Ladies and gentlemen, thank you for coming to our results briefing despite your busy schedules. We also have many people joining online. Thank you very much for joining. This is the third quarter, so instead of Mr. Kitao, I will deliver the presentation. Now, without further ado, I'd like to get started. First, regarding consolidated results and the overview. We already issued the financial statements; however, I would like to explain it once again. For revenue, JPY 1,489.6 billion. Profit before income tax expenses, JPY 433.3 billion. Profit for the period, JPY 343.2 billion. Profit attributable to owners of the company, JPY 349.1 billion. For revenue as well as profit before income tax expenses reached record highs.
For profit for the period as well as net income, in March 2022, we acquired Shinsei Bank, and there was about JPY 200 billion of negative goodwill. Excluding that, it actually reached record highs this time around. For profit attributable to owners of the company, year-on-year, it went up by 3.5 times. So results were very good. Also, with respect to ROE, on an annualized basis, we were able to achieve 29.9%. Compared to peer banks and securities companies, we were able to record stellar performance. Comparison of the results with major securities groups are shown here. JPY 349.1 billion was our profit number this time around for Q3, and we became number one, exceeding Nomura Holdings. Here on this slide, we talk about the SBI Group's market capitalization.
As of February the third, the other day, we are at JPY 2.2804 trillion, and for Shinsei Bank that went to market, as well as other equity method associates in total, we are at JPY 2.6 trillion. On a group equity accounted basis, we are at JPY 1.5 trillion. We've always been talking about releasing the value, and with SBI Shinsei Bank going to market, we have been able to realize that value partially. That is our view. This is performance by segment. We show revenue and profit before income tax expense. Excluding PE investment business' profit before tax expense, we were able to reach record highs for the third quarter. Regarding the nine-month performance for fiscal 2025, in all the segments, performance was brisk.
For profit before income tax expense for the PE investment business in March 2022, now it's an equity accounted company, but TP Bank in Vietnam, when it was just a marketable security, was recognizing significant valuation gains. Without this, we were literally reaching record highs. Last year, we announced share buybacks, and this is where we are. About 10 million have been acquired at a total of JPY 36.1 billion of cost. The maximum ceiling is JPY 50 billion, so we are now over, now over approximately 70%. Shareholder benefit programs, we will offer the option of XRP or ALA once again. And if you have more than 10 units or more, you'll be able to get XRP worth JPY 8,000. Before the stock split, we defined the 10 units.
There's probably going to be many shareholders that will get the equivalent to JPY 8,000. Regarding the shareholder benefit program, we implemented XRP from March 2020, the year-ending March 2020. Hypothetically, if you were to own our stock all along, although XRP prices are currently down, it still will be four times more the average acquisition price. We believe this benefit program was beneficial for our shareholders as well. Now let's move on to each segment. First is the financial service business. We were able to reach record highs for both revenue and profit before income tax expense. JPY 141.6 billion of gains on affiliate sales of SBI Sumishin Net Bank was included. Even if this were not included, we still would have been able to increase revenue and profits.
When you look at the breakdown for banking, securities, and insurance businesses, each of the businesses year-over-year grew. For all of the businesses, we did well. Especially for the securities business, there was about JPY 9 billion associated to the losses related to compensation for fraudulent transactions, but we were able to still record this performance. For the banking business, SBI Shinsei is on a JGAAP basis, but we were able to see higher revenue and profits. At the time of listing, JPY 100 billion was the full year forecast that was set forth, and as of the third quarter, we are already at JPY 90.9 billion.
For Shinsei Bank and the number of retail accounts and total deposit balances, right after we made the acquisition, deposit-wise, it has went up to close to 3 times more, reaching JPY 16.9 trillion. We've been maximizing group synergies, and for retail accounts, from 3 million accounts, it has went up to about 4 million accounts. Approximately 70% of the accounts has been referred to from SBI Securities, which you can tell that group synergies have been extremely effective. Going forward, for SBI Shinsei Bank, with respect to SBI Hyper Yokin, we believe this is a very effective tool. On September the 23rd, we started the service, and it's been already 4 months, but the deposit balance have already exceeded JPY 1.1 trillion.
The amount of time was only 36 days to grow from JPY 500 billion to JPY 1 trillion, so it has proved to be a very popular service, especially for this Hyper Yokin. We believe it's very sticky in the market. Respective banks, when it comes to deposits, they have been raising interest rates to attract deposits, and customers have been cherry-picking. Initially, they would go to banks, and then they would go to Bank B after Bank A if the rates are higher. So it's hard to have sticky deposits. However, for Hyper Yokin or hyper deposits, as far as we align together with securities, the customers will continue to use this service, and we believe that from this perspective we will be able to reduce funding cost, but still achieve high stickiness of the deposits.
Next page talks about operating assets and the trends. Since it joined the group, we have seen operating assets grow to JPY 17 trillion. We have been leveraging the group network to grow operating assets this far. Especially for SBI Shinsei Bank, asset-light, asset-recycling business model is what we are strengthening right now. It is called the origination and distribution strategy, the O&D strategy. We're trying to make this circulate at a fast pace. Up until the third quarter, approximately, the origination reached JPY 13 trillion, out of which, JPY 600 billion has been distributed to various investors. So we don't have to use the balance sheet that much in order to generate further earnings. SBI Shinsei Bank, at the time of IPO, Norinchukin Bank and KKR, they entered a business alliance memorandum of understanding with these two parties.
For Norinchukin, they have a network focused on agriculture, forestry, and fisheries, as well as high financial expertise. By converging them, their expertise together with the IT technology that SBI Shinsei Bank has, we would like to promote initiatives. For KKR, they have a high level of asset management capabilities. As a SBI Shinsei Bank platform, we would like to make this available to regional financial institutions. This is the agreement we have in place. For SBI Savings Bank in South Korea, here's the performance. This is on an IFRS basis. It was JPY 16.3 billion, up by 29% year-over-year, for profit before income tax expense. The South Korean economy right now, especially when it comes to the property segment, continues to be sluggish.
However, we have been shrinking property loans, focusing on high-quality assets in order to expand and secure interest margins. Due to this, the performance at SBI Savings Bank is improving. The capital adequacy ratio reached a record high of 19.39%. Overall delinquency rates, compared to 4.6% as of March 2025, went down to 4.3%. Going forward, if the economy improves in South Korea, we believe that earnings will improve as well. On the other hand, towards Kyobo Life Insurance, a portion of SBI Savings Bank shares will be transferred. We have concluded that contract. In 2026, October, it is scheduled for completion, but we would like to ensure that we are able to facilitate an early completion by undergoing regulatory review with authorities.
Even if they are no longer a subsidiary with the transfer of shares, we have a contract with Kyobo Life Insurance, and we'll be able to capture 70% of its profits even so. Next is on securities business. J-GAAP consolidated results are shown. At all level, record high performance was achieved. Thanks to Zero Revolution, the revenue commission has declined, but through diversification, the revenue has been compensated and record high results were achieved. This is on the quarterly revenue comparison. Especially financial revenues, right now, the margin trading balance is growing, and this continues to perform well, and other commissions are also growing. This is quarterly comparison, year-on-year, a 25% increase, JPY 78.3 billion. This continues to be strong.
Especially financial revenues, the balance of open interest credit is important, and this is also record high, JPY 2,049.4 billion. In April last year, this balance declined temporarily due to Trump tariff shock, but that has been recovered, and a record high was achieved, and along with that, financial revenues are rising. From January 13, Japan next Securities PTS, the order general margin trading is finally starting. And thanks to this, customers' price improvement impact is rising. As you can see from the chart at the bottom, the blue bars, this shows indexed price improvement amount. And since the general margin trading started, this has increased very rapidly. Japan next share is going to rise from 8.9% versus TSE.
At SBI Securities, we are also focusing on wholesale. This is the IPO underwriting ranking. We have the share of 95.8%, which is the top share. Also, we are maximizing group synergy and SBI Shinsei Bank listed in December. We also participated as the lead manager in IPO and underwriting total of 7 public offerings, and also corporate bonds, 46 public offerings. With regards to the investment trust fee, we also achieved record high. It has come up to JPY 24 trillion on year-on-year basis. It has increased by 44.2%. Especially monthly regular investment setting is as high as JPY 300 billion, and on annualized basis, this amounts to JPY 3.6 trillion.
Along with that, the record high investment trust fees were generated, which was JPY 5.3 billion. This is on the number of securities accounts. We are at the top of the competition. It is higher than 15 million accounts. Since the June of 2019, when eliminating fees were announced, it has risen quite rapidly. This is on AUM. It is higher than JPY 62 trillion. The final year of the midterm plan as of March 31, 2029, we aim to achieve JPY 100 trillion in AUM. After start of Zero Revolution, within just two years and three months, it has doubled. This is the share of individual stock trading value.
On the trend in share of individual stock trading value, year-on-year increase was 2.4 points. And it has reached a 58.7, out of which the individual margin trading value the share is higher than 60%. This is on iDeCo. We are the top of the industry, leader of the industry. The number of accounts or the customers of iDeCo is 1.17 million accounts. This is a long-term asset formation support to customers. This is a very good product, and upper limit will go up in the future, so we will further focus on this domain. Next, this is on insurance business. This is the performance of SBI Insurance Group. At all levels, we have achieved record high.
The ordinary profit, for the first time, we surpassed JPY 10 billion. When we started insurance business, the policy reserve had to be recorded, and accounting-wise, for a long time, we have struggled. But currently, we are seeing build-up of the policy contracts, and we expect the growth of profit in the future. This is the number of in-force contracts. We surpassed 3 million, and annual growth rate is 12.4%, so it is increasing steadily. Insurance business and overseas business development. The acquisition of Kyobo Life Insurance shares and its transition to an equity method affiliate completed in January 2026. Therefore, the gain on negative goodwill arising from the acquisition has not been included yet.
Kyobo Life, on annual basis, the profit was JPY 73.6 billion in FY 2024. So simple calculation gives us JPY 14 billion of profit. And this is the third life insurance company in South Korea, and it has JPY 13 trillion of asset under management. Part of that will be commissioned to us, and we are looking into various business collaboration. Next is on asset management business. Both revenue and profit before income tax expenses, we achieved increases. Global Asset Management is a listed company, and this is the performance based on J-GAAP. At all levels, record high results were achieved. For revenue, 14 consecutive fiscal years, and ordinary profit, 17 consecutive fiscal years of growth.
Also, for the further growth of asset management business, we have implemented group reorganization. SBI Okasan Asset Management and SBI Rheos Hifumi were consolidated as subsidiaries. And the back office is now centralized, and the group-wide new product development is started. So through these initiatives, we will further grow asset management business. In addition to customers, we need to offer various products, and through alliance with leading overseas companies, next generation total asset platform is what we will aim at. For example, in the area of alternative, the Franklin, Carlyle, and private credit, with these companies, we have established a joint venture, and in low cost means, we will offer products. In the traditional assets area, we have alliance with AllianceBernstein and PIMCO.
Through various measures for AUM, by fiscal 2027, we would like to target JPY 20 trillion. We have already reached approximately JPY 13 trillion. Next is the PE investment business. Revenue and profit before income tax both went up. In Q2, like we've explained, there were a number of unlisted stocks where we were able to recognize valuation gains that led to these results. At an early stage, we have been making concentrated investments into advanced technology areas like AI and blockchain. We have been making investments into various companies, which is bearing fruit now. We own 9% of Ripple, and this is where it, it's at. Currently, XRP prices have been down, but even so, market cap still is JPY 15 trillion, approximately. There's about JPY 10 trillion of Ripple's holdings, approximately. On top of that, for Ripple, they have been making various acquisitions.
They have been establishing an ecosystem like ourselves in Luxembourg as well as the U.S. as well. They have been acquiring licenses, in order to reinforce their functionalities in the U.S. They have been approved conditionally to set up a trust bank in the U.S. In this regard, the value of the company that holds XRP, we believe that when they go to market and list, this value can be unlocked and realized. So we do look forward to this, company.
So here's the IPOs and M&As of SBI group invested companies. Prospects are 17 this year, and the listed companies are named below. For the PE investment business, AUM already exceeds JPY 1 trillion. Next is the crypto asset business that performed well. Revenue and profit before income tax expense both reached record highs. Especially, this time around for this segment, companies within this segment recorded valuation gains on multiple crypto asset holdings. On top of that, B2C2, a business entity, as well as the two exchanges in Japan, although volatility is high, performance was brisk, supporting the profit base. Additionally, in order to grow this business even more, for SBI VC Trade and BitPoint Japan, as of April 1, we are scheduling for a merger. Through this merger, we are striving for better efficiency, as well as reinforcing its earnings base.
Going forward, for the crypto asset business, as it's being reviewed to be included under the Financial Instruments and Exchange Act framework, we will need to reinforce the back offices and its peripheral areas. For the two companies and the number of accounts, we are currently at 1.85 million accounts. CAGR is 44.7%. Total deposit balance is approximately JPY 700 billion. Furthermore, as we strive to strengthen this business even more, this is something that's unique. Talked about the benefit program and XRPs that are being distributed. But these programs have been implemented at our group companies as well, at asset management and insurance group as well, and for other companies too. The distribution of crypto assets is what we would like to support. The shareholders will need to open up an account at VC Trade.
By doing so, this will contribute to expanding our customer base, and also it will also help grow the profits for the crypto asset business overall. Next is the next gen business that also performed well. Revenue and profit before income tax expense both reached record highs. Regarding the Web3-related business, valuation gains were generated on a crypto asset acquired and held as validator rewards, resulting in the next gen business segment shifting to profitability. Also, Mynavi, which became an equity method affiliate, it contributed JPY 4.3 billion to the segment's financial result as equity and earnings of affiliates. Next, I'd like to talk about the progress we're making towards the midterm vision.
Regarding the midterm vision, there are four KPIs that we raised: to double consolidated profit before income tax expense to JPY 500 billion, and doubling SBI Group's customer base to 100 million, the share of the overseas business to reach 30%, and a ROE target of 15%. Currently, as of Q3, we are at JPY 433.5 billion, or a 29.9% ROE for profit before income tax. So for profit before tax and ROE, we expect to reach these targets during this fiscal year. Regarding the customer base, we are striving to reach 100 million, but up until now, we didn't count the overseas customer base. Including TP Bank, we have about 30 million, so in total, we are currently at 80 million. By March 2029, we would like to raise this to 100 million.
In our midterm vision, the most challenging KPI for us is the overseas ratio to reach 30%. Because, the profit before taxes is expanding as a denominator, it's hard to continue to increase the ratio of the overseas businesses. Let's say it's JPY 500 billion, we'll need to generate JPY 150 billion of profits from overseas. Therefore, it's hard to grow organically, so we would like to consider M&A as well, so that by March 2029, we could achieve the overseas ratio of 30%. As part of our efforts, in our group, we have both domestic and international businesses, but we have started to strengthen vertical integration. For example, for the bank business, centered around SBI Shinsei Bank, Tien Phong Bank, Vietnam, and Ly Hour Bank in Cambodia, as well as SBI Bank in Russia.
By vertically strengthening our businesses, although the regulations might differ country by country, as well as the economic circumstances may differ as well, there are some expertise that can be commonly leveraged. We would like to align together so that we could expand the business. Non-organic M&A-wise, we would like to exchange information as we strengthen our vertical integration to identify optimal opportunities. Finally, this fiscal period, we were able to generate good results, and as a company, we would like to continue to generate steady performance. In order to do so, we have been formulating various strategies, and we need to execute on those strategies. We have these five strategies that I would like to explain in detail from here on.
Alfred D. Chandler says: "Structure follows strategy." We would like to execute on our measures by organizing ourselves in an appropriate structure that follows the strategies. Originally, we were an internet-based financial business when we started, so we have put extreme importance on technology, and we have been making investments from an early stage, and we have been implementing great technologies into the group, and we have been spreading the technologies both inside and outside of our group. For users, r obot AI asset management advisors, it has reached an AUM of JPY 800 billion. It started off for just investments, but now it is a subsidiary. It creates products within the group, and this technology is being offered to other companies externally as well. For this company, we are now striving for an IPO.
Going forward, it's not just about implementing technology, but for startups, we would like to receive all-out support so that we can establish a thorough collaboration with them. Because we are in a phase of AI revolution, and technical innovation is happening extremely rapidly, information is being up to date day by day, and for other technologies, the same, same thing applies. Therefore, as this is a backdrop, it's not just about implementing the technology as it is, but we believe that for the startups that have the technology, we want to coordinate closely in order to promote this strategy. So strategy number one is promoting company-wide introduction of AI to strategically transform the SBI Group into an AI-oriented organization. In order to handle the AI revolution, this organization itself needs to change.
We would like to implement AI agent so that the AI works and the people makes decisions and lead and set direction. This is the kind of organization we need to transform into swiftly. As part of these efforts, last year, an equity account company, Ridge-i , and we would like to closely work together with them so that the company itself can change structurally or organizationally, specifically by business segment, whether it be insurance or the securities or the banking businesses. The front desk operations and the back office operations are going to be categorized in this way, and various AI agents will be built and will be used in the various companies that belong to the segments. By utilizing AI agents, we would like to engage in cost structure reform and also acquire new revenue streams through the use of AI agents.
Originally, we started our business online, so compared to our peers, when it comes to financial data, we believe we are ahead of the game. On top of that, we are engaged in all types of financial businesses, so we have financial expertise in data. So by combining that with AI, we can thoroughly make our operations efficient within the group. Additionally, towards customers, optimal products can be offered. That is what we would like to do. Also for AI agents, it's like dispatching AI agents, but we would like to externally sell the AI agents as well. By doing so, we will do investment adoption and diffusion. We would like to have this cycle go around at a, at an early stage.
Next is strategy two: leveraging blockchain technology, pioneering the on-chain transformation of the entire capital market from issuance and distribution to settlement. The existing financial infrastructure, we believe all of them will be on-chain in the future. As part of that, we are focusing on the trust function. This will become very important. For example, custody of crypto assets and issuance of stablecoin. From that perspective, trust function is very important. For that purpose, we renamed Shinsei Trust and Banking to SBI Shinsei Trust & Banking. On stablecoin, we need to use trust-based stablecoins because there is JPY 100 million limit. But if it was issued by the trust bank, this cap will be lifted, so the reliability of the trust bank will be valued by the customers.
The existing financial ecosystem and digital space ecosystem, we intend to fuse the two. The bridge of the two would be SBI Trust Bank, which is an issuer and custodian. In a way, VC Trade has a digital banking function. On VC Trade, right now, on cryptocurrency exchange business, this company is the sole company that can handle stablecoin. So, statutory currency and cryptocurrency exchange between the two or through the lending of the stablecoin, the asset management can be done. Using these functions, the bridge can be built between existing financial ecosystem and digital space ecosystem to bring everything on-chain. From that perspective, we are partnering with Startale Group.
The company Startale Group, by shifting everything to on-chain, they have the mission to achieve that, and the first Japanese fintech company with such mission. Real world asset is to be transferred on-chain, and they include real estate, equity, and bonds, and others. What's going to happen if everything is on blockchain? Then trading can be done 24 hours, 7 days, 365 days, and cross-border participation is possible, efficiency is achieved, and the delay will be minimized. Yen-based stablecoin on twenty-second of August last year, together with SMBC, we have made an announcement of partnership, and within Japan on issuance and distribution of the stablecoin, we have signed contract. We are to proceed with these.
Moving on to strategy three: promoting the financial super app initiative to dramatically enhance customer convenience and further expand the customer base. We adopt open alliance strategy, especially at SBI Securities. We are to increase 50 million accounts to 30 million accounts as soon as possible. We have alliance with the companies in various industries and sectors. The partners. Among the partners, NTT Group, at the time of the sale of the Net Bank of Sumishin, we have formed a alliance in the asset management, security token, insurance, system development for financial services, business, Web3, and media. In these areas, we have been collaborating and introducing various initiatives together. This is on the super app scheme. We have established SBI Neo Financial Platform.
SBI Holdings have 95%, and SBI Shinsei Bank have 5%. All SBI Group's services can be managed at a single point, and products trading are possible. Securities, insurance, banking products, and also FX, crypto assets, all can be traded on single platform. That is what we are aiming to achieve. And also, this super app by offering them to external partners directly to the customers of the partners, all financial services can be offered at once. This we call FPaaS, a Financial Platform as a Service. To realize this, we are currently making preparations. Already with Chubu Electric Power Miraiz, we have achieved a basic agreement on the development of new services.
Strategy number four, building SBI Neo Media ecosystem to further penetrate SBI brand, create new customers, and strengthen marketing and development of new products and services in digital fields. This is on Neo Media strategy. The most important point is to be able to reach younger generation, which we were not successful in the past. For that purpose, we are focusing on five areas: media, advertising agency, talent agency, IP, and content and funds. By strengthening these five areas, SBI Securities started as an online broker, so compared to other brokers, we have more younger customers. However, in the future, the asset will penetrate into more younger generation, and we intend to increase customers in this generation. NISA for children will likely to start, and when that happens, the touch point with a new media content will become important.
Already, with several companies listed here, we have achieved a capital and business alliance, and acquisitions. In addition to that, at Neo Media Holdings, we are aiming to achieve the efficiency improvement of advertising operations at the group. We spend JPY 25 billion-JPY 30 billion in advertising, and those are invested or given to various advertising agencies, and this is quite inefficient. So, we are to create an in-house agency to concentrate the agency work and strengthen the bargaining power of against the media. Through receiving a secondment from advertising agencies, we are to acquire the know-how so that in the future, we can operate all advertising work in-house. This is Strategy 5, Fourth Megabank Initiative.
In Japan, the regional revitalization has been a challenge, so we are to accelerate this Fourth Megabank Initiative to aim at achieving this goal. Last year, Shinsei, SBI Shinsei Bank repaid all public funds, and IPO was realized. SBI Shinsei Bank's growth is expected, and with this bank as the core, we are going to develop a regional platform to make progress in this Fourth Megabank Initiative. The ecosystem of SBI and Neo Media, this is a multifaceted initiative contributing to regional revitalization by mobilizing the group's collective strength. For example, Neo banking system, Neo financial platform, these cover core banking system and super app that I explained fall under this category.
Technologies offered for regional revitalization, Money Plaza, joined stores in asset management, new product development, those are to be offered to regional financial institutions. Under Neo Media, for example, Music Circus is doing the planning for fireworks event, and by supporting this, we are to contribute to regional revitalization. A next-generation banking system at SBI Shinsei Bank in from second half of 2029 towards first half of 2030, this is to be launched, and this adoption has been decided. Already, 5 banks listed here have adopted this or decided to adopt this system.
In July of 2024 in Fukushima Bank, this was introduced, and approximately 50% of the back office functions was reduced, and product development cycle was shortened to about one-sixth compared to the previous system. This is built on AWS, and through full API, scalability is achieved. In terms of cost, annual or variable cost is how the fee is charged, so it's a shift from fixed to variable cost. And FIDO standards are met, so it offers high level of security. In the future, Shinsei Bank will adopt this next-generation banking system, and SBI Shinsei Bank is a full provides full banking service, and all of those services will be on the this banking system.
If the regional bank has introduced this banking system, the new services can immediately be offered to the regional banks as well. Right now, there are nine strategic and capital alliances. We have limits in our management resources. Therefore, the investment ratio or day-to-day communication status, those are taken into consideration in prioritizing the promotion of these initiatives. 3% or lower investment ratio, although it is low, we are leveraging the capital. Unless we can see the impact of the investment in the future, we will focus on the relationships' sustainability to make the judgment.
23 trillion JPY is the total asset of Shinsei Bank, and if we combine all of 9 banks, it will be higher than 10 trillion JPY. So this collaboration will become extremely important. For example, closely aligned Shimane Bank. On this bank, we started the business alliance and capital alliance in September 2019, and 6 years have passed. Smartphone app and a smartphone branch is used by them. Shima-ho is offered, and thanks to that, they were successful in collecting the deposits, and it has grown from JPY 360 billion to JPY 534 billion. This alliance is bearing fruit in such a way.
Unfortunately, among the regional banks, as of Chikuho Bank, we decided to terminate the business capital and business alliance, effective December 24th, 2025. The major reason for termination is that we were unsuccessful in communication. We have various resources committed to them. However, due to poor communication, mutual benefit was not achieved. So in the future, joint stores and DC businesses will be terminated. This concludes my presentation.