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Three Years of Thorough “Customer-centric Principle”

We would like to express our sincere gratitude for your continued support.

It has been over three years since we joined the SBI Group, and fiscal 2024 marked a major milestone as the final year of our previous medium-term management plan. Over these three years, we have consistently practiced the SBI Group’s core management philosophy of “Customer-centric Principle,” resulting in significant expansion of our customer base and earnings. Since its founding in 1999, the SBI Group has relentlessly pursued services rooted in “Customer-centric Principle.” Within our Group, we have continuously asked ourselves what it truly means to stand in the “Customer-centric” approach—both for institutional and individual customers—and have implemented various initiatives accordingly.
One such achievement was being ranked No. 1 overall for the second consecutive year in the “Internet Banking” category of Oricon’s customer satisfaction survey announced in June 2025 by Oricon Inc., which we believe reflects the recognition of our efforts.
The SBI Group’s “business ecosystem” continues to expand, with the Group’s customer base reaching 54.42 million as of March 2025—double the size from five years ago. Our Group is generating many results through the synergies and mutual evolution brought about by this ecosystem, and future growth opportunities are expanding further.

Achievement of the Previous Medium-Term Management Plan and Full Repayment of Public Funds

The previous medium-term management plan, launched in April 2022, set out three key goals for the Group’s vision over three years: (1) achieve 70 billion yen in consolidated net income and establish a foundation for further growth, (2) become a leading banking group offering pioneering and advanced financial services, (3) present a clear path toward the repayment of public funds. Although these goals were challenging, we recorded consolidated net income of 84.4 billion yen for the fiscal year ended March 2025, significantly exceeding our target.
Throughout this period, we placed strong emphasis on maximizing synergies with the SBI Group. In the retail banking business, we established joint branches — “SBI Shinsei Wealth Management”—at all 22 locations, in collaboration with SBI MONEYPLAZA, enabling us to offer a wide range of SBI Group products through a one-stop service. We also extended SBI Shinsei Bank’s premier “Diamond Stage” benefits to SBI SECURITIES’ customers and quickly expanded eligibility to younger generations and customers aged 60 and above. Strategic interest rate settings for deposits and housing loans also proved effective, resulting in an increase of 1.3 times in retail accounts to 3.87 million and an increase of 4.4 times in housing loan new originations to 443.2 billion yen over three years.
In the corporate business, various synergies also emerged. These included lending to corporate customers of SBI SECURITIES and SBI Investment, as well as initiatives such as syndicated loans and loan distribution in our role as “a wide-area regional platformer” under the SBI Group’s regional revitalization strategy. Over three years, operating assets in the corporate business grew 1.7 times to 7.5 trillion yen, and loan distribution to regional financial institutions expanded 1.8 times to 540 billion yen. We also advanced collaborations in new digital asset domains, including business development using security tokens (digital securities) and USDC (a stablecoin pegged to the US dollar).
Regarding the third goal— “show the path toward repayment of public funds”—we made significant progress. Following our delisting and the conversion of common shares held by the government into preferred shares, and with the full financial support from our parent company, SBI Holdings, we completed the full repayment of the public funds at the end of July 2025. We extend our deepest gratitude for the generous support we have received over the years.

Launch of the New Medium-Term Management Plan

In May 2025, our Group formulated a new medium-term management plan covering fiscal years 2025 through 2027, outlining our strategic direction for the next three years. Under this plan, we have defined a new medium-term vision:
“Next-Generation Finance: Building and Pioneering the Future Together.”
This vision is composed of four core elements and supported by four fundamental strategies to realize them.
The first core element is “Next-Generation Finance.” This concept encompasses the advanced and innovative financial services provided to all customers as a result of promoting the SBI Group’s universal principle of “Customer-centric Principle.” Specifically, it includes:

•    Finance that “feels next generation,” utilizing cutting-edge technologies

•    Finance that “connects to the next generation,” such as sustainable finance and asset succession services

•    Finance that “moves toward the next generation,” enabling individuals, corporations, and regional financial institutions to engage in investment and financing.

These initiatives also embody our commitment to social responsibility and aim to support all customers living in the present.
The second core element is “Core of the Fourth Megabank.” This refers to a financial network formed through the unique “business ecosystem” of the SBI Group and its collaboration with regional financial institutions. Our Group aims to serve as the core of this network—a wide area regional platformer—contributing to regional communities and their revitalization.
The new medium-term vision also includes the third element of “Realization of Sustainable Growth,” and the fourth element of “Early Completion of Public Fund Repayment.” By achieving each of these elements, we aim to realize a better environment, society, and industry together with our customers, society, employees, and stakeholders through next-generation finance.

Deepening Sustainability Management

Our Group aims to create a virtuous cycle between “long-term contribution to the environment, society, and customers through our business” and “sustainable growth of the SBI Shinsei Bank Group” as our sustainability management. By fully leveraging the functions of the SBI Group and working to solve customer challenges, we believe we can help improve both our customers’ businesses and the surrounding environment and society, ultimately enhancing our Group’s corporate value.
Under the new medium-term management plan, we have identified three priority areas to further deepen our sustainability management: responding to climate change, regional revitalization, and human capital management.
For climate change, one of our sustainability goals is to originate a cumulative total of five trillion yen in sustainable finance by the end of fiscal 2030. In addition to providing green loans and social loans, we are also actively engaged in transition finance through dialogue with customers, supporting corporate decarbonization from the standpoint of a financial institution. Sustainable finance is also of great interest to regional financial institutions, and we support regional sustainability not only through joint projects but also via personnel exchanges and training programs.
Regional revitalization is one of our Group’s unique initiatives. We are working in collaboration with core regional financial institutions to address challenges such as population decline, aging demographics, business closures due to lack of successors, and the weakening of local economies. For example, Japan’s national energy policy promotes renewable energy as a primary power source, along with energy conservation and electrification. Renewable energy sources such as solar, wind, and geothermal, as well as storage batteries that help balance electricity supply and demand, are key elements. And installing such infrastructure requires coordination with local economies, especially in terms of land acquisition. Our Group will contribute to regional revitalization by leveraging our network with regional financial institutions and acting as a wide-area regional platformer.
Human capital management is also a critical aspect of sustainability and a key theme in our new medium-term management plan. To ensure our personnel play a central role within the SBI Group’s business ecosystem, we have developed an HR strategy based on three pillars: recruitment, development, and empowerment. We aim to build a diverse and multilayered talent portfolio and enhance employee engagement. Furthermore, we are committed to creating an inclusive organization where diverse individuals—regardless of age, gender, or nationality—can thrive and respect one another. These efforts are centered around the activities of the Group Diversity & Inclusion Committee.

Application for Re-Listing: Realizing the “Fourth Megabank Concept” and Advancing Next-Generation Finance

On July 11, 2025, we submitted an application for listing on the Tokyo Stock Exchange. We view this re-listing as a new starting point for further growth, aiming to strengthen our financial and earnings base and accelerate the pace of business expansion. In May 2025, the SBI Group announced a new medium-term vision, stating its goal to double its customer base to 100 million by March 2029, the 30th anniversary of its founding. As the core bank of the SBI Group, we will accelerate the realization of the “Fourth Megabank Concept” by further evolving our collaboration with regional financial institutions. By thoroughly adhering to the customer-centric principle and providing attractive financial services to all customers, we will continue to pursue further growth.
We invite you to look forward to the future of “next-generation finance” that the SBI Shinsei Bank Group aims to deliver.

July 2025
Katsuya Kawashima
President and Chief Executive Officer