Without further ado, we have about 170 p ages of materials, so we will just skip some pages only of figures. We would like to finish this briefing in less than two hours. It is about the results announcement, but I know that many of you are here for other purposes. Basically, this is the briefing of the results. That is what I am going to talk about first. For FY 2024 consolidated results, the revenue JPY 1,443 billion, JPY 733 million, or up 19.3% year-on-year. By the way, our consolidated results are on the IFRS basis. The pre-tax income was JPY 282 billion, JPY 219 million, or up 189.4%, and the net income profit for the period, JPY 189 billion, JPY 158 million, up 66.5%.
The profit attributable to owners of the company, JPY 162 billion, JPY 130 million, up 85.8%. Our ROE are exceeding significantly our target of 10%, reaching 12.8%.
This is up 5.8 percentage point. This is the comparison apple to apple among consolidated profits among major securities companies. Nomura is still ahead of us, but we are ahead of Daiwa Securities. It will be rather difficult, strange to talk about the winner or losers, but the SMBC, Nomura, and Mitsubishi UFJ numbers are shown here. By segment. The biggest segment, Financial Services business, JPY 1.2 trillion. We have the profits of more than 30% up with JPY 225 billion, JPY 369 million. The Asset Management business, the income of JPY 5 billion, JPY 447 million or up 12.5%. The PE Investment business, which used to be the Investment business, it is just a name change. Here, the pre-tax income increased with JPY 67.1 billion, and the crypto asset business finally, we hit record highs, both for revenue and the profit.
The revenue is JPY 80 billion, JPY 797 million, and the pre-tax income, JPY 21 billion, JPY 230 million, or up 151.8%. NextGen business revenue hit the record high, but the pre-tax income is still in the red. The 5-ALA business is already operating in the black numbers, so are the targeting at the IPO. As to the NextGen business, when it comes to Web3 business, it is still running in the red. The dividend, up JPY 10 year-on-year. Last year that we had the 25th anniversary since the company's founding, so JPY 130. For FY 2024, JPY 140. The actual year is JPY 170. Payout ratio is 31.7%. Basically, our company's shareholder return idea is as follows. This other Financial Services business is growing relatively steadily in manner.
Without the extraordinary factors such as gain in sales of subsidiary stocks, we set the total shareholder return ratio at 30%, and the absolute amount will be JPY 51.5 billion and minus JPY 168.7 billion. These are the special factors, and the result is 30.5%. The shareholder benefits, as you can see here, it is a very generous benefit for shareholders. Especially interesting part is, this is what Asakura-san started to do, XRP. You can choose XRP or 5-ALA. If you have more than 1,000 shares and hold for more than one year, then JPY 8,000 or so. If not, JPY 2,000. As a result, if you get XRP, then on the weighted average basis, because we provided XRP five times, and then the value is now seven times the acquisition value. It has produced very strong results.
By segment, Financial Services business, as I mentioned earlier, the revenue increased by about 10% and the pre-tax income, JPY 225 billion JPY 369 million, or up 30%. In this segment, especially banking business grew very steadily, up 34.6%. Securities business, as you know, with the ZERO Revolution. Even after that revolution, the revenue and profit have been growing. Everyone is making a concerted effort, and I am valuating the result very highly. Insurance business, it just happens that the pre-tax income is down 9.7%, but for FY 2023, because of the special factor, because of the selling of the past assets, which amounts to JPY 1.1 billion, and it was booked in FY 2023. Basically, the profit is increasing. The banking business, SBI Shinsei Bank, SBI Sumishin Net Bank, SBI ARUHI, and other overseas SBI entities. Here, as you can see, SBI Shinsei Bank on the J-GAAP basis.
Revenue up 11%, and ordinary business profit exceeding JPY 100 billion mark significantly, with JPY 130 billion, up 27%. Pre-tax income, JPY 99.4 billion, up 58%, and net profit attributable to owners of the company, JPY 84.4 billion, up 45% on IFRS basis. The SBI Holdings intake basis, JPY 82.1 billion, or up 44%. SBI Sumishin Net Bank, our equity is 34.21%. On a JGAAP basis, ordinary profit, JPY 38,190 million, or up 9.6%. Our IFRS intake basis by the holdings, JPY 6.4 billion 36 million, or up 44.3%. SBI SAVINGS BANK in Korea, using IFRS basis, up 45%. As you know, the Korean economy is damaged quite significantly. In addition, Trump's tariffs will be added to that. We could increase IFRS pre-tax income by 45%. Why is that? Because I prohibited to make any investments in real estate.
Because I assume that in Korea, such investment will not bring about good results. This is a good result, and other savings banks were damaged by such investment. The delinquency, 4.6%, down from 5.6%. Equity ratio hit the record high at 17.81%. Financial services business, the securities business, SBI Securities, SBI Liquidity Market, SBI FXTRADE, SBI MONEY PLAZA, PTS Operating Companies, and overseas securities subsidiaries. First, on the J-GAAP basis, SBI Securities operating revenue, which is the revenue, up 17.4% at JPY 238,867 million. The operating income, JPY 77,128 million, up 12.3%. Ordinary income, JPY 76,625 million, up 10.3%. Profit attributable to owners of the parent, JPY 47,865 million, up 12%. Achieved a record high profits despite extraordinary losses of JPY 7,200 million during second quarter to the fourth quarter due to provision of reserve for financial instruments, transaction liabilities.
Without ZERO Revolution, zero commission, what will be the result? About JPY 38 billion or so addition to the revenue as well as to the profit. What has covered that shortfall that is the diversification of the revenue sources? It more than compensated for the other lost opportunities. Of course, with zero commission, we saw increase in the number of customers, and some customers, number of customers doing margin trading will increase, and financial revenue, trading revenue, as well as commissions will increase. With that, then we could maintain the upward trend of the profit. The open interest credit balance and the financial revenue, as you can see here. It went down below the JPY 2 trillion temporarily, but as of the end of March, it went up over to the JPY 2 trillion. For the financial revenue, JPY 24,711,000 for the first quarter, and that is 31.5% increase.
The commission income from foreign stocks reached a record high with the very brisk tradings. As you can see, up 52.2% for spot trading and 2.3x for margin trading. Trend of commission income, foreign stocks, with FY 2023 being one, it went 1.43x for FY 2024. The trading revenue, especially FX trading, hit a record high at JPY 57,450 billion. With ZERO Revolution, we saw increase in the number of customers. FX-related customers increased as well. On the left-hand side, number of accounts among five major FX trading companies, SBI Group number has been increasing steadily. Customer margin deposits among FX trading companies, GMO seems to be increasing as well. But as you can see, GMO CLICK Securities, GMO Gaitame. In September 2021, the formerly Gaika EX by GMO, who joined the GMO group in September 2021, that is GMO Gaika.
The combination of those numbers of those entities, that's why they saw increase. Here, the investment trust fee increase hit the record high, and the investment trust fees as well. IPO underwriting share. From April 2024 to March 2025, there were 83 companies IPO'd, and we participated in the 76 cases or underwritten share of 91.6%. It has been the top ranking the three years. PO underwriting business is also increasing with 18 PO underwritings. The utility bonds is also increasing. There are some references coming to us. Insurance, the business group, SBI Insurance, SBI Life Insurance, small amount short-term insurance companies, our 100%, SBI Insurance, and Kyobo Life Insurance. This is the latest deal with our equity of more than 20%, equity-method affiliate. Before that deal, we already hit the record high for ordinary income, ordinary profit, and profit attributable to parent of the company as well.
As to the number of in-force policies, from the March end of 2016, we saw 15.2% CAGR to the latest number. As to the asset management business, SBI Global Asset Management, SBI Asset Management, also advisor, SBI Rheos Hifumi, SBI Okasan Asset Management are included here. The revenue hit the record high at JPY 33.811 billion, up 14.8%. Pre-tax income, JPY 5,447,000,000, up 12.5%.
Consolidated results of SBI Global Asset Management on a J-GAAP basis is all here. All were record highs for revenue. We saw an increase 13 consecutive periods, achieving a record high for the sixth consecutive period. Ordinary profit increase for the 16th consecutive period, achieving a record high for the 14th consecutive period. This doesn't happen for many other companies. The asset management business is doing well as well. SBI Rheos Hifumi and SBI Okasan Asset Management are also performing well. SBI Group's AUM reached JPY 10 trillion. We are targeting an AUM of JPY 20 trillion by the end of fiscal 2027. Through organic growth and M&A, we are determined to achieve this target. For the PE investment business, private equity. Like mentioned earlier, profit before income tax it was JPY 67,188 million because of the increase in unlisted securities. Ripple Labs is held as unlisted shares.
The value of XRP held in escrow by Ripple Labs will not be included in the corporate value until a clear valuation is determined through an IPO or other means. If it is included, the profit will surge and will be an extraordinary amount. Later on, I would like to talk about this a little more. For IPO and M&A track record, for fiscal 2024, there were 20 IPOs. For this fiscal year, we are planning for 25. Assets under management for private equity was approximately JPY 900 billion. We would like to bring it close to JPY 1 trillion as soon as possible. For the crypto asset business, like mentioned earlier, this is a record high in performance.
Ever since Mr. Trump was inaugurated, the U.S. has been putting a lot of emphasis on the crypto asset market, which we are grateful for. I was expecting this to happen sooner or later. The reason why we did invest into Ripple more than 10 years ago, which is now generating a huge amount of unrealized profits. If listed, the unrealized profits are going to be unlocked, and I am sure that it will easily exceed JPY 1 trillion. This is something that may happen. For profit before tax, it was JPY 21 billion JPY 220 million. For the crypto asset world, if it were to expand, we will see more distribution and the market makers for crypto assets are going to become necessary. I thought it was a little too early to advance into these segments, but it was not.
We only invested JPY 9 billion in acquiring a company called B2C2 in the U.K., and there are several companies that want to buy it for more than JPY 100 billion. People were saying that we were keen to sell it to Bloomberg, but no, we do not have any intention to sell this entity. For the next generation business, for 5-ALA-related businesses, it has secured a profit. In cutting-edge technology areas as Web3 and digital assets, Matsunaga holdings started to secure a profit. This is with Kyushu Electric Power Company and Chikuho Bank. It is a JV. It started from Kyushu and is rolling out its operations nationwide. Nationwide, these regional currencies, we are striving to expand the number of currencies as well as the expo as well.
From here on, I would like to talk about our new medium-term vision, as well as the measures we are thinking about in order to realize this vision. The vision for the 30th anniversary of our founding, new medium-term vision targeting fiscal 2028 is the title. As of March 2019, we were at our 20th anniversary, and as of March 2024, we were at our 25th. The customers base for the group doubled to 50.5 million. Net sales increased by 3.4 x. Number of employees were 6,439, but increased by 3x to 19,097. Number of consolidated subsidiaries used to be 259, but went up by 2.8x to 721. Number of listed group companies went up by 3.6 x. It used to be five, but increased to 18. Paid in capital. At the time of founding, we started with a mere JPY 50 million.
At the 20th anniversary, this increased to JPY 92 billion, and at the 25th, it doubled to JPY 180 billion. For net assets, we reached JPY 1 trillion JPY 262 billion, which was 2.8x more. For market cap, JPY 1 trillion JPY 192 billion, which is twice as much. For market cap, from my point of view, it is so cheap. People do not understand our company. That is how I feel. Our business is developing so quickly, and all types of formats as well as financial operations are in our group. There are not as many people who understand our operations. Even our employees do not understand our entire business. So maybe general investors do not understand our business perfectly. Not many people understand us that much. For the customer base, we are at 54.42 million, and the number of customers are continuing to increase.
Regarding our vision for our 30th anniversary for KPIs for the customer base, we would like to reach 100 million. For consolidated profit before income tax expense from JPY 282.3 billion, we would like to increase it to JPY 500 billion. The share of overseas business and consolidated profit before income tax expense from approximately 17%, we would like to increase it to 30%. For ROE, like mentioned earlier, 12.8% are our results, and we would like to increase this to 15%. This is our new midterm plan vision. For the 20th, 25th, and 30th anniversaries for the customer base, it has been growing by 100%. We are assuming that it will grow another 98% for the 30th. For consolidated profit before income tax expense, it grew by 70.5%, but from the 25th to 30th, we expect it to grow by 253.2%.
Considering our earnings base and customer base as well as our funding capabilities or our unrealized profits, when you think about all these aspects, I think it is going to become far easier to grow our profit base even more. The share of overseas businesses and consolidated profit before income tax expense from approximately 22%, we would like to increase it to 30%. I think we are going to enter a full-fledged expansion phase for the overseas business. For ROE, we are striving for 15%. I just talked about the new vision. How are we going to realize them? What are the key initiatives? First, we need to have a good foundation. For this foundation, it is the customer base that we have been expanding so far, the business assets and financing capabilities built over the years.
By fully leveraging the evolved ecosystem, the SBI Group will strengthen its business platform. For the digital space, as a new area, we are starting to see more expansion. By leveraging digital technology, we would like to promote various measures and create a digital space ecosystem. In order to promote the measures, we will focus on securing the talent necessary as well. Point number one. Like mentioned earlier, by further expanding the customer base, business assets, and financing capabilities built over the years with the evolved ecosystem, we would like to fully leverage it. By expanding alliances and driving the M&A both domestically and internationally, the SBI Group will build a dominant customer base. How are we going to reach and achieve 30 million securities accounts? This will be our first target.
The key is going to be reinforcing our existing alliances and approaching customer bases of various levels. This is very basic. Also, strengthening our overseas business foundation in response to tariff policies initiated under the Trump administration. That's number two. Number three is the SBI Group strives to build a NeoMedia Ecosystem that combines media, IT, and finance. To achieve 30 million securities accounts as early as possible, there are four things mentioned here. As you can see here, these are the efforts we're going to engage in in order to reach 30 million. We get the ZERO Revolution, and we have a dominant amount of security accounts now in the industry. We exceed 14 million already. Nomura is at 5.925 million, which is less than 6 million. Our growth rate, CAGR, is 13.5%. Every single year, our accounts have been growing at this pace.
Nomura's CAGR is 1.8%. Also, our market share has been expanding. It has increased this fiscal year. The share of individual stock trading value is 56.2%, of which share of individual margin trading value is at 59.4%. When you add individual institutional investors, we are inferior to Nomura because Nomura is 21.8% and we're at 15.1%. When you look at Nomura, it has surged up, and institutional investors tend to be volatile, so sometimes we see fluctuation like this. That's the reason why. Achieve organic growth by expanding product lineup, continuously improving services, and creating a safe and secure trading environment. We have A through E. I'm going to briefly go through this. Expanding the lineup of investment trusts exclusively sold SBI Securities.
Putting effort into alternative investments is what I've been saying. Therefore, from the U.K., there is Man Group, and starting off with our partnership, we have been engaging in other JVs like with Franklin as well as KKR. It's because alternative is great, and it has been proved this time around. The Nikkei went down by 4.8%, but alternative went up by 5.7% in performance. Net assets have reached $17.6 billion. Alternative products are not well understood, and fund management is not well understood either. However, we are still at net assets of $17.6 billion, so we would like to market alternative investing even more in the future because market volatility is probably going to enhance. That's what we predict. Because we are in these times, there are two ways to think about it. One is alternative products, and number two is hedging.
Investing into alternative, and number two is hedging. For example, using the forwards market or the options market to do hedging to defend your investments. For Japanese people, they're not really good at doing this. For a long time, actually, it's not that they're not capable, it's that it was restricted. I would like to say that it's all about options, that you should do it. I've been telling Takamura-san to do it for the last three years. That's how much option trading is important. For South Korea, for example, there's a lot of option trading going on. When I was in the U.S., I really felt that it's going to be an options age. After I went back to Nomura, to the corporate division, Kawashima-san knows well that I was able to make a lot of money out of options in my position, including swaps.
It is a very important thing. It is so easy. Why do not people know and understand? I am just amazed. It is because the brokers have not enlightened customers about it. We need to do more activities to have people be better educated on this. Quarterly distribution fund. I also invest into this. It was Asakura-san's idea. It starts from January, February, March until December. As long as you buy these three funds, mainly which are high dividend funds, you will constantly be able to receive dividends that exceeds your investment costs. With asset building for retirement attracting attention. On this topic, when the market starts to fluctuate, people start to become depressed. Now is actually the time to start iDeCo. From an early timing, we did corporate type DC as well as iDeCo.
Individual DC and corporate type DC, we have been in this business from long ago. From 2017 May the 19th , we have made the administrative fees for iDeCo completely free of charge. Reason being, 401(k) in the U.S. has grown so much, and ISA has grown so much in the U.K. I have been watching these trends all along when I was in the U.S. and when I was in the U.K., because I lived there. I know what was happening very well. I really understood the importance that we need to do this in Japan. Even though we had to start off as a loss-making business, I started it, and finally, it has turned into a profitable business. Of course. For the individual defined contribution customers, we are the industry leader. We have contract for difference area, which we see significant growth. CFD.
From the end of August, we will begin as a new service, and I have been urging people to do this as quickly as possible. People are worried about the system, but I tell them to hurry. If they say, do as I say, they will be profitable, and it will be beneficial for investors. I am confident about that because I have been in this industry for more than 50 years. In U.S. and Europe, I have watched and seen those geographies as well. I have experienced more than anyone else. I think I can boast about that. I say it. Just follow me and do as I say. There is no way to go around it. This is UI/UX. This is not something that we old guys should not do. We should just delegate it to the young people.
I have been telling Takamura about this, to switch the development by younger generations, because here is me, this is how I use my smartphones. You have people who are using smartphones in a completely different way, the young people. You can just tell that just by looking at it from experience, that they would do much better. This is response to phishing scams. Because of the increase in NISA, we have seen increase in phishing scams as well. We will thoroughly implement multi-factor authentication. We will implement any measure we can implement on the system to prevent this. Mr. Takamura is working on this. We will take initiatives, achieve 30 million securities accounts. Let me give you more detail. We will focus on selling new products for the digital age. We have securities and bonds, which is of the Stone Age. That is the end already.
We need to shift to digital. That is why in Osaka, I have created Security Token, ST Market, Osaka Digital Exchange. This is the first secondary market for ST in Japan. For futures, for example, the rice futures, it has started in Edo period from the age of the 8th shogun, Yoshimune. There's someone who's stupid enough to stop this futures transactions. We need to revitalize this. Because of this rice scandal that we have seen these days, if we have a futures market and if we have the actual cash market, we would have not had this kind of a turmoil. They're talking about JA and how it's now being penetrating to the consumers. How much stockpile do we need to release until we're able to reach to the consumers? These consumers are crying, screaming that there's no rice.
I'm getting all these different ideas as I listen to the news. In New York, I've been eating rice from the United States, and it's very tasty. I think ST market is growing gradually, and we have bond market, real estate market, where we have utilized ST. Each company are starting off from real estate, but all the real assets, all the real-world assets will be tokenized in principle. The tokenized economy is a common sense, especially in the United States, you will begin to see that. The SBI Global Asset Management Group is working towards offering digital asset-related products. We're trying to leverage this as well.
Why? Because the U.S. Treasury, which used to be considered as a safe haven asset, could become risk assets. I don't know if it was China selling, or I'm not sure if it was the agricultural financial institutions that have been selling it all, but we have seen the markets plummet in the United States, and interest rates rose sharply. The yield rose sharply.
Mr. Trump couldn't stand this. Even in Japan, Mr. Kato, when he decided to implement this measure in Japan, and next day, I'm sure he got in trouble in the United States, so he withdrew that measure. That's not the way to go about in negotiations. This is a cryptocurrency ETFs. In January 2024, SEC approved the listing of 11 spot Bitcoin ETFs. In April 2025, the total AUM for these 11 ETFs surpassed $100 billion or JPY 14.7 trillion. We have seen listing in Canada, Europe, Hong Kong, Brazil, Thailand. Why not in Japan? FSA is slow. They should not be so complacent. We will be left behind. Post-2024, SEC approved the spot Ethereum ETF. Finally, we have our spot XRP ETF. The world's first was approved by Brazil Securities Exchange Commission and began trading on April 2025.
April 2025, multiple XRP futures ETFs are approved by the SEC. With regards to spot XRP ETFs, several asset managers have completed their application for listing. That's how the world is turning around too. If we sat there and became spaced out, that would be the end. My end maybe is coming towards the end, so I'm getting old, but I'm still working hard for Japan, for the Japanese investors, and also for the world. I am still working because I have that passion, ambition. How could anyone talk for two hours without looking at any of the scripts or notes? I think the Japanese management, the executives really need to buckle their belts. This is Franklin Templeton. This is an asset manager that has an AUM of $1.5 trillion. The CEO is a woman.
She's an excellent CEO, and we have gotten along well. We're currently preparing to develop collaborative products that incorporate digital assets, including security tokens such as funds and ETFs, and investing crypto assets. Franklin has already, and this is subject to approval by the Japan's FSA, but Franklin Templeton's listed Bitcoin ETFs and Ethereum ETF will be launched and offered in Japanese market. We're still preparing the investment trust incorporating cryptocurrency. Again, crypto assets should be positioned as an alternative asset. What we see as a proposed product is gold and crypto assets. We talk about digital gold as crypto assets. We have the both types of gold. The allocation will be 51% or more of the gold ETFs, and then the rest will be, so 49% or less, in crypto asset ETFs such as Bitcoin ETFs. This is the product proposal.
I think this is a good combination, very good combination. Another initiative to achieve 30 million accounts, expand the open alliance based on depending of existing alliances and collaborate with new alliances. We have win-win relationships in and outside of the group through open alliances. We are already in discussion with different topics with multiple companies. We will continue to deepen our alliances, and this will lead to increase in customer base. This is a win-win. Open alliance has contributed to the expansion of SBI Securities' customer base. Number accounts acquired. If January 2023 index as one, then you can see this line and bar graphs, 48.4%. This is alliance ratio. This is a customer base generated from the alliance, is 48.4%, which means half is based on alliance. We have multi-card strategy through open alliance strategy.
We have Sumitomo Mitsui Card, Takashimaya Card, so altogether a total of seven credit cards for investment trust accumulation. We have seen year-on-year growth of 28.8%, the amount accumulated through regular investment in investment trusts. We have 1,585 number of accounts with regular investment plans. Now this is the multipoint ecosystem. Rakuten has its own ecosystem, but we don't want to be obsessed with just one card. We did discuss about SBI Card, but we decided that's not the way to go about it. We want to build a multipoint ecosystem. We started with JAL Mileage Points, we have Tokyu Point, and we have PayPay. We want to make sure that people are able to save points by opening accounts, buying and holding products.
We also want to make it so that they can actually purchase financial products like V Points and Ponta Points. The collaboration between SBI Securities and SMBC has really brought about a great result. SMBC has developed Olive. Mr. Oda, who has passed away, has been a lot of emphasis on developing Olive, and the current CEO is also focused on this, and they want to really foster this, really make this bigger. This is SBI Group's passion too as well. To marry accounts via SMBC Group exceed 1 million accounts in March 2025. Monthly amount of savings set aside by Sumitomo Mitsui Card is JPY 86.7 billion as of the end of March 2025. It is for sure contributing to our financial results, our earnings. We want to continue to advance Olive. Initiative to achieve 30 million securities accounts.
Fourth point is build long-term relationships with customers by reaching out to younger generation, many of whom are beginners or inexperienced investors. Like I said earlier, we will promote financial education and awareness building because even if we say options or futures, we will not be able to really advance it. We need to truly do this. Whether in organizations, governments, businesses, and schools, we will hold different educational seminars, more than 1,200 seminars cumulative. Mr. Asakura is jumping out to and going to all these different places to speak at these seminars. The use of robo-advisors, and we are offering SBI Wrap. This is a fully automated discretionary investment service utilizing AI. If you can look at AUM and accounts. AUM on a year-on-year basis has grown by +50.5%. SBI Shinsei Bank, as of the end of March, has achieved already JPY 58.6 billion.
This is SBI Wrap and SBI Shinsei Bank offering. We are able to work together with Folio's robo-advisor. Why is it we are able to do this? We have already demonstrated that there is a favorable risk and return. This is Topics. You can see return is lower than our ROBOPRO. Risk is higher. Here, this is risk. This is annualized return. Risk and return are determined by this. Whether it is investment or building financial product portfolio, the most important is relativity of risk and return. Basically, portfolio will be determined by how you decide on risk and return. Now, strengthening our overseas business foundation response to tariff policies initiated under the Trump administration. In Trump's policy, I think the key word is building a global supply network for local production, for local consumption.
This is a global supply network for local production and local consumption, whether it be a Japanese company or other companies, this is key. In Southeast Asia, we can make this core, and we can use Southeast Asian market as local production, local consumption base. In United States, a very large market, so we can do local production and local consumption. Everyone wants to avoid China, but Chinese companies are actually shifting to other parts of the nation themselves. This is tariff, the rates. FPT president is coming from Vietnam. They are crying. It is 46% in Vietnam, the tariff is. Cambodia is 49%. Excuse me. Cambodia is 49%, but labor is cheap. Many things are cheap. When you consider this, even if you build production base, if you think about Asia, Southeast Asia as an entire market, this could be positive.
If China, if they impose this level of tariff, it will not be sustainable. Many companies will think that way, but because it is Mr. Trump, once there is a deal, he may actually lower it quite significantly. You never know. The E.U., they have already signed a deal. The U.K. has. They have basically left from France and Germany, and the U.K. went ahead and signed a deal with America. So that is how close they are with the United States. I actually studied in the U.K., so I know how they work. Japan, even it is labeled as the highest priority partner in collaboration, I am wondering what happened to Japan. I think Japan is naive. I am looking at this current cabinet, and I am thinking they are so helpless.
So 25% supplementary tariff is all for automotive industry. I am not sure what would happen. The macro in Japan would certainly worsen. This is because among the JPY 107 trillion in total exports to the United States, JPY 21.3 trillion is about 20% of total exports is auto exports to the United States, and automobile accounts for over 30% of this amount. So you would say that automobile comprises about 60% of the overall export. What about the impact of rate hike by BOJ? This is like United States. They are not able to decide. We do not know about Trump. They do not know about the economy, so they are not able to decide. But if they are unable to lower the interest rate that they should, then they would definitely fall into stagflation.
Japan has continued to maintain as it is, even though they needed to raise it because they said because of the economy and so forth. This has caused yen to weaken, and then we have seen price inflation. We can continue to see the situation continue. So the turmoil in the financial markets, I am sure would happen as well. Even though we were saying from savings to investment, and we have seen that trend, there is a possibility that we could go back from investment to savings. So in light of this situation, what can we do as a group? So this is the current situation at SBI Group's overseas business.
From very early on, even from the tariff, I have decided to establish international business department profitory office and launch this and transform this into the international business management department so that our management resources, which is primarily people or maybe products for overseas, we want to mobilize this in an efficient manner. In next three to five years, we will generate pre-tax profit equivalent to 30% of the group through overseas operations. We will build system for the optimal allocation of business resources held by the SBI Group, such as people, capital, technology across business formats. We will form an ecosystem which the group's competitive edge can be exercised.
As the management organization gather diverse range of information from overseas operations. So this is how they will go about. So already, we have SBI Royal Securities. This is a Cambodian securities which hold 65.29% in ownership. We have already generated pre-tax profits of JPY 58.5 million. We have SBI Thai Online Securities. The management was not good, so we decided to replace it quickly because if they went on managing the company like this, because they have not been able to collect loans basically. This is same as GMO.
The loss isn't as large as GMO, but this kind of mistake is not allowable for me. We decided to change the top. I'm not sure they've heard about it or not, but I think my way of managing a company is to be very clear and explicit about the responsibilities. These group companies are engaging in banking business overseas. We have TPBank 20% ownership. According to Vietnamese law, we're not able to hold more than 20%. Market cap is already JPY 220 billion. But we have about 20% of that, and pre-tax profit is JPY 44.83 billion. Just in terms of dividend, we're already receiving JPY 2.92 billion in cash dividends, so extremely good.
For this BDOL Bank in Cambodia, we have 70% and with JPY 1.43 trillion. The SBI Bank in Russia, 19.74% ownership, and with the $3.7 billion profit. The Japanese companies withdrew from Russian market, but we remained. We stayed because we thought that we would see some opportunities for earnings. Non-bank side, the SBI Shinsei Bank, their management did nothing but something wrong. But now, the things are moving in a positive way for UDC Finance Limited, JPY 9.46 billion for pre-tax income. In Australia, we have 19.76% in Latitude Group with JPY 8.97 billion profit. If we operate them successfully with new management, things would go well, and that actually has come around well. They have a good chairman and management, especially for this Latitude. Beho, SBI Insurance. The 40% share of capital insurance business with 34.8 million.
Initiatives to further expand the customer base in Southeast Asia, Vietnam, Cambodia, Thailand. The territories by country are very high. As I mentioned earlier, local production, local consumption, global network is now being built globally by Japanese companies as well. For example, Otsuka Pharmaceutical in Vietnam, they're going to establish the plant for Pocari Sweat. Ricoh in October 2024, established a base for DX in South Asia, in Malaysia. The large companies, including Japanese ones, are making advancements. The investment in factories, the CapEx. For that, you need fund, you need money. That's where we can find our work, because the banks should follow this movement. We have bases in different parts of the world, and the companies are going more abroad.
I think we are going to have another office in Hungary next week or in two weeks' time, as I'm going to have the dinner with the former ambassador from Hungary. The Ukraine-Russia conflict is still going on, but by just the question of time, it will come to its end. Then Hungary is going to play a role as the basis for bringing in peace. In the past, when there is a war between North and South, Japan enjoyed the war, the profit war, the earnings coming from the war. The same thing, that we are going to make another operational base in Hungary. In Southeast Asia, we are already operating very broadly for financial area to absorb the needs for funding. There are different business entities. Somewhere in May, we are going to put together all the other financial entities of the group.
That will happen in Osaka. They can enjoy the Expo 2025 Osaka, Kansai as well. I would like to talk directly to them about strategies and tactics. Initiatives of the immediate priority, Middle East and the U.S. About Middle East, especially in Saudi Arabia, we are making various business bases, as you may have read in media. I think it is on Sunday. There is this visitor who wants to talk with me, to dine with me on Sunday. It is a visitor from the royal family and the Public Investment Fund. Savvy Games Group is a Public Investment Fund subsidiary. 60% of the population are gamers in Saudi Arabia. So focus on gaming as I touch upon later. It is very closely related to media. I will come back on that later.
In asset management area, as Christian announced on various occasions, we are not going into details, but we are going to the very first Saudi Arabian investment trust fund. Also about 5-ALA, this is the intraoperative diagnostic approval for brain tumors. The approval was obtained in Jordan. Using the 5-ALA, the brain tumor surgical operation will be conducted, and the bladder cancer also sometime in the future. Here we are also looking at expansion. The initiatives in the U.S. In the U.S., everywhere in the country, there are already existing entities operating there. So it would be costly, we thought, to go into such market segments. But we decided to make a new challenge, especially for accelerator, like Plug and Play, the biggest in the U.S. or actually in the world.
This is, they start investment before PE, and here we are going to make some investments to connect that with our PE investment. The organization of overseas business portfolio with a view to sustainable value creation on the midterm. So we decided to sell part of the SBI SAVINGS BANK stake to get the Kyobo Life Insurance stake. Even Buffett in the '60s, the most successful investor, Jerry Tsai, they started to buy life insurance company. Because life, the asset is long-term, their liability is long-term, and when you involve yourself in the asset management for the life insurance companies, it is a long time. Kyobo Life Insurance is one of the three major life insurance companies, with about JPY 13.9 trillion of total asset, about 20% of which we obtained. JPY 66.9 billion is already booked as net profit.
So 20% of it will come to us based on equity-method affiliate from the other somewhere in FY 2026. In that context, the recovery or collection of investment should happen to some extent, because the growth has been steady. Even in the time in Korea, we were not impacted very greatly, and we could exit from that model. We invested JPY 123 billion in SBI SAVINGS BANK. When we did it, there were lots of other criticism. Some people said that it is a stupid investment. But I thought that when it comes to banking business, if you operate it correctly, you will not incur huge losses because of the illegal framework. It is different from real estate. If you stop making investments in real estate, for example, I thought that we can turn it around, and the NPL ratio was more than 51%.
But now, it has come down to 4.4%. Actually, it went even further, it went down even further. We collected about JPY 90 billion investment recovery. But of course, we are attached to this SBI SAVINGS BANK sentimentally. We did some negotiation. As a result, it will be 41.34% in the voting rights basis. Some other entities will have it as well. 70% of the economic interest will be held by us. We negotiated for that. So I think that this deal will not incur any losses on our part. Moving on to Solaris in Germany. It is a digital bank in Germany. We obtained 88.88%. Solaris is a bank established in 2015. When it comes to digital assets, I would like to build a global corridor. It is in that context that we decided to make this investment.
It might take some time to turn around this entity, but I am confident that we can do it. SBI Group strives to build a new media ecosystem that combines media, IT, and finance. I went to FIN/SUM, the conference, and I made a keynote speech. We had a press conference the other day as well. Because of Fuji Television or Fuji Media Groups . Dalton Investments recommended me to be the director of the board. Because of that, there was a strong reaction from the mass media and the request to give interviews. Reluctantly, I gave an interview the other day. In that interview, I talked about it. The background of my idea is as follows. It is irrelevant to the Fuji Television story because FIN/SUM, the keynote speech, happened before what happened to the Fuji Television.
This is the area where we would like to leverage our 30 million accounts to establish stronger bases of the business. We need the media. Now I would like to explain why I think that way. The hints for us reside in the U.S. When I was working with Son-san, we were making some materials, documents. We found time machine management. We encountered this word, time machine management. In the internet world, in the U.S., very advanced ones should be brought to Japan. When that happens, it is very probable that we can grow that business because it is something that has already grown in the U.S. On that assumption, various IT revolutions were executed by us. Media, IT, finance fusion. The hint here, again, was in the U.S.
In the U.S., digital finance, the growth, and AI technology development are happening at the same time in a very vigorous manner. On the media side, there is a trend, there is a tide. There is another tide on the financial side. More specifically, the need to seek new sources of revenue beyond the advertising model, or media companies entering the financial sector as part of the diversification of their business areas. Or conversion of personal brands into financial assets through the increasing influence of influencers. When you look at the press conference of Trump, emceed by Caroline, on the front line there are influencers, not the major mass media reporters. Those influencers with the millions of the followers, they are sitting on the front row of seats. The deregulation of financial markets, and the deregulation is to be advanced more under Trump.
On the finance side, there are so many other people participating in the market. SBI Group alone are 14 million people, and we would like to make it to 30 million. 53%- 54% of the financial assets is in bank accounts. Japan is really an exception in that context. Proliferation of investment information via the internet. On internet, through SNS, new information is shared. This internet-based information, some of them are not very solid, but there's no skew to the certain types of information. When you look at newspapers, you read almost always the same thing, whichever newspaper you read, or even on television as well. That means that the journalism is disappearing from Japan, because when it comes to real journalism, you have to have a very clear-cut argument or express your thoughts.
When it comes to The Wall Street Journal or Financial Times, that is always signed by the writer, by the author. That's the way it should be. If not, well, some people say that the government information will be shut out. If that's the case, then you can distribute your own idea or information by yourself. You need to do the way you think is justice. I think that way. I think it's because of right thing to do. You should not be afraid of expressing your idea. The breakthrough of the crypto-asset market, the rise of DeFi, emergence of non-fungible tokens, and development of the Security Token or ST Market. The tide or trend on the finance side is digitized more and more, changing the world, and it's happening on the media side as well.
In the U.S., media companies, financial companies, financial institutions, I have been following those companies. For example, Robinhood, that is the first security firm with free of charge or no commission operation. In 2019, Robinhood acquired MarketSnacks. It's a market information startup, and they also started the Robinhood Snacks, their own economic newsletter. It's about media operation, and as of June 2021, the registered readers of that magazine reached 36 million. They're growing at the monthly pace by 10% on a monthly basis, and now they are one of the largest news media in the U.S. I wanted to establish a joint venture with Robinhood in the securities world. Then they said that it should be the virtual currency, cryptocurrencies. I gave up on that idea because back then, because of the legal framework, it was impossible to do that in Japan.
In 2023, Robinhood started Sherwood Media, that is financial media, and also in the area of newsletter and podcast. The podcast is talk shows, interviews, and other audio content distributed via internet. They started to distribute business news using newsletter and podcast. No one reads the key media, and they are attracted to this type of media now. When it comes to Robinhood Snacks, they offer money-related information in a lighthearted style with an element of entertainment to suit the culture of younger audiences. Actually, eToro, in May it will be launched. I think at least it will be $4 billion value. We have the certain amount of shares in eToro. Another idea to make a joint venture with eToro, and so we are now on the waiting mode. They are very interested in making a joint venture with us.
And as to Robinhood, they are going to start the virtual currency. We are doing it, and also we are dominant in stock market. That's important. That's why it will be significant when we develop the business ecosystem. For the M&A side, they visualize data. Data should be visualized. For that, the acquisition of Chartio. Also, there's a plan to publish print magazine. Morningstar, at an early stage, Morningstar itself was an information entity, and we made a joint venture very early. Equity newspaper, equity-related newspaper with Asakura-san, we talked about the acquisition deal, and we thought that the print magazine will not survive. Well, actually, we still have some of the information on the web, and it remains popular. We have been doing the similar things very early stage. This is the example of Blackstone. The other day, we started discussions with Blackstone as well.
Kevin Mayer and Tom Staggs, the former Disney executives, they established the Candle Media, and Blackstone bought this company. Japanese critics are not interested in the fusion of finance and media, digital and the media. We heard some of the stupid comments on the Internet. That person obviously did not understand the importance of this kind of business opportunity. IP, the private equities, more than 2,300 companies were invested by us, Internet company and so on, especially biotechnology. IP is the very key for survival. This media IP is the same. That's why when it comes to Blackstone, TV, newspaper, radio, digital content, and distribution platform, into these companies, they have been investing. One of the largest alternative investment are the companies. That's what Blackstone is about. I started discussions with them for potential tie-ups with them.
This is the list of the acquisition of the companies through Candle Media. This diversified line of companies and businesses. Now, here it says, the Cocomelon, which has 190 million registered users, so one of the best, the strongest IPs in the world. Hipgnosis Songs Fund, they acquired HSF at $1.6 billion and they delisted the company. It has some of the pieces of very famous singers as well. It is important for users to use it with some fees, with some charges. Such alliance tie-ups are in my thought as well in various areas. Mecha Comic, the operator, leading e-comics distribution service company in Japan, one of the largest, acquired Infocom, operator of Mecha Comic, at JPY 280 billion. Fortunately, as I'm going to touch upon later, we might be getting some opportunity for big profit.
I'd like to make investments in the good IPs like Contents Fund in the order of JPY 100 billion. That's part of my idea as well. The BookTok movement on TikTok is to discover undervalued independent authors and literary works to support the adaptation into films and TV broadcasts. So undervalued, and the works which are not so appreciated, including my own works. I wrote 60 books, actually. My philosophy and ideas, thinking over the past more than 20 years, have built this size of the group, the operation. My books should sell more. Some people advised to make an interview type of literature. Then they think that it will bring about 10 million followers.
I do not want it to be busier or the Hosoka will Ryugen or such types of interviews. When we think about Mr. Trump, you are fired. Some people think that it would be a good idea for me to say something similar. It might be valuable. This is the case of Goldman Sachs. The Goldman Sachs analysts, own analysts discuss market trends and economics topics. We have our own analysts at SBI Securities, and we have lots of content, as I am going to talk about more in details, and also expand the customer base by helping to improve the financial knowledge of the general public. It is very important.
JPMorgan Chase's case is here. I actually was surprised, was amazed, but they acquired a restaurant review site, The Infatuation. I was wondering why back then. That was in September 2021. From then on, they continued to expand and finance related or daily life related. Our followers continue to be added. They were able to convert our customers into their customers. This way of thinking is something we need to also have. People do not get it. They just say, we should have more commercials airing. That is ludicrous. From my point of view, they are over. I am 74 years old, but I wear a CPAP device, sleep for about 4.5 To five hours, but I am typically reading something. I never forget for a while what I have read. You need to train your brain. That is very effective. I discovered something even better lately.
Please look forward to it. I cannot give it out that easily. Myself and Takamura-san happened to come across it, and Takamura-san is currently running a POC. He says it is good. I do not get it yet. Takamura-san discovered or tried it out, this thing, and he is saying it is good. Myself and Kawashima-san do not really feel the impact yet. A blood test. Myself and Kawashima-san have standard range blood levels, so we do not have anything happening to our blood. Maybe that is the reason why. I am really interested in slowing down the development of aging. If it is aging related, I often read a lot of papers about it, whether it be in Japanese or in English. Chase Media Solutions was launched in April 2024, leveraging a customer base of over 80 million people in transaction data.
They started to provide a platform to enable advertisers to reach target customers more accurately. I give them my full respect. They continue to become increasingly advanced. They are putting all of these things into practice. Looking at Elon Musk, he is a genius of all geniuses. Falling in love with another guy is this example. I think he is amazing. He does Tesla, he goes to space, comes back, he launches rockets, and now AI, finance. He is trying to come up with a comprehensive platform, and he also partners with eToro, and he also established xAI, and an AI chatbot, Grok. An AI startup, xAI, has been implemented. He has been spending extraordinary amount of money.
He also announced a partnership with Visa and rollout of digital payment services, and implementation of P2P payment linked to debit cards, implementation of real-time deposits, withdrawal options to and from bank accounts. Think about the penetration effects in Japan already. We need to hurry. Well, ABEMA is working really hard, but they have just turned profitable, Fujita-san's company. I think he was courageous to advance into that area. Every morning, I'm always watching Netflix in the morning while I'm walking for 3 km. Looking at all these types of movies on Netflix, you should look at the production money. They're investing so much, and they're still profiting that much. It's really hard to compete against them, against Netflix. Japanese people need Japanese content. Netflix has Japanese content as well.
By steadily making effort, we need to also come up with our own content. That's how I feel. High synergy between media and AI has already been shown. Supercomputers. xAI, which runs the world's largest AI training supercomputer, Colossus, with over 100,000 NVIDIA GPUs, announced acquisition of xAI. Why does the SBI Group have strategic strength in operating in the new media space? I don't want to compete to lose. I wouldn't go there if I knew we were going to lose. For this space, I think there is a possibility that we won't lose against others. Because the SBI Group has access to the highest quality and quantity of financial data in the country. Based on the financial data, we'll be able to support the provision of highly targeted content and advertising.
Up until now, long ago, when I used to be at SoftBank, I went after TV Asahi's shares and to Kobunsha. Son-san was in the U.S. I told him, you were talking about your interest in media or that you want to become an NTT. I think it's very good strategically. All you have to do is pay the money and I'll try to engage in the efforts. He agreed. We went after TV Asahi's shares at one time. We secured the shares, and on satellite TV, Mitsubishi Corporation and CCC which is Culture Convenience Club, they were talking about doing satellite broadcasting. We changed the arrangement so that SoftBank and Rupert Murdoch can partner instead. What determined this deal was the TV Asahi stocks, because Mr. Murdoch back then was saying, Content is king. It all comes down to content.
Even back then, I have been a strong believer that content is king. Then after, together with Mr. Murdoch, he bought The Wall Street Journal. Then after, I persuaded him so that we can set up The Wall Street Journal Japan, and TV Asahi shares. Back then, all the media got together so that they can bash SoftBank. Personally, the original motive I had in going after the shares was 60 years there was exclusive sales in Osaka for Asahi newspaper, and I didn't want the stock of TV Asahi to go elsewhere to the wrong holder. That is why we wanted to own it. However, we were persuaded ultimately for Son-san to let go of the shares.
Back then, together with Rupert Murdoch, I thought as long as we are able to do satellite TV, even though we had to let go of the shares, that would be fine. Even if we sell the shares, I thought that Rupert Murdoch will not go away. Fuji TV, Sony can join. That is how we established the satellite company. So actually I have a relationship with the media. I have a history. Sankei properties are being done by Ijima-san. Due to the connection I had from the satellite broadcasting days, I got to know him. As the world's rare comprehensive financial distributor with a customer base of 54.42 million, being a distributor is important. Together with the originators, we have a distributor, not just for finance. We have the strength to spread information on various fronts.
Digitalization of all information through digital space ecosystems and diffusion through digital channels, in addition to analog channels. We could spread various types of information, and if it is true or fake, AI can decide it by creating that mechanism. AI is capable of doing so nowadays. By implementing the most advanced technology, without skew, various types of information, all types of information should be delivered to people so that they could make the right decision, whether they be investors or consumers or the general public. That is what I would like to realize. That is my motive behind this. Incidentally, the thing about Fuji TV emerged. 20 years ago, I was a white knight in creating Hirata-san, in saving Hirata-san as well as Fuji TV in a sense. That investigation report, I read it. I went through it.
I spent quite a lot of time because it is really thick. I was super mad. I was furious towards the Hirata administration, and I really felt determined that I need to change what is going on. I really thought that was the thinking of God, because I had this immense idea, and then suddenly the thing about Fuji TV occurred and emerged. Dalton approached me in asking if I was interested to become a candidate. With Murakami san, I was able to establish connections with him through Shinsei Bank. In various forums and ways, I was able to establish these connections. SBI Leosophia, they owned 5% of shares. I really thought this was a divine will. It was a divine will saying that I need to do something about the media industry. I do not watch TV at all because the content is ludicrous.
For NHK, I had the opportunity to. I sometimes watch certain programs on NHK, but that is about it, because the other programs are ludicrous. Sorry to say. The quality of the commentators are very low. I would like to question them, what they are studying. That is the kind of impression I get from many programs. Regarding financial data, we boast the best quality and volume because we cover various fields. We have so many groups of companies, and they are generating various pieces of information. We are able to support advertising that is extremely targeted and precise and utilize big data. We are capable of doing that. We already have a customer base of 54.42 million. We are a rare world comprehensive financial distributor. Regardless of whether it be finance or not, we are able to spread information.
Whether it be comparison sites, InsWeb, that operates information and comparison site for insurance products, and E-LOAN, a comprehensive loan site, and SBI Insurance Lab. We already have these things that you can call media. Japan's largest media outlet dedicated to securities, The Kabushiki Shimbun, is operated by SBI Global Asset Management. For video, YouTube, TikTok mainly, we have video channels, many of them, focused on investments. By integrating these together, we would like to create an SBI media company. Irrelevant to the Fuji Group, this is my idea that I always have been thinking about. By creating an ecosystem, we would like to digitalize all types of information and distribute it through analog channels as well as digital channels. This is what I've constantly been talking about. The divine will also had other intention, asking me to reform Japan's broadcasting industry.
I think that was a mission that came upon me. That's how I interpret it. Overview of the new media business by the SBI Group. It's not just Fuji TV. Contribute to regional revitalization through collaboration with regional newspapers and local stations, in addition to regional financial institutions. Its people, products, and monies, get them all together to revitalize regional cities again. On top of regional financial institutions, we need to have integration and partnerships between the local municipalities and so forth, and the local broadcasters. The local stations are relying on the key stations, but if the key stations are unstable, they won't be able to do anything about it. Ad spend is declining, and a lot of people are going to online instead of TV. Half of them are reported to be in the red.
I do believe that we can extend our support through owning IP together and offering funds. We can establish a mechanism to reflect the high content production capabilities. SBI Group's strengths in people, goods, and money with the media's coverage capabilities, by combining them together, we could build an unprecedented new media ecosystem, thereby contributing to regional development. Unless we do this, regional broadcasters or stations will probably go out of business. We need to change what's happening. Establish a new Contents Fund focusing on the media domain. From a minimum of JPY 50 billion- JPY 100 billion sized fund is what we would like to establish, and we would like to selectively invest in companies with leading IP. In the past, for a Contents Fund, I actually set one up in the past. Fuji TV.
I have made it so that we can save Fuji TV from the acquisition by Horiemon, Livedoor. I think that was a mistake. Looking at the investigation report, I really thought I made a mistake. The Contents Fund, there will be a new Contents Fund, and we would like to focus in the areas of games and anime, so that we could create global IP. The IP held by the fund will generate synergies with the SBI Group's finance business. We're thinking about a variety of things. We'll have an open alliance strategy and have partnership with the Contents Fund so that a neo-media ecosystem can be established. Existing business assets will be effectively utilized, and funding will be done in order to make growth investments in the future. This is something different from what I was talking about so far.
First is about SBI Shinsei Bank. When we acquired the entity, I was saying that our group's great cause is to do the repayments of public funds and to gain visibility into the repayments, because it was left alone. It wasn't being done. Public funds were not being repaid. We wanted to ensure that we create a pathway for repayment. I've been thinking about this all along. We've already, for SBI Shinsei Bank, repaid JPY 100 billion of public funds in accordance with agreement of definitive repayment scheme. Until we acquired the company, this was left alone. They were looking like they were okay and not making the repayments. For the rest, we would like to ensure that we quickly are able to gain more visibility into the pathway for repayment.
For SBI Shinsei Bank mainly, and with other banks, we would like to promote the fourth mega bank concept. Under the leadership of Kawashima-san, they are making huge efforts. For the management plan, they have been able to substantially outperform the target that has been set. For example, for customer base, we were saying 3.8 million. As of end of March, we were already at 3.87 million. But achievement date was March 25. We are already here. For financial foundation and for earnings capacity and financial soundness, all of them were exceeding in this way. For SBI Shinsei Bank, today, or it says here May the 9th, they have announced a new medium-term management plan. This needs to be changed. It doesn't have to say today, but they announced a mid-term management plan, and this is how it looks like. For fiscal 2024 results, we're already here.
Also, based off the agreement on the definitive repayment scheme, the entity repaid JPY 100 billion in public funds. If we didn't acquire them, under the Kudo administration, probably they wouldn't have made any repayments. We already, after they have joined the SBI Group, JPY 119.3 billion worth of repayments have been made. The remaining JPY 230 billion, we are trying to have it returned or repaid as quickly as possible. We are devising various measures to achieve prompt and full repayment, such as dynamic management and responsive business environment. For the voting rights share, we are trying to increase. We have been making efforts to increase our voting rights share so that we can own it in our group.
We would like to thoroughly pursue synergies with SBI Group to achieve dramatic growth that SBI Shinsei Bank could not achieve on its own in order to further increase corporate value by generating synergies. A unique global ecosystem has been established. Amongst the entities, we would like to evolve together and generate synergies together as soon as possible. SBI Shinsei Bank and SBI Group companies have already been creating many synergies, which is worth JPY 721.7 billion, comprised by 223 deals already. SBI Shinsei Bank and SBI MONEY PLAZA completed the joint branch integration for all SBI Shinsei Bank's retail branches. SBI Shinsei Wealth Management AUM has reached JPY 288.8 billion. Also, from the onset, I have been thinking about the fourth mega bank concept.
I didn't really talk about it before we started implementing the measures, but under the leadership of Kawashima-san, the SBI Shinsei people, as well as our group people, have come together, and on a group-wide basis, we are starting to achieve this target of becoming the fourth mega bank. Regardless of capital relationships, we are seeking to establish a wide area regional platform with the SBI Shinsei Bank within the SBI Group at its core by pursuing the benefits of improvements in efficiency and the expansion of business scope through wide-ranging collaboration between the SBI Group and regional financial institutions nationwide, supporting the resolution of over-banking issues in Japan by promoting the reorganization of regional financial institutions and pursuing economies of scale to evolve them in a healthier way. SBI Group already has various alliances with over 100 regional financial institutions nationwide.
Steady expansion of cooperation with regional financial institutions, particularly in corporate lending, which is SBI Shinsei Bank's strength. We already are collaborating with 93 banks. The SBI Group strives to make further efforts to strengthen the profitability of regional financial institutions as part of the promotion of the fourth mega bank concept. We have A through G, and I'm not going to each and every detail. We don't have enough time. I will skip this part. However, one thing regarding a large reform that we did was this, switching huge system costs from fixed to variable costs seven to eight years or in 10 years. The system integrators tell you that it wouldn't last unless you cut over to a new system. We wanted to make the fixed cost to a variable cost. I think this was revolutionary. Just to go through the key points.
Switching huge system costs from fixed to variable. There are some banks that you get worried about when you look at their ranking, but we are starting to see circumstances where they are drastically changing. For example, Fukushima Bank was not that bad in performance, but they introduced the cloud-based accounting system, the core system, and they were able to prove how effective the new system was. Steady increase in number of regional financial institutions and other companies entrusting securities management to the SBI Global Asset Management Group. We are seeing steady increases. We need to elevate investment management. Regional Revitalization and Japanese High Dividend Equity Fund is to be launched. For regional financial institutions, these kind of funds will be set up as well. SBI, we're entering the mortgage guarantee business from April. Shinsei, Holding, and ARUHI will come together for this business.
From regional to nationwide, if you look at the case of The Shimane Bank, they have the smartphone branch called Shimaho with deposits surpassing JPY 60 billion. From January, they started disseminating information on local products of Shimane Prefecture. Each of the banks are beginning to implement measures like this. These are the domestic SMEs facing succession issues.
We will contribute to improving the regional financial citizen management environment through the investment in these domestic SMBs. We want to establish a third succession fund exceeding JPY 50 billion, a cumulative fund total of JPY 100 billion. We just have just a little bit more to go, and we will reach JPY 100 billion. By the way, business succession number one was JPY 10 billion, and succession number two is JPY 31.2 billion. We have establishment of joint fund by SBI Group. We have many initiatives like this. SBI Group PE investments have entered a harvest phase from centered investments in advanced technology areas since around 2015. We were talking about this earlier. The PE investments are achieving great results with some flagship funds entering the harvest phase. They are investing in cutting edge technologies, SBI Digital Space Fund.
For example, flagship fund, Syntex fund, basically is expected to be top performer among the venture capital funds, projecting a distribution of paid-in capital multiple in excess of three. You will see SBI Digital Space Fund to be invested at around JPY 100 billion. Investment will begin, where we will be focusing on Preferred Networks, a company, and so many investees in Japan and also outside of Japan. We have many companies in SBI Group's investment portfolio that have potential for huge returns. It has been a long time since we have invested in a company called Ripple, maybe 10 years. What is happening to this investment? This is now generating enormous amount of profit. XRP is a currency issued by Ripple. Market cap by now, selectively circulating the market, about JPY 20 trillion now.
This is 58.55 billion XRP, which is equivalent to JPY 20 trillion in market cap. There are still currently Ripple's holdings that are not in circulation, that is still under escrow. This is how much. It is right here. This is holdings that are not in circulation. The maximum is 100 billion, excuse me, 1,000 trillion XRP. What would happen to that? Excuse me, 100 billion. We have about a little less than 10% of the stake of Ripple. Aside from that, we have joint ventures with Ripple, called SBI Ripple Asia, creating a digital space ecosystem to promote various initiatives utilizing digital technology. We will steadily expand its customer base centering on crypto asset exchanges. We have SBI VC Trade, which is increasing its presence as a domestic crypto asset exchange. DMM Bitcoin. We have received transfers of all the accounts in IOM from DMM Bitcoin.
We have around JPY 400 billion in assets under custody and 1.27 in accounts. If you look at the cumulative or total deposit balance of VC Trade and Bitcoin, it is approximately JPY 580 billion. In this way, cryptocurrency and crypto assets, we have made great outcome and steadily progress in this area. With regards to staking service, we are performing very well, staking as a process, earning rewards by participating in generation of Proof of Blocks and supporting operation of Blocks network, which adopts a Proof of Stake mechanism. This is a staking service. We are partnering with U.S. Circle Internet Financial to distribute dollar-pegged stablecoins in Japan. We just announced this recently. Dollar-pegged stablecoins excel in all aspects of value measurement, storage and exchange. The USDC issued by Circle is one of the world's largest stablecoins compliant with regulations.
Establishing a joint venture with Circle to promote the adoption of USDC in Japan. Dollar-pegged stablecoins. It has digital convenience, it has a global nature as a key currency, it has high compatibility with Web3, so it is a dollar-pegged stablecoin. It is also high interest rates. We will start on this. This is USDC. It is the largest of the world, compliant with regulations. They are number seven in terms of market cap. Tether has a lot of issues, so that is why we prefer and recommend USDC rather than Tether. We have established a joint venture with Circle to promote the adoption of USDC in Japan. We have established Circle SBI Japan and SBI Circle Holdings March 18, 2025, signed. Number three, focus on securing the talent necessary to advance our strategic initiatives. We have, at the end of March 2025, 19,156 employees.
New graduates hired cumulative end of March 2025 is 598. At the beginning, we were only hiring 43 new graduates. We have 19,156, and why is it 598 new graduates? Majority of them are mid-careers. Basically, we will hire people who have substantial or a certain level of amount of financial knowledge, because otherwise they will not be able to catch up with the growth if we had to try to educate from scratch with the new graduates. Our focus is also on global talents, especially when we want to go abroad. There are 39 companies at the end of October 2024, and we have 374 employees at the end of October 2024 in terms of global talents. 278 have been hired in Japan and 96 hired locally, and we will continue to increase hiring overseas.
If you want to hire good talents, you have to pay them well. We have decided to enhance the employee compensation quite substantially. We will raise their salary approximately 10% on average from April 2025. Anyone who has received above average evaluations. Also the original new graduate starting salary will raise by 13.3% from JPY 300,000 -JPY 340,000. Can you believe it? JPY 340,000 for new graduates. This is the pay table for the first three years. We will raise them by 10% across all levels. For high performance talents, we will also pay them performance-based bonuses. From the fourth year, employees have the opportunity to be promoted to managerial roles. Anyone who has strong capabilities and also good personality, we will continue to give them good posts, higher posts. That is our way of thinking.
A performance-linked compensation system reflecting the group's consolidated business results will be introduced to all existing employees, and we will cultivate promising talents by leveraging the resources at SBI Graduate School. This is the graduate school. We are finally able to foster our resources. In order to improve mobility and development and training of human resources, we have converted Mynavi to equity-method affiliate in November 2024. In terms of hiring and also dispatching employees, we will have Mynavi collaborate and cooperate with us in different ways. They also have benefits that they will be able to reap by collaborating with us. Yesterday, I told the HR division, o not use other HR company, use Mynavi first. If you are not able to find a talent, then you use other companies, but prioritize Mynavi. That is what I said.
Why is it that we have 20% stake in Mynavi? This is still unlisted. We need to increase our corporate value. Otherwise, and they need to be profitable in order to become more value. And they need to contribute to us, and we need to support them. Don't you understand a simple logic like this? That's what I said to the HR division. I scolded them. We will thoroughly enhance the recruitment of top global talent. Otherwise, we will not be able to catch up with our overseas development. We will fully utilize SBI Graduate School. We have different training programs, education programs, especially, we have a generative AI program, which we would continue to encourage people to take. We need to improve their DX literacy thoroughly. This is what I say to them on a day-to-day basis.
This is basically what I wanted to speak to you, two hours and 16.