The 8 th Japanese Financial Conference. September 2006

Transcription

1 The 8 th Japanese Financial Conference September 26

2 Mizuho Financial Group, Inc. Global Retail Group Global Corporate Group Global Asset & Wealth Management Group Group Strategy Affiliates Mizuho Bank (BK) Mizuho Corporate Bank (CB) Mizuho Trust & Banking (TB) Mizuho Private Wealth Management Mizuho Financial Strategy Mizuho Research Institute Mizuho Information & Research Institute UC Card Mizuho Investors Securities Mizuho Capital Shinko Securities* Mizuho Securities Trust & Custody Services Bank Asset Management Companies DKA FIMCO DIAM* *An affiliate under the equity method Definitions 3 Banks: Aggregated figures for Mizuho Bank, Mizuho Corporate Bank and Mizuho Trust & Banking on a non-consolidated basis. Figures before the first quarter of fiscal 26 are the aggregated figures for the 3 Banks as identified above and their financial subsidiaries for corporate revitalization. (On October 1, 25, each of the financial subsidiaries for corporate revitalization was merged into its own parent bank.) 2 Banks: Aggregated figures for Mizuho Bank and Mizuho Corporate Bank on a non-consolidated basis. Figures before the first quarter of fiscal 26 are the aggregated figures for the 2 Banks as identified above and their financial subsidiaries for corporate revitalization. (On October 1, 25, each of the financial subsidiaries for corporate revitalization was merged into its own parent bank.) 1

3 Agenda 1. Mizuho in a New Phase P Recent Developments P Enhancement of the Group s P.8-12 Comprehensive Profitability 4. Mizuho Bank s Retail Banking Strategies P Capital Management P In Closing P.25 2

4 1. Mizuho in a New Phase 3

5 Mizuho in a New Phase Enhancement of the Group s Comprehensive Profitability Supported by Sophisticated Management Control, and Disciplined Capital Management Management Focuses Enhancement of the Group s Comprehensive Profitability Mizuho Stock Price* (JPY) Entered a New Phase in Management Strategies of Top-line Growth Established "Mizuho with Financial Soundness" Implemented a Series of Management Reforms March 23 FY24 April 25 Progress in 4 Management Issues Channel to Discovery Plan Medium-Term Business Plan Plan to List on New York Stock Exchange (during FY26) July 26 Full Repayment of Jun. 3, , Public Funds FY25 Positive Turnaround Mar. 31, , of Top-line Repayment of Public Funds Completion of IT Systems Integration Resolution of Financial Issues Acceleration of Cost Reduction Business Reorganization & Capital Raising of Approx. JPY 1.1Tn Sep. 3, , Mar. 31, 25 57, Mar. 31, , Mar. 31, 23 96,8 April 22 Establishment of Mizuho Bank and Mizuho Corporate Bank through Corporate Splits and Mergers Mar. 29, 22 32, * Closing price on TSE. The stock price of Mizuho Holdings, Inc. until Mar. 5, 23 4

6 2. Recent Developments 5

7 Recent Developments 1Q of FY26 Results (1) Mizuho Financial Group (Consolidated Basis) (JPY Bn) 1Q FY26 1Q FY25 Change Consolidated Gross Profits G&A Expenses Consolidated Net Business Profits * Credit Costs Net Gains related to Stocks * Ordinary Profits Net Income EPS (Diluted Net Income for the 1Q per Share of Common Stock) *3 (JPY) 18,277 12,13 6,146 ROE *4 19.9% 17.6% 2.2% Jun. 26 Mar. 26 Change BIS Capital Ratio 11.51% 11.59% -.8% Tier 1 Capital Ratio 6.24% 5.87%.37% Aggregated Figures of 3 Banks (Non-Consolidated Basis) (JPY Bn) 1Q FY26 1Q FY25 Change Gross Profits * G&A Expenses Net Business Profits * Credit Costs Net Gains related to Stocks Ordinary Profits * Net Income *1 Consolidated Gross Profits G&A Expenses (Excluding Non-recurring Losses) +Equity in Income from Investments in Affiliates and other consolidation adjustments *2 Figure of 1Q for FY26 included gains of JPY 13.7 billion on sale of stocks associated with credit and alternative investments, which we made as part of our efforts to diversify sources of our market-related income. Figure of 1Q for FY25 included gains of JPY 12.1 billion on sale of common stock of our subsidiary. *3 Fully diluted EPS : Diluted Net Income for the 1Q per Share of Common Stock* [ * Calculated under the assumption that all dilutive convertible securities are converted at the price calculated based on the market price at the beginning of the fiscal year.] *4 Return on Equity = Annualized Net Income** / [{Total Shareholders Equity + Total Valuation and Translation Adjustments) <beginning>*** + (Total Shareholders Equity + Total Valuation and Translation Adjustments) <period-end>***} / 2 ] X 1) [** Net Income for the 1Q of FY26 (Apr. 1 Jun. 3, 26) X 365 / 91] [*** Figures other than June 3, 26 calculated using former Total Shareholders Equity data] *5 Figures of 1Q for FY25 excluded JPY 12. billion in dividends from the financial subsidiaries for corporate revitalization. 6 *5

8 Recent Developments 1Q of FY26 Results (2) Steady Enhancement of the Group s Comprehensive Profitability Consolidated Gross Profits & Net Income 6 (JPY Bn) Consolidated Gross Profits Net Income (Consolidated) (JPY Bn) Net Interest Income & Loan Balance Consolidated Net Interest Income Loan Balance (period-end, right axis)* (JPY Tn) (JPY Bn) Q FY25 1Q FY26 Net Fee and Commission Income (Consolidated) ~ ~ Q FY24 1Q FY25 1Q FY26 *Loan Balance : 3 Banks, excluding Trust Account and loans to Mizuho Financial Group, Inc. (JPY 1.6 Tn as of Jun.3, 26) G&A Expenses (3 Banks) (JPY 22Bn) Strategic Expenses Base Expenses Q FY24 1Q FY25 1Q FY ~ 1Q FY24 1Q FY25 1Q FY26 7

9 3. Enhancement of the Group s Comprehensive Profitability 8

10 Group s Comprehensive Profitability Retail Banking Expansion and Synergy Enhancement Increased Profitability in both Retail Banking and International Banking Consolidated Net Business Profits* Global Retail Group Net Business Profits Net Business Profits of International Banking * (JPY Bn) 1, % FY24 GAWG GCG GRG (Aggregate of each Global Group s figure) FY25 * Figures for FY25 exclude the effect of the disposition of Unrealized Losses on bond portfolios of JPY 138Bn (JPY Bn) (BK + Financial Subsidiary for Corporate Revitalization + IS) FY23 FY24 FY25 * Excludes the effect of the disposition of Unrealized Losses on bond portfolios of JPY 75Bn Increased Synergies through Strengthened Group Cooperation 414 (JPY Bn) FY25 Rate of Increase 21 (CB + Financial Subsidiaries for Corporate Revitalization) H FY4 2H FY4 1H FY5 2H FY5 Note: Each Global Group s Consolidated Net Business Profits Note: IS: Mizuho Investors Securities (Non-Consolidated Ordinary Profits) GRG (Global Retail Group) : Mizuho Bank s Consolidated Net Business Profits GCG (Global Corporate Group) : Mizuho Corporate Bank s Consolidated Net Business Profits, GAWG (Global Asset & Wealth Management Group) : Mizuho Trust & Banking s Consolidated Net Business Profits + Ordinary Profits of Trust & Custody Services Bank, 3 asset management companies and Mizuho Private Wealth Management +12% % 473* Profits from Customer Groups +51% * Based on managerial accounting Retail Securities Business (Mizuho Investors Securities) Wholesale Securities Business (Mizuho Securities) Trust & Asset Management Business (Mizuho Trust & Banking) (JPY Bn) Ordinary Profits Approx. 4 times # of Planet Booths* (as of the end of each fiscal year) * Consulting booths of Mizuho Investors Securities in the lobbies of Mizuho Bank Branches (Non-Consolidated) FY23 FY24 FY25 (JPY Bn) Ordinary Profits +56% (Non-Consolidated) FY23 FY24 FY25 (JPY Bn) Profits from Trust & Asset Management Businesses (Non-Consolidated, based on managerial accounting) +18% FY23 FY24 FY25 9

11 Group s Comprehensive Profitability Strategic Focuses of 3 Global Groups Individuals SMEs Mass-retail Loans to Individuals Consulting Branch Network Upper-middle Corporations Middle Corporations Small Corporations Pursuit of Group Synergies Global Retail Group Mizuho Bank Increase MMC members Increase loans in alliance with Orient Corporation (Orico) Strengthen housing loans including FLAT 35 Increase sales of investment products Redevelop branch network Strengthen made-to-order solutions and advisory services Capture business opportunities with large-sized loans Increase loans with higher risk-adjusted returns Further strengthen solution businesses Increase loans originated through Business Finance Centers Mizuho Investors Securities Increase Planet Booths* * Consulting booths of Mizuho Investors Securities in the lobbies of Mizuho Bank Branches Strengthen customer referrals and securities brokerage business 1 Syndicated Loans International Banking Pursuit of Group Synergies Equity-related Investment Banking Pursuit of Group Synergies Trust & Asset Management Pursuit of Group Synergies Private Banking Global Corporate Group Mizuho Corporate Bank Promote Originate to Distribute business model Enhance profitability from overseas operations Strengthen overseas network Further strengthen cooperation with Mizuho Securities Mizuho Securities Strengthen trading business and underwriting business Strengthen M&A and securitization businesses Capture profit opportunities through group synergies and strategic alliances Global Asset & Wealth Management Group Mizuho Trust & Banking Pursue sustainable growth in profits from Trust & Asset Management businesses Proactively allocate resources to growth areas Further utilize trust agency system Further strengthen cooperation with Mizuho Bank and Mizuho Corporate Bank Mizuho Private Wealth Management Provide comprehensive and integrated services

12 Group s Comprehensive Profitability Pursuit of Group Synergies Enhance the Group s Comprehensive Profitability by Utilizing the Large Customer Base - Promote Close Cooperation between Banks and Securities Companies in the Group and Provide Products and Services by Group Companies to the Large Customer Base of the 2 Banks Global Retail Group Global Corporate Group Mizuho Bank Mizuho Corporate Bank Individual and SME customers Individual deposit accounts : approx. 26 million SME borrowers : approx. 1 thousand Mizuho Investors Securities Close Cooperation between Banks and Securities Companies Shinko Securities Large corporations and overseas customers Business relationship with approx. 7% of all the listed companies in Japan Mizuho Securities UC Card Mizuho Capital Provision of Products and Services by Group Companies Mizuho Trust & Banking Global Asset & Wealth Management Group Mizuho Private Wealth Management Trust & Custody Services Bank 3 Asset Management Companies 11 Group Strategy Affiliates Mizuho Financial Strategy Mizuho Information & Research Institute Mizuho Research Institute

13 Group s Comprehensive Profitability Group Synergies in Net Fee & Commission Income Group Synergy Expansion Examples of Synergies Pursued (JPY Bn) Increase in profits of group companies including Mizuho Trust & Banking (JPY Bn) 4 3 Mizuho Trust & Banking Gross Profits from real estate businesses Gross Profits through Group Synergies Consolidated 2 Banks (Mizuho Bank (BK) + Mizuho Corporate Bank (CB)) % FY23 FY24 FY25 Mizuho Securities (No. of Deals) Number of deals with lead manager status in fixed income and equity-related products from CB s customers ~ 1 FY23 FY24 FY25 Mizuho Investors Securities 6 4 ~ Q FY24 1Q FY25 1Q FY26 (JPY Tn) AUM* acquired through cooperation with BK 8 Total AUM* of Mizuho Investors Securities 6 AUM* acquired through cooperation with BK 4 2 3% Mar. 24 Mar. 25 Mar. 26 * Assets under management 12

14 4. Mizuho Bank s Retail Banking Strategies 13

15 Retail Banking Strategies Achievements in Retail Banking Business at Mizuho Bank Steady Progress in the Performances for Targeted Products in Retail Banking Business (Million) 2 Number of MMC Members (commenced in Aug. 24) Exceeded 2 million members in Jul. 26 Balance of Captive Loans guaranteed by Orico (JPY Bn) (Comprehensive Business Alliance with Orico in Jul. 24) (JPY Tn) ~ Sep. 24 Jun. 25 Jun. 26 Balances of Residential Housing Loans and Flat 35* Jun. 24 Jun. 25 Jun. 26 * Flat 35: Securitization-type housing loan in alliance with the Government Housing Loan Corp. ** Housing loans of approx. JPY 31Bn were securitized in 1H of FY Sep. 24 Jun. 25 Jun. 26 Balances of Investment Products and JGBs Sold to Individuals & Balance of Individual Deposits (including balance of securitized loans ** ) (JPY Tn) JGBs sold to Individuals Foreign Currency Deposits Investment Trusts (excluding MMF & Gov. Bond Fund) Flat 35 Individual Annuities Residential Housing Loans 3 7 Individual Deposits 29 6 Jun. 4/6 24 末 Jun. 5/625 末 Jun. 6/626 末

16 Retail Banking Strategies Retail Banking Initiatives at Mizuho Bank Enhance Profitability of Mass-retail Market Strengthen Individual Loans Enhance Consulting Functions Major Products Mizuho Mileage Club (MMC) Captive Loans, Residential Housing Loans, Flat 35 Investment Trusts, Individual Annuities, Foreign Currency Deposits, JGBs Sold to Individuals Specialist sales staff for promoting MMC Sales Staff at Housing Loan Centers Financial Consultants Personnel Send sales staff to 1 branches per business day Plan More than 2, Centers for Business with Employees of Corporate Customers Housing Loan Centers Premium Salons Sales Network 6 centers Plan 1 26 Planet Booths* Plan Plan 1 Redevelop Branch Network New type (retail only) branches 1 * Consulting booths of Mizuho Investors Securities in the lobbies of Mizuho Bank Branches Plan** 1 ** From FY26 onward, including the conversions of sub-branches into branches Mar. 25 Results Mar. 26 Results Jun. 26 Results Mar. 27 Plans 15

17 Retail Banking Strategies The Membership Service Platform: ATM Card with Credit Card Function with No Annual Fee Enhance Profitability of Mass-Retail Market (1) - Mizuho Mileage Club Increase the Number of MMC Members and Further Improve MMC Card Functions Encourage massretail customers to upgrade their status to targeted customers Retention of Customers ATM Card with Credit Card Function (Revolving Credit Function) Mileage Function Profits from Credit Card Business Improve profitability from business with massretail customers Number of Members Revenue* FY4 FY5 FY6 Increase sales of investment products and loans to individuals Cross-Sell Mizuho Mileage Club (MMC) MMC Membership & Revenue (No. of Members: Million) Purchase Records of Credit Card (Revenue: JPY Bn) 1 (Plan) * Mizuho Bank s share of the total credit card revenue (including cross-selling to Credit Saison s customers) 5 Increase the Number of MMC Members Promote conversions of members of the former membership program (Mizuho Value Program) to MMC Number of Mizuho Value Program members: approx. 7 million Promote new members acquisition activities by specialist sales staff Utilize the expertise of Credit Saison in acquiring new MMC members at Mizuho Bank branches Expand application channels Applications via internet (Jan. 26) Promote MMC membership when new customers open accounts New customers: more than 1 million/year Improve Card Functions Promote business alliances with top brands Credit Saison: MMC <Saison> (Apr. 25) AMEX (Jan. 26) JR-East: Mizuho Suica Card (Mar. 26) NTT DoCoMo: id service (scheduled for 26) Expand affiliations with partner companies* Added Nifty, Hakuyosha (both in Apr. 26), The Lotte Group in South Korea, and Prince Hotels (both in Jun. 26) 18 partner companies in total * Partner companies provide services including bonus points offering for using Mizuho Mileage Club Card (credit card) at their franchises and point exchange service between MMC points and their own programs points 16

18 Retail Banking Strategies Enhance Profitability of Mass-Retail Market (2) - Alliance with Credit Saison Develop the Most Powerful Credit Card Business Framework and Promote Cross-selling Develop a Specialized + Allied business model through business integration and aggregation Other Credit Card Companies Promote Alliance Outsourcing Aggregation Mizuho Bank New UC Card* Card Issuance Member Store Management Processing Next-Generation Joint Mission-Critical System Integration Aggregation Outsourcing Comprehensive Strategic Business Alliance (Dec. 24) * Realigned from the direct subsidiary of Mizuho Financial Group, Inc. to that of Mizuho Bank (Oct. 25) Credit Saison Card Issuance Member Store Management Processing Equity Participation Goals The most powerful third-party processor The largest issuer in Japan Oct. 25: Began outsourcing of the processing business to UC Card. Jan. 26: Merger of Credit Saison and the card issuing business of UC Card One of the largest issuers in Japan (Number of members: approx. 23 million) 1H FY26: Began aggregation of member store management business to UC Card. Mar. 26: Business alliance in promoting the mobile phone credit card service id : 4-way alliance between NTT DoCoMo, Credit Saison, UC Card, and Mizuho Bank Plan to provide id service from 2H of FY26 Cross-sell banking products to Credit Saison customers + Increase MMC membership using Credit Saison s marketing capability Sales of Mizuho Bank products to Credit Saison customers ** As of Jun. 3, 26, including UC Card members Credit Saison members (Approx. 23 million**) Mizuho Bank Individual deposit accounts (Approx. 26 million) 17 Promote new MMC <Saison> membership initiatives by utilizing Credit Saison s expertise

19 Retail Banking Strategies Captive Loans Mizuho Increase Profitability by Strengthening the Loan Business to Individuals Further Strengthen Captive Loans Customers Expand Convenient Financing Sources Guarantee Orico Increase Profitability through Guarantee Business with no Funding + Expand new affiliated merchants by utilizing Mizuho s corporate customer base Strengthen Loan Business for Individuals (1) - Alliance with Orico Expand Market through Expansion of the Affiliated Merchant Network Strengthen Mizuho s Captive Loans at Orico s existing affiliated merchants Number of affiliated merchants resulting from referrals by Mizuho (cumulative) (Referrals) 6, 5, 4, 3, 2, 1, Approx.8 Approx. 6, Mar. 25 Jun. 26 Seek further growth Increase affiliated merchants through referrals by Mizuho Bank and Mizuho Corporate Bank Newly affiliated merchants: approx. 5,2 (since FY25) Orico s affiliated merchants: approx. 6, retailers (Annual Income) Commenced Sales of Mizuho-Orico Card Loan Products (Jan. 26) Mega bank card loans Joint ventures between mega banks and consumer finance companies Consumer finance companies Specify Targeted Segments Respond to needs from low credit risk customers and middle credit risk customers, respectively Increase exposure to middle credit risk customers to whom Mizuho and Orico seek further market penetration Platinum Plan: Product with competitive interest rates for low credit risk customers (Interest rate: 7.6%)* Casual Plan: Product with simple application procedure for middle credit risk customers (Interest rate: 11.6% / 16.6% depending on the credit limits)* *As of Aug (JPY Bn) 1, 5 Balance of Unsecured Loans to Individuals Other Unsecured Loans Captive Loans in alliance with Orico Mar. 25 Mar. 26 Jun. 26 Mar. 27 (Plan)

20 Retail Banking Strategies Enhance Sales Channels Enhancement of Housing Loan Centers Strengthen Loan Business for Individuals (2) - Housing Loans Strengthen Products Respond to customer needs for medium to long-term fixed interest rates Real Estate Broker Channel (approx. 6%) Expand Housing Loan Centers Establish 1 Housing Loan Centers and deploy 6 RMs a system that enables effective coverage of major developers and major domestic markets Leverage Mizuho s Corporate Customer Base Strengthen RMs Strengthen RMs through external recruiting and training program (JPY Bn) 1 5 [New Customers] Promote sales of Flat 35 [Refinancing] Respond to refinancing needs with Mizuho s products Flat 35 Origination Amount Flat 35 Market Share* SMBC 13% BTMU 11% Mizuho Mizuho (BK) 76% 66% Strengthen Origination Capacity Corporate Customer Channel Enhance sales to employees of corporate customers Strengthen business with employees of Mizuho s corporate customers (approx. 4, targeted companies) Pursue refinancing opportunities with other bank s borrowers while defending against refinancing offered by other banks 1H FY4 2H FY4 1H FY5 2H FY5 1Q FY6 (JPY Tn) Flat 35 (The Japan Financial News Report) * Number of new loans in 1Q of FY26 Balances of Residential Housing Loans and Flat 35 (including balance of securitized loans**) Bank Branch Channel (approx. 4%) Strengthen loan consultation capabilities (Extend business hours including weekends) Add loan balance, in addition to origination amount, to targets of each branch Strengthen consulting and sales capacity of branches by improving efficiency in operations Continue to offer strategic interest rates to promote refinancing from other banks Jun. 24 Jun. 25 Jun. 26 Mar. 27 Increase Value of Bank Branch Channel for Customers ** Housing loans of approx. JPY 31Bn were securitized in 1H of FY24 (Plan) 19

21 Retail Banking Strategies Approx. 85 Thousand Targeted Customers AUM: JPY 5M or more PBs AUM: JPY 1M or more PBs Increase Sales of Investment Products by Enhancing Consulting Functions to Targeted Customers AUM: JPY 3M or more 1st Class FCs AUM: JPY 1M or more 2nd/3rd Class FCs Establishment of a Full-Fledged Private Banking Company Mizuho Private Wealth Management (Established in Oct. 25, started operations in Nov. 25, with a staff of 6) Further Improvement of Products and Increase of Sales to High Net Worth Customers Enhance Marketing Capabilities Introduce PB consulting system, and increase the number of consultants including external hires (4 staff) Develop tailored PB products (hedge funds investment trusts, wrap accounts, etc.) Establishment of the Best Consulting Functions Strengthen Product Strategies Develop and expand sales of products affiliated with three U.S. banks (Total balance as of Mar. 26: approx. JPY 37Bn) Introduction of new products in light of market trends Increase sales of retail-targeted JGBs Total sales for FY25: approx. JPY 53Bn (Approx. JPY31 Bn increase from FY24) Enhance services to targeted customers that support the consulting function Increase Mizuho Premium Club membership (Mar. 25) Strengthen initiatives for the retired employees market mainly consisting of baby-boomers Enhance the consulting function by taking retail-targeted JGB holdings as an opportunity Strengthen initiatives for securities referrals and trust banking agencies (testamentary trusts, etc.) Enhance Consulting Functions (JPY Tn) Balances of Investment Products and JGBs sold to Individuals JGBs sold to Individuals Foreign Currency Deposits Investment Trusts (excluding MMF & Gov. Bond Fund) Individual Annuities Jun. 24 Jun. 25 Jun. 26 Mar. 27 (Plan) Enhance Consulting Channels Enhance capabilities of 2, Financial Consultants (FCs) Accelerate installation of Premium Salons Enhance channels to promote group synergies such as Planet Booths* Mar. 25 Mar. 26 Mar. 27 (Plan) FCs 893 More than 2, Further Strengthen FCs of 2, Premium Salons Planet Booths* * Consulting booths of Mizuho Investors Securities in the lobbies of Mizuho Bank Branches 2

22 Retail Banking Strategies From Cost Reduction Oriented Approach to Earning Maximization Oriented Approach Current branch network Residential district (Example) Specify market characteristics, and measure market potential utilizing the Branch Analysis Method & System (Example) Regions where mostly retirees aged 5s-6s reside Redevelop Branch Network Review Existing Branches and Consider Opening New Type (Retail Only) Branches New branch network - Introducing the Area Branch System - Branches focusing on asset management consultation (Example) Full Service Branch Uncovered-Area Area Member Branch Area Member Branch Open New Branches in Previously Uncovered Area Full Service Branch Optimize Scale Change Branch Format Centralize Operations & Back Office Functions Area Core Branch (Full retail service) Full Service Branch Full Service Branch Regions where mostly office workers aged 3s-4s reside Area Member Branch Area Member Branch Branches focusing on housing loan consultation The Aim of Restructuring the Current Branch Network Image of increase in retail only branches (including opening of new type branches) Expand covered-market through opening new type (retail only) branches and converting sub-branches into branches Effectively strengthen the ability to attain customers, through branch redesigning and business promotion in tune with the market Strengthen the ability to respond to customers needs by enhancing business promotion and introducing the Area Branch System Enhance attaining of customers through stronger consulting functions 21 Opening of new type (retail only) branches (max. 1 branches * ) Shifting of the existing full service branches into retail only branches Existing retail only branches * Including the conversions of sub-branches into branches

23 5. Capital Management 22

24 Capital Management Disciplined Capital Management Full Repayment of Public Funds (July 26) and Repurchase & Cancellation of Treasury Stock (July 26) Full repayment of public funds Repurchased and cancelled the remaining preferred shares of public funds of JPY 6. Bn (on an issued-price basis) in July 26 Completed the repayment of all public funds, the original amount of which was JPY 2,949. Bn, including the subordinated bonds (pubic funds) Repurchase and cancellation of treasury stock Repurchased and cancelled 131,8 shares of our common stock held by our 1% subsidiary, Mizuho Financial Strategy Co., Ltd. (treasury stock: JPY Bn) in July 26 Aim to repurchase and cancel the remaining treasury stock (261,4 shares) after FY26 Composition of Consolidated Tier 1 Capital Returns to Shareholders (JPY Bn) 5, 4, 3, 2, 1, 1, ,6.2 Public Funds Preferred Shares issued to Private Sector 1, , , ,28.1 Repaid in full on July 4, 26 FY25 (Actual) FY26 (Up to date) Public Fund Preferred Shares Repurchased: JPY 943.6Bn Dividends Paid * : JPY 79.8Bn Sale of Treasury Stock: -JPY 531.6Bn Public Fund Preferred Shares Repurchased: JPY 63.4Bn Dividends Paid * : JPY 66.4Bn Repurchase of Treasury Stock: JPY 129.9Bn Mar. 24 Mar. 25 Mar. 26 Jun. 26 * Common share dividends paid (excluding dividends on treasury stock (including the shares held by Mizuho Financial Strategy)) + Private preferred share dividends paid+ Public Fund preferred share dividends paid 23

25 Capital Management Completion of Repayment of Public Funds Capital and Dividend Policies Moving forward to the Final Stage of Addressing Our Capital Structure Issues with Priority Priority List for Capital Management Review Our Policy in View of Global Banks 1. Completion of repayment of public funds Completed Completed the repayment of all public funds on July 4, Remaining treasury stock held by Mizuho Financial Strategy (392 thousand shares) 3. Convertible preferred shares issued to the private sector (JPY 943.7Bn: Conversion period to commence from July 28) Repurchased and cancelled a portion of treasury stock, and aim to repurchase and cancel the remaining treasury stock (261 thousand shares) after FY26 Consider to eliminate dilutive effects after the commencement of conversion period Review Dividend Policy in Balance with Pursuit of Growth Opportunities Flexibly make dividend payments & conduct share repurchases Aim to manage with the intent to provide returns to shareholders Strengthen capital base to support our growth strategies Aim to raise our consolidated Tier 1 capital ratio to 7% over time 24

26 6. In Closing 25

27 This presentation material contains forward-looking statements that are based on our current expectations and are subject to significant risks and uncertainties. Actual results may differ materially from the forward-looking statements. Factors that could cause actual results to differ materially include, but are not limited to, changes in overall economic conditions, changes in market rates of interest, declines in the value of equity securities or real estate, the deterioration of the quality of loans to certain borrowers and industry sectors, and the effect of new legislation or government directives and fluctuations in foreign currency exchange rates. We disclaim any obligation to update or revise the forward-looking statements, except as may be required by the rules of the Tokyo Stock Exchange and any applicable laws and regulations.