury yields 1Y JGB yields (JPY) 18, 16, (JPY/USD) , , 9 1 1, 8 8, Dec. 214 Dec. 214 Dec. 214 FY3/13 FY3/14 FY3/15 FY3/13 FY3/14 FY3/15 FY3/13 FY3/14 FY3/

31 Bond portfolio (JPY tn) Balance sheet amount Mar. 214 Sep. 214 Dec. 214 Net unrealized gains (losses) Balance sheet amount Net unrealized gains (losses) Balance sheet amount Net unrealized gains (losses) Change from Sep. 214 Balance sheet amount Net unrealized gains (losses) Yen-denominated bonds SMFG consolidated of which JGB Held-to-maturity (.3). Others Yen-denominated bonds SMBC non-consolidated of which JGB Held-to-maturity (.3). Others

32 Credit costs SMFG consolidated SMBC non-consolidated Total credit cost (left axis) of which 1H (left axis) Total credit cost / Total claims (right axis) 1H, FY3/15 YOY change Change from May target (88.8) (49.2) (98.8) (bp) Total credit cost (left axis) of which 1H (left axis) Total credit cost / Total claims (right axis) 1H, FY3/15 YOY change Change from May target (124.2) (45.9) (74.2) (bp) (2) Target (6) 7 (49.1) (39.6) (88.8) FY3/9 3/1 3/11 3/12 3/13 3/14 3/ (4) 4 2 (2) 82 Target (5. ) (17) (123.9) (7) (78.3) (124.2) FY3/9 3/1 3/11 3/12 3/13 3/14 3/ (4) Variance between SMFG consolidated and SMBC non-consolidated* 1H, FY3/15 YOY Change Variance with SMBC non-consolidated 35.4 (3.3) SMBC Consumer Finance Cedyna 5. (3.) Kansai Urban Banking Corporation 2. (5.) Recorded net reversal of Total credit cost due to - reversal of provisions made in previous years for large borrowers as a result of improvement of their internal ratings - decline in reserve ratio as a result of decreased defaults * In round numbers 31

33 Non-performing loan balance and ratio SMFG consolidated SMBC non-consolidated Mar. 14 Sep. 14 Coverage ratio 83.74% 83.31% Mar. 14 Sep. 14 Coverage ratio 88.54% 87.57% (JPY tn) 3 Substandard loans (left axis) 6% (JPY tn) 3 Substandard loans (left axis) 6% Doubtful assets (left axis) Doubtful assets (left axis) Bankrupt / quasi-bankrupt assets (left axis) Bankrupt / quasi-bankrupt assets (left axis) NPL ratio (right axis) NPL ratio (right axis) % 2 4% % % % 1.74% 1.55% 1.6% 1.21% 1.8% Mar.1 Mar.11 Mar.12 Mar.13 Mar. 14 Sep. 14 % Mar.1 Mar.11 Mar.12 Mar.13 Mar. 14 Sep. 14 % (JPY tn) Claims on borrowers requiring caution * Total claims * Excludes claims to Substandard borrowers 32

34 Corporate, sovereign and bank exposures Domestic Overseas [as of Sep. 3, 214] PD LGD Risk Weight (JPY tn) Internal Rating (Certainty of debt repayment) (JPY tn) [as of Sep. 3, 214] PD LGD Risk Weight.7% 35.1% 19.74% 1 月 日 1 月 3 日 (Very high - Satisfactory).13% 3.55% 18.42%.79% 32.62% 48.9% 月 (Likely 6 日 - Currently 4 月 no 6 日 problem) 2.88% 23.42% 64.95% 15.88% 34.53% 15.89% 7 (excl. 7R) 7(excl.7R) (Borrowers requiring 7(excl.7R) caution) 14.47% 24.56% 124.4% 1.% 46.92% 8.11% Default(7R, Default(7R, Default (7R, 8-1) 8-1) 8-1) Mar. 31, % 49.87% 53.%.% 35.34%.3% Japanese Japanese Japanese government, government, Government, etc. etc. etc. Mar. 31, 213 Mar. 31, 214 Sep. 3, % 44.62% 51.47% Others Others Others 2.21% 31.97% 86.% JPY 89.9 trillion Total (as of Sep. 3, 214) JPY 36.2 trillion (SMFG consolidated) 33

35 Equity holdings Balance of domestic listed stocks classified as other securities (JPY tn) 7 Equity holdings (acquisition cost on SMBC non-consolidated) Percentage of equity holdings to SMFG consolidated Tier I *2 *1 175% % 15% 125% 4 1% 3 75% % 1 32% 29% 29% 25% 22% 21% 25% Apr. 1 Mar. 2 Mar. 3 Mar. 4 Mar. 5 Mar. 6 Mar. 7 Mar. 8 Mar. 9 Mar. 1 Mar. 11 Mar. 12 Mar. 13 Mar. 14 Sep. 14 % *1 Shares of SMFG related to share exchange for acquiring former Promise are excluded *2 Until Mar. 22, percentage to SMBC consolidated Tier I. After Mar. 213, percentage to SMFG consolidated Tier 1 based on Basel 3 34

36 Capital and risk-weighted assets, SMFG consolidated Capital ratio (transitional basis) Common Equity Tier 1 capital ratio (fully-loaded *4, pro forma) Mar. 31, 214 Dec. 31, 214 Mar. 31, 214 Dec. 31, 214 Common Equity Tier 1 capital (CET1) 6,55.8 7,262.4 of which: Total stockholders equity related to common stock 6, ,946.8 Accumulated other comprehensive income * Regulatory adjustments related to CET1 *1 (193.8) (223.6) Tier 1 capital of which: 7, ,366.2 Eligible Tier 1 capital instruments (grandfathered) *3 1, ,252.5 Regulatory adjustments *1, 2 (415.4) (422.1) Tier 2 capital of which: 2,47.1 2,547.9 Tier 2 capital instruments Eligible Tier 2 capital instruments (grandfathered) *3 1, ,517. Variance with CET1 on a transitional basis *5 (177.6) of which: Accumulated other comprehensive income ,22.3 of which: Net unrealized gains on other securities ,144.6 of which: Minority interests (subject to be phased-out) (14.8) (84.8) Regulatory adjustments related to CET1 (775.1) (894.3) Common Equity Tier 1 capital 6, ,485.6 Risk-weighted assets 61, ,665.8 Common Equity Tier 1 capital ratio 1.3% 11.5% Preferred securities which become callable in FY3/15 Unrealized gains on other securities after 55% discount and land revaluation excess after 55% discount * Regulatory adjustments *1, 2 (182.1) (196.6) Total capital 9, ,914.2 Risk-weighted assets 61, ,992.6 Common Equity Tier 1 capital ratio 1.63% 11.17% Tier 1 capital ratio 12.19% 12.87% Total capital ratio 15.51% 16.79% Issuer / Series Issue date Amount outstanding SMFG Preferred Capital JPY3 Limited Dividend rate *6 First call date *7 Step-up Series C Sep. 29 JPY 79.5 bn 3.98% Jan. 215 None Series D Oct. 29 JPY 45. bn 3.94% Jan. 215 None Called Jan. 215 *1~3 Subject to transitional arrangements. Regulatory adjustments of Tier1 and Tier2 include items that are either phased-in or phased-out as described in *1 and *2 below *1 2% of the original amounts are included *2 2% phase-out is reflected in the figures *3 Cap is 8% *4 Based on the Mar. 31, 219 definition *5 Each figure represents 8% of the original amounts that are not included due to phase-in or included due to phase-out in the calculation of CET1 on a transitional basis 35 *6 Until the first call date. Floating rate thereafter *7 Callable at any dividend payment date on and after the first call date, subject to prior confirmation of the FSA

37 Revision of domestic business structure of SMBC Reviewed client segmentation in accordance with clients needs and fully revised domestic business structure in April 214, for the first time since establishment of SMBC Effectively allocate our resources into large corporates, business/asset succession and investment products sales businesses Before the revision After the revision Corporate Banking Dept. (13) Large corporations (a few hundred groups) Corporate Banking Dept. (16) Large corporations (several hundred groups) G-CIB model Wholesale Corporate Business Office (178) Mid-sized Corporate corporations Business & SMEs Office (6 thousand) (178) Corporate Business Office (161) Mid-sized corporations & SMEs (4 thousand) Average loan balance of Wholesale Banking Unit: +1% in 3 years BSP (43) SMEs (3 thousand) Area Main Office (19) Small companies (5 thousand) SME and consumer banking combined operation Block Consumer Business Office (36) Business owners Retail Branch (439) Individuals (27 million) Branch (439) Individuals (27 million) Bank-securities retail integration 36

38 Performance of SMBC Nikko Securities Net operating revenue Financial results (consolidated) FY3/214 Apr.-Dec. 214 YOY change (17.7) SG&A expenses (227.8) (171.3) +.5 Ordinary income (16.7) Topics Established 11 branches since Apr. 214, aiming to expand domestic network to 123 offices* Awarded at The 214 Contact Center World Awards Gold prizes in two categories - Best Outbound Campaign - Best Sales Campaign The first Japanese company to receive gold prizes in two categories at the same time Net income (8.4) Client assets Net operating revenue related to sales of investment trusts and foreign bonds (JPY tn) 5 Equity Bond Investment trust, etc. 5 Subscription commisions from investments Net trading incomes Jun. 12 Sep. Dec. Mar. 13 Jun. Sep. Dec. Mar. 14 Jun. Sep. Dec. Apr. - Jun.12 Jul. - Sep.12 Oct. - Dec.12 Jan. - Apr. - Mar.13 Jun.13 Jul. - Sep.13 Oct. - Dec.13 Jan. - Apr. - Mar.14 Jun.14 Jul. - Sep.14 Oct. - Dec.14 * As of Feb

39 International business: Group collaboration and competitive advantages Income related to collaboration with group companies ( 億円 (JPY ( 億円 ) bn) ) 年度 13 年度 14 年度 14 年度 15 年度 15 年度 16 年度 16 年度 Breakdown of gross profit from international business ( 億円 ) 4, 4 2, 2 of うち日興協働収益 which with SMBC ( 上期実績 Nikko (1H) ) of うち日興協働収益 which with SMBC ( 通期実績 Nikko (results) ) of うち日興協働収益 which with SMBC ( 通期計画 Nikko (plans) ) FY3/14 FY3/15 FY3/16 FY3/17 IBU s gross profit classified by region *1 1H Others その他 EMEA Americas 米州 APAC アジア Ref : Interest / Non-interest Noninterest income income (1H, FY3/15) *2 Income from customer deals Fees related to loans Income related to deposits and other interests Other fees Loan related Income Competitive advantages Cash management service Cash management providers ranking (in Asia Pacific) *5 Cash management service (CMS) as voted by corporations JPY CMS as voted by financial institutions Large corporations Medium corporations Small corporations 3rd 3rd 2nd 1st #1 among Japanese banks for seven consecutive years #1 for nine consecutive years 214 First Japanese bank to be ranked one of the top three global banks (3rd) Expansion of franchise outside Asia (since Apr. 214) SMBC Europe established two branches. Prague branch (Jun. 214) Madrid branch (Dec. 214) FY3/14 13 年度 FY3/15 14 年度 Interest income *1 Managerial accounting basis *2 Managerial accounting basis. SMBC non-consolidated *3 Source: Thomson Reuters (Mandated Arrangers) *4 Project finance: Asia Pacific. Loan syndication: Asia (excl. Japan), all international currency syndicated and club loans *5 Source: ASIAMONEY cash management poll 213 (published Aug. 214) 38

40 International business: Asia strategy Three objectives of Asia-centric : 1. Support Japanese corporations for expanding businesses in Asia, 2. Capture growth opportunities related to Asian countries and corporations, 3. Become a gateway to access Asia for Western companies Gross profit in Asia Medium- to long-term strategy 2 1st half results Full year plans Full year results Develop existing businesses Enter Tier 2 large, and middle sized corporate business Strengthen transaction banking business 1 +6% *1 4 5 Further promote multi-franchise strategy Upgrade business infrastructure Large corporations Medium-sized corporations SMEs / Retail FY3/14 3/15 3/16 3/17 Key points of Multi-Franchise strategy Full Bank Indonesia Localization Vietnam Overseas offices Commitment Other countries Expansion of Asian franchise (since Apr. 214) Investment in ACLEDA Bank (Cambodia) Acquired 12.25% shares of ACLEDA Bank Plc, the largest Cambodian Bank, in Sep. 214; Strengthened business base in Cambodia Entered into non-binding MoU to increase investment in The Bank of East Asia (BEA) Upon regulatory approval, SMBC will hold approximately 17.5% of total issued shares of BEA from 9.6% *2 SMBC plans to have a representative in the board of BEA and change the bank to an equity method affiliate Received preliminary approval for Foreign Bank License in Myanmar and The Philippines Received approval to offer "free trade accounts," special corporate bank accounts in Shanghai pilot free trade zone. The first case for Japanese banks to receive approval *1 After adjustments of exchange rates, etc. *2 SMBC plans to increase its investment in BEA through a subscription of some 222,, new shares. Subscription price is to be determined by reference to the volume weighted average price of BEA shares as quoted on the Hong Kong Stock Exchange over a prescribed period before the Definitive Agreements are entered into 39

41 Overseas loan balance classified by borrower type (Geographic classification based on booking office) Total *1 By region (Sep. 214) *1 (USD bn) Non-Japanese corporations and others (product type lending) Japanese corporations % Non-Japanese corporations and others Japanese corporations % 5% 25% 1 14 % Total Asia Americas EMEA Major marketing channels in Asia (Sep. 214) *1 1% Non-Japanese corporations and others Japanese corporations 5 75% 5% 25% Mar. 11 Mar. 12 Mar. 13 Mar. 14 Sep. 14 % Hong Kong Sydney Singapore China Bangkok Indonesia Seoul *2 *1 Managerial accounting basis. Sum of SMBC, SMBC Europe and SMBC (China) *2 Sum of SMBC and SMBC Indonesia 4

42 Loan balance in Asian countries (Geographic classification based on borrowers domicile)* Hong Kong Singapore Australia 1,6 1,6 1,6 1,2 1,2 1, Mar.11 Mar.12 Mar.13 Mar.14 Sep.14 Mar.11 Mar.12 Mar.13 Mar.14 Sep.14 Mar.11 Mar.12 Mar.13 Mar.14 Sep.14 China Thailand Indonesia 1, , Mar.11 Mar.12 Mar.13 Mar.14 Sep.14 Mar.11 Mar.12 Mar.13 Mar.14 Sep.14 Mar.11 Mar.12 Mar.13 Mar.14 Sep.14 India Korea Taiwan Mar.11 Mar.12 Mar.13 Mar.14 Sep.14 Mar.11 Mar.12 Mar.13 Mar.14 Sep.14 Mar.11 Mar.12 Mar.13 Mar.14 Sep.14 * Managerial accounting basis. Sum of SMBC, SMBC Europe, SMBC (China) and SMBC Indonesia * Loan balances are translated into JPY from each country s local currency at the exchange rate of Sep. 3,

43 SMFG s footprint in Asia : SMBC : Overseas offices of SMFG group companies other than SMBC. Red outline indicates commenced operations since Apr. 214 Banking Leasing Securities M&A advisory Market research < Asia and Oceania > 14 countries/areas, 37 offices *1 Beijing Bangkok Shanghai Kuala Lumpur Chengdu Singapore Guangzhou Jakarta Hong Kong Hong Kong Sydney Shanghai Hong Kong Hong Kong Singapore Jakarta Singapore Jakarta Prepaid card services Seoul *2 Consulting Market research Shanghai Singapore Auto loans Ho Chi Minh *3 Australia Consumer finance Loan management and collection Consulting System integration Hong Kong Shenzhen Shenyang Tianjin Chongqing Taipei Shanghai Shanghai Singapore Chengdu Wuhan Shanghai Bangkok *1 As of Oct. 31, 214. Includes SMBC s overseas offices and offices of major overseas subsidiary banks. Excludes offices planned to be closed *2 Prepaid cards targeted at travelers to Korea from Japan offered through an alliance with Hana SK Card Co., Ltd. since Nov. 212 *3 Expanded auto loan business through alliance with Vietnam Eximbank since May

44 Investments in Asia (IDR bn) BTPN FY12/213 Jan.-Sep. 214 YOY Net income *1 2,131 1,427 (246) ROE *1 26.2% 19.% (8.9)% Total assets *1 69,665 71,698 +5,494 Interest expense before tax (1,175) SMBC acquired 24.26% stake in May 213 (IDR 6,5 per share), increased ownership to 4% in Mar. 214 (total investment amount: approx. USD 1.5bn) An equity method affiliate of SMBC Post SMBC s investment, Fitch ratings raised BTPN s Indonesian domestic rating by 2 notches (AA-(S) AA+(S)) In collaboration with IFC, SMBC provided funding support to BTPN via loan agreement SMBC started joint project in retail banking area In Jan. 215, 2 SMBC representatives were appointed as members of BTPN Board of Commissioners, replacing with the 2 previous members Kotak Mahindra Bank Market capital *2 : IDR 23 tn (JPY bn) (as of Jan. 31, 215) Number of offices: 1,279 (as of Sep. 3, 214) (HKD mn) The Bank of East Asia FY12/213 FY12/214 SMBC entered into a non-binding Memorandum of Understanding to increase size of investment in BEA on Sep. 214, subject to regulatory approval Estimated total investment amount: approx. JPY 19 bn Increase investment will be through a subscription of some 222,, new shares Upon completion of the proposed subscription, SMBC will hold approximately 17.5% of total issued shares of BEA from 9.6% SMBC plans to have a representative in the board of BEA and change to the bank to an equity method affiliate YOY Net income *1 6,77 6, ROE *1 11.% 1.1% (.9%) Total assets *1 753, , ,27 Vietnam Eximbank Market capital *2 : HKD 75.6 bn (JPY 1.2 tn) (as of Jan. 31, 215) Number of offices: 224 (of which mainland China 126) (as of Jun. 3, 214) (INR mn) FY3/214 Apr.-Dec. 214 YOY Net income *1 15,3 13,4 +2,44 ROE *2 14.4% - - Total assets *1 875,85 1,22, ,5 Market capital *2 : INR 1 tn (JPY 2. tn) (as of Jan. 31, 215) Number of offices: 661 (as of Dec. 31, 214) SMBC acquired 4.5% stake in 21 (total investment amount: approx. INR 13.6 bn) SMBC Nikko Securities sells Kotak Mahindra s Asset Management subsidiary s Investment Trust in Japan SMBC and SMBC Nikko Securities collaborate with Kotak Mahindra s group in M&A business SMBC, Kotak Mahindra group and Brookfield AM (Canadian asset management firm) established infrastructure fund (VND bn) FY12/213 FY12/214 *1 Source: Company s disclosure *2 Source: Bloomberg Ref : Exchange rate as of Jan. 31, 215: 1 IDR=JPY.94, 1 HKD=JPY 15.26, 1 INR=JPY1.92, 1 VND=JPY.55 Market capital *2 : VND 17 tn (JPY 94. bn) (as of Jan. 31, 215) Number of offices: 28 (as of Dec. 31, 214) SMBC acquired 15% stake in May 28 (total investment amount: approx. USD 23 mn) SMBC s equity method affiliate, SMBC delegates one board member and staffs SMBC collaborates and provides technical assistance for retail and wholesale banking, employee training, IT system, and risk management Business alliance / collaboration: strengthen capabilities to address Japanese corporations, collaborate to provide cash management service, collaborate with Cedyna in providing auto loan, collaborate to promote business matching with local companies, strengthen housing loans and trade finance YOY Net income * (62) ROE *2 4.3%.4% (3.9)% Total assets *2 169, ,13 (8,732) 43

45 Sumitomo Mitsui Finance and Leasing Expanding global network / Initiatives for growth industry Established New York Branch and began operations Expanding supplier business by increasing deals with global manufacturers and supporting sales finance of Japanese manufacturers Established a joint venture for used medical equipment sales Aircraft business Hosted an aircraft finance seminar Held a seminar for Japanese investors [Co-sponsors] SMBC Aviation Capital, SMBC, Sumitomo Corporation, SMFL Signed contracts to purchase Airbus and Boeing aircraft Signed contracts with Airbus SAS and Boeing to purchase 115 and 8 aircraft respectively Scheduled delivery of Airbus aircraft between 216 and 222 and Boeing aircraft between 218 and 222 SMBC Aviation Capital 1H, FY3/215 results (USD mn) 1H, FY3/15 FY3/14 Total revenue * Net income Aircraft assets 9,753 8,822 Net assets 1,375 1,29 Ranking by number of owned and managed aircraft *2 Aircraft leasing company Nationality No. of aircraft 1 GECAS U.S. 1,624 2 AerCap Netherlands 1,35 3 SMBC AC Ireland AWAS Ireland CIT Aerospace U.S. 312 *1 Leasing revenue + gains (losses) on sales of aircraft *2 As of Dec. 31, 214 (Source: Ascend Airline Business ) 44

46 Vision for the next decade and three-year management goals Vision for the next decade We will become a global financial group that, by earning the highest trust of our customers, leads the growth of Japan and the Asian region We will become a truly Asia-centric institution Strengthening our business in Asia is the key strategy to become a leading financial group in Asia We will develop the best-in-class earnings base in Japan We aim to proactively contribute to the revitalization of the Japanese economy and capture a high market share by implementing specific strategies for enhancing our capability to meet our clients needs We will realize true globalization and continue to evolve our business model We will expand our global franchise and implement measures to realize the globalization of our corporate infrastructure that supports our growth. At the same time, we will continue to develop our business model by anticipating changes in our business environment, both domestic and international Three-year management goals Develop and evolve client-centric business models for main domestic and international businesses Build a platform for realizing Asia-centric operations and capture growth opportunities Realize sustainable growth of top-line profit while maintaining soundness and profitability Upgrade corporate infrastructure to support next stage of growth 45

47 Branding strategy / Five Values Sponsorship and new TV commercial Sponsoring the Nippon Series, a popular sport event to determine the top professional baseball team in Japan In line with the opening of SMBC NIPPON SERIES 214, started a new TV commercial featuring a young popular actress Social media SMBC officially opened a Facebook and LINE account Original character MIDOSUKE Advertisement in international airport in Japan SMBC and SMBC Nikko* placed an advertisement on the boarding bridges at Narita International Airport and Kansai International Airport Strengthen SMBC brand Outside(above): SMBC Inside(below): SMBC Nikko Five Values In order to realize our vision for the next decade, we determine Five Values that our employees share and abide by to meet the needs of our clients Five Values Customer First Proactive and Innovative Speed Quality Team SMBC/SMFG * SMBC Nikko s advertisement is at Narita International Airport only 46