Nomura
Annual Report 2005

Plain-text annual report

A n n u a l R e p o r t 2 0 0 5 N o m u r a H o d n g s i l I n c Annual Report 2005 Year Ended March 31, 2005 Nomura Holdings, Inc. Profile Nomura Group is a global financial services group dedicated to providing a broad range of financial services for individual, institutional, corporate and government clients. With Nomura Holdings, Inc. (NHI) as its holding company, the Group includes Nomura Securities Co., Ltd., Nomura Asset Management Co., Ltd. and other consolidated subsidiaries in Japan and overseas. The Group offers a diverse line of competitive products and value-added financial and advisory solutions through its global headquarters in Tokyo, 133 branches in Japan, and an international network in 28 countries; with regional headquarters in Hong Kong, London, and New York. The Group’s business activities include investment consultation and brokerage services for retail investors in Japan, and, on a global basis, brokerage and trading services, securities underwriting, investment banking advisory services, merchant banking, and asset management. The Group is also active in the area of investment education. Enormous changes are occurring in the operating environment. Positioning itself at the center of this change, Nomura Group is marshaling its aggregate strengths to supply outstanding financial solutions. Through this process, the Group seeks to increase its corporate value while contributing to economic vitality. Forward-looking Statements This annual report contains forward-looking statements about the future plans, strategies, beliefs and performance of Nomura Group. These forward-looking statements are not historical facts. They are Contents page. 01R Consolidated Financial Highlights page. 02R To Our Shareholders and Customers page. 10R Business Portfolio page. 12R Business Outline page. 14R Domestic Retail page. 20R Global Wholesale page. 22R Global Markets page. 26R Global Investment Banking page. 30R Global Merchant Banking page. 34R Asset Management page. 40R Global Research page. 43R Corporate Governance page. 48R Compliance Structure page. 50R Corporate Citizenship page. 52R A Better Workplace page. 54R Product Policies expectations, estimates, forecasts and projections based on information page. 55R Subsidiaries and Affiliates currently available to the company and are subject to a number of risks, uncertainties and assumptions, which, without limitation, include market trends, economic trends, competition in the Japanese financial industry, laws and regulations, and the tax system. As such, actual results may differ materially from those projected. page. 58R Domestic Network page. 60R Financial Section page. 67R Corporate Data Consolidated Financial Highlights (U.S. GAAP) Years ended March 31 Annual Report 2005 R 1 Millions of yen Millions of U.S. dollars(5) 2001 2002 2003 2004 2005(1) 2005 Operating Results: Total revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥1,469,298 ¥ 1,825,399 ¥ 807,651 Net revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Income before income taxes . . . . . . . . . . . . . . . Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 915,655 156,172 57,410 1,321,351 172,972 168,046 566,274 47,409 119,913 ¥ 1,045,936 ¥ 1,126,237 799,190 803,103 282,676 172,329 204,835 94,732 $ 10,504 7,454 1,910 884 Balance Sheet Data (period end): Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥17,146,024 ¥17,758,273 ¥21,169,446 Total shareholders’ equity . . . . . . . . . . . . . . . . . Return on equity (ROE)(2) . . . . . . . . . . . . . . . . . . 1,436,428 1,604,929 1,642,328 ¥29,752,966 ¥34,488,853 1,868,429 1,785,688 $321,664 17,426 4.0% 11.1% 7.4% 10.1% 5.2% Yen U.S. dollars Per Share Data: Net income-basic(3) . . . . . . . . . . . . . . . . . . . . . . . Shareholders’ equity (4) . . . . . . . . . . . . . . . . . . . . . Cash dividends(4) . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 29.25 ¥ 85.57 ¥ 61.26 ¥ 88.82 ¥ 48.80 731.77 17.50 816.48 15.00 846.40 15.00 919.67 15.00 962.48 20.00 $0.46 8.98 0.19 Notes: (1) Figures in this publication are for fiscal years beginning on April 1 and ending on March 31 of the following year. (2) Calculated by dividing net income by average shareholders’ equity. (3) Calculated using the weighted average number of shares outstanding for the year (excluding treasury shares held by us). (4) Calculated using the number of shares outstanding (excluding treasury shares held by us) at year end. (5) Calculated using the yen-dollar exchange rate of U.S.$1.00=¥107.22, the noon buying rate in New York City for cable transfers in foreign currencies as certified for customs purposes by the Federal Reserve Bank of New York on March 31, 2005. ❖ Net revenue ❖ Income before income taxes ❖ Net income & return on equity (ROE) (millions of yen) 1,500,000 (millions of yen) 300,000 (millions of yen) 200,000 1,200,000 900,000 600,000 300,000 0 240,000 180,000 120,000 60,000 0 160,000 120,000 80,000 40,000 0 (%) 15 12 9 6 3 0 2001 2002 2003 2004 2005 2001 2002 2003 2004 2005 2001 2002 2003 2004 2005 Net income (lhs) Return on equity (rhs) Nomura Holdings, Inc. R 2 To Our Shareholders and Customers Customer needs are becoming more diverse as deregulation progresses in Japan. In response, we are adopting a broader view of the securities business. At Nomura Group, we are further raising the speed at which we respond to changes as we work toward being a company that delivers clients superior services and solutions that meet investment needs of all kinds. Annual Report 2005 R 3 Overview of Operating Results Net revenue edged down 0.5% year on year to ¥799.2 billion in the fiscal year ended March 31, 2005. Income before income taxes declined 28% to ¥204.8 billion and net income decreased 45% to ¥94.7 billion. Domestic Retail recorded net revenue of ¥304.4 billion, essentially unchanged from the prior fiscal year. This division met customers’ needs with equities, investment trusts, domestic bonds, foreign bonds and many other types of investments. Due to the end of Japan’s blanket guarantee on bank deposits and our consultation ser- vices in response to demand for the placement of personally-held stock certificates in special accounts for stocks, Domestic Retail achieved an increase of ¥4.8 trillion in client assets, including regional financial institutions, lifting these assets to ¥45.6 trillion, a new record. In Global Wholesale, results were mainly weighed down by lower market volatility and a decline in client order flows primarily associated with fixed income related products. On the other hand, we posted a strong perfor- mance in investment banking, ranking first in fiscal year stock underwriting and M&A advisory services in Japan. This reflected the large volume of corporate financing and M&A activities by Japanese companies. We were thus able to limit the decline in net revenue to 11%, to ¥325.9 billion. Asset Management achieved 21% growth in net revenue to ¥43.5 billion. This was mainly the result of growth in assets under management due to the launch of new products that meet our customers’ diversifying asset management needs, such as investment trusts offering frequent distributions. Nomura Holdings, Inc. R 4 Change TRANSLATING CHANGE INTO OPPORTUNITY A Changing Operating Environment prompting individual investors to take a closer look at the In Japan, we are seeing structural shifts in money flows and relationship between risk and return, as well as to shift their ongoing deregulation. These events are greatly altering our financial assets from savings to investments. operating environment. Strong sales of Japanese government bonds for individual From a macroeconomic perspective, there are uncertainties investors show that individuals are still placing priority on safety. about the external operating environment due to global tension, But internet trades are now playing a significant role in stock higher oil prices and other events. However, a downturn in markets. And we are witnessing growth in the balance of assets Japan’s economy is becoming less likely due mainly to rising in investment trusts. Individual investors in Japan, who have private-sector capital expenditures. There is also hope for con- traditionally placed most of their savings in bank deposits, are tinued strength in personal spending backed by improvements now beginning to participate in securities markets. in employment and personal income. Japan’s economy is thus In the corporate sector, prolonged restructuring pro- breaking out of its temporary lull. grams are coming to an end and earnings are rebounding, Looking at government policies in Japan, the Program for giving once cash-strapped Japanese companies excess cash. Further Financial Reform announced by the Financial Services At the end of March 2005, this totaled some ¥16 trillion. Agency at the end of 2004 is likely to accelerate the shift from Because of this, a growing number of companies are switch- savings to investments. We are also seeing changes in various ing from financial policies focused on strengthening balance financial systems, such as the end of the government’s blanket sheets to capital policies aimed at increasing shareholder guarantee on bank deposits in April 2005. These changes are value. This represents a huge shift in the thinking of Japan’s Annual Report 2005 R 5 corporate executives. Moreover, companies are increasingly using many financial schemes to differentiate ourselves from using mergers and acquisitions to achieve strategic objec- other financial institutions. tives. I believe these changes will become even more pro- As I said, barriers that once separated individual categories nounced in the coming years. of financial services are being swept away as structural changes Deregulation is opening up many fields of business that take place in money flows and deregulation advances. But these had been off limits to securities companies. The diversity same trends are opening the way to competitors from other of solutions we can offer clients is growing as a result. For industries. We therefore expect to face increasingly intense com- example, securities companies were prohibited from direct petition. Nomura Group must take full advantage of these involvement in real estate businesses. But now we are free changes. I believe that our current operating environment pre- to transform real estate into financial products like J-REITs sents excellent opportunities for business expansion. This is and real-estate funds. The J-REIT has gained widespread why we are taking on the challenge of entering new fields by acceptance among investors in Japan. Total market capi- adopting a broader view of the securities business. talization of J-REITs is now more than ¥2 trillion. Loans are another field where securities companies can offer solu- tions. Barriers to entry in loan-related businesses are dis- appearing rapidly as the volume of loans sold through securitizations and other schemes grows. This situation allows us to provide clients with a variety of solutions by Nomura Holdings, Inc. R 6 Strategy GENERATING VALUE FROM SYNERGY Organizational Changes With these changes, we have moved from a management Changes in the business climate are creating greater oppor- framework that positioned securities as our core business to tunities for all financial institutions. To transform these an organization that strongly reflects the nature of our op- opportunities into new businesses, we must serve a broader erations under the holding company structure. Furthermore, spectrum of customer segments. this organization will allow us to accelerate the growth of To accomplish this, we must identify different kinds of global businesses and start new businesses faster. needs through face-to-face interaction with customers. We Next, we appointed executive officers to head up two must then look beyond the traditional bounds of the securi- businesses: asset finance, where we foresee growth in secu- ties business to translate these needs into new businesses. By ritization backed by real estate and other assets; and public working hard at repeating this process, I believe we can corporations, where we expect to see more opportunities to increase our areas of expertise and create a new growth model. serve local government agencies. Overseas, we named an This is why we are building an organization capable of bring- executive officer to oversee our operations in China. This clearly ing about the necessary internal reforms. positions China as a strategic region for Nomura Group. First, we realigned some of our business lines on April 1, In addition, we will move quickly to develop businesses in 2005. Previously we had three lines: Domestic Retail, Global new domains by adopting a broader view of the securities Wholesale and Asset Management. This realignment divided business. For instance, we are establishing systems and Global Wholesale into Global Markets, Global Investment functions for a trust agency business, loan business, real estate Banking and Global Merchant Banking, giving us five busi- intermediary business and other businesses, all with the aim ness lines. In addition, Global Markets now includes Asset of serving the diversifying needs of clients. Finance along with Global Fixed Income and Global Equity. Annual Report 2005 R 7 Three Business Strategies business domains to extend our reach into fields beyond the We are using our new structure to execute three key busi- conventional bounds of securities companies. ness strategies. The third strategy is to enhance our value-added solutions The first strategy is to further increase our customer base business. We expect that corporate needs for financial solu- and assets under management. In the past fiscal year, Domestic tions will become increasingly complex and sophisticated. We Retail client assets grew 12% and assets under management will meet these requirements by using our global network, in Asset Management increased 4%. We plan to continue this sound financial position, specialized skills in advisory services, growth by giving customers more ways to access Nomura and other strengths. We will continue to work on building Group, such as through the securities intermediary business, systems capable of delivering high-caliber financial solutions and expanding our product lineup, such as by launching funds in a timely fashion. with frequent distributions. Each Nomura Group division is further refining its special- The second strategy is to expand and enhance our ized knowledge and generating greater synergies through business portfolio. We are already focused on expanding busi- collaboration with other divisions. Through this process, we ness through new products in fields like loans and real estate. will pinpoint the diversifying needs of our clients. Nomura Now we are working to further refine our financial technol- Group’s collective resources will also be key to quickly expand- ogy. That will require eliminating the walls that separate prod- ing into new business domains. uct categories, business lines and domestic and overseas operations. We must develop and distribute products that reflect the increasingly diverse needs of clients, enlarging our Nomura Holdings, Inc. R 8 MissionBUILDING PRESENCE ON SUCCESS Superior Services for All Types of Investments value. Another trend is demand for increasingly diverse and Nomura Group’s vision is to enhance its presence as a glo- sophisticated solutions. The primary cause of this is the rising bally competitive Japanese financial institution. We have set diversity of investors’ asset management needs due to ex- a management target of achieving an average consolidated tremely low interest rates in Japan. ROE of between 10% and 15% over the medium to long The securities business has long been the core of term. In the past fiscal year, our ROE was only 5.2%. We will Nomura Group’s operations. But now we must respond focus on our three core strategies: further increasing our cus- quickly to changes. Our aim is to go beyond the traditional tomer base and assets under management, expanding and bounds of the securities business to offer clients superior enhancing our business portfolio, and enhancing our value- services and solutions. added solutions business. By implementing these initiatives, Nomura Group is active in a variety of investment edu- we intend to quickly build an earnings base capable of sus- cation activities, such as holding seminars at over 110 uni- taining an ROE of between 10% and 15%, thereby increas- versities in Japan. We believe that disseminating accurate ing shareholder value. knowledge concerning investment and risk is essential to Japan’s financial markets are at a crucial turning point. As the further development of Japan’s securities markets. We companies shift emphasis to the interests of shareholders, we will continue to conduct educational activities as part of long- are seeing growth in the number of companies that are con- term measures to broaden the base of investors in Japan. sidering aggressive capital policies to increase shareholder Annual Report 2005 R 9 From left: Deputy President & COO Hiroshi Toda, President & CEO Nobuyuki Koga, Deputy President & Co-COO Kazutoshi Inano Making Japan and Nomura Stronger over the years. By supporting financial and capital markets, We must heighten the global stature of Japan’s capital markets, we will play a role in guiding Japan’s economy to a path of our mother market, if we are to become a globally competi- sustained growth. I believe this will lead directly to growth in tive Japanese financial institution. A financial institution’s global our corporate value. competitiveness is closely tied to the strength of its home country. A sound national economy translates into strength in the financial world too. We will make Nomura stronger while making Japan stronger. And as Japan becomes stron- ger, Nomura will gain strength as well. Our goal has been to achieve this virtuous cycle. As our 80th anniversary, 2005 is a critical point in our history. Many changes are occurring in Japan’s economy. We view them as enormous business opportunities, as well as opportunities for Nomura Group to play an even greater role. We must draw on the collective strengths of Nomura Group that are rooted in the trust we have earned from our customers Nobuyuki Koga President & Chief Executive Officer August 2005 Nomura Holdings, Inc. R 10 Business Portfolio Net revenue Income before income taxes Years ended March 31 DOMESTIC RETAIL (millions of yen) 320,000 Domestic Retail serves primarily individual investors through its investment consulting business. We provide products and advice matched to customer needs based on a thorough understanding of the nature of each customer’s assets, risk tolerance, life stage, and other parameters. We supplement face-to-face consulting with call centers, internet services and other channels to give customers more ways to contact us. Our goal is to offer our customers the most convenient services possible. R 240,000 160,000 80,000 0 2001 2002 2003 2004 2005 (millions of yen) GLOBAL MARKETS Global Markets has three business lines: Global Fixed Income, Global Equity and Asset Finance. We are mainly involved in the global sale and trading of bonds, equity and foreign ex- change. We are strengthening our trading capabilities and product supply expertise to provide the derivative and hybrid products needed to respond to the increasing complexity and diversity of financial instruments. Corporate financing using securitization schemes and asset-backed financing, chiefly using real estate, are other core activities. R GLOBAL INVESTMENT BANKING Global Investment Banking is active in Japan, Europe, the U.S., Asia and other major financial markets. We offer a broad range of investment banking services such as the underwriting of bonds, stocks and other securities, as well as M&A advisory and other financial advisory services. We also have a solid track record in cross-border deals. We are developing a capital solutions business in collaboration with Global Markets to offer our clients tailor-made financial solutions. R 320,000 240,000 160,000 80,000 0 160,000 120,000 80,000 40,000 0 2001 2002 2003 2004 2005 (millions of yen) GLOBAL MERCHANT BANKING Global Merchant Banking uses Nomura Group’s own capital to generate earnings from private equity investments. In Japan, Nomura Principal Finance Co., Ltd. (NPF) is active in corporate buyouts, corporate rehabilitations and related fields. NPF seeks opportunities to make new investments and raise the value of companies. In Japan and Europe, we are also engaged in venture capital investment, mainly in the biopharma and tech- nology sectors. In Europe, we invest in funds operated and managed by Terra Firma Capital Partners Limited, an indepen- dent private equity firm. R 2001 2002 2003 2004 2005 (millions of yen) 150,000 100,000 50,000 0 -20,000 2001 2002 2003 2004 2005 ASSET MANAGEMENT (millions of yen) Asset Management is engaged in the asset management and defined contribution pension plan businesses. We distribute a broad spectrum of investment trusts through many channels. Backing up these trusts are fund management and product development skills that tap an extensive global research net- work and sophisticated financial technologies. The asset man- agement business also includes an investment advisory business for pension funds and other institutional investors. The defined contribution pension plan business offers a comprehensive line of services, from designing plans to providing products. R 75,000 50,000 25,000 0 -25,000 2001 2002 2003 2004 2005 Note: In April 2005, Global Wholesale was reorganized into three divisions: Global Markets, Global Investment Banking and Global Merchant Banking. Operating results shown above for these three divisions are for performance as business lines within Global Wholesale. Global Merchant Banking was established as a business line in the fiscal year ended March 2002. Annual Report 2005 R 11 KENICHI WATANABE Senior Managing Director Head of Domestic Retail YASUO AGEMURA Senior Managing Director Head of Global Markets TAKASHI YANAGIYA Senior Managing Director Head of Global Investment Banking AKIRA MARUYAMA Senior Managing Director Head of Global Merchant Banking TAKUMI SHIBATA Senior Managing Director Head of Asset Management ❖ Business Lines Nomura Group Domestic Retail Global Markets Global Investment Banking Global Merchant Banking Asset Management Nomura Holdings, Inc. R 12 Business Outline At the Heart of it all RRR Annual Report 2005 R 13 Change Domestic Retail R P14–19 Mission Global Wholesale R P20–21 Global Markets R P22–25 Global Investment Banking R P26–29 Global Merchant Banking R P30–33 Asset Management R P34–39 Strategy Nomura Holdings, Inc. R 14 Domestic Retail Shift in Financial Assets of IndividualsRRRRRRR Changes are taking place in how the Japanese public views financial matters. Interest rates remain at an unprecedented low. The government has ended its full guarantee on bank deposits. Doubts are growing about the pension system. Tax reforms are making equity investments more attractive. Deregulation is sparking other changes. As a result, people now realize they need to take the initiative to protect their assets, and indeed make those assets grow. The concepts of risk and return and portfolio management are becoming widely recognized, resulting in steady growth in foreign currency financial assets held by individuals. The upshot of these changes is a nascent shift in Japan’s estimated ¥1,400 trillion in individual financial assets away from bank deposits into investments. ❖ Retail Foreign Currency-denominated Financial Assets （trillions of yen） 30 20 10 0 2000/12 2001/12 2002/12 2003/12 2004/12 Note: Total foreign currency deposits, foreign currency public investment trusts (including corporates) 　 and foreign securities investments abroad. Source: Nomura Institute of Capital Markets Research, based on The Investment Trusts Association, Japan Investment Trust data; Bank of Japan, Flow of Funds Accounts data. Annual Report 2005 R 15 Domestic Retail’s primary goal is to interact closely with custom- ers to gain an insight into their particular investment needs and offer them distinctive solutions. Domestic Retail serves individual investors, companies and regional financial institutions through a network of 133 branch offices nationwide. As customer needs diversify in step with today’s changing environment, we are looking to increase our customer base by supplying high-quality services. To do so, we are expanding our service channels such as online services, call centers, branches specializing in consultation services, and the securities intermediary business. We are also responding to customer needs by adding services that go beyond the traditional bounds of the securities business. ❖ Client Assets (Domestic Retail, including regional financial institutions) (trillions of yen) 50 40 30 20 10 0 37.2 trillion yen 45.6 trillion yen 1985/3 1990/3 1995/3 2000/3 Client assets (lhs) Nikkei Stock Average (rhs) (yen) 40,000 32,000 24,000 16,000 8,000 0 2005/3 Nomura Holdings, Inc. R 16 OurBusinesses D O M E S T I C R E T A I L Capitalizing on the largest customer base of any Japanese securities company, Domestic Retail is constantly refining its unique “Core Value Formation” strategy. The aim here is to expand our customer base even further and offer increasingly sophisticated financial products and services that target the full spectrum of customer needs. Business Results Highlights of the Year In the fiscal year ended March 2005, Domestic Retail earned Client assets, including those of regional financial institutions, net revenue of ¥304.4 billion, down 0.5% from ¥305.8 billion increased by ¥4.8 trillion to a record ¥45.6 trillion due to a the year before. Non-interest expenses decreased 1% to ¥223.2 rapid increase in the number of special accounts for stocks in billion, down from ¥226.2 billion in the prior year. Income before which customers place personally-held stock certificates. income taxes increased 2% from ¥79.5 billion to ¥81.2 billion. Anticipating growth in these accounts, we equipped branch Equity-related revenue and investment trust-related rev- offices to handle the increased customer traffic at the end of enue increased on growth in the value of stock transactions last year. In the third quarter alone, we posted a net increase by individuals and strong sales of investment trusts, includ- of ¥2.5 trillion in client assets. ing the Global Attractive Dividend Stock Fund. However, rev- Japanese government bonds (JGBs) for individuals also enue associated with foreign currency bonds declined, mainly saw strong sales. The outstanding safety and liquidity of JGBs due to a decline in sales compared with the high level re- make them a good entry product for individuals who are corded in the prior year. looking to shift from savings to securities investments. During the past fiscal year, the Japanese government conducted its seventh through tenth offerings of JGBs for individuals. Our ❖ Domestic Retail Business Results (Millions of yen) Years ended March 31 2001 2002 2003 2004 2005 Non-interest revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥260,193 ¥226,156 ¥246,938 ¥304,035 ¥301,464 Net interest revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6,236 2,949 2,313 1,722 2,903 Net revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 266,429 229,105 249,251 305,757 304,367 Non-interest expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215,638 208,621 213,562 226,213 223,200 Income before income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 50,791 ¥ 20,484 ¥ 35,689 ¥ 79,544 ¥ 81,167 Annual Report 2005 R 17 sales of these bonds were about ¥1.3 trillion. As in the prior fiscal year, we ranked first among all Japanese financial insti- tutions, including Japan Post, in sales of JGBs for individuals. To increase customer access, we opened branch offices in Hachinohe and Ota in October 2004 and in Sasebo and Women’s Financial Planning Section Many women want to learn how to manage their assets and start investing. However, they are often reluctant to go to conventional seminars or talk to experts in the field. This prompted us to set up the Women’s Financial Kumagaya the next month. Unlike conventional branches, Planning Section. these new locations specialize in consultation services. The low cost of these branches gives us greater flexibility in ex- This team of professionals is dedicated to making it easier for women to learn about investing and gain access to a wide variety of information. The section holds panding our service network. We continue to use the securi- women-only seminars that are led by female instruc- ties intermediary business, which was opened up to non-securities financial institutions in December 2004, to tors and scheduled at convenient times. There are also classes for women with busy work schedules who want to learn how to manage their assets and for women rapidly form partnerships with regional financial institutions. who manage household budgets. Through these and In November 2004, in another move to broaden our customer base, we set up the Women’s Financial Planning Section to many other initiatives, the section is catering to the grow- ing needs of female investors. As of the end of March 2005, the Women’s Financial provide information and hold seminars from the standpoint Planning Section had held 80 seminars for women, of women. mainly at Nomura Securities branch offices. ❖ Customer Segment Matrix Financial assets Wealthy investors Affluent investors Asset builders Issues and Strategies Domestic Retail has the largest customer base in Japan’s securities industry for two key reasons: high-quality consul- tation services and a wide offering of products. As the shift in individual financial assets gathers pace, Domestic Retail must work to continue increasing its customer base by opening up Entrepreneurs more avenues of contact and adding breadth and depth to our product lineup and service model. SME owners With this in mind, Domestic Retail is focusing on three Corporate executives Salary earners strategic moves: ongoing evolution of Core Value Formation; establishment of an extensive service infrastructure; and pro- vision of a larger selection of products and services. Core Value Formation: Continually evolving In Core Value Formation, we divide the retail market into three customer segments: wealthy investors, affluent inves- tors and asset builders. Our strategy is to supply the high- Life stage quality products and services that match the core values of Nomura Holdings, Inc. R 18 each segment. In the current fiscal year, we are adding a life ✤Retirees✤ stage segmentation to define customer segments more Japan’s baby boomers will begin reaching retirement age in sharply, thereby allowing us to identify customer needs 2007 and are expected to receive retirement benefits to the sooner. This will allow us to offer products and services that tune of ¥80 trillion. To serve the asset management needs of mirror customer needs even more closely. this new customer segment, we have prepared an extensive ✤High-net-worth Individuals✤ lineup of packaged products and services. All are straight- forward, easy to use and senior-friendly. We aim to make the Customers in this segment have considerable assets. Respond- name Nomura Securities synonymous with quality services ing to their increasingly sophisticated needs and assisting them for retirees. to customize their portfolios are important functions. In 2004, we established the Financial Management Division to serve cus- ✤Salary Earners✤ tomers in a style that bridges wholesale and retail operations. Through employee stock ownership plans, we have a sound The Division is developing high-grade services, such as by customer base for serving salary earners. We are entrusted strengthening its asset management advisory services and with administrative services for the employee stock owner- providing information concerning taxes. In July 2005, we es- ship plans of approximately 1,400 publicly owned Japanese tablished the Investment Consultancy Department to prepare companies. The plans we serve had about 1.12 million mem- for the provision of separately managed accounts. bers as of March 2005, accounting for more than half of all individuals in employee stock ownership plans of publicly ❖ Targeting New Customer Segments Financial assets Small Large Savings and deposit market Current customer base Salary earners Retirees High-net-worth individuals Active Conservative Investment stance Annual Report 2005 R 19 owned companies. Our strategy for this massive market is to ✤Branch Strategy, Securities Intermediary Business✤ build long-term relationships. In order to achieve this, we offer We believe that our network of branch offices needs the flex- consulting services, including post-retirement asset manage- ibility to match the characteristics of specific regions and ment, through our Hotto Direct Service Department and their customers. In March 2004, we began opening branches Nomura Securities branch offices. Overall, we have services that do not handle cash settlements. We also increased the that match each stage in the lives of salaried employees. number of offices devoted exclusively to consultations. In another move to operate an efficient network, we Establishing a Service Infrastructure opened branch offices using a “partnering format” in which We are increasing customer access with the aim of supply- the administrative operations for several locations are ing the high-quality services that customers are demanding. centralized at a nearby branch. In addition to face-to-face services at branch offices, we are In the securities intermediary business, we are increasing building an integrated base of contact points that include points of customer contact by forming partnerships with re- call center services and online access. We are working to gional financial institutions that have large branch networks build an infrastructure that gives customers the freedom to and sound customer bases. This collaboration is producing choose how they access our services at a time that suits them. synergies by combining our expertise and wide product lineup This will give us a powerful platform to serve our growing with the strong brands of our partners. customer base. More Products and Services ✤Upgraded Call Centers✤ Enhancing our selection of products and services is essential To further enhance our ability to serve customers, we are if we are to continue providing financial services that meet increasing the functions of our call centers. Our call centers can the diversifying needs of our customers. We approach this already perform administrative procedures for customer accounts task from the most basic principle: putting the customer first. at branch offices. Now, we are setting up a call center that will Taking advantage of falling barriers dividing banking, securi- execute customer orders from such branch customers. ties, insurance and other financial service categories, we are ✤Enhancing Nomura Home Trade✤ working on offering the diverse line of products and services that customers want. One illustration of this is growth in our At the end of March 2005, there were more than 1.7 million offering of products that promote the shift of funds from Nomura Home Trade accounts, making this a key part of our deposits to securities investments, such as funds that pay customer service infrastructure. We are revamping the Nomura frequent distributions, JGBs for individuals, variable annuity Home Trade website and adding new functions to handle the insurance policies and foreign currency bonds. We are also placement and execution of trading orders and provide quality adding new services, such as an intermediary service for real- investment information. This will give our customers a better estate transactions and inheritance-related trust services. online experience. Nomura Holdings, Inc. R 20 Global Wholesale Japan’s Evolving Capital MarketsRRRRRRR Japan is moving away from a financial model centered on indirect and indus- trial financing, to a market-centric financial model. And now that Japanese companies have excess cash from profit structure and balance sheet reforms, they are expected to actively pursue mergers and acquisitions. Reflecting these trends, the needs of market participants are becoming more intricate. Japan’s capital markets are poised to expand by providing the solutions to meet these needs. In this environment, success in meeting the growing range of client needs requires financial services backed by highly sophisticated financial skills and a more global infrastructure. ❖ Mergers & Acquisitions (any Japanese involvement announced) （millions of U.S. dollars） 150,000 100,000 50,000 0 2000 2001 2002 2003 2004 Proceeds (lhs) Number of deals (rhs) Source: Thomson Financial （deals） 3,000 2,000 1,000 0 (FY) Annual Report 2005 R 21 On April 1, 2005, Global Wholesale was divided into three business lines: Global Markets, Global Investment Banking and Global Merchant Banking. This gives us a better base for supporting growth and quickly launching new businesses. In Global Markets, we plan to expand our business portfolio through the use of our derivatives and securitization tech- nologies on a global scale. In Global Investment Banking and Global Merchant Banking, our priority is to strengthen the value-added solutions business. Global Investment Banking focuses chiefly on financial solutions involving financing and M&A advisory services. Global Merchant Banking offers solutions using Nomura Group’s own funds. All of these business lines are making full use of Nomura Group’s global customer base and network. ❖ Global Wholesale Business Results (Millions of yen) Years ended March 31 2001 2002 2003 2004 2005 Non-interest revenue . . . . . . . . . . . ¥487,644 ¥385,430 ¥196,675 ¥290,845 ¥264,848 Net interest revenue . . . . . . . . . . . . . (24,839) 54,505 101,794 74,891 61,022 Net revenue . . . . . . . . . . . . . . . . . . . . 462,805 439,935 298,469 365,736 325,870 Non-interest expenses . . . . . . . . . . 210,062 248,657 207,436 227,227 239,502 Income before income taxes . . . . . ¥252,743 ¥191,278 ¥ 91,033 ¥138,509 ¥ 86,368 Nomura Holdings, Inc. R 22 OurBusinesses G L O B A L M A R K E T S The increasing diversity and complexity of client needs along with financial technology progress and convergence are giving rise to a growing selection of products and services. Global Markets is expanding into new areas by removing the boundaries between traditional product sectors and between domestic and overseas operations, while building an infrastructure to use sophisticated securitization, derivative and other techniques. Global Markets also provides innovative products to Domestic Retail and Asset Management. Business Results Income, which focuses on bonds, foreign exchange and their Net revenue decreased 14% to ¥243.1 billion, down from derivatives. Convergence of real estate and finance is a key ¥284.1 billion in the previous fiscal year. Non-interest expenses ongoing trend. We are building a new business portfolio by increased 12% to ¥182.9 billion, up from ¥163.3 billion. Income focusing on securitization, loan-related businesses and other before income taxes was ¥60.2 billion, 50% less than the areas that add liquidity to illiquid assets. In April 2005 we ¥120.8 billion a year earlier. appointed an executive officer to oversee the strengthening Lower market volatility and other items caused a decline of our asset finance business, which covers real estate, finan- in client order flows. This resulted in year-on-year declines in cial assets and securities backed by these assets. net revenue related to fixed income and equity. Highlights of the Year Global Markets Operating Structure We continued to underwrite to a large volume of foreign bonds Global Markets serves clients with highly sophisticated finan- targeting individuals in order to meet demand from Japanese cial services through the integrated operation of two busi- retail investors. We were lead underwriter for a number of ness units: Global Equity, which mainly handles equities and foreign bond issues in Japan, including Dexia Credit Local their derivatives in Japan and overseas; and Global Fixed (Australian dollar); Rentenbank (Australian dollar); Toyota Motor ❖ Global Markets Business Results Years ended March 31 2001 2002 2003 2004 2005 Net revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥319,681 ¥215,829 ¥235,991 ¥284,147 ¥243,087 Non-interest expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129,788 133,214 142,434 163,304 182,901 Income before income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥189,893 ¥ 82,615 ¥ 93,557 ¥120,843 ¥ 60,186 Notes: 1. In April 2004, Fixed Income, Equity and certain functions in Investment Banking were consolidated to create Global Markets. 2. Figures for prior fiscal years are totals of the previous Fixed Income and Equity and thus differ in composition from figures shown for the year ended March 2005. (Millions of yen) Annual Report 2005 R 23 Credit (U.S. dollar); European Investment Bank (Australian financial adviser to the Urawa Station East Exit Area Redevel- dollar); and the International Bank for Reconstruction and opment Project, where we arranged Japan’s first development- Development (Australian dollar). For KfW Bankengruppe (KfW), type securitization scheme that uses a floating price system for we underwrote a 1.1 billion euro issue of exchangeable bonds. determining the transfer price. Not only was this Japan’s first exchangeable bond issued by a foreign company, but also the largest-ever equity-related Issues and Strategies offering in Japan by a foreign company. Global Markets has a long history of trading, structuring We had prominent underwriting roles in many large inter- and other global businesses, mostly associated with stocks national bond offerings. We served as joint lead underwriter and bonds. Through Nomura Group’s global network, we for several sovereign issues with high credit ratings, including have established deep-seated relationships with many in- those of Italy, the European Investment Bank, KfW, the U.S. stitutional investors. Federal Farm Credit Bank, Belgium and Greece. The sale of these We also serve many wealthy individuals, companies, bonds to Japanese and foreign institutions reinforced our status regional financial institutions and other investors through as a bond underwriter. our domestic branch offices. In addition, we have extensive In asset finance, we established the Urban Renaissance ties with public-sector agencies, financial institutions, non- Private Mezzanine Fund in May 2004 jointly with the Develop- financial corporations and other issuers of securities in Japan ment Bank of Japan. This marked the full-scale launch of a and overseas. mezzanine finance business for real estate projects. In July 2004, Combining these relationships with cutting-edge finan- we started Japan’s first securitization advisory service for wed- cial technologies allows us to supply financing products and ding halls and funeral parlors. In December, we were named services that are ideal for a broad range of client needs. ❖ Global Markets Operating Structure ❖ Global and Cross-border Deals Global Fixed Income Domestic Retail Global Markets Global Equity Global Markets (KfW) Asset Finance 1.1 billion euros Global Investment Banking Largest Ever Equity-related offering in Japan by a foreign company Japan-first Exchangeable bond issued by a foreign company Japanese Individual Investors Exchangeable bonds catering to Japanese individual investors Nomura Holdings, Inc. R 24 Japan’s financial markets are undergoing a transforma- ✤Loan-related Business✤ tion due to progress in corporate restructuring and the shift While continuing to sell bonds to Japanese regional financial of individual financial assets to risk assets. The convergence institutions, our strategy is to develop new business domains of real estate and finance, which is driven by the fast grow- by originating and distributing to these institutions attractive ing J-REIT market and advances in securitization techniques, loan products. Loans at these institutions are estimated to be is also responsible for this transformation. We are further about ¥115 trillion less than their deposits. We provide a means refining financial engineering, our core strength, to develop for these clients to invest excess funds by originating and selling products and services that go beyond the traditional bounds a variety of loan products that generate cash flows. of the securities field. There are already 58 Nomura Securities branches in Japan Our strategy is to become more global and seamless, that are registered as non-banking moneylenders, creating a building a framework for meeting clients’ increasingly solid framework for conducting this business. By leveraging our sophisticated and diverse needs. We are also looking to enter independent position, we are now laying the groundwork to new business domains by leveraging our expertise in secu- enter the secondary loan trading business as an independent ritization, derivatives and other fields. At the core of this strat- financial institution in order to increase trading flow targeting egy are three areas: loans, asset finance and equity derivatives. mainly regional financial institutions. ❖ Global Markets: Business Scope Traditional securities Illiquid assets Equities Bonds Investment trusts Loans Real estate Integrate diverse products Combine securitization and derivative technologies Global Markets Deliver solutions Provide liquidity New Businesses Loan-related business Asset finance business Annual Report 2005 R 25 ✤Asset Finance Business✤ ✤Equity Derivatives Business✤ Japan’s asset finance market is expanding as the rapidly grow- We have been stepping up our equity derivative operations in ing J-REIT market and advances in securitization techniques Europe since 2004. Further collaboration between Japan and dramatically alter how real estate is owned. Europe is another priority to allow us to bring sophisticated Distinguishing Global Markets is the ability to handle every derivative technologies from Europe back to Japan, where this product class, including equity, mezzanine loans and senior knowledge can be used to accurately target investor needs loans along with ties to a diverse range of investors who can with new products and through other means. provide funds for each class. In the equity class, we underwrite and sell J-REITs and structure and sell privately placed real estate funds. In the mezzanine class, we established the Urban Renaissance Private Mezzanine Fund, Japan’s first fund of this type. In the senior loan class, we have established a base for the full- scale commencement of a commercial mortgage backed securities (CMBS) origination business by using our own funds to extend non-recourse loans. Our growth plans are not limited to securitization. We are actively seeking to win contracts to provide financial advisory services for private finance initiatives (PFI), real estate development projects and other activities. The asset finance business outside Japan is another field where we are active. In the U.S., we handled mortgage-backed securities totaling US$13.1 billion during the year ended March 2005. In Europe, where we formed an Asset Finance Group in London in 2002, we have arranged and sold a variety of classes of loans, most of which meet financing needs associated with acquisitions or delistings of European companies. Nomura Holdings, Inc. R 26 OurBusinesses G L O B A L I N V E S T M E N T B A N K I N G Global Investment Banking supplies a broad array of highly specialized investment banking services to a diverse global client base that includes corporates, financial institutions, governments and agencies, and other organizations. By accurately identifying the increasingly diverse needs of our clients and effectively using Nomura Group resources, we aim to be a globally competitive investment bank backed by the development and provision of value-added solutions. Business Results Highlights of the Year Due mainly to growth in equity financing activity by Japanese Nomura Securities was named lead manager for many large companies, net revenue increased 6% to ¥75.4 billion, equity-related global issues. Among them were the IPOs of compared with ¥70.9 billion in the previous fiscal year. Non- J-Power, INPEX, and NTT Urban Development as well as a interest expenses decreased 14% to ¥46.2 billion from ¥53.7 public offering of stock by AEON and a secondary offering billion. Income before income taxes increased 70% to ¥29.2 by Shinsei Bank. We were ranked first in the fiscal 2004 billion, compared with ¥17.2 billion in the prior year. Japanese equity and equity-related bookrunner league table, There was a high volume of equity-related underwriting, just as in fiscal 2003. including IPOs, public offerings and other issues, along with Tailor-made equity financing continued to grow as we a large increase in the volume of financing using tailor-made participated in large transactions like the ¥100.0 billion MPO schemes such as multiple private offerings (MPOs) and hybrid by Isuzu Motors and the ¥100.0 billion HPO by Hitachi. private offerings (HPOs). M&A advisory services performed well as we participated in a number of large deals now that full-scale industry reorganization is taking place in Japan. ❖ Global Investment Banking Business Results Years ended March 31 2001 2002 2003 2004 2005 Net revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥143,124 ¥88,349 ¥69,125 ¥70,869 ¥75,445 Non-interest expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80,274 57,406 56,374 53,703 46,231 Income before income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 62,850 ¥30,943 ¥12,751 ¥17,166 ¥29,214 Notes: 1. In April 2004, Fixed Income, Equity and certain functions in Investment Banking were consolidated to create Global Markets. 2. Figures for prior fiscal years are for the previous Investment Banking and thus differ in composition from figures shown for the year ended March 2005. (Millions of yen) Annual Report 2005 R 27 In the area of M&A advisory, we served as financial adviser Issues and Strategies for several large deals. Two notable transactions are the mergers As clients’ corporate financing needs grow more diverse and of Mitsubishi Tokyo Financial Group and UFJ Holdings and of their businesses become increasingly global, we are working Sankyo and Daiichi Pharmaceutical. In cross-border M&A, to link the Nomura brand even more closely with services for accomplishments included assisting Nisshin Food and Kirin complex, large and cross-border deals. To achieve this, we Brewery to make investments in Chinese companies, and Kyorin are strengthening client company relationship management. Pharmaceuticals to acquire a U.S. bio-tech venture. Overall, We are also shifting resources to respond flexibly to the our achievements ranked us first in Japanese-involvement M&A diversifying needs of individual companies, and smoothly advisory on the fiscal 2004 league table. assembling the functions required to meet these needs. Through these actions, we are determined to quickly supply customers with the best solutions. ❖ League Tables & Thomson DealWatch Awards 2004 Equity Financing M&A Global Equity & Equity-related (Japan) Any Japanese Involvement Financial Advisers (April 1, 2004–March 31, 2005) (April 1, 2004–March 31, 2005) Bookrunner Nomura Proceeds (US$ mn.) 13,570.8 Mkt. No. of Share Issues 24.9% 135 Daiwa Securities SMBC 10,445.5 19.2% 122 Nikko Citigroup 9,291.3 17.1% Mizuho Financial Group 4,290.8 Morgan Stanley 2,660.9 7.9% 4.9% 70 50 5 Rank 1 2 3 4 5 Source: Thomson Financial Rank Adviser Rank Value (US$ mn.) Mkt. Share No. of deals 1 2 3 4 5 Nomura 65,347.3 45.3% 132 Mitsubishi Tokyo Financial Group Merrill Lynch JP Morgan Morgan Stanley 54,574.2 52,947.2 47,402.3 46,315.8 37.8% 36.7% 32.9% 32.1% 80 41 15 17 Note: Based on the monetary value of publicly announced deals involving a company based in Japan as either the target or acquirer. Source: Thomson Financial Thomson DealWatch Awards 2004 House of the Year Straight Bond House of the Year Equity-linked Bond House of the Year J-REIT House of the Year Nomura Holdings, Inc. R 28 ✤Underwriting Business✤ purchase the convertible bonds or other securities issued by Nomura Securities has acted as a manager for more than 60% the company, then convert these securities into stock for sale of all listed companies in Japan, excluding banks and securi- to investors. In the past fiscal year, we developed a new HPO ties companies, and as lead manager for about 40%. This gives scheme that incorporates MPO elements to enable Hitachi to our underwriting business an extensive client base. Substantial procure ¥100 billion. In this innovative scheme, the equity demand for corporate financing is expected as companies option portion of the convertible bond we underwrote was become more active in mergers and acquisitions and capital used by Equity and the remaining bond portion was sold to expenditure to increase their global competitiveness. investors by Fixed Income as a repackaged bond. In the financial services sector, banks face the need to In December 2004, we established a Capital Solution De- comply with Basel II, which imposes stricter rules for the partment to achieve further growth in the solution-providing risk-weighting of assets and repayment of public funds. This business through collaboration between Global Investment is expected to lead to more equity financing by banks as Banking and Global Markets. they rebuild their balance sheets. In the public corporation sector, we expect to see a fur- ✤Mergers and Acquisitions✤ ther increase in capital market financing needs in Japan as Japan’s M&A market appears to be poised for further growth. governments conduct fiscal reform. We believe that growth Among the reasons are strategic initiatives to become more in this demand will be strong for the securitization of real globally competitive and the fear of hostile takeovers. estate and loans. We are adopting a flexible approach to We are targeting advisory services for cross-border deals, these trends to create more business opportunities. deals involving industry restructuring and other types of busi- ✤Capital Solutions✤ ness. We are also using our extensive experience and knowl- edge to assist companies in defending themselves against The capital solutions business model involves the use of our hostile takeovers. Through these activities, we intend to fur- own balance sheet and the capital markets to develop tailor- ther enhance our profile in the M&A market. made methods for procuring equity capital in line with client Another ongoing theme is bolstering our ability to offer needs. The MPO is the most frequently used scheme. To composite services such as acquisition financing that draw quickly meet the financing needs of a client company, we first on the extensive resources of Nomura Group. Annual Report 2005 R 29 ❖ Growing Outside Japan Rothschild TWP China Business China Busine Planning & Promotion Dept. Global Merchant Banking Domestic Retail Global Markets Global Investment Banking Asset Management ✤Overseas Activities✤ For Chinese companies, we have an extensive track record Outside Japan, we are increasing coverage of key overseas in global public and secondary offerings targeting individual clients to expand cross-border business involving Japan, such investors in Japan. Adding to this list of accomplishments, we as fund-raising activities in Japan and cross-border M&A deals were lead manager for the IPO of Xinhua Finance, the first involving Japan. foreign company to become listed solely on the Tokyo Stock To gain greater access to European companies, we formed Exchange. To expand business in the rapidly growing Chinese an alliance with Rothschild in February 2005 in the field of market, we established the China Business Planning & cross-border M&A between Japan and Europe. A prominent Promotion Department in April 2005. This department is over- investment bank in Europe, Rothschild ranked first in European seeing the creation of an infrastructure, including the estab- M&A in 2004. We also have a capital alliance with Thomas lishment of a holding company, to serve this strategically Weisel Partners (TWP) LLC in the U.S. for U.S.-Japan cross- important market. border M&A. These alliances give Global Investment Banking a highly competitive operating framework in the two key markets of the U.S. and Europe. Nomura Holdings, Inc. R 30 OurBusinesses G L O B A L M E R C H A N T B A N K I N G Global Merchant Banking invests Nomura Group’s own capital in companies with prospects for growth and improvements in earnings. The aim is to raise the value of investee companies from a medium- to long-term perspective by supplying the means to solve any issues they may be facing. We then aim to exit investments through IPOs and other methods. Business Results Global Merchant Banking Operating Structure In the fiscal year ended March 2005, net revenue was ¥7.3 Global Merchant Banking is engaged in private equity invest- billion, 32% less than the net revenue of ¥10.7 billion in the ments, mainly in Japan and Europe. previous fiscal year. Results benefited from gains on exit trans- In Japan, NPF targets business opportunities involving actions and unrealized gains resulting from a rise in the fair buyouts and corporate rehabilitations. Since its establishment value of the Terra Firma investment in Europe. However, net in 2000, NPF has invested in 16 companies and subsequently revenue was weighed down by funding costs for assets in exited four of those companies. In addition, Nomura Research Europe and by other items. Non-interest expenses increased & Advisory Co., Ltd. (NR&A) makes venture capital investments 1% to ¥10.4 billion from ¥10.2 billion in the previous fiscal through funds. year. Loss before income taxes was ¥3.0 billion compared with In Europe, Global Merchant Banking invests in funds income of ¥0.5 billion one year earlier. Exposure as of March operated and managed by Terra Firma, an independent pri- 31, 2005, was ¥325.5 billion at Terra Firma and ¥104.0 billion vate equity firm. Two other units also make venture capital at Nomura Principal Finance Co., Ltd. (NPF). investments: Nomura Phase4 Ventures (NPV) in the biopharma sector and Private Equity Group (PEG) in the technology and healthcare sectors. ❖ Global Merchant Banking Business Results Years ended March 31 2001 2002 2003 2004 2005 Net revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Non-interest expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Income (Loss) before income taxes . . . . . . . . . . . . . . . . . . . . . . . – – – ¥135,757 ¥ (6,647) ¥10,720 ¥ 7,338 58,037 8,628 10,220 10,370 ¥ 77,720 ¥(15,275) ¥ 500 ¥ (3,032) Note: Global Merchant Banking was established as a business line in the fiscal year ended March 2002. (Millions of yen) Annual Report 2005 R 31 ❖ Global Merchant Banking Operating Structure Nomura Principal Finance Co., Ltd. (NPF) Global Merchant Banking Nomura Research & Advisory Co., Ltd. (NR&A) London Nomura Phase4 Ventures (NPV) Private Equity Group (PEG) Highlights of the Year During the fiscal year, Global Merchant Banking substantially increased out- standing investments, primarily at NPF. In April 2004, NPF signed a letter of intent to make a total equity investment of ¥50 billion in Millennium Retailing, Inc., a holding company that owns the Sogo and Seibu department store chains. Based on this agreement, we purchased ¥20 billion of newly issued Millennium Retailing stock in July 2004 and ¥30 billion in January 2005. In June 2004, the reorganization plan of Huis Ten Bosch, The biggest issue for this business is contributing to the for which we are official sponsor, was approved. The next diversification of Nomura Group’s revenue sources. This entails month, we purchased ¥8 billion worth of new shares issued generating consistent earnings over the medium and long by the company, followed by another ¥1.5 billion in March terms by increasing portfolio investments, mainly by using 2005. One more highlight of the year was the March 2005 our own capital to provide customers with solutions. For this signing of a capital alliance agreement with Misawa Home purpose, we have established the goal of raising our invest- Holdings, Inc., a company undergoing a reorganization backed ment portfolio to between ¥250 billion and ¥300 billion, ex- by Toyota Motor Corporation. cluding Terra Firma, over the next three to four years. NPF is the primary means of enlarging our investment Issues and Strategies portfolio. NPF’s goal is to achieve an internal rate of return Our Global Merchant Banking operations draw on the ad- of at least 20% from investments having a time frame of vanced expertise we have gained through our experience in three to five years. Japan is to account for most of the growth London and other parts of Europe. The immense customer in investments. Business opportunities linked with corpo- base of Nomura Group in Japan represents the greatest rate strategic requirements are emerging, including oppor- strength of Global Merchant Banking. With this base, all busi- tunities associated with client needs for capital increases, ness lines of the Group can collaborate at each stage, from delistings and corporate rehabilitations. Global Merchant the development of new investment opportunities through Banking is dedicated to responding to these needs while taking raising the value of portfolio companies and securing returns the necessary steps to raise the value of investee companies. on these investments. The breadth of these strengths sets Global Merchant Banking apart from the competition. Nomura Holdings, Inc. R 32 ✤Capital Increases✤ from external sources. This capability reduces the As Japan’s economy regains its strength, there is a growing disadvantages of delisting. Global Merchant Banking makes need among Japanese companies to increase equity to fund investments in companies that want to go private. We offer aggressive business expansion. Illustrating this is Millennium such solutions as finding a suitable partner to help raise cor- Retailing. Due to progress in its revitalization, this company porate value before exiting from investments. had to find a way to increase equity to raise funds for invest- ments required for growth. NPF responded by purchasing ¥50 ✤Management Buyouts✤ billion of newly issued stock. Millennium Retailing plans to Many Japanese companies are selling non-core businesses conduct an IPO soon after completing its structural reforms. as they focus resources on strategic markets. However, care ✤Strategic Delistings✤ must be exercised to avoid selling a business to a competitor. In some cases, such sales may create the need to become Some companies are making the strategic decision to become independent of a parent company or other major share- privately held to prevent a hostile takeover. In the past, Japa- holder. We are well positioned to meet clients’ management nese companies have relied mainly on the capital markets to buyout and buy-in needs by making large investments in raise funds from external sources. The growth of private eq- these subsidiaries. As a shareholder, we also offer solutions uity businesses has changed that. Now even privately owned for raising a company’s value, such as by locating more companies have a means of raising large amounts of equity suitable business partners. ❖ Solution-oriented Business Model ❖ Business Exposure Strategic delistings Management buyouts Capital increases Nomura Group NPF Business succession Turnaround sponsorship Joint investments (billions of yen) 500 400 300 200 100 0 2003/3 2004/3 2005/3 NPF Terra Firma Annual Report 2005 R 33 ✤Business Succession✤ The business succession process creates the need to sell shares held by the previous owners or reduce the number of small stockholders to concentrate ownership on the new manag- ers. By investing in the company or by buying up outstanding shares, we are able to solve these issues and pave the way for a smooth transition of ownership. ✤Joint Investments✤ Mergers and acquisitions requiring large amounts of funds can result in a significant investment risk for purchasing compa- nies. We solve this problem by sharing the required investment with a company considering a large merger or acquisition. Reducing business risk is just one benefit for client companies. This joint approach also enables Global Merchant Banking and the client company to use their respective strengths, yielding an even greater gain in value for investee companies. ✤Turnaround Sponsorship✤ The most important point regarding a corporate turnaround is the capability of the sponsoring company. In our case, we offer much more than skill in increasing the value of an investee company. We also have the expertise to supply non-financial support—such as for management strategies, financial man- agement, personnel system reforms, sales and the recruitment of senior managers—to revitalize businesses. Nomura Holdings, Inc. R 34 Asset Management A New Era for Japan’s Investment Trust Market RRRRRRR Net assets in the domestic publicly offered investment trust market increased in 2004, once again surpassing the ¥40-trillion level. This was the first net inflow, which totaled ¥2.4 trillion, in four years. Investment trusts are becoming more familiar and are increasingly seen as an important way for baby boomers to manage their assets. We also foresee rising interest on the part of asset builders, such as through investments in defined contribution pension plans. All these trends make it clear that investment trusts are entering a new era. ❖ Publicly Offered Investment Trust Market （trillions of yen） 60 45 30 15 0 2000 2001 2002 2003 2004 Net asset value (lhs) Net flow of funds (rhs) Source: The Investment Trusts Association, Japan. （trillions of yen） 6.0 4.5 3.0 1.5 0 -10 (CY) Annual Report 2005 R 35 Asset Management aims to build a base for stable and consistent earnings. In the asset management business, that means increasing the volume of assets under man- agement. In the defined contribution pension plan busi- ness, building this base entails becoming administrator for more plans and offering more products. In the area of asset management, we are raising assets under management by offering a broad range of products through various sales channels. For individual investors, we are expanding our product lineup with new funds that offer frequent distributions. For pension funds and other institutional investors, we offer privately placed investment trusts for alternative assets and deliver asset management services that match the particular requirements of each institution. In the defined contribution pension plan business, we are increasing the number of plans where we act as admin- istrator and increasing the number of products on offer. Our services extend from assistance in adopting these plans and consulting for their design, to sup- plying investment trusts and offering ser- vices that teach people about investing. ❖ Assets Under Management (trillions of yen) 25 20 15 10 5 0 2003/3 2004/3 2005/3 Nomura Asset Management MAINTRUST (Germany) NBAM NCRAM Nomura Funds Research and Technologies Nomura Funds Research and Technologies America Nomura Holdings, Inc. R 36 OurBusinesses A S S E T M A N A G E M E N T In our asset management business, Nomura Asset Management, Japan’s largest company in this field, and a number of other asset management companies are increasing assets by targeting the diverse asset management needs of our customers. In the defined contribution pension plan business, we are serving as administrator for more plans and offering more products. The aim is to assemble an earnings base that is stable and sustainable. Business Results Research and Asset Management (NCRAM), assets under man- Net revenue was ¥43.5 billion, 21% higher than the prior fiscal agement increased to ¥1.2 trillion. Total assets under man- year’s net revenue of ¥36.0 billion. Non-interest expenses agement in the Asset Management business line rose by ¥800 decreased 2% to ¥36.1 billion from ¥37.0 billion a year earlier. billion to ¥19.1 trillion. Income before income taxes was ¥7.4 billion compared with a loss of ¥1.0 billion for the previous year. Highlights of the Year Asset management and portfolio service fees and earn- We launched a number of new investment trusts during the ings increased during the year. This was mainly attributable past fiscal year to cater to an increasingly broad range of in- to growth in the balance of funds offering frequent distribu- dividual investor needs and increase assets under management. tions and other stock investment trusts, and to growth in in- In Japan, the low-interest-rate investment environment is vestment advisory assets of overseas investors. Assets under fueling demand for investment trusts with frequent distribu- management at Nomura Asset Management increased to tions. We responded with the addition of the Nomura Fund ¥16.2 trillion as of March 31, 2005. At Nomura Corporate Masters Global Bond Fund and Global Attractive Dividend ❖ Asset Management Business Results (Millions of yen) Years ended March 31 2001 2002 2003 2004 2005 Non-interest revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥58,237 ¥46,840 ¥34,828 ¥34,300 ¥42,239 Net interest revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,810 367 2,232 1,657 1,283 Net revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60,047 47,207 37,060 35,957 43,522 Non-interest expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39,537 37,031 33,866 37,004 36,086 Income (Loss) before income taxes . . . . . . . . . . . . . . . . . . . . . . . ¥20,510 ¥10,176 ¥ 3,194 ¥ (1,047) ¥ 7,436 Annual Report 2005 R 37 Stock Fund. We offer funds investing in a broad array of as- defined contribution pension plan business, building this base sets. With this diversity, we are increasing assets under man- entails becoming administrator for more plans and offering agement by providing a lineup of funds that can be used in more products. accordance with the status of each customer’s portfolio. Our asset management business, backed by a diverse lineup We established five funds exclusively for distribution of products that are managed by Nomura Asset Management through the bank channel and strengthened our marketing and other companies and sold through many channels, ranks and sales support activities. Assets under management in funds first in Japan with assets under management of ¥19.1 trillion sold exclusively through banks increased from about ¥13.0 as of March 31, 2005. To increase this figure even more we are billion at the end of the prior fiscal year to approximately ¥90 reinforcing asset management capabilities, enhancing our prod- billion as of March 31, 2005. uct lineup and bolstering marketing activities. Issues and Strategies ing steadily. As of March 31, 2005, we were entrusted with Asset Management aims to build a base for stable and con- the administration of 112 plans that have about 240,000 sistent earnings. In the asset management business, that means participants. We are stepping up our efforts in this area in a increasing the volume of assets under management. In the drive to administer more plans and supply more products. Our defined contribution pension plan business is grow- Nomura Asset Management Japan’s largest asset management company, Nomura Asset Management serves a customer base of individual and institutional investors in Japan and abroad. This company sells investment trusts through sales channels that include Nomura Securities, other securities companies, banks and other financial institutions. Nomura Asset Management also provides investment advisory services to institutional investors. As of March 31, 2005, assets under management totaled about ¥16.2 trillion. In Japan’s publicly offered investment trust market, Nomura Asset Management ranks first with a 24% share. Nomura Corporate Research and Asset Management (NCRAM) An investment management company established in the U.S. in 1991, NCRAM manages assets mainly by using its expertise in high-yield bonds and high-income loans. The company manages investment trusts sold in Japan, including the Nomura Bond & Loan Fund and Nomura U.S. High Yield Bond Income. NCRAM also offers investment advisory services to domestic and foreign institutional investors. As of March 31, 2005, assets under management totaled about ¥1.2 trillion. Nomura BlackRock Asset Management (NBAM) This investment advisory firm was formed in 1999 as a joint venture between Nomura Asset Management and BlackRock, Inc. of the U.S. BlackRock is recognized as a leading player in the U.S. in the management of bond investments and in sophisticated risk management technologies. NBAM manages investment trusts sold in Japan, including the Nomura Short-Term Interest Fund, and provides investment advisory services to domestic and foreign institutional investors. NBAM had about ¥980 billion in assets under management as of March 31, 2005. Nomura Holdings, Inc. R 38 ✤Higher Asset Management Capabilities✤ upgrading asset management skills and adding more value In the asset management business, raising asset management to our asset management operations. skills and adding more value remain the most important goals. To reinforce its asset management skills, Nomura Asset ✤Wider Product Lineup✤ Management started the Asset Management Capability Nomura Asset Management and our other asset management Enhancement Project in October 2002. Investment decision- companies already offer a diverse selection of products that cover making lines were integrated to unify investment philosophies. many asset classes and investment styles. One example is funds All processes were reviewed and improved, resulting in actions that target investors looking for products that offer frequent ranging from the establishment of an investment team frame- distributions. We have a large lineup of products targeting these work to changes in the order placement method and infor- needs. We offer Nomura U.S. High Yield Bond Income, Nomura mation systems. Through these and other initiatives, we have Fund Masters Global Bond Fund and other funds that invest in been upgrading skills at all asset management companies. foreign bonds. In addition, we sell the Nomura U.S. Loan Income NOMURA JAPAN Stock Strategic Fund, the flagship fund of Fund and funds that invest in stocks with high dividend returns, Nomura Asset Management, and other funds have been rec- such as the Global Attractive Dividend Stock Fund. ognized through awards, including highest honors, from fund The baby-boom generation in Japan has more than ¥340 evaluation firms. trillion worth of financial assets. These individuals will also We remain committed to providing customers with the receive an estimated ¥80 trillion in retirement benefits. We there- best investment returns and raising assets under manage- fore expect asset management needs to become even greater, ment. To accomplish this, we will continue to focus on chiefly in this generation. To capitalize on these opportunities, ❖ Net Assets in Main Frequent-distribution Funds (billions of yen) 900 800 700 600 500 400 300 200 100 0 Dec. 2003 Mar. 2004 June 2004 Sep. 2004 Dec. 2004 Mar. 2005 Nomura U.S. High Yield Bond Income Global Attractive Dividend Stock Fund Nomura Fund Masters Global Bond Nomura U.S. Loan Income Note: Frequent-distribution funds refer to investment trusts which pay out distributions at least four times per year. Annual Report 2005 R 39 ❖ Investment Trusts Nomura Supplies to Defined Contribution Pension Plans (billions of yen) 80 60 40 20 0 (accounts) 400 300 200 100 Sep. 2002 Mar. 2003 Sep. 2003 Mar. 2004 Sep. 2004 Mar. 2005 Defined contribution pension plan investment trust assets (lhs) Companies offering Nomura products (rhs) we will remain dedicated to developing new products that meet We are also seeing growth in investment trust assets our customers’ changing needs. associated with variable annuity insurance policies and defined ✤Stronger Marketing Activities✤ contribution pension plans. The October 2005 start of invest- ment trust sales through Japan Post is likely to become another Conducting more powerful marketing is essential to ensuring source of growth. By reinforcing marketing capabilities, we that enhanced asset management capabilities and an expanded intend to serve a broader range of customers and raise assets product lineup lead to growth in assets under management. under management. Nomura Asset Management has Japan’s largest volume of assets under management, distributing investment trusts ✤Defined Contribution Pension Plan Business✤ through the Nomura Securities domestic sales network, In this business, pension plan administrator Nomura Pension Japan’s largest securities distribution channel, as well as Support & Service (NSAS) is our primary means of extending a through other securities companies, banks and other finan- full line of support, which ranges from assistance in designing cial institutions. The company is continuing to strengthen its a defined contribution pension plan and consulting services to marketing efforts to boost assets under management. supplying products. As of March 2005, we served as adminis- Targeting the growing volume of investment trust sales trator for 112 plans with a total of 240,000 participants. via banks, we have set up funds exclusively for this sales NSAS also supplies products to pension plans for which channel and are seeing assets under management in these it does not serve as administrator. The outstanding value of funds climb. During the fiscal year, we set up five new funds the investment trusts we supply for defined contribution pen- for this channel. At the end of March 2005, assets in our seven sion plans is about ¥77 billion. investment trusts sold exclusively through banks had grown More companies in Japan are adopting defined contribu- to about ¥90 billion. We will continue to establish funds de- tion pension plans, but competition is heating up at the same signed for the product lineups of different financial institu- time. We are working on capturing administration contracts tions and specific customer needs. Plans also include stepping from large plans. This involves strengthening marketing up marketing and sales support. With these measures, we activities and enhancing our services. We also plan to supply intend to achieve further growth in assets under management. more products for these plans. To raise efficiency, we will form alliances with other financial institutions, such as our alliance with Aioi Insurance Co., Ltd. Nomura Holdings, Inc. R 40 Global Research Our founder, Tokushichi Nomura, was aware from the outset of the limitations of securities trading based on instinct and experience alone. He set up the first research department in Japan’s securities industry, emphasizing the importance of scientific investment decisions. Our research division is carrying on the founder’s philosophy of conducting research-driven business. A Full Line of Research Activities Worldwide macroeconomic trends. At the Investment Strategy Department, On April 1, 2004, the economic and capital markets research strategists analyze the stock market investment environment sections of the Nomura Research Institute were transferred to and provide advice on investment strategies. At the Equity Nomura Group. This move created Global Research, which has Research Department, analysts prepare forecasts on corporate a staff of roughly 500, about 300 of whom are at the Nomura performance and assess share price valuations. These depart- Securities Financial & Economic Research Center. The remainder ments work closely together, and collaborate as necessary with work at overseas offices and Nomura Research & Advisory. overseas offices to supply investors with highly insightful re- The Nomura Securities Financial & Economic Research search. Quantitative research involves the use of numerical Center conducts fundamental and quantitative research. methods to analyze securities. The Quantitative Research De- Fundamental research involves gathering information and ana- partment works with overseas offices to operate on a global lyzing fundamentals of national economies and individual scale. Nomura Securities research consistently receives high companies and providing reports to investors. At the center’s ratings in the analyst rankings of The Nikkei Financial Daily Economic Research Department, economists study (Nikkei Kinyu Shimbun) and Institutional Investor magazine. ❖ Global Research Structure Global Research Financial & Economic Research Center (Tokyo) Asia Research (Hong Kong) Europe Research (London) U.S. Research (New York) Nomura Research & Advisory (Tokyo)* Corporate Office Economic Research Department Investment Strategy Department Equity Research Department Quantitative Research Department Hong Kong Korea Taiwan China Singapore Malaysia Australia *Jointly managed with Global Merchant Banking Annual Report 2005 R 41 ✤Economic Research Department ✤ ✤Quantitative Research Department✤ A team of more than 20 economists in Japan works closely This department has approximately 50 quantitative research- with economists at our overseas offices to study and analyze ers in Japan whose core skills are financial engineering and macroeconomic and financial trends around the world, as information technology. Activities involve research and de- well as foreign exchange markets. Information reaches velopment required to conduct sophisticated securities and investors through various monthly reports and other chan- finance businesses. The department forms the backbone of nels. The department has a solid reputation for its consis- Nomura Group’s financial technology infrastructure. Its re- tent forecasts covering more than 20 countries and regions. search covers a wide range of financial business areas in- The department is also respected for the depth of its analysis cluding asset management, trading, new product development, of medium- and long-term social and economic structural risk management, and corporate finance. Research targets the problems, such as Japan’s aging population and shifts in study and application of the latest advances in financial international money flows. engineering, such as portfolio and derivative theory, and the ✤Investment Strategy Department✤ latest developments in information technology, such as global databases and leading-edge application systems. In addition, The approximately 20 strategists of this department in Japan financial technology expertise is used to provide consulting provide advice concerning investment strategies based on an services to assist institutional investors, companies and other extensive analysis of stock markets in Japan, the U.S., Europe, clients in asset management and risk management. The Asia and other regions. Work is performed in collaboration department conducts many joint research projects with lead- with other departments of the Nomura Securities Financial & ing universities and think tanks in Japan and overseas to keep Economic Research Center as well as with overseas research abreast of and apply the latest theories. departments. Research covers many fields including economic trends, corporate operating results, interest rates, foreign ✤Overseas Offices✤ exchange rates and other items affecting the investment Nomura Group has economists, strategists and analysts in environment. Strategists also analyze investor sentiment, cor- seven locations outside Japan, including New York, London porate finance, accounting, and laws and regulations affect- and Asia-Pacific. In addition to Tokyo, there are quantitative ing capital policies. researchers in New York, London and Hong Kong. Individu- ✤Equity Research Department✤ als perform studies by working closely with research staff in their respective offices and other regions, giving us a world- In this department, some 60 analysts in Japan, each assigned wide research network. As capital movements become increas- to specific companies and industries, research listed compa- ingly global, an information gathering capability of this scale nies to determine corporate value and assess current and is essential to conducting research. And global comparative future investment value. Currently, we cover about 600 analysis of corporations is a key service for clients with globally Japanese companies, which account for around 80% of the diversified portfolios. combined market capitalization of the Tokyo Stock Exchange first and second sections and JASDAQ market. Each year, this department issues more than 1,100 reports and about 2,600 flash reports, holds seminars, visits clients and takes other actions to distribute information to investors around the world on a timely basis. Nomura Holdings, Inc. R 42 Research Reports Nomura Research & Advisory Research reports written by the Nomura Securities Financial This wholly owned subsidiary of Nomura Holdings has ap- & Economic Research Center reach customers through branch proximately 20 staff who help privately owned companies offices in Japan as well as many other channels. These include grow toward the goal of conducting an IPO. The Research Nomura websites, such as the Nomura Home Trade site, and Department of this company is mainly involved in research to information vendors that serve institutional investors. For assess corporate value and provide advice to support man- overseas institutional investors, we translate most research agement. The Investment Department makes equity invest- reports into English and make reports available through ments through venture capital funds. Nomura Research & Nomura Group overseas offices. Advisory also extends support for new industries in growing fields such as bio-tech and new energy through industry- specific seminars and other activities. ❖ Research Reports Annual Report 2005 R 43 Corporate Governance Nomura Group companies in Japan adopted the Committee System in June 2003. This system separates the roles of management supervision and business execution, facilitating the delegation of considerable authority to executive officers in charge of business operations. There are three committees, Nomination, Audit and Compensation, each having a majority of outside directors in order to strengthen the supervision of management and heighten management transparency. Characteristics of the Committee System Under the Committee System, the directors are primarily re- sponsible for the oversight of management. Executive officers Meeting the challenges of corporate governance ❖ Appointed outside directors (2001) ❖ Established Internal Controls Committee, which includes chosen by the directors conduct business operations within an outside director (2001) the scope of authority delegated by the directors. ❖ Established Compensation Committee with a majority of Of the 11 Nomura Holdings (NHI) directors, four serve outside directors (2001) concurrently as executive officers: the chairman, president (CEO) and deputy presidents (COO and Co-COO). Four of the remaining seven directors meet the requirements of outside ❖ Established Advisory Board (2001) ❖ Abolished retirement bonuses for directors (2001) ❖ Began granting stock options to directors and certain directors as defined under the Japanese Commercial Code. employees (2002) The Audit Committee is chaired by an outside director and the Nomination and Compensation committees are chaired by a director other than the CEO. ❖ Adopted the Committee System (2003) ❖ Established Code of Ethics of Nomura Group (2004) ❖ Began holding meetings of outside directors (2004) ❖ Management Structure Shareholders’ Meeting Board of Directors President & CEO Nomination Committee Audit Committee Compensation Committee Board of Executive Officers Executive Management Board Advisory Board Internal Controls Committee Commitment Committee ✦ Consultative body for the Executive Management Board ✦ Top managers of representative global Japanese companies offer management advice Nomura Holdings, Inc. R 44 Corporate Governance Ranking ✤Audit Committee✤ NHI is ranked first among Japanese companies included in The Audit Committee is responsible for auditing the business the MSCI EAFE index* based on the corporate governance execution of the directors and executive officers, as well as for quotients assigned by Institutional Shareholder Services. decisions regarding proposals submitted to the General Meet- Moreover, in January 2005 NHI received a perfect score of ing of Shareholders concerning the appointment and dismissal 10.0 in the ratings of Japanese companies by Governance of accounting auditors. In addition, the Audit Committee dis- Metrics International. * The MSCI EAFE index is a stock price index compiled by Morgan Stanley Capital Inter- national that covers Europe, Australasia and the Far East, but not North America. Management Structure Operations of the Board of Directors The Board of Directors is responsible for making decisions on items specified by the Commercial Code, such as fundamental management policies and the appointment of executive officers and committee members. The executive officers report to the directors on business conditions as well as matters for delib- eration by the Board of Executive Officers and the Executive Management Board. In addition, the executive officers must submit a monthly financial report to the directors. Three Committees The Nomination Committee, Audit Committee and Compen- sation Committee have been given the authority to make decisions on issues including candidates for the Board of Directors, compensation for directors and executive officers, and audits concerning the performance of directors and ex- ecutive officers. ✤Nomination Committee✤ The Nomination Committee is responsible for decisions re- garding proposals made to the General Meeting of Share- holders concerning the appointment and dismissal of directors. The majority of the Nomination Committee must be outside directors. The current members are NHI Chairman Junichi Ujiie, who is committee chairman, and outside directors Masaharu Shibata and Hideaki Kubori. Directors who are representative executive officers, including the CEO, are not members of the Nomination Committee. The Nomination Committee met twice during the year ended March 31, 2005. cusses and approves compensation for the accounting auditors based on a proposal submitted by the Chief Financial Officer. The majority of members of the Audit Committee are outside directors. The current members are outside directors Haruo Tsuji, who is committee chairman, and Koji Tajika, and Fumihide Nomura, who is not an executive officer. Audit Committee members do not serve on the other committees. In addition, all members of the Audit Committee fulfill the requirements of independent directors as defined under the Sarbanes-Oxley Act, and Koji Tajika fulfills the requirements of an audit committee financial expert pursuant to this act. The Audit Committee met 22 times during the year ended March 31, 2005. ✤Compensation Committee✤ The Compensation Committee makes decisions regarding compensation for directors and executive officers, both in terms of broad policy and compensation for specific indi- viduals. The majority of members of the Compensation Committee are outside directors. The current members are NHI Chairman Junichi Ujiie, who is committee chairman, and outside directors Masaharu Shibata and Hideaki Kubori. Directors who are representative executive officers, including the CEO, are not members of the Compensation Committee. The Compensation Committee met four times during the year ended March 31, 2005. Compensation for Directors and Executive Officers NHI has two basic compensation policies for directors and executive officers. One is a flexible system for determining compensation based on performance relative to manage- ment targets. This is aimed at increasing motivation and em- powering individuals to maximize performance. The second is the introduction of equity-based compensation to enhance Annual Report 2005 R 45 ❖ ROE-linked Base Salary long-term incentives. Compensation for directors and executive Consolidated ROE officers is composed of the following three components. Base Salary The base salary of each director and executive officer is the sum of amounts based on each individual’s career, post and Under 0% 0% to 5% 5% to 10% 10% to 15% Over 15% Base salary 0 1/3 of standard salary 2/3 of standard salary Standard salary 4/3 of standard salary responsibilities, and the degree to which the consolidated ROE Executive Management Board target has been achieved. The ROE-linked portion is deter- The Executive Management Board formulates Nomura Group mined as shown in the table on the right. management strategies and makes decisions concerning the Cash Bonus fundamental policies for business lines to execute their plans and operations. The Executive Management Board also moni- The cash bonus is based on quantitative factors such as con- tors each business line on the basis of earnings and other solidated net income, ROE and earnings of segments/busi- indicators that are designed to accurately gauge the status of ness lines. This bonus is also based on qualitative items, such operations. Currently, the Executive Management Board is as the degree to which management targets and personal made up of 10 executive officers and is chaired by the CEO. targets have been met, assessments of individual contribu- tions, and other factors. The aggregate cash bonuses of all Internal Controls Committee Nomura Group directors and executive officers may not ex- The Internal Controls Committee is responsible for establish- ceed 3% of consolidated net income. ing internal controls concerning Nomura Group operations, Stock Bonus and deliberations and decisions regarding proper corporate behavior. Currently, the Internal Controls Committee is made The stock bonus is determined separately for each individual up of four executive officers and two directors, including one by taking into consideration all applicable factors. This in- outside director, and is chaired by the CEO. cludes parameters such as consolidated net income and ROE, as well as the level of this compensation relative to the base Commitment Committee salary, cash bonus and stock bonus, and the benefits relative The Commitment Committee is responsible for deliberations and to the cost of providing such bonuses. decisions regarding important items involving Nomura Group Business Execution System with regard to risk management. The Commitment Committee is To ensure that executive officers make business decisions made up of seven executive officers and is chaired by the COO. positions having a low liquidity and positions that are material smoothly and appropriately, NHI has a Board of Executive Officers, Executive Management Board and Internal Controls Internal Controls Committee, which are chaired by the CEO, and a Commitment The Audit Committee has primary responsibility for man- Committee chaired by the COO. agement supervisory functions in companies that operate under the Committee System. The main members of the Board of Executive Officers Audit Committee are outside directors. To supplement the The Board of Executive Officers is responsible for delibera- Audit Committee’s auditing activities and ensure an airtight tions and decisions regarding Nomura Group business plans, auditing system, NHI designates Audit Mission Directors. budgets, and the allocation of management resources. The In addition, NHI’s Office of Audit Committee supports the Board of Executive Officers is made up of all 32 executive activities of the Audit Committee. The Internal Audit Division officers and is chaired by the CEO. is charged with distributing sufficient information to Nomura Holdings, Inc. R 46 individuals responsible for business execution as well as the Section 404 of the Sarbanes-Oxley Act. Internal controls over Audit Committee and Audit Mission Directors. financial reporting must be formulated by the CEO and CFO, or under the supervision of these two executives. To fulfill this Disclosure Committee requirement, the related divisions of NHI along with Nomura To ensure that investors receive fair access to information on Securities and other major consolidated subsidiaries (includ- Nomura Group, the group has established “Nomura Group’s ing overseas subsidiaries) are currently preparing the mas- Statement of Global Corporate Policy regarding Public sive volume of documents concerning processes involving Disclosure of Information.” This sets forth policy directives important financial statement items and items to be disclosed. that protect non-public information while at the same time The Internal Audit Division is responsible for performing promoting timely and appropriate public disclosures. The tests and assessments concerning the effectiveness of inter- statement adheres to the principle of U.S. Regulation FD.* nal controls. Progress with these tests and evaluations is Based on this global corporate policy, NHI has established reported not only to the Disclosure Committee, but also to a Disclosure Committee that is chaired by the NHI executive the Audit Committee and Internal Controls Committee. * U.S. Securities and Exchange Commission (SEC) regulations forbid companies from releasing important information to certain people, such as analysts or institutional inves- tors, before it is released to the general public. officer responsible for global corporate communications. The Disclosure Committee is responsible for deliberations and decisions regarding disclosure of material information, legally mandated documents such as SEC Form 20-F, the Japanese Annual Securities Reports, and other reports. The Disclosure Committee is taking the lead in document- ing internal controls, as well as in evaluating the effectiveness of those controls, for financial reporting in accordance with ❖ Internal Controls System Internal Controls Committee Audit Committee Audit Mission Directors Director (Chairman of Audit Committee) + Director (Audit Mission Director) ✦ Promotes proper corporate behavior throughout the group and enhances internal controls and procedures Approval of Audit Plan Audit Report Audit Report Audit Report Office of Audit Committee ✦ Assist Audit Mission Directors by providing operational support Internal Audit Division Internal Audit Management Nomura Holdings and its Subsidiaries Business Risk Management Compliance Annual Report 2005 R 47 Directors and Executive Officers (As of June 28, 2005) Directors Executive Officers Chairman Junichi Ujiie Senior Managing Director Directors Nobuyuki Koga Junichi Ujiie Hiroshi Toda Kazutoshi Inano President & CEO (Representative Executive Officer) Nobuyuki Shigemune Nobuyuki Koga Chief Executive Officer Yukio Suzuki Masaharu Shibata* Deputy President & COO (Representative Executive Officer) Hideaki Kubori* Haruo Tsuji* Hiroshi Toda Chief Operating Officer Fumihide Nomura Deputy President & Co-COO (Representative Executive Officer) Koji Tajika* Kazutoshi Inano Co-Chief Operating Officer *Outside director Senior Managing Directors Takashi Yanagiya Head of Global Investment Banking Kenichi Watanabe Head of Domestic Retail Takumi Shibata Head of Asset Management Manabu Matsumoto Hiromi Yamaji Shogo Sakaguchi Masanori Itatani Head of Internal Audit Yoshimitsu Oura Yusuke Yamada Hitoshi Tada Yasuo Agemura Head of Global Markets Akihiko Nakamura Head of Global IT & Operations Hideyuki Takahashi Regional Management of Americas Region Hiroshi Tanaka Noriyasu Yoshizawa Regional Management of China Region Yasuo Yoshihara Akira Maruyama Head of Global Merchant Banking Akihito Watanabe Head of Global Research Tetsu Ozaki Head of Global Corporate Communications Shigesuke Kashiwagi Head of Global Fixed Income Yugo Ishida Atsuo Sakurai Regional Management of Europe Region Head of Asset Finance Masafumi Nakada Chief Financial Officer, Head of Global Risk Management, Treasury, Controller and IR Hiromasa Yamazaki Head of Global Equity Kamezo Nakai Takahide Mizuno Atsushi Yoshikawa Yasuaki Fukui Nomura Holdings, Inc. R 48 Compliance Structure Nomura Group places strong emphasis on preventing behavior that could be seen as illegal. Should a problem occur, there is a framework for submitting reports to management without exception or delay, and for responding appropriately. Each group company must ensure steadfast compliance and adherence to the relevant rules and regulations, as well as sufficiently manage operations based on Nomura Group’s Regulations of the Organization. Group companies must also properly supervise their operations based on their own internal rules. However, group companies work in a unified manner on such issues as appointing Compliance Officers and setting up compliance hotlines. The Nomura Securities Compliance Department holds regular meetings of group company Compliance Officers to strengthen cooperation within the Group. Establishment of Code of Ethics of Nomura Group Compliance Hotline In March 2004, Nomura Group voluntarily established the The NHI Compliance Hotline was set up in October 2002. “Code of Ethics of Nomura Group”* to provide global guide- Nomura Securities began operating its own Compliance Hotline lines that are applicable to everyone working in the group. in October 1997. The purpose of the group Compliance Hotline Reflecting the Founder’s Principles of Nomura, the code has is to provide a means of going beyond individual companies items concerning corporate governance and corporate social to relay information directly to management at NHI for em- responsibility. In all, there are 19 items that should be ob- ployees who discover acts that violate laws or company regu- served by Nomura Group people worldwide. lations, or other anti-social behavior. Information can be * Refer to CSR Report 2005 for more information. Compliance Officers supplied directly to the designated NHI executive officer and to an outside director. Information provided through the Compli- ance Hotline and the status of responses are reported to and Each Nomura Group company appoints a Compliance Of- examined by the NHI Internal Controls Committee. ficer who is responsible for confirming that all employees are Employees are informed that measures have been taken aware of their obligations to respect the law and that busi- to ensure that individuals who report violations are completely ness operations are conducted in a manner that complies with protected from any negative consequences. laws and regulations. Due to the differing nature of operations, each group Global Legal Risk company may appoint a Compliance Officer for each depart- Because Nomura Group conducts business on a global scale, ment, or one or more Compliance Officers at each head office adequate measures are taken with regard to legal risks asso- or company. Compliance Officers are responsible not only ciated with overseas compliance and cross-border transac- for monitoring adherence to laws and regulations, but also tions. The group is heightening professional expertise for ensuring that activities conform to social standards from concerning the regulatory environment for its international the standpoint of corporate ethics. activities. Nomura Group is also refining skills in the develop- Group Compliance Officers attend an annual training ment of cross-border products and services that take into seminar. These events reinforce awareness of their responsi- account the requirements of laws and regulations of various bilities and raise awareness within Nomura Group of the need regulatory regimes. to observe a unified compliance policy and set of regulations. Overseas legal risk is managed primarily on a regional Annual Report 2005 R 49 basis. As part of the management of legal risk associated with office departments and Compliance Officers are assigned at global business activities, Nomura Group periodically holds a each department and branch office. global legal conference and a global compliance conference. This provides a forum for examining problems involved with Compliance Hotline cross-border and other business activities. The Nomura Securities Compliance Hotline provides another means, separate from the NHI channels, for Nomura Securities Nomura Securities Compliance Structure employees to submit information directly to the Internal Nomura Securities has established a Compliance Program, Administration Supervisor and external lawyers. These law- which is a detailed action plan for compliance, and developed yers are the legal supervisors of Nomura Securities’ its compliance structure based on this program. Compliance Committee. In addition, there is a system in place to completely shield individuals providing information from Compliance Committee any negative consequences. The Compliance Committee is made up of 14 executive offic- ers including the CEO, the Internal Administration Supervisor, Compliance Training and two external lawyers who act as legal supervisors. As a Compliance manuals designed to ensure a clear understand- rule, the committee meets twice each month to discuss the ing of laws and regulations are made available via the group’s internal control system, compliance rules and other impor- intranet, providing a compliance education framework for all tant matters concerning compliance. directors, officers and employees. Training programs are conducted in accordance with the Compliance Management at Departments and Branch Offices duties of employees, and training materials are used for monthly In accordance with Japan Securities Dealers Association regu- training sessions at branch offices. Reports on the implemen- lations, Internal Controls Officers are assigned within front- tation of these sessions are submitted to administrators. ❖ Nomura Securities Compliance Hotline Employees Operating Officers Internal Controls Officers Compliance Officers External Lawyers Internal Administration Supervisor Nomura Holdings Designated Executive Officer Outside Director Compliance Committee Board of Executive Officers Nomura Holdings, Inc. R 50 Corporate Citizenship Tokushichi Nomura explained Nomura’s raison d’etre as follows: “Nomura’s mission is to enrich the nation through the securities business. This is something we must absolutely see through.” In keeping with these words, Nomura Group believes that sound economic growth is essential to achieving a truly affluent society. To this end, we are actively engaged in increasing educational opportunities that broaden the understanding of financial and securities markets. Since we also believe in the importance of adopting a well-rounded perspective of society, we are active supporters of academia, culture, the arts and sports. Economics and Securities Education Nihon Keizai Shimbun, Inc., we operate the “man@bow” (“Let’s Nomura Group provides a broad range of opportunities to learn!”) economics website. Another activity is “Doki Doki Waku learn more about the economy and securities markets, not Waku Okane no Hanashi,” an educational program carried by only to children, who will forge the future, but also to middle- more than 160 cable TV stations in Japan that deals with the aged and older people. For this purpose, we hold securities importance of managing assets. seminars at more than 110 universities in Japan, and hold programs covering finance and securities subjects for com- Cooperation Between Universities and Industries munities and workplaces. For junior and senior high school In 1986, Nomura Group established the Nomura Foundation students and university students, we are a special sponsor for for Academic Promotion to commemorate Nomura Securities’ a portfolio training and reporting contest called Nikkei Stock 60th anniversary. To promote academic research and interna- League. We also extend support to the Quest Education Pro- tional exchanges involving research and education, the foun- gram, which fosters junior and senior high school students’ dation focuses its support mainly on the fields of law, political career views and offers them a chance to consider what they science and economics. want to be and how they want to live their lives. With the ❖ Education Initiatives Publications Events Lectures Elementary schools Junior high schools Senior high schools Universities Adults Company employees Communities The Secret of Money Finance for Beginners Enjoying Economics Activities to promote defined contribution pension plan schemes Nomura Money Fair Seminars at Nomura Securities’ branches Securities education programs Securities learning programs Education programs Quest Education Program Special sponsor of Nikkei Stock League Internet Cable TV Nikkei Education Forum Educational content on the internet Nomura Free School Doki Doki Waku Waku Okane no Hanashi Annual Report 2005 R 51 ❖ Nomura-backed Industry-Academia Affiliations Support for Culture and the Arts Columbia University We are a lead corporate sponsor for the alternative investment program The Nomura Cultural Foundation, which was established in May 1990, supports human resource development activities in the areas of music and fine arts and promotes inter- national exchange. The foundation cultivates young artists and supports performances, exhibitions, symposiums and other events at the Columbia University Center on Japanese Economy and Business. Oxford University Nomura Group established the Nomura Centre for Quantitative Finance at the university. We provide a practical course on derivatives and offer support for research in cutting-edge financial engineering. University of Tokyo At the University of Tokyo’s Office of University Corporate Relations, which was established in November 2002, we worked on the first joint research project, “Development of a Model for Industry-University Collaboration Based on Market Principles.” In April 2004, the university founded the Research Center for Finance. Junichi Ujiie, Chairman of NHI, was named the center’s first director. that promote international exchanges in the Kyoto University In 2001, Kyoto University’s Institute of Economic Research and Nomura arts and culture. The foundation also grants scholarships to international students. In 1996, the Nomura Cultural Founda- tion created the Nomura Prize, a scholarship and citation program, at the Tokyo National Group jointly established the Research Section for Application of Finan- cial Engineering, funded by Nomura Group, within the institute. Hitotsubashi University The Financial and Capital Markets Research Center was established as a forum to encourage the exchange of opinions among the academic, gov- ernmental and industrial sectors. In 2005, study groups were set up for corporate governance and social responsibility investments (SRI). University of Fine Arts and Music. The first prize was awarded in 1998. The foundation selects and purchases distinguished pieces made by figurative arts doctoral students to store and Other Activities display at the university’s museum. This develops promising JOC Official Partnership young artists, improves the collection of artistic documents at Nomura Group has supported the Japanese Olympic Commit- the museum, and promotes related education and research. tee (JOC) as an official partner since the 2000 Sydney Games. To support the Pacific Music Festival’s mission, “To broaden and develop the world’s music by nurturing young musicians,” EXPO 2005 Aichi, Japan Nomura Securities and the Nomura Cultural Foundation have At the 2005 World Exposition, held from March 25 to Sep- been special corporate sponsors since the festival was started tember 25, 2005, Nomura Group is a sponsor of Global in 1990 by the late Leonard Bernstein. House, which explores relationships between nature and mankind in the 21st century in line with the exposition’s Social Welfare Activities official theme of “Nature’s Wisdom.” All Nomura Group companies are committed to social welfare activities to contribute to good health and enriching lifestyles. Survey on the Costs of Child-raising (“Angel Coefficient”) One illustration is our co-sponsorship of the annual Nomura Securities has conducted this biennial survey since National Health and Welfare Festival for Seniors (“Nenrinpic”) 1989 to gather quantitative data on the budgets and economic since its inception. The 18th festival will be held in 2005 in condition of households from the perspective of child-raising Fukuoka. In the United States, we established the Nomura costs. The “Angel Coefficient,” a term coined by Nomura and America Foundation in 1994, which has contributed to now widely used in Japan, is the percentage of total house- children’s welfare groups, community project groups and hold expenditures used for child-raising. educational institutions across the country. Nomura Group * Refer to CSR Report 2005 for more information. made a donation to the Special Olympics World Winter Games held in Nagano in February 2005. Note: Special Olympics is an international organization dedicated to supporting children and adults with intellectual disabilities by providing them with year-round sports training and athletic competition. This gives these people continuing opportunities to raise their level of independence and participation in society. Nomura Holdings, Inc. R 52 A Better Workplace Nomura Group is dedicated to providing employees with a work environment where they can do their jobs productively while leading fulfilling lives. We are also committed to creating a better work environment for all employees. Creating a Better Workplace Fundamental Principle Nomura Group is dedicated not only to compliance with laws The Nomura Group’s fundamental principle is that employ- and regulations, but also to providing a pleasant working envi- ees must not discriminate, let others discriminate or condone ronment where the human rights of all employees are respected. discrimination. The group aims to develop an awareness con- Communication We believe that active internal communication is essential to cerning corporate social responsibility among employees and to deepen their understanding of human rights issues. motivating employees. To provide for this communication, we In-house and External Training Programs use our intranet, internal publications and other means to To give all employees a thorough understanding and aware- communicate messages from senior management, important ness of our fundamental principle, Nomura has established decisions and other information. the Human Rights Education Committee and conducts hu- Workplace Safety man rights awareness training for all Nomura Group execu- tives at least once each year. In addition, training programs Nomura Group exercises care to provide a safe and com- are conducted for employees based on the human rights fortable workplace. Attention is paid to desk space, lighting, promotion framework, which is centered on the Human Rights air conditioning, temperature settings and other items. Education Committee. Twenty programs were held during fiscal 2004. Mental Health Care To incorporate a broad range of external views on human Mental health care measures are part of our actions to pro- rights, we participate in seminars and training programs con- vide all employees with a better work environment. Health ducted by government agencies, human rights groups, non- care centers conduct examinations by psychiatrists and em- profit organizations and others. This is done mainly through ployees have access to counseling through the Counseling the Human Rights Education Department and Human Rights Room. To access physicians and counselors outside the group, Awareness Promotion Committee members at branch offices. employees and their family members can use the 24-hour Nomura Health Dial 24. Prevention of Harassment and Discrimination Nomura Group has set out guidelines to prevent sexual Rigorous Health Management harassment and established an external contact for consulta- Nomura Group has departments specializing in the promo- tions concerning power harassment, thereby taking steps to tion of healthy lifestyles and operates internal clinics to assist prevent both types of harassment. Based on its basic policy employees manage their health. Guidelines have been estab- on AIDS, Nomura Group works on protecting individuals af- lished for periodic check-ups, other check-ups and compre- flicted with AIDS from discrimination and prejudice. hensive physical exams. Employees over 30 are required to undergo comprehensive physical exams. Employment Human Rights Nomura Group strives to maintain employment practices that reflect the employment environment and nature of business Based on the recognition that human resources are Nomura activities in the finance and securities industries. The person- Group’s most important asset, we take extensive measures to nel system complies with all laws and regulations and reflects protect the rights of each individual and prevent discrimina- employment terms for individual countries and regions as well tion and harassment. as for different types of employment contracts. Annual Report 2005 R 53 New Personnel System Employee Training System Nomura Securities will adopt a new personnel system in Nomura Group is building a personnel training system that October 2005. The new system is designed to make the com- enhances the overall vitality of the group and contributes to pany more competitive over the medium and long terms by the thorough execution of a merit-based personnel system, ensuring a faster, smoother response to changes in customer in which employees are properly treated based on their per- needs and market conditions. The basic philosophy of the system is to create a work environment where employees can realize their full potential and to adopt a merit-based system formance and motivation. ✤Instructor System✤ Senior employees are appointed as on-the-job instructors for in which employees are properly compensated in line with newly hired employees. This system makes it possible to their performance. conduct comprehensive monitoring of improvements in busi- Under the new system, there will be two types of employees: ness knowledge, practical skills and other capabilities that zeniki-gata shain (whole area employees), who are subject to transfers that require a change of residence; and chiiki-gata shain (specific area employees), who are exempt from such contribute to a new employee’s development. ✤Training Application System✤ To increase the motivation of employees and encourage them transfers. Employees in both categories are engaged in the same to acquire more specialized knowledge, employees can apply scope of business activities. All employees may apply to switch to participate in any of four training courses: study abroad; to the other category. To compensate employees fairly based Financial & Economic Research Center analyst training; on their performance, more authority to conduct employee Investment Banking Division training; and fund manage- evaluations is being transferred to work sites. For financial advisers (FAs), who are community-based sales professionals, employment contracts will be changed from fixed- ment training. ✤International Business Skill Training✤ Nomura Securities offers training programs to give individu- term contracts to ones without a fixed term. In addition, com- als the practical English language skills they need to work in pensation will be more weighted toward performance. the securities industry. ✤Support for Acquisition of Qualifications✤ Nomura Securities offers specialized training programs for the acquisition of specific qualifications. Through these pro- grams, extensive support is offered for individuals seeking securities dealer, financial planner, securities analyst and other qualifications. * Refer to CSR Report 2005 for more information. ❖ Training System (FY04) Directors (Nomura Group) training new directors Training new branch office managers Training new general administration managers Training instructors Training to qualify employees to be variable pension insurance sales people Financial planner training Core-skill training Investment banking refresher course Presentation skills (English) Training for employees being transferred overseas for the first time International business skills Managing director level Executive director level New managing director training New executive director training Assistant vice president level Training for new assistant vice presidents Second-year training First-year training Training by grade Respond to directions Practical business training by purpose Language training for studying abroad Nomura Holdings, Inc. R 54 Product Policies Nomura Group carefully analyzes the financial products it offers and provides customers with accurate information and easy-to-understand instructions. We also consider customers’ knowledge of financial products, their financial status and other factors before fully explaining appropriate product choices. This ensures that customers are able to make sound investment decisions. Our approach to soliciting business is in full compliance with the Securities Exchange Law and other relevant laws and regulations. Nomura Group is thus committed to providing services worthy of a financial and securities company in developing products, providing information and soliciting business. Specific approaches by Nomura Securities Soliciting business The specific approaches taken to develop products, provide In accordance with “Nomura Securities Sales Policies,” Nomura information and solicit business at Nomura Securities, a core Securities consults with customers regarding their investment subsidiary of the Nomura Group, are described below. strategies and experience and financial status prior to sug- gesting appropriate product choices. The company is also Formulating products considerate of sales meeting times, places, and methods in Nomura Securities has established a range of design guide- order to ensure utmost customer convenience. lines for its product head offices to follow in developing attractive A comprehensive understanding of customer circum- products. The company exercises due diligence with regard to stances is particularly important for initial public offerings, the schemes and propriety of private subscription products other offerings and sales, as stated in the “Basic Policies on developed by other companies and sold by Nomura Securities. Sales.” Special guidelines have been established regarding the Providing information sive sales efforts focusing on particular customers. Candor Nomura Securities provides accurate product information and and fairness are the principles at the heart of all solicitation timing and volume of distributions in order to avoid exces- explains product risk in detail to customers, in keeping with and sales efforts. the Law on Sales of Financial Products and other relevant laws and regulations. Nomura Securities has developed “Guidelines on Prepar- ing Sales Brochures for Customers” in accordance with the Japan Securities Dealers Association’s “Guidelines Concerning Advertisement Brochures.” All written materials provided to customers are carefully examined to ensure they conform to the Guidelines. Subsidiaries and Affiliates As of July 31, 2005 Major Subsidiaries Japan NOMURA SECURITIES CO., LTD. Nihonbashi Head Office: 1-9-1, Nihonbashi, Chuo-ku Tokyo 103-8011, Japan Tel: 81 (3) 3211-1811 Fax: 81 (3) 3278-0420 Otemachi Head Office: 2-2-2, Otemachi, Chiyoda-ku Tokyo 100-8130, Japan Tel: 81 (3) 3211-1811 Fax: 81 (3) 3278-0420 NOMURA ASSET MANAGEMENT CO., LTD. 1-12-1, Nihonbashi, Chuo-ku Tokyo 103-8260, Japan Tel: 81 (3) 3241-9511 Fax: 81 (3) 3241-8275 THE NOMURA TRUST & BANKING CO., LTD. 2-2-2, Otemachi, Chiyoda-ku Tokyo 100-0004, Japan Tel: 81 (3) 5202-1600 Fax: 81 (3) 3275-0760 NOMURA CAPITAL INVESTMENT CO., LTD. 2-2-2, Otemachi, Chiyoda-ku Tokyo 100-8130, Japan Tel: 81 (3) 3278-5151 Fax: 81 (3) 3278-1432 NOMURA INVESTOR RELATIONS CO., LTD. 1-26-2, Nishi-Shinjuku, Shinjuku-ku Tokyo 163-0537, Japan Tel: 81 (3) 3340-0300 Fax: 81 (3) 3340-0307 NOMURA PRINCIPAL FINANCE CO., LTD. 2-2-2, Otemachi, Chiyoda-ku Tokyo 100-8130, Japan Tel: 81 (3) 3278-0243 Fax: 81 (3) 3271-2498 NOMURA FUNDS RESEARCH AND TECHNOLOGIES CO., LTD. 2-2-2, Otemachi, Chiyoda-ku Tokyo 100-8130, Japan Tel: 81 (3) 3276-2151 Fax: 81 (3) 3275-9360 NOMURA PENSION SUPPORT & SERVICE CO., LTD. 1-11-1, Nihonbashi, Chuo-ku Tokyo 103-0027, Japan Tel: 81 (3) 3275-0401 Fax: 81 (3) 3275-2277 NOMURA BABCOCK & BROWN CO., LTD. 1-11-1, Nihonbashi, Chuo-ku Tokyo 103-0027, Japan Tel: 81 (3) 3281-7141 Fax: 81 (3) 3281-0215 NOMURA RESEARCH & ADVISORY CO., LTD. 2-2-2, Otemachi, Chiyoda-ku Tokyo 100-8130, Japan Tel: 81 (3) 5255-9416 Fax: 81 (3) 5255-1775 NOMURA BUSINESS SERVICES CO., LTD. 1-9-1, Nihonbashi, Chuo-ku Tokyo 103-8011, Japan Tel: 81 (3) 3278-9711 Fax: 81 (3) 3241-8187 NOMURA FACILITIES, INC. 1-7-2, Nihonbashi-honcho, Chuo-ku Tokyo 103-0023, Japan Tel: 81 (3) 3231-6261 Fax: 81 (3) 3231-6409 NOMURA INSTITUTE OF CAPITAL MARKETS RESEARCH 1-9-1, Nihonbashi, Chuo-ku Tokyo 103-8011, Japan Tel: 81 (3) 5203-1821 Fax: 81 (3) 5203-1825 Americas NOMURA HOLDING AMERICA INC. 2 World Financial Center, Building B New York, New York 10281-1198, U.S.A. Tel: 1 (212) 667-9300 Fax: 1 (212) 667-1058 NOMURA SECURITIES INTERNATIONAL, INC. New York Head Office: 2 World Financial Center, Building B New York, New York 10281-1198, U.S.A. Tel: 1 (212) 667-9300 Fax: 1 (212) 667-1058 Chicago Office: 77 West Wacker Drive Chicago, IL 60601-1717, U.S.A. Tel: 1 (312) 408-9500 Fax: 1 (312) 408-9555 Annual Report 2005 R 55 Los Angeles Office: 6100 Center Drive Suite 1050 Los Angeles, CA 90045, U.S.A. Tel: 1 (310) 348-3100 Fax: 1 (310) 348-3144 San Francisco Office: 425 California Street, Suite 2600, San Francisco, CA 94104, U.S.A. Tel: 1 (415) 445-3800 Fax: 1 (415) 445-3891 São Paulo Representative Office: Av. Brigadeiro Faria Lima no. 2179 6th Floor-cj. 61, São Paulo, S.P. Brazil CEP 01452-000 Tel: 55 (11) 3034-2258 Fax: 55 (11) 3034-2259 NOMURA CORPORATE RESEARCH AND ASSET MANAGEMENT INC. 2 World Financial Center, Building B New York, New York 10281-1198, U.S.A. Tel: 1 (212) 667-9300 Fax: 1 (212) 667-1058 NOMURA FUNDS RESEARCH AND TECHNOLOGIES AMERICA, INC. 2 World Financial Center, Building B New York, New York 10281-1198, U.S.A. Tel: 1 (212) 667-9300 Fax: 1 (212) 667-1058 NOMURA ASSET CAPITAL CORPORATION 2 World Financial Center, Building B New York, New York 10281-1198, U.S.A. Tel: 1 (212) 667-9300 Fax: 1 (212) 667-1058 THE CAPITAL COMPANY OF AMERICA, LLC 2 World Financial Center, Building B New York, New York 10281-1198, U.S.A. Tel: 1 (212) 667-2250 Fax: 1 (212) 667-1095 NOMURA DERIVATIVE PRODUCTS, INC. 2 World Financial Center, Building B New York, New York 10281-1198, U.S.A. Tel: 1 (212) 667-9416 Fax: 1 (212) 667-1400 NOMURA GLOBAL FINANCIAL PRODUCTS, INC. 2 World Financial Center, Building B New York, New York 10281-1198, U.S.A. Tel: 1 (212) 667-2357 Fax: 1 (212) 667-1047 Nomura Holdings, Inc. R 56 NOMURA SECURITIES (BERMUDA) LTD. BANQUE NOMURA FRANCE Chesney House, 96 Pitts Bay Road Pembroke HM 08, Bermuda Tel: 1 (441) 296-4050 Fax: 1 (441) 296-4061 NOMURA CANADA INC. 2 Bloor Street, West Suite 700, Toronto, Ontario M4W 3R1, Canada Tel: 1 (416) 868-1683 Fax: 1 (416) 359-8956 NOMURA ASSET MANAGEMENT U.S.A. INC. 2 World Financial Center, Building B New York, New York 10281-1712 U.S.A. Tel: 1 (212) 667-1414 Fax: 1 (212) 667-1460 Europe & Middle East NOMURA EUROPE HOLDINGS PLC Nomura House, 1, St. Martin’s-le-Grand London, EC1A 4NP, U.K. Tel: 44 (207) 521-2000 Fax: 44 (207) 521-2121 NOMURA INTERNATIONAL PLC London Head Office: Nomura House, 1, St. Martin’s-le-Grand London, EC1A 4NP, U.K. Tel: 44 (207) 521-2000 Fax: 44 (207) 521-2121 Madrid Office: Paseo de La Castellana, 41-2F 28046, Madrid, Spain Tel: 34 (91) 532-0920 Fax: 34 (91) 521-6010 Vienna Representative Office: “Kärntner Ring Hof” Kärntner Ring 5-7, A-1010 Vienna, Austria Tel: 43 (1) 513-2322 Fax: 43 (1) 513-2321 NOMURA BANK INTERNATIONAL PLC Nomura House, 1, St. Martin’s-le-Grand London, EC1A 4NP, U.K. Tel: 44 (207) 521-2000 Fax: 44 (207) 626-0851 NOMURA GLOBAL FUNDING PLC Nomura House, 1, St. Martin’s-le-Grand London, EC1A 4NP, U.K. Tel: 44 (207) 521-2000 Fax: 44 (207) 521-2121 164, rue de Rivoli, 75001, Paris, France Tel: 33 (1) 42971900 Fax: 33 (1) 42971888 NOMURA NEDERLAND N.V. Atrium 1st Floor, Strawinskylaan 3109 1077 ZX, Amsterdam, The Netherlands Tel: 31 (20) 5999000 Fax: 31 (20) 4684682 NOMURA EUROPE FINANCE N.V. Atrium 1st Floor, Strawinskylaan 3109 1077 ZX, Amsterdam, The Netherlands Tel: 31 (20) 5999000 Fax: 31 (20) 4684682 NOMURA BANK (LUXEMBOURG) S.A. 6 avenue Emile Reuter, L-2420 Luxembourg Grand Duchy of Luxembourg Tel: 352-4638888 Fax: 352-463333 NOMURA BANK (DEUTSCHLAND) GmbH MesseTurm D-60308 Frankfurt am Main Federal Republic of Germany Tel: 49 (69) 97508-0 Fax: 49 (69) 97508-600 NOMURA BANK (SWITZERLAND) LTD. Zurich Head Office: Kasernenstrasse 1, P.O. Box CH-8021 Zurich Switzerland Tel: 41 (1) 2957111 Fax: 41 (1) 2422141 Geneva Office: 10, Quai du Seujet, P.O. Box CH-1211 Geneva 11, Switzerland Tel: 41 (22) 9098400 Fax: 41 (22) 7328314 NOMURA ITALIA S.I.M. P.A. Via Palestro, 2, 20121 Milano, ITALY Tel: 39 (02) 76461 Fax: 39 (02) 76317106 NOMURA CORPORATE ADVISORY (CENTRAL EUROPE) LTD. East-West Business Center 7th Floor, 1088 Budapest Rákóczi út 1-3, Hungary Tel: 36 (1) 235-5200 Fax: 36 (1) 235-5299 NOMURA INVESTMENT BANKING (MIDDLE EAST) B.S.C. (c) 7th Floor, BMB Centre Diplomatic Area, P.O. Box 26893 Manama, Bahrain Tel: (973) 17 530531 Fax: (973) 17 530365 NOMURA ASSET MANAGEMENT U.K. LIMITED 6th Floor, Nomura House, 1 St. Martin’s-le-Grand, London EC1A 4NT, U.K. Tel: 44 (207) 521-3333 Fax: 44 (207) 796-1246 Asia & Oceania NOMURA ASIA HOLDING N. V. Atrium 1st Floor, Strawinskylaan 3109 1077 ZX, Amsterdam, The Netherlands Tel: 31 (20) 5999000 Fax: 31 (20) 4684682 NOMURA INTERNATIONAL (HONG KONG) LIMITED 30/F, Two International Finance Centre 8 Finance Street, Central, Hong Kong Tel: 852 (2536) 1111 Fax: 852 (2536) 1888 Seoul Branch Office: 12th Floor, Youngpoong Building, 33 Seorin-dong, Chongro-ku, Seoul, Korea Tel: 82 (2) 399-6100 Fax: 82 (2) 399-6689 Taipei Branch Office: 14th Floor, 109 Min-Sheng East Road Sec. 3, Taipei, Taiwan R.O.C. Tel: 886 (2) 2547-9300 Fax: 886 (2) 2547-9388 NOMURA SINGAPORE LIMITED 6 Battery Road, #34-01, Singapore 049909 Singapore Tel: 65 (6420) 1811 Fax: 65 (6420) 1888 NOMURA ADVISORY SERVICES (MALAYSIA) SDN. BHD. Suite No.16. 3, Level 16, Letter Box No.46 Menara IMC, 8 Jalan Sultan Ismail 50250 Kuala Lumpur, Malaysia Tel: 60 (3) 2076-6811 Fax: 60 (3) 2076-6877 Annual Report 2005 R 57 P.T. NOMURA INDONESIA Major Affiliates and Group Companies 7th Floor, Resona Perdania Bank Jl. Jend. Sudirman Kav. 40-41 Jakarta 10210, The Republic of Indonesia Tel: 62 (21) 571-8888 Fax: 62 (21) 571-8881 NOMURA AUSTRALIA LIMITED Level 32, Colonial Centre, 52 Martin Place, Sydney, N.S.W. 2000, Australia Tel: 61 (2) 9321-3500 Fax: 61 (2) 9321-3599 NOMURA ASSET MANAGEMENT SINGAPORE LIMITED 6 Battery Road, #34-02, Singapore 049909 Singapore Tel: 65 (6420) 1788 Fax: 65 (6420) 1799 NOMURA ASSET MANAGEMENT HONG KONG LIMITED 30/F, Two International Finance Centre 8 Finance Street, Central, Hong Kong Tel: 852 (2524) 8061 Fax: 852 (2536) 1067 NOMURA ASSET MANAGEMENT AUSTRALIA PTY LIMITED Level 32, Colonial Centre, 52 Martin Place, Sydney, N.S.W. 2000, Australia Tel: 61 (2) 9321-3901 Fax: 61 (2) 9321-3949 REPRESENTATIVE OFFICES OF NOMURA SECURITIES CO., LTD. Beijing Representative Office: 1212, Beijing Fortune Building, 5 Dongsanhuan-Beilu, Chaoyang District, Beijing, China Tel: 86 (10) 6590-8181 Fax: 86 (10) 6590-8182 Shanghai Representative Office: 725, 7/F., Shanghai Central Plaza, 381 Huai Hai Zhong Road, Shanghai 200020, China Tel: 86 (21) 6391-5353 Fax: 86 (21) 6391-6225 Hanoi Representative Office: Unit 1103, 11th Floor, Hanoi Central Office Building 44B, Ly Thuong, Kiet Street, Hanoi, Vietnam Tel: 84 (4) 8250-414 Fax: 84 (4) 8250-219 Japan NOMURA LAND AND BUILDING CO., LTD. 1-7-2 Nihonbashi-honcho, Chuo-ku Tokyo 103-0023, Japan Tel: 81 (3) 3231-1901 Fax: 81 (3) 3231-6421 NOMURA RESEARCH INSTITUTE, LTD. 1-6-5 Marunouchi, Chiyoda-ku Tokyo 100-0005, Japan Tel: 81 (3) 5533-2111 Fax: 81 (3) 5533-3383 NOMURA REAL ESTATE DEVELOPMENT CO., LTD. 1-26-2 Nishi-Shinjuku, Shinjuku-ku Tokyo 163-0566, Japan Tel: 81 (3) 3348-8811 Fax: 81 (3) 3345-0381 JAFCO CO., LTD. 1-8-2, Marunouchi, Chiyoda-ku Tokyo 100-0005, Japan Tel: 81 (3) 5223-7536 Fax: 81 (3) 5223-7561 Asia & Oceania NOMURA CORPORATE ADVISORY (CHINA) CO., LTD. 1218, Beijing Fortune Building, 5 Dongsanhuan-Beilu, Chaoyang District, Beijing, China Tel: 86 (10) 6590-9090 Fax: 86 (10) 6590-9088 CAPITAL NOMURA SECURITIES PUBLIC COMPANY LIMITED 21/3 Thai Wah Tower, Ground Floor South Sathorn Road, Bangkok 10120 Thailand Tel: 66 (2) 285-0060 Fax: 66 (2) 285-0620 INTERNATIONAL UNION LEASING CO., LTD. 420, Beijing Fortune Building, 5 Dongsanhuan-Beilu, Chaoyang District, Beijing, China Tel: 86 (10) 6590-8991 Fax: 86 (10) 6590-8999 Domestic Network (Alphabetical order for each region) Nomura Holdings, Inc. R 58 Hokkaido Tohoku Kanto Office Name Head Office Telephone Address 81 (3) 3211-1811 1-9-1, Nihonbashi, Chuo-ku, Tokyo 103-8011 Asahikawa Branch Office Hakodate Branch Office Kushiro Branch Office Sapporo Branch Office Akita Branch Office Aomori Branch Office Fukushima Branch Office Hachinohe Branch Office Koriyama Branch Office Morioka Branch Office Sendai Branch Office Yamagata Branch Office Aobadai Branch Office Atsugi Branch Office Chiba Branch Office Fujisawa Branch Office Funabashi Branch Office Hiratsuka Branch Office Kashiwa Branch Office Kawagoe Branch Office Kawaguchi Branch Office Kawasaki Branch Office Kofu Branch Office Kumagaya Branch Office Matsudo Branch Office Mito Branch Office Odawara Branch Office Omiya Branch Office Ota Branch Office Saitama Branch Office Shinyurigaoka Branch Office Takasaki Branch Office Tama Plaza Branch Office Tokorozawa Branch Office Totsuka Branch Office Tsuchiura Branch Office Urawa Branch Office Utsunomiya Branch Office Yokohama Branch Office Yokohama-eki Nishiguchi Branch Office Yokosuka Branch Office 81 (166) 23-1181 81 (138) 26-8111 81 (154) 23-1171 81 (11) 261-7211 81 (18) 831-2111 81 (17) 723-4111 81 (24) 522-2111 81 (178) 72-1001 81 (24) 923-8711 81 (19) 653-5000 81 (22) 221-3111 81 (23) 622-1313 81 (45) 985-1171 81 (46) 224-8666 81 (43) 227-2161 81 (466) 25-1311 81 (47) 433-2211 81 (463) 21-2111 81 (4) 7163-2011 81 (49) 225-5151 81 (48) 256-3811 81 (44) 233-6751 81 (55) 237-1781 81 (48) 529-5111 81 (47) 362-1221 81 (29) 224-5231 81 (465) 24-8511 81 (48) 641-8111 81 (276) 30-1533 81 (48) 645-8100 81 (44) 953-6511 81 (27) 323-9111 81 (45) 902-1122 81 (4) 2923-3811 81 (45) 881-1181 81 (29) 821-8811 81 (48) 833-1881 81 (28) 636-2181 81 (45) 641-2101 81 (45) 311-1671 81 (46) 823-2550 1 Migi, 9 Gojo-dori, Asahikawa-shi, Hokkaido 070-0035 7-15, Wakamatsu-cho, Hakodate-shi, Hokkaido 040-0063 12-1- 4, Kitaodori, Kushiro-shi, Hokkaido 085-0015 4, Kitasanjo-nishi, Chuo-ku, Sapporo-shi, Hokkaido 060-0003 4-2-7, Nakadori, Akita-shi, Akita 010-0001 2-6-29, Shin-machi, Aomori-shi, Aomori 030-0801 4-1, O-machi, Fukushima-shi, Fukushima 960-8041 28 Jusannichi-machi, Hachinohe-shi, Aomori 031-0041 2-5-12, Ekimae, Koriyama-shi, Fukushima 963-8002 2-2-18, Odori, Morioka-shi, Iwate 020-0022 2-1-1, Chuo, Aoba-ku, Sendai-shi, Miyagi 980-8730 1-7-30, Toka-machi, Yamagata-shi, Yamagata 990-0031 2-6-1, Aobadai, Aoba-ku, Yokohama-shi, Kanagawa 227-0062 2-2-20, Naka-cho, Atsugi-shi, Kanagawa 243-0018 1-14-13, Fujimi, Chuo-ku, Chiba-shi, Chiba 260-0015 1-5-10, Kugenumaishigami, Fujisawa-shi, Kanagawa 251-0025 2-1-33, Hon-cho, Funabashi-shi, Chiba 273-0005 2-14, Beniya-cho, Hiratsuka-shi, Kanagawa 254-0043 1- 4-29, Kashiwa, Kashiwa-shi, Chiba 277-8769 105, Wakita-machi, Kawagoe-shi, Saitama 350-1122 3-10-1, Sakae-cho, Kawaguchi-shi, Saitama 332-0017 5-2, Higashida-cho, Kawasaki-ku, Kawasaki-shi, Kanagawa 210-8604 1-17-10, Marunouchi, Kofu-shi, Yamanashi 400-0031 3-202 Tsukuba, Kumagaya-shi, Saitama 360-0037 1281-29, Matsudo, Matsudo-shi, Chiba 271-0092 1-3-37, Miya-machi, Mito-shi, Ibaraki 310-0015 1-6-1, Sakae-cho, Odawara-shi, Kanagawa 250-0011 1-24, Daimon-cho, Omiya-ku, Saitama-shi, Saitama 330-0846 3-1, Hamacho, Ota-shi, Gunma 373-0853 2-155, Sakuragi-cho, Omiya-ku, Saitama-shi, Saitama 330-0854 1-5-3, Kamiaso, Aso-ku, Kawasaki-shi, Kanagawa 215-0021 58-1, Yashima-cho, Takasaki-shi, Gunma 370-0849 5-1-2, Utsukushigaoka, Aoba-ku, Yokohama-shi, Kanagawa 225-0002 10-19, Hiyoshi-cho, Tokorozawa-shi, Saitama 359-1123 489-1, Kamikurata-cho, Totsuka-ku, Yokohama-shi, Kanagawa 244-0816 1-10-8, Kawaguchi, Tsuchiura-shi, Ibaraki 300-0033 2-13-8, Takasago, Urawa-ku, Saitama-shi, Saitama 330-0063 2-1-1, Babadori, Utsunomiya-shi, Tochigi 320-0026 4-52, Onoe-cho, Naka-ku, Yokohama-shi, Kanagawa 231-0015 1-5-10, Kitasaiwai, Nishi-ku, Yokohama-shi, Kanagawa 220-0004 1-9, Odaki-cho, Yokosuka-shi, Kanagawa 238-0008 81 (424) 98-6011 Tokyo metropolitan area Chofu Branch Office 81 (42) 369-8111 Fuchu Branch Office 81 (3) 3491-9101 Gotanda Branch Office 81 (426) 46-3811 Hachioji Branch Office Ikebukuro Branch Office 81 (3) 3983-1111 Ikebukuro Metropolitan Plaza Branch Office 81 (3) 3988-1181 81 (3) 3718-3371 Jiyugaoka Branch Office 81 (3) 3783-5101 Kamata Branch Office 81 (422) 22-8181 Kichijoji Branch Office 81 (3) 3657-1141 Koiwa Branch Office 81 (42) 328-6011 Kokubunji Branch Office 81 (42) 725-2111 Machida Branch Office 81 (3) 3769-6651 Mita Branch Office 81 (3) 3228-7755 Nakano Branch Office 81 (3) 3994-7711 Nerima Branch Office 81 (3) 3392-6011 Ogikubo Branch Office 81 (3) 3774-1181 Omori Branch Office 81 (3) 3482-2011 Seijo Branch Office 81 (3) 3882-8411 Senju Branch Office 81 (3) 3400-7111 Shibuya Branch Office 81 (3) 3572-0111 Shinbashi Branch Office 81 (3) 3205-1001 Shinjuku Branch Office 81 (3) 3342-1281 Shinjuku-eki Nishiguchi Branch Office 81 (3) 3348-8211 Shinjuku Nomura Building Branch Office 81 (42) 524-1111 Tachikawa Branch Office 81 (3) 3708-1811 Tamagawa Branch Office 81 (3) 3211-2411 Tokyo Branch Office 81 (3) 3583-2301 Toranomon Branch Office 81 (3) 3831-9211 Ueno Branch Office 1-36-9, Fuda, Chofu-shi, Tokyo 182-0024 1-8-1, Fuchu-cho, Fuchu-shi, Tokyo 183-8691 1-5-1, Nishi-Gotanda, Shinagawa-ku, Tokyo 141-0031 11-6, Asahi-cho, Hachioji-shi, Tokyo 192-0083 1-27-10, Minami-Ikebukuro, Toshima-ku, Tokyo 171-0022 1-11-1, Nishi-Ikebukuro, Toshima-ku, Tokyo 171-0021 2-10-9, Jiyugaoka, Meguro-ku, Tokyo 152-0035 5-15-8, Kamata, Ota-ku, Tokyo 144-0052 2-2-16, Kichijoji-honcho, Musashino-shi, Tokyo 180-0004 7-22-6, Minami-Koiwa, Edogawa-ku, Tokyo 133-0056 2-12-2, Hon-cho, Kokubunji-shi, Tokyo 185-0012 6-3-9, Haramachida, Machida-shi, Tokyo 194-0013 5-20-14, Shiba, Minato-ku, Tokyo 108-0014 5-65-3, Nakano, Nakano-ku, Tokyo 164-0001 5-17-10, Toyotama-kita, Nerima-ku, Tokyo 176-0012 1-8-8, Kamiogi, Suginami-ku, Tokyo 167-0043 2-5-10, Sanno, Ota-ku, Tokyo 143-0023 5-8-1, Seijo, Setagaya-ku, Tokyo 157-0066 2-18, Senjukotobuki-cho, Adachi-ku, Tokyo 120-0033 1-14-16, Shibuya, Shibuya-ku, Tokyo 150-0002 1-9-6, Shinbashi, Minato-ku, Tokyo 105-0004 5-17-9, Shinjuku, Shinjuku-ku, Tokyo 163-8691 1-6-1, Nishi-Shinjuku, Shinjuku-ku, Tokyo 163-1590 1-26-2, Nishi-Shinjuku, Shinjuku-ku, Tokyo 163-0502 2-5-1, Akebono-cho, Tachikawa-shi, Tokyo 190-0012 3-7-18, Tamagawa, Setagaya-ku, Tokyo 158-0094 1-8-2, Marunouchi, Chiyoda-ku, Tokyo 100-0005 2-1-1, Toranomon, Minato-ku, Tokyo 105-0001 2-1-8, Ueno, Taito-ku, Tokyo 110-8501 Annual Report 2005 R 59 Office Name Telephone Address Chubu/Hokuriku Kinki Chugoku/Shikoku Kyushu/Okinawa Fukui Branch Office Gifu Branch Office Hamamatsu Branch Office Kanayama Branch Office Kanazawa Branch Office Matsumoto Branch Office Nagano Branch Office Nagoya Branch Office Nagoya-ekimae Branch Office Niigata Branch Office Numazu Branch Office Okazaki Branch Office Shizuoka Branch Office Toyama Branch Office Toyohashi Branch Office Toyota Branch Office Tsu Branch Office Yokkaichi Branch Office Akashi Branch Office Higashiosaka Branch Office Himeji Branch Office Hirakata Branch Office Kishiwada Branch Office Kobe Branch Office Kyoto Branch Office Nanba Branch Office Nara Branch Office Nishinomiya Branch Office Osaka Branch Office Otsu Branch Office Sakai Branch Office Senri Branch Office Takatsuki Branch Office Tennoji-eki Branch Office Toyonaka Branch Office Tsukaguchi Branch Office Uehonmachi Branch Office Umeda Branch Office Wakayama Branch Office Fukuyama Branch Office Hiroshima Branch Office Kochi Branch Office Kurashiki Branch Office Matsue Branch Office Matsuyama Branch Office Okayama Branch Office Shimonoseki Branch Office Takamatsu Branch Office Tokushima Branch Office Tokuyama Branch Office Yonago Branch Office Fukuoka Branch Office Kagoshima Branch Office Kitakyushu Branch Office Kumamoto Branch Office Kurume Branch Office Miyazaki Branch Office Nagasaki Branch Office Naha Branch Office Oita Branch Office Saga Branch Office Sasebo Branch Office 81 (776) 22-8011 81 (58) 262-3101 81 (53) 454-3151 81 (52) 322-1261 81 (76) 221-3145 81 (263) 33-6781 81 (26) 228-1811 81 (52) 201-2311 81 (52) 561-5251 81 (25) 225-7777 81 (55) 962-4444 81 (564) 23-1811 81 (54) 254-6151 81 (76) 421-7561 81 (532) 53-1121 81 (565) 33-1300 81 (59) 223-2111 81 (593) 53-2141 81 (78) 918-1155 81 (6) 6783-5241 81 (792) 22-6101 81 (72) 846-2511 81 (724) 38-8188 81 (78) 321-2201 81 (75) 221-7211 81 (6) 6632-5081 81 (742) 22-0351 81 (798) 64-8181 81 (6) 6201-1281 81 (77) 526-3131 81 (72) 221-9241 81 (6) 6831-1661 81 (72) 681-2111 81 (6) 6779-1431 81 (6) 6845-8401 81 (6) 6421-1400 81 (6) 6772-1261 81 (6) 6313-3431 81 (73) 431-2111 81 (84) 921-3111 81 (82) 247-4131 81 (88) 823-3311 81 (86) 421-1511 81 (852) 22-1515 81 (89) 941-0131 81 (86) 224-1181 81 (832) 31-3211 81 (87) 851-4111 81 (88) 623-0161 81 (834) 22-0811 81 (859) 34-2851 81 (92) 771-3111 81 (99) 226-8141 81 (93) 521-7581 81 (96) 352-3181 81 (942) 33-7151 81 (985) 24-7191 81 (95) 821-1161 81 (98) 864-2471 81 (97) 535-1211 81 (952) 22-7111 81 (956) 37-0531 3-4-1, Ote, Fukui-shi, Fukui 910-0005 7-15, Kanda-machi, Gifu-shi, Gifu 500-8833 330-5, Tamachi, Hamamatsu-shi, Shizuoka 430-0944 1-12-14, Kanayama, Naka-ku, Nagoya-shi, Aichi 460-0022 3-25, Takaoka-machi, Kanazawa-shi, Ishikawa 920-0864 2-1-34, Chuo, Matsumoto-shi, Nagano 390-0811 1361, Suehiro-cho, Minami-Nagano, Nagano-shi, Nagano 380-8640 2-19-22, Nishiki, Naka-ku, Nagoya-shi, Aichi 460-8689 3-22-8, Mei-eki, Nakamura-ku, Nagoya-shi, Aichi 450-8666 1215-7, Rokuban-cho, Kamiokawamaedori, Niigata-shi, Niigata 951-8068 3-4-21, Otemachi, Numazu-shi, Shizuoka 410-8691 2-11, Koseidori-nishi, Okazaki-shi, Aichi 444-0059 1-6, Otemachi, Aoi-ku, Shizuoka-shi, Shizuoka 420-0853 1-4-3, Tsutsumichodori, Toyama-shi, Toyama 930-0046 1-38, Ekimaeodori, Toyohashi-shi, Aichi 440-0888 1-200, Nishi-machi, Toyota-shi, Aichi 471-0025 371, Hadokoro-cho, Tsu-shi, Mie 514-0009 1-15, Suwasakae-machi, Yokkaichi-shi, Mie 510-0086 2-1-26, Hon-machi, Akashi-shi, Hyogo 673-0892 2-2-18, Chodo, Higashiosaka-shi, Osaka 577-0056 18, Shirogane-cho, Himeji-shi, Hyogo 670-0902 5-15, Okahigashi-machi, Hirakata-shi, Osaka 573-0032 6-10, Sujikai-cho, Kishiwada-shi, Osaka 596-0057 1-5-32, Sannomiya-cho, Chuo-ku, Kobe-shi, Hyogo 650-0021 Sakai-machi kado, Shijo-dori, Shimogyo-ku, Kyoto-shi, Kyoto 600-8006 4-1-15, Nanba, Chuo-ku, Osaka-shi, Osaka 542-0076 45, Hayashikoji-cho, Nara-shi, Nara 630-8227 1-3-8, Kofuen, Nishinomiya-shi, Hyogo 662-0832 2-5-4, Kitahama, Chuo-ku, Osaka-shi, Osaka 540-8604 3-1-27, Nagara, Otsu-shi, Shiga 520-0046 59, Miyukidori, Mikunigaoka, Sakai-shi, Osaka 590-0028 1-1-5, Shin-senrihigashi-machi, Toyonaka-shi, Osaka 560-0082 3-1-101, Konya-cho, Takatsuki-shi, Osaka 569-0804 10- 48, Hidenin-cho, Tennoji-ku, Osaka-shi, Osaka 543-0055 1-2-33, Hon-machi, Toyonaka-shi, Osaka 560-0021 1-10-20, Tsukaguchi-cho, Amagasaki-shi, Hyogo 661-0002 6-5-28, Uehonmachi, Tennoji-ku, Osaka-shi, Osaka 543-0001 2-4, Komatsubara-cho, Kita-ku, Osaka-shi, Osaka 530-0018 9-2, Juban-cho, Wakayama-shi, Wakayama 640-8152 3-1, Higashisakura-machi, Fukuyama-shi, Hiroshima 720-0065 2-23, Tate-machi, Naka-ku, Hiroshima-shi, Hiroshima 730-0032 1-2-6, Harimaya-cho, Kochi-shi, Kochi 780-0822 3-9-10, Achi, Kurashiki-shi, Okayama 710-0055 484-16, Asahi-machi, Matsue-shi, Shimane 690-0003 5-7-3, Chifune-machi, Matsuyama-shi, Ehime 790-8691 6-24, Nishiki-machi, Okayama-shi, Okayama 700-8640 1-3-15, Hosoe-cho, Shimonoseki-shi, Yamaguchi 750-8691 10-5, Furushin-machi, Takamatsu-shi, Kagawa 760-0025 3-14, Yaoya-machi, Tokushima-shi, Tokushima 770-0841 1-3, Hon-machi, Shunan-shi, Yamaguchi 745-0036 1-27-13, Kakuban-cho, Yonago-shi, Tottori 683-0812 2-14-8, Tenjin, Chuo-ku, Fukuoka-shi, Fukuoka 810-0001 1-4, Sennichi-cho, Kagoshima-shi, Kagoshima 892-0843 3-1-1, Kyo-machi, Kokurakita-ku, Kitakyushu-shi, Fukuoka 802-0002 12-30, Hanabata-cho, Kumamoto-shi, Kumamoto 860-8604 24-18, Hiyoshi-machi, Kurume-shi, Fukuoka 830-0017 4-1-2, Tachibanadori-higashi, Miyazaki-shi, Miyazaki 880-8607 6-5, Doza-machi, Nagasaki-shi, Nagasaki 850-8691 1-1-19, Matsuyama, Naha-shi, Okinawa 900-0032 1-3-20, Chuo-machi, Oita-shi, Oita 870-0035 3-15, Ekiminami-honmachi, Saga-shi, Saga 840-0816 7-20, Shimasecho, Sasebo-shi, Nagasaki 857-0806 Consolidated Five-Year Summary (U.S. GAAP) Nomura Holdings, Inc. R 60 Notes: Please note that these consolidated financial state- ments are prepared solely for convenience and do not include the notes herein. Readers are strongly recommended to refer to the notes contained in the Form 20-F. Millions of yen Millions of U.S. dollars 2001 2002 2003 2004 2005 2005 Years ended March 31 Operating Results: Revenue: ¥ Commissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ Fees from investment banking . . . . . . . . . . . . . . . . . . . . . . . . Asset management and portfolio service fees . . . . . . . . . . Net gain on trading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (Loss) gain on private equity investments . . . . . . . . . . . . . . Interest and dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (Loss) gain on investments in equity securities . . . . . . . . . Gain from changes in equity of an affiliated company . . . PFG entities product sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . PFG entities rental income . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gain on sales of PFG entities . . . . . . . . . . . . . . . . . . . . . . . . . Private equity entities product sales . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189,841 87,160 144,882 307,989 — 518,941 (98,968) — 117,523 103,339 — — 98,591 1,469,298 553,643 915,655 Non-interest expenses: Compensation and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . Commissions and floor brokerage . . . . . . . . . . . . . . . . . . . . Information processing and communications . . . . . . . . . . Occupancy and related depreciation . . . . . . . . . . . . . . . . . . . Business development expenses . . . . . . . . . . . . . . . . . . . . . . PFG entities cost of goods sold . . . . . . . . . . . . . . . . . . . . . . . PFG entities expenses associated with rental income . . . . Private equity entities cost of goods sold . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total non-interest expenses . . . . . . . . . . . . . . . . . . . . . . . 305,190 26,393 70,998 65,319 29,940 84,004 43,760 — 133,879 759,483 ¥ 140,001 75,255 109,985 162,228 232,472 500,541 (55,860) 3,504 294,931 177,053 116,324 — 68,965 1,825,399 504,048 1,321,351 379,540 20,962 87,252 73,787 26,652 200,871 111,529 — 247,786 1,148,379 ¥ 141,640 81,847 79,290 172,308 (14,391) 368,656 (41,288) — — — — 6,229 13,360 807,651 241,377 566,274 244,167 20,844 77,389 57,152 24,361 — — 4,968 89,984 518,865 210,216 ¥ 221,963 $ 2,070 861 732 1,881 72 3,744 143 — — — — 700 301 10,504 3,050 7,454 92,322 78,452 201,686 7,744 401,379 15,314 — — — — 75,061 32,316 1,126,237 327,047 799,190 86,994 66,193 229,042 13,138 343,260 55,888 — — — — 17,640 23,565 1,045,936 242,833 803,103 259,336 19,169 80,031 54,221 23,100 — — 11,852 72,718 520,427 274,988 23,910 81,408 53,534 28,214 — — 44,681 87,620 594,355 2,565 223 759 499 264 — — 417 817 5,544 Income before income taxes and cumulative effect of accounting change . . . . . . . . . . . . . . . . . . . . . . . . . . Income tax expense: Current . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deferred . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Income before cumulative effect of accounting change . . . Cumulative effect of accounting change . . . . . . . . . . . . . . . . Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ Cash Flow: Net cash (used in) provided by operating activities . . . . . ¥ Net cash (used in) provided by investing activities . . . . . . Net cash (used in) provided by financing activities . . . . . . Cash and cash equivalents at end of the year . . . . . . . . . . ¥ 156,172 172,972 47,409 282,676 204,835 1,910 53,693 45,069 98,762 57,410 — 57,410 ¥ 61,898 (56,972) 4,926 168,046 — 168,046 ¥ 25,519 11,776 37,295 10,114 109,799 119,913 ¥ 108,434 1,913 110,347 172,329 — 974 52 1,026 884 — 172,329 ¥ 94,732 $ 884 104,393 5,710 110,103 94,732 — Millions of yen Millions of U.S. dollars 366,237 ¥ (1,303,384) ¥ (271,403) (101,396) 503,676 ¥ (52,182) 1,195,507 356,635 ¥ 31,706 ¥ (78,375) ¥ (278,929) $ (2,602) (304) 45,471 3,591 198,017 637,372 ¥ 724,637 $ 6,758 134,053 (22,205) 491,237 ¥ (32,564) 385,061 Balance Sheet Data (period end): Millions of yen Millions of U.S. dollars 828,649 ¥ 775,734 ¥ 955,509 ¥ Cash and cash deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ Loans and receivables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Collateralized agreements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Trading assets and private equity investments . . . . . . . . . Other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Short-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Private equity entities short-term borrowings . . . . . . . . . . Payables and deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Collateralized financing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Trading liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Long-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Private equity entities long-term borrowings . . . . . . . . . . Total liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total shareholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . 1,046,125 5,995,998 6,394,221 2,881,031 17,146,024 839,564 — 1,284,282 7,556,925 2,857,316 609,557 1,692,738 869,214 15,709,596 1,436,428 Total liabilities and shareholders’ equity . . . . . . . . ¥17,146,024 1,046,014 6,680,001 7,841,533 1,414,991 17,758,273 629,279 — 1,251,592 9,087,597 2,693,746 518,156 1,972,974 — 16,153,344 1,604,929 ¥17,758,273 1,137,265 8,603,170 9,286,507 1,186,995 21,169,446 343,437 400 821,659 11,791,833 3,888,720 411,699 2,268,170 1,200 19,527,118 1,642,328 ¥21,169,446 930,637 ¥ 1,186,756 $ 11,069 11,607 1,244,528 134,201 14,389,045 145,500 15,600,521 19,287 2,068,003 321,664 34,488,853 4,822 517,065 1,082 116,054 9,723 1,042,483 202,072 21,666,185 49,731 5,332,173 6,560 703,289 26,101 2,798,560 4,147 444,615 304,238 32,620,424 17,426 1,868,429 ¥29,752,966 ¥34,488,853 $321,664 1,013,636 12,881,752 13,838,396 1,088,545 29,752,966 429,500 7,624 1,384,096 17,367,758 5,976,966 415,865 2,377,365 8,104 27,967,278 1,785,688 Note: Certain reclassifications of previously reported amounts have been made to conform to the current year presentation. Quarterly Financial Data Annual Report 2005 R 61 Millions of yen 2004 2005 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q (2003.4.1~ (2003.7.1~ (2003.10.1~ (2004.1.1~ (2004.4.1~ (2004.7.1~ (2004.10.1~ (2005.1.1~ 2005.3.31) 2003.6.30) 2004.12.31) 2003.12.31) 2004.6.30) 2004.9.30) 2004.3.31) 2003.9.30) Revenue: Commissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 33,752 ¥ 55,967 Fees from investment banking . . . . . . . . . . . . . 19,860 Asset management and portfolio 14,498 service fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net gain on trading . . . . . . . . . . . . . . . . . . . . . . . (Loss) gain on private equity investments . . . Interest and dividends . . . . . . . . . . . . . . . . . . . . (Loss) gain on investments in equity securities . . . . . . . . . . . . . . . . . . . . . . . . . Private equity entities product sales . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13,735 80,432 (669) 101,646 16,168 2,682 5,348 17,022 67,097 7,267 89,944 15,601 1,267 5,471 ¥ 57,590 24,408 ¥ 62,907 28,228 ¥ 69,533 15,434 ¥ 45,585 32,339 ¥ 46,275 ¥ 60,570 26,137 18,412 16,792 33,800 (2,105) 66,574 2,788 2,678 3,167 18,644 47,713 8,645 85,096 21,331 11,012 9,580 18,185 53,567 498 81,891 10,271 17,368 8,548 19,845 23,073 (2,097) 101,102 (11,624) 15,858 4,747 19,287 54,709 (2,165) 122,035 7,752 20,250 7,206 21,135 70,337 11,508 96,351 8,915 21,585 11,815 Total revenue . . . . . . . . . . . . . . . . . . . . . . . . . Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . 267,592 67,505 279,496 64,809 205,692 55,461 293,156 55,058 275,295 61,367 228,828 71,987 293,761 99,873 328,353 93,820 Net revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥200,087 ¥214,687 ¥150,231 ¥238,098 ¥213,928 ¥156,841 ¥193,888 ¥234,533 Non-interest expenses: Compensation and benefits . . . . . . . . . . . . . . . ¥ 65,903 4,904 Commissions and floor brokerage . . . . . . . . . Information processing and communications . . . . . . . . . . . . . . . . . . . . . . . . Occupancy and related depreciation . . . . . . . . Business development expenses . . . . . . . . . . . Private equity entities cost of goods sold . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18,890 13,319 4,983 2,064 18,724 ¥ 67,686 4,625 ¥ 61,823 3,482 ¥ 63,924 6,158 ¥ 65,943 6,409 ¥ 64,206 6,502 ¥ 67,441 ¥ 77,398 6,931 4,068 19,520 13,506 5,428 1,123 14,848 19,155 12,929 5,495 1,938 15,478 22,466 14,467 7,194 6,728 23,667 19,281 13,274 5,429 11,171 19,955 20,136 12,986 7,767 9,921 19,116 20,404 13,152 6,824 11,501 21,306 21,587 14,122 8,194 12,088 27,243 Total non-interest expenses . . . . . . . . . . . . 128,787 126,736 120,300 144,604 141,462 140,634 144,696 167,563 Income before income taxes . . . . . . . . . . . . . . . . 71,300 87,951 29,931 93,494 72,466 16,207 49,192 66,970 Income tax expense (benefit): Current . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deferred . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total tax expense . . . . . . . . . . . . . . . . . . . . . . 27,093 5,159 32,252 38,418 1,895 40,313 15,265 (1,065) 14,200 27,658 (4,076) 23,582 26,001 5,633 31,634 22,291 (9,300) 12,991 10,939 13,112 24,051 45,162 (3,735) 41,427 Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 39,048 ¥ 47,638 ¥ 15,731 ¥ 69,912 ¥ 40,832 ¥ 3,216 ¥ 25,141 ¥ 25,543 Per share of common stock: Basic— Yen Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 20.14 ¥ 24.58 ¥ 8.10 ¥ 36.01 ¥ 21.03 ¥ 1.66 ¥ 12.95 ¥ 13.16 Diluted— Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 20.14 ¥ 24.58 ¥ 8.10 ¥ 36.01 ¥ 21.03 ¥ 1.66 ¥ 12.94 ¥ 13.15 Note: Certain reclassifications of previously reported amounts have been made to conform to the current year presentation. Nomura Holdings, Inc. R 62 Consolidated Balance Sheets As of March 31, 2004 and 2005 ASSETS Cash and cash deposits: Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Time deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deposits with stock exchanges and other segregated cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 637,372 248,737 44,528 ¥ 724,637 419,606 42,513 Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 930,637 1,186,756 Millions of yen 2004 2005 Millions of U.S. dollars 2005 $ 6,758 3,914 397 11,069 Loans and receivables: Loans receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Receivables from customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Receivables from other than customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Allowance for doubtful accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 543,894 10,744 464,776 (5,778) 516,295 12,037 718,997 (2,801) 4,815 112 6,706 (26) Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,013,636 1,244,528 11,607 Collateralized agreements: Securities purchased under agreements to resell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Securities borrowed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5,701,646 7,180,106 7,201,791 7,187,254 67,168 67,033 Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12,881,752 14,389,045 134,201 Trading assets and private equity investments (including securities pledged as collateral of ¥5,229,300 million in 2004 and ¥7,743,424 million ($72,220 million) in 2005): Securities inventory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Derivative contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Private equity investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13,066,963 479,659 291,774 14,757,597 515,946 326,978 Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13,838,396 15,600,521 137,639 4,812 3,049 145,500 Other assets: Office buildings, land, equipment and facilities (net of accumulated depreciation and amortization of ¥181,655 million in 2004 and ¥196,827 million ($1,836 million) in 2005) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178,546 261,358 2,438 Private equity entities office buildings, land, equipment and facilities (net of accumulated depreciation and amortization of ¥794 million in 2004 and ¥3,036 million ($28 million) in 2005) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Lease deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Non-trading debt securities (including securities pledged as collateral of ¥3,340 million in 2004 and ¥10,208 million ($95 million) in 2005) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investments in equity securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investments in and advances to affiliated companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deferred tax assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22,154 444,726 64,764 100,993 206,236 169,459 207,668 105,901 133,817 277,330 172,067 228,975 114,010 468,544 4,148 942 2,586 1,605 2,136 1,063 4,369 Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,088,545 2,068,003 19,287 Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥29,752,966 ¥34,488,853 $321,664 Note: Certain reclassifications of previously reported amounts have been made to conform to the current year presentation. Annual Report 2005 R 63 Millions of yen 2004 2005 Millions of U.S. dollars 2005 ¥ 429,500 7,624 ¥ 517,065 116,054 $ 4,822 1,082 LIABILITIES AND SHAREHOLDERS’ EQUITY Short-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Private equity entities short-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Payables and deposits: Payables to customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Payables to other than customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Time and other deposits received . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 266,646 861,747 255,703 248,089 464,178 330,216 Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,384,096 1,042,483 Collateralized financing: Securities sold under agreements to repurchase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Securities loaned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other secured borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9,622,727 5,157,814 2,587,217 12,603,211 5,643,782 3,419,192 Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17,367,758 21,666,185 Trading liabilities: Securities sold but not yet purchased . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Derivative contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5,559,598 417,368 Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5,976,966 Other liabilities: Accrued income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Accrued pension and severance costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93,538 86,439 235,888 415,865 Long-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Private equity entities long-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,377,365 8,104 4,895,054 437,119 5,332,173 31,937 99,565 571,787 703,289 2,798,560 444,615 2,314 4,329 3,080 9,723 117,546 52,637 31,889 202,072 45,654 4,077 49,731 298 929 5,333 6,560 26,101 4,147 Total liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27,967,278 32,620,424 304,238 Shareholders’ equity: Common stock Authorized—6,000,000,000 shares Issued—1,965,919,860 shares at March 31, 2004 and 2005 . . . . . . . . . . . . . . . . . . . . . . . . . . . . Additional paid-in capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182,800 154,063 182,800 155,947 Retained earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,550,231 1,606,136 Accumulated other comprehensive (loss) income: Minimum pension liability adjustment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cumulative translation adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Subtotal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (34,221) (34,380) (68,601) (24,645) (18,083) (42,728) 1,705 1,454 14,980 (230) (168) (398) Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,818,493 1,902,155 17,741 Less—Common stock held in treasury, at cost 24,263,831 shares and 24,657,971 shares at March 31, 2004 and 2005, respectively . . . . . . . . . . . . . . . . . . . . . . . . . . . Total shareholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (32,805) 1,785,688 (33,726) 1,868,429 (315) 17,426 Total liabilities and shareholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥29,752,966 ¥34,488,853 $321,664 Note: Certain reclassifications of previously reported amounts have been made to conform to the current year presentation. Nomura Holdings, Inc. R 64 Consolidated Income Statements Years ended March 31 Millions of yen (%) 2004 2005 YoY increase (decrease) Millions of U.S. dollars 2005 Revenue: Commissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fees from investment banking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Asset management and portfolio service fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net gain on trading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gain on private equity investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interest and dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gain on investments in equity securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Private equity entities product sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 210,216 86,994 66,193 229,042 13,138 343,260 55,888 17,640 23,565 1,045,936 242,833 ¥ 221,963 92,322 78,452 201,686 7,744 401,379 15,314 75,061 32,316 1,126,237 327,047 Net revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 803,103 799,190 Non-interest expenses: Compensation and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Commissions and floor brokerage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Information processing and communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Occupancy and related depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Business development expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Private equity entities cost of goods sold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259,336 19,169 80,031 54,221 23,100 11,852 72,718 520,427 274,988 23,910 81,408 53,534 28,214 44,681 87,620 594,355 5.6 6.1 18.5 (11.9) (41.1) 16.9 (72.6) 325.5 37.1 7.7 34.7 (0.5) 6.0 24.7 1.7 (1.3) 22.1 277.0 20.5 14.2 $ 2,070 861 732 1,881 72 3,744 143 700 301 10,504 3,050 7,454 2,565 223 759 499 264 417 817 5,544 Income before income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282,676 204,835 (27.5) 1,910 Income tax expense: Current . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deferred . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108,434 1,913 110,347 104,393 5,710 110,103 (3.7) 198.5 (0.2) 974 52 1,026 Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 172,329 ¥ 94,732 (45.0) $ 884 Per share of common stock: Basic— Yen (%) U.S. dollars Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 88.82 ¥ 48.80 (45.1) $ 0.46 Diluted— Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 88.82 ¥ 48.77 (45.1) $ 0.45 Note: Certain reclassifications of previously reported amounts have been made to conform to the current year presentation. Changes in Additional Paid-in Capital and Retained Earnings Years ended March 31 Annual Report 2005 R 65 Additional paid-in capital Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gain on sales of treasury stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Issuance of common stock options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 151,328 1,807 928 ¥ 154,063 14 1,870 Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 154,063 ¥ 155,947 Millions of yen 2004 2005 Retained earnings Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cash dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥1,407,028 172,329 (29,126) ¥1,550,231 94,732 (38,827) Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥1,550,231 ¥1,606,136 Consolidated Statements of Comprehensive Income Years ended March 31 Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥172,329 ¥ 94,732 Other comprehensive (loss) income: Change in cumulative translation adjustments, net of tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Minimum pension liability adjustment during the period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total other comprehensive (loss) income, net of tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (12,051) 7,337 (4,714) 16,297 9,576 25,873 Millions of yen 2004 2005 Millions of U.S. dollars 2005 $ 1,437 0 17 $ 1,454 $14,458 884 (362) $14,980 Millions of U.S. dollars 2005 $ 884 152 89 241 Comprehensive income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥167,615 ¥120,605 $1,125 Note: Certain reclassifications of previously reported amounts have been made to conform to the current year presentation. Nomura Holdings, Inc. R 66 Consolidated Statements of Cash Flows Years ended March 31 Cash flows from operating activities: Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Adjustments to reconcile net income to net cash used in operating activities: ¥ 172,329 ¥ 94,732 $ 884 Millions of yen 2004 2005 Millions of U.S. dollars 2005 Depreciation and amortization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (Gain) on investments in equity securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deferred income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Changes in operating assets and liabilities: Time deposits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deposits with stock exchanges and other segregated cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . Trading assets and private equity investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Trading liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Securities purchased under agreements to resell, net of securities sold under agreements to repurchase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Securities borrowed, net of securities loaned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other secured borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Loans and receivables, net of allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Payables and deposits received . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Accrued income taxes, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33,706 (55,888) 1,913 174,331 (7,485) (4,808,112) 2,152,243 1,297,514 (1,576,454) 1,747,519 135,821 592,779 80,273 (18,864) 38,163 (15,314) 5,710 (157,971) 3,036 (1,552,822) (738,575) 1,402,270 483,804 831,974 (158,640) (478,796) (69,418) 32,918 Net cash used in operating activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (78,375) (278,929) Cash flows from investing activities: Payments for purchases of office buildings, land, equipment and facilities . . . . . . . . . . . . . . . . Proceeds from sales of office buildings, land, equipment and facilities . . . . . . . . . . . . . . . . . . . . Payments for purchases of investments in equity securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Proceeds from sales of investments in equity securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Decrease (increase) in non-trading debt securities, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net cash provided by (used in) investing activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (39,303) 1,341 (61) 24,309 61,705 (2,520) 45,471 Cash flows from financing activities: Increase in long-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Decrease in long-term borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Increase in short-term borrowings, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Proceeds from sales of common stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Payments for repurchases of common stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Payments for cash dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 712,675 (551,897) 76,982 8,027 (4,084) (43,686) Net cash provided by financing activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198,017 Effect of exchange rate changes on cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . (18,978) Net increase in cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cash and cash equivalents at beginning of the year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146,135 491,237 (59,348) 2,645 (79) 12,985 (71,604) 82,837 (32,564) 844,659 (495,455) 70,181 143 (475) (33,992) 385,061 13,697 87,265 637,372 356 (143) 53 (1,473) 28 (14,483) (6,888) 13,078 4,512 7,760 (1,480) (4,466) (647) 307 (2,602) (554) 25 (1) 121 (668) 773 (304) 7,878 (4,622) 655 1 (4) (317) 3,591 128 813 5,945 Cash and cash equivalents at end of the year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ¥ 637,372 ¥ 724,637 $ 6,758 Note: Certain reclassifications of previously reported amounts have been made to conform to the current year presentation. Corporate Data CORPORATE DATA Date of Incorporation December 25, 1925 Head Office 1-9-1, Nihonbashi, Chuo-ku, Tokyo 103-8645, Japan Tel: 81 (3) 5255-1000 Fax: 81 (3) 5255-1064 SHARE DATA Annual Report 2005 R 67 Capital ¥182,799,788,854 (As of March 31, 2005) Group Employees 14,344 (As of March 31, 2005) Fiscal year end March 31 Number of Common Stock Issued 1,965,919,860 shares (As of March 31, 2005) Number of Shareholders 225,334 (Unit shareholders: 196,580) (As of March 31, 2005) Component Ratio of Shareholders (%) 100 80 60 40 20 0 10.38 9.53 8.67 8.47 8.88 18.46 0.66 19.41 0.63 21.55 0.70 21.58 1.10 24.61 0.83 30.11 28.27 28.97 40.44 37.90 40.39 42.15 40.10 28.40 27.77 2001/3 2002/3 2003/3 2004/3 2005/3 Financial Institutions Foreign Legal Entities Securities Firms Individuals and Others Other Legal Entities E-mail Alerts Our e-mail alert service informs subscribers when a news release is issued or new content is uploaded to our website. Listings The common shares of Nomura Holdings, Inc. are listed on the Tokyo, Osaka, Nagoya and Singapore stock exchanges. The shares are also listed on the New York Stock Exchange in the form of American Depositary Receipts and on the Amsterdam Stock Exchange (Euronext) both through the Amsterdam Securities Account System and in the form of Continental Depositary Receipts. (As of June 30, 2005) Transfer Agent and Registrar UFJ Trust Bank Limited Corporate Agency Department 81 (3) 5683-5111 0120-232-711 (Toll free in Japan) Depositary for American Depositary Receipts (ADRs) The Bank of New York ADR Division 1 (212) 815-8161 U.S. Toll Free: (888) 269-2377 (888-BNY-ADRS) www.adrbny.com Ratio: 1 ADR=1 ordinary share CREDIT RATINGS Nomura Holdings, Inc. Nomura Securities Co., Ltd. Long-term Short-term Long-term Short-term S&P Moody’s R&I JCR BBB+ Baa1 A+ AA *As of July 7, 2005 A-2 — a-1 — A- A3 A+ AA A-2 P-2 a-1 — FOR MORE INFORMATION Investor Relations Department Nomura Group Headquarters Nomura Securities Co., Ltd. 1-9-1, Nihonbashi, Chuo-ku, Tokyo, 103-8011 Japan Tel: 81 (3) 3211-1811 www.nomuraholdings.com/investor/ Nomura Holdings Website www.nomura.com The Nomura Holdings website has been redesigned to become the first JIS-compliant website in Japan’s securities industry. The site can now be used more easily by seniors and individuals with disabilities. In addition, further improvements have been made with regard to ease of use and accessibility. A n n u a l R e p o r t 2 0 0 5 N o m u r a H o d n g s i l , I n c . Printed on 70% Recycled Paper Printed in Japan 

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