Nomura Holdings, Inc. · TSE:8604
Nomura — ESG Presentation (November 2026)
30 slides from Nomura's sustainability presentation, November 2026
Slide 1: Nomura Group's Governance Initiatives
Nomura Group's Governance Initiatives November 2026 Nomura Holdings, Inc. © Nomura
Slide 2: Corporate Governance System (after AGM in June 2026)
Corporate Governance System (after AGM in June 2026) ◼ With the aim of further enhancing corporate governance, the Nomination Committee and the Compensation Committee were restructured in June 2025 so that all members are Outside Directors; previously, each consisted of two Outside Directors and one
Slide 3: Director's profile and role (1)
Director’s profile and role (1) (after AGM in June 2026) Committee1 Experience No. of significant Legal systems/ Internal Control 2 Compensation Sustainability Management Digital /IT/DX concurrent Regulations Accounting/ Nomination Industries Year of Financial Finance Name Background positions Globa
Slide 4: Director's profile and role (2)
Director’s profile and role (2) (after AGM in June 2026) Committee1 Experience No. of Legal systems/ significant Internal Control 2 Compensation Sustainability Management Digital /IT/DX Regulations Accounting/ Nomination concurrent Industries Financial Year of Finance Global Name Background position
Slide 5: Directors' Experience
Directors' Experience ◼ In terms of the criteria related to the directors' “experience," the following aspects are considered: ◼ Please note that these are what the Company expect for Directors and do not represent all the skills, experience and expertise of each Director Definition of "Experience"
Slide 6: Composition and Roles of Three Statutory Committees
Composition and Roles of Three Statutory Committees (Nomination, Compensation and Audit Committees) ◼ To ensure and improve the independence and transparency, the Chairs of all three committees are Outside Directors ◼ After June 2024, Director Oshima has been appointed as the chair of the Nomination
Slide 7: The Board Risk Committee
The Board Risk Committee ◼ The Board Risk Committee (BRC), commenced in October 2021, oversees Nomura’s risk management framework for its enhancement via outside director insight and expertise ◼ The committee contributed to enhance the transparency of the comprehensive view of Nomura’s risk manageme
Slide 8: Cybersecurity measures and AI governance framework
Cybersecurity measures and AI governance framework ◼ The GRMC (or its subordinate committee chaired by Group CIO), based on a delegation from the EMB, covers critical security topics. In the event of an incident, a report is also submitted to the GCMC ◼ Hired a CISO (Chief Information Security Offic
Slide 9: The Board of Directors
the Board of Directors ◼ During 1H of FY2026/27, the Board of Directors met 4 times. The contents of deliberation, other than the regular agendas, are as shown in the table below ◼ In October 2026, we held a Board of Directors at the London office and discussed the status of EMEA business Main Conte
Slide 10: Board Effectiveness Review
Board Effectiveness Review ◼ Conducting Board Effectiveness Review since FY2015/16 ◼ Each Director assesses composition and management of Board, including quantity and quality of information offered and discussions by Board, shares the findings with the Board and the Outside Directors Meetings and l
Slide 11: Structure of Executive Compensation
Structure of Executive Compensation ◼ Established the Nomura Group‘s Compensation Policy that applies to our employees and Statutory Officers (the “Basic Policy”) and the Compensation Policy for Directors and Executive Officers of NHI that applies to Statutory Officers in order to achieve sustainabl
Slide 12: Reduction of Strategic Shareholdings
Reduction of Strategic Shareholdings ◼ As of the end of September 2026, the Company held 160 names in investment securities with a total market value of Y136.7 billion recorded on its balance sheet ◼ We set a target of reducing the names of strategic shareholdings held (including unlisted names) by
Slide 13: Reduction of Strategic Shareholdings
Reduction of Strategic Shareholdings ◼ Based on the internal review process, the rationale of holding strategic shareholdings is verified. A quantitative analysis is performed on all holdings. We will consider continuous holding of stocks if the returns are above the threshold. For stocks that do no
Slide 14: Synergies with Listed Related Companies
Synergies with Listed Related Companies ◼ Building a strategic alliance and collaborative relationship as a group with Nomura Research Institute and Nomura Real Estate Holdings ◼ Collaborates with Sugimura Warehouse in CRE and logistics field Ownership1 ◼ 23.6% ◼ 37.8% ◼ 50.6% Accounting treatments
Slide 15: Topics about Corporate Governance
Topics about Corporate Governance ◼ Director Takahara concurrently holds the position of Representative Director, President & CEO of Unicharm Corporation, but attended all the meetings of the Board of Directors and each Committee, and has made comments and raised issues based on his experience Mr. T
Slide 16: ROE of 10%+ achieved for the second consecutive year
ROE of 10%+ achieved for the second consecutive year, with further increases in share price and PBR in FY2025/26 ◼ Recorded record-high net income for the second consecutive year and achieved an ROE 10%+, following the previous fiscal year. PBR has consistently remained above 1.0 ◼ For the fiscal ye
Slide 17: Enhancing Corporate Value
Enhancing Corporate Value ◼ Focus on improving ROE and expected growth rate and reducing the cost of shareholders’ equity to achieve our FY2030 targets to further enhance corporate value Initiatives to Improve PBR 1 ◼ Work on following magement agendas with focus to consistently achieve ROE of 10 to
Slide 18: Revision of 2030 Vision: numerical targets revised upward
Revision of 2030 Vision: Based on performance to date and the outlook ahead, the numerical targets have been revised upward Pre-Announcement Latest results Previous KGI/KPIs Revised KGI/KPIs (FY23/24) (FY25/26) ROE 5.1% 10.1% 8~10%+ 10~12%+ Numerical targets for 2030 Income before income taxes Y273.
Slide 19: Business Strategy Towards 2030
Business Strategy Towards 2030 Management vision Reaching for Sustainable Growth Consistently achieve an ROE of 10 to 12% or more; Quantitative targets Income before income taxes of over Y750bn Wealth Management Investment Management Drive growth through asset management Grow AuM, deliver higher add
Slide 20: Trend in stable revenues
Trend in stable revenues: Stable revenues up around 1.6x YoY, driven by the expansion of asset management-based business Recurring revenue assets and AuM increased with inflows Stable revenue1 steadily expanding2 Wealth Management (WM) (billions of yen) WM Recurring revenue IM Business revenue Banki
Slide 21: Creating appropriate capital structure
Creating appropriate capital structure by striking balance between growth investment and shareholder returns ◼ Shareholder return policy remains unchanged, consisting of consolidated dividend payout ratio of at least 40% and total payout ratio of at least 50% ◼ DPS of Y35 in FY26/27 1H Shareholder A
Slide 22: Nomura Group's approach to sustainability
Nomura Group’s approach to sustainability ◼ Through the power of financial and capital markets, we seek to drive growth and prosperity to generate lasting value for all our stakeholders. We strive to build a sustainable society by continuing to take on new challenges and to provide a variety of busi
Slide 23: Sustainable finance
Sustainable finance ◼ Nomura facilitated/committed US$118.3bn of sustainable finance over 5 years; target updated to a cumulative total of US$200bn over the 10-year period from April 2021 to March 2031 ◼ Received awards from the well-regarded industry publication for the second consecutive year Sust
Slide 24: Efforts to reduce GHG emissions - Scope 1, 2
Efforts to reduce GHG emissions - Scope1, 2 ◼ Aiming to achieve net zero greenhouse gas emissions from our own operations by FY2030/31 ◼ Continuing Group-wide emissions reduction and energy-efficiency initiatives while expanding the use of renewable energy Scope 1 and 2 GHG Emissions: Targets and re
Slide 25: Efforts to reduce GHG emissions - Scope 3 Category 15
Efforts to reduce GHG emissions - Scope 3 Category 15 ◼ Achieve net zero in our lending and investment portfolios (financed emissions) by 2050 ◼ Identify Power, Automotive Manufacturing, and Commercial Real Estate sector as material and representative sectors, and set interim targets for FY2030/31 F
Slide 26: People Strategy in Nomura Group
People Strategy in Nomura Group ◼ Nomura strives to be a team of professionals who continuously take on the challenge of creating new value through enhanced leadership, raising the expertise of each employee and fostering sound corporate culture Driving Nomura Group’s strategy through human capital
Slide 27: Outline of Nomura Holdings Corporate Governance Guidelines
Outline of Nomura Holdings Corporate Governance Guidelines ◼ Corporate Governance Guidelines established in November 2015 ◼ Aim to define and contribute to the realization of a framework of effective corporate governance as a structure for transparent/fair and timely/decisive decision-making Board o
Slide 28: Reference Information Link List
Reference Information Link List Annual Report (Integrated Report) This report introduces the Nomura Group's strategy for creating economic and social value, its specific measures, and its views and initiatives on governance, compliance, and risk management, which are important foundations for value
Slide 29: Disclaimer
Disclaimer ◼ This document is produced by Nomura Holdings, Inc. (“Nomura”). ◼ Nothing in this document shall be considered as an offer to sell or solicitation of an offer to buy any security, commodity or other instrument, including securities issued by Nomura or any affiliate thereof. Offers to sel
Slide 30: Nomura Holdings, Inc.
Nomura Holdings, Inc. www.nomura.com 29