Gmo Financial Gate, Inc. · TSE:4051
Gmo Financial Gate — Q1 2025 Earnings Presentation
88 slides from Gmo Financial Gate's earnings presentation, Feb 13, 2025
Slide 1: Financial Results Briefing for Q1 FY2025
Financial Results Briefing for Q1 FY2025 Recurring revenue is steadily expanding. New roadmap for OP income of 10 billion yen opens door into a new growth phase February 13, 2025 GMO Financial Gate, Inc. 19th IR Presentation (Ticker:4051, TSE-Growth) https://gmo-fg.com/ Copyright 2025 GMO Financial
Slide 2: Cautionary Note Regarding Presentation Materials
Cautionary Note Regarding Presentation Materials The content of these presentation materials is based on generally recognized economic and social conditions, as well as assumptions judged to reasonable by GMO Financial Gate as of February 13, 2025 Note that presentation material content is subject t
Slide 3: Table of Main Agenda
Table of Main Agenda Contents 1. Summary of Financial Results for Q1 FY2025 2. KPI / Business Highlights 3. Growth Strategy and Progress Supplemental Information 4. Financial Information, Investment and Shareholder Return Policies 5. ESG Initiatives (Details) 6. Appendix Copyright 2025 GMO Financial
Slide 4: Summary of Financial Results for Q1 FY2025
Summary of Financial Results for Q1 FY2025 1 Copyright 2025 GMO Financial Gate, Inc.
Slide 5: Q1 FY2025 Summary
1.1 Q1 FY2025 Summary Recurring sales are steadily expanding. Initial was affected by large projects in the previous fiscal year, as well as decrease due to growth in IDs which do not contribute to terminal sales. Profit at each stage is progressing ahead of schedule against full-year targets ●Q1 FY
Slide 6: Summary of Financial Results
1.2 Summary of Financial Results Financial results: Steady profit growth due to expansion of recurring-model sales KPI: Payment volume and GMV steadily increased due to holiday sales season and inbound tourist demand Forecast Progress （mn yen） Q1 FY2024 Q1 FY2025 YoY FY2025 1st half towards forecast
Slide 7: Major Topics Regarding Financial Results
1.3 Major Topics Regarding Financial Results Although initial revenue decreased YoY due to large-scale projects in the previous year, gross profit steadily grew due to steady expansion of recurring revenue. Operating Profit grew, however, plan to actively invest from Q2 onward ◼ Revenue (▲) Initial:
Slide 8: Revenue by Business Model (YoY)
1.4 Revenue by Business Model (YoY) Initial: Despite impact from large-scale projects in the previous fiscal year, steady progress Recurring-model: Driven by stock and fee, composition ratio of recurring-model revenue increases (mn yen) Q1 FY2024 Q1 FY2025 YoY (Composition %) (Composition %) 2,915 2
Slide 9: Revenue by Business Model (Quarterly)
1.5 Revenue by Business Model (Quarterly) Initial: Initial revenue accumulated steadily from small and medium-sized projects Recurring: Continued high growth as the number of active IDs increases Initial Revenue Recurring Revenue （mn yen） （単位：百万円） （mn （単位：百万円） yen） 4,000 2,500 stock Fee spread Avg Q
Slide 10: Measures to improve spread revenue
1.6 Measures to improve spread revenue Cover the impact of reviewing merchant portfolio with revenue improvement measures Aim for +15-20% YoY growth FY2025 spread revenue (image) Spread Revenue Improvement Measures Category Details Sales impact （mn yen） （単位：百万円） YoY • Developed new merchants using n
Slide 11: KPI / Business Highlights
KPI / Business Highlights 2 Copyright 2025 GMO Financial Gate, Inc.
Slide 12: Initial Revenue and No. of Active Terminals (Quarterly)
2.1 Initial Revenue and No. of Active Terminals (Quarterly) Active ID will see moderate growth due to delay of in-service of terminals for large merchants Scheduled to catch up beyond Q2 *Large number of active IDs expected to contribute beyond Q2 ‐ Major drug-store ‐ Major everyday household goods
Slide 13: Consolidated KPI (Number of active terminals)
2.2 Consolidated KPI (Number of active terminals) The number of active IDs is steadily growing due to the accumulation of small and medium-sized projects 有人端末 Manned 無人端末(IoT) Unmanned 他社販売端末 Sold by others 端末レス Terminal-less terminal terminal (IoT) Q1 FY2024 Q1 FY2025 25/9期 1Q （単位：千） （Thousand） YoY
Slide 14: Consolidated KPI (Quarterly Transaction volume / GMV)
2.3 Consolidated KPI (Quarterly Transaction volume / GMV) The percentage of merchants with a high proportion of small-value payments, such as 100yen shops and supermarkets, is increasing – number of transaction volume is outgrowing transaction value Number of Transaction Volume Transaction Value (GM
Slide 15: Top Merchants (GMV basis)
2.4 Top 30 Merchants (GMV basis) In addition to major supermarket in previous Q2, household goods store have newly entered the rankings – among existing merchants, 100 yen shops, medical, and apparel continue to expand Q1 FY2024 Q1 FY2025 Transportation/Logistics A Transportation/Logistics A Gentlem
Slide 16: Growth Strategy and Progress
Growth Strategy and Progress 3 Copyright 2025 GMO Financial Gate, Inc.
Slide 17: Long Term Growth Vision at IPO
3.1 Long Term Growth Vision at IPO The roadmap disclosed at the time of IPO is one year ahead of schedule Visibility of long-term vision of operating profit of 10 billion yen has improved Long Term Growth Vision at IPO Operating Profit Track Record 5 year CAGR of 35% （bn yen） Plan At IPO Track Recor
Slide 18: Profit Roadmap
3.2 Profit Roadmap Promoting mid- to long-term measures to achieve operating profit of 10 billion yen by 2033 Strategy 150 Operating Profit Growth Curve Current Plan New Plan 1 Acquire multi-industry/high-growth enterprises by launching FY2033 next-generation multipayment terminals Solution Assets S
Slide 19: Profit Growth Cycle Based on Track Record
3.3 Profit Growth Cycle Based on Track Record Continue to implement profit growth based on below three KPIs to achieve operating profit target Increase Achieve recurring ARPU to 1mn Active IDs by FY33 25K JPY 121.0 YoY +60-70K ID +7.0 101.0 2.7 2.5～ 81.0 61.0 +9.9 +7.6 1 Active ID 2 Recurring ARPU 2
Slide 20: Ecosystem Expansion
3.4 Ecosystem Expansion Profit growth cycle KPI: 1 2 3 Horizontal：Core payment X solution assets contributes to YoY increase in active IDs Vertical：”Payment related business DX” and “support increased payment activity” will increase ARPU Vertical Merchant E Support increased payment activity Ecosyst
Slide 21: ARR Expansion
3.5 ARR Expansion Profit growth cycle KPI: 1 2 3 Continue to increase in ARR for FY25. Will continue Vertical X Horizontal strategy for large corporate groups - will continue increasing ARPU beyond FY26 ARR = Active IDs × ARPU *ARR : Annual Recurring Revenue (yearly recurring model revenue) Recurrin
Slide 22: Increase of Recurring-Model Gross Margin
3.6 Increase of Recurring-Model Gross Margin Profit growth cycle KPI: 1 2 3 Gross profit margin is expanding due to increased payment activity at merchants Gradually increase (JPY mn) （GP margin） margin to 12,000 Reccuring-model Revenue (Left-axis) 70%+ 60% Reccuring-model Cost of Goods Sold (Left-a
Slide 23: Progress of Project Pipelines
3.7 Progress of Project Pipelines Expansion of project size for large commercial facility chain B and C New project in amusement sector Large Large New In ARPU Mandated Large commercial commercial project competition commercial facility chain C facility chain E High Large facility chain B Size of bu
Slide 24: Expansion of Payment Platforms - Mobility Domain
3.8 Expansion of Payment Platforms - Mobility Domain 134 institutions have installed the mobility domain due to the increase in inbound tourists Mastercard is accepted starting October 2024 Implementation at Public Transportation Institutions Number of Tourists and Mobility Settlements (Number of bu
Slide 25: Expanding use of Contactless NFC Payment
3.9 Expanding use of Contactless NFC Payment The percentage of credit touch payments at our processing center has exceeded 50%. Growing awareness of the convenience of NFC is driving the future spread of credit touch in the mobility field Credit and debit payments at our processing centers / Proport
Slide 26: CDP score update
3.10 CDP score update Achieved a score of B for the second year in a row as the standards have increased since last year In the TSE growth market, we are the only company with a B score or higher for two consecutive years What is CDP? • Carbon Disclosure Project, an international NGO investigating g
Slide 27: Supplemental Information: Financials, Investment / Shareholder Returns
Supplemental Information Financials, Investment / Shareholder Returns 4 Copyright 2025 GMO Financial Gate, Inc.
Slide 28: Profit & Loss
4.1 Profit & Loss (Thousand) Q1 FY2024 Q1 FY2025 YoY Revenue 4,496,898 4,584,394 + 1.9% COGS 3,225,866 2,994,230 ▲ 7.2% Gross profit 1,271,031 1,590,163 +25.1% SG&A 781,267 784,480 + 0.4% Operating profit 489,774 827,998 +69.1% Profit before income taxes 486,464 829,554 +70.5% Profit attributable to
Slide 29: Revenue by Business Model (Quarterly)
4.2 Revenue by Business Model (Quarterly) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 (mn yen） FY2021 FY2021 FY2021 FY2021 FY2022 FY2022 FY2022 FY2022 FY2023 FY2023 FY2023 FY2023 FY2024 FY2024 FY2024 FY2024 FY2025 Initial 855 1,103 1,525 1,682 1,454 1,643 2,136 1,927 2,220 2,905 3,461 2,529 2
Slide 30: Changes in Revenue Composition and Gross Profit Margin
4.3 Changes in Revenue Composition and Changes in Gross Profit Margin Gross profit margin fluctuates depending on sales composition, but has been on an upward trend since 2023/9 (Q2) Initial's gross profit margin continues to improve due to changes in terminal revenue mix and the contribution of hig
Slide 31: Balance Sheet
4.4 Balance Sheet Cash and cash equivalents: Decrease due to acquisition of treasury stock and dividend payments Inventories: Ensure stable inventory levels Q1 FY2025（thousand） ■Note Cash and cash equivalents：¥ 3.65 bn Decreased by 1.4 billion yen from the end of 4Q. Mainly due to Current liabilitie
Slide 32: Balance Sheet (IFRS)
4.5 Balance Sheet (IFRS) Q4 Q1 （mn yen） FY2024 FY2025 QoQ Cash and cash 5,060 3,653 ▲1,407 equivalents Trade accounts 3,166 2,186 ▲979 receivable Current assets Merchandise 3,170 2,914 ▲255 Assets Other 234 268 ＋33 Non-current assets 2,574 2,394 ▲180 Total Assets 14,206 11,417 ▲2,789 Current liabili
Slide 33: Balance Sheet (Quarterly: Japanese GAAP)
4.6 Balance Sheet (Quarterly：Japanese GAAP) Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 （mn yen） FY2021 FY2022 FY2022 FY2022 FY2022 FY2023 FY2023 FY2023 FY2023 FY2024 FY2024 FY2024 FY2024 QoQ YoY Cash and cash 3,434 1,425 1,618 2,231 2,519 1,720 2,190 2,779 4,015 3,897 4,216 4,256 5,072 +815 +1,056 equiv
Slide 34: Consolidated KPIs (Number of Active Terminals)
4.7 Consolidated KPIs（Number of Active Terminals） The number of unmanned terminals continues to increase due to the trend of self-service and labor shortages Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 QoQ YoY （thousand） FY21 FY21 FY21 FY21 FY22 FY22 FY22 FY22 FY23 FY23 FY23 FY23 FY24 FY24 FY
Slide 35: Capital Allocation Policy
4.8 Capital Allocation Policy Aim to achieve continuous business growth in accordance with the investment funding policy and capital allocation policy Investment Source Funding Policy Capital Allocation Policy ⚫ Priority will be given to business investment and growth ⚫ Priority of investment resour
Slide 36: Investment Policy
4.9 Investment Policy Proactive business investment to execute "market share expansion strategy" necessary for medium to long-term operating profit growth of +25% YoY Business investment Growth investment ・Investments in data centers, terminal development, and internal ・Support for cashless transact
Slide 37: Efficiency Indicators and Cost of Capital
4.10 Efficiency Indicators and Cost of Capital Management that is conscious of efficiency, investment return, and capital cost Mid-term plan Future Measures 21% ROE ROA 18.9% ROE：25%+ ROE 19% ⚫ Increase profit level by improving recurring type sales 17% 15.9% ⚫ Execution of fellowship projects that
Slide 38: Shareholder Return Policy
4.11 Shareholder Return Policy Aiming to increase corporate value through business growth while providing stable and continuous dividends simultaneously Basic Policy on Shareholder Returns Increase in corporate value Stable and continuous dividends ・Aim to increase market capitalization over the med
Slide 39: Supplemental Information: ESG Initiatives (Details)
Supplemental Information ESG Initiatives (Details) 5 Copyright 2025 GMO Financial Gate, Inc.
Slide 40: (Reprint) Expanding ESG Initiatives
5.1 (Reprint) Expanding ESG Initiatives Received "Eruboshi Certification (2 stars) as a company that promotes women's active participation as from the Ministry of Health, Labor and Welfare Plan to introduce EMS(environmental management system) *1 to improve ESG rating ESG Initiative Roadmap To Do’s
Slide 41: (Reprint) CDP score update
5.2 (Reprint) CDP score update Achieved a score of B for the second year in a row as the grading standards have increased since last year. In the TSE growth market, we are the only company with a B score or higher for two consecutive years What is CDP? • Carbon Disclosure Project, an international N
Slide 42: ESG Initiatives / Environment
5.3 ESG Initiatives / Environment In the provision of our payment platform, we promote business operations that consider environmental impact．Working to reduce CO₂ emissions related to our business Specific Efforts Environment Related Data Our Supply Chain GMO-FG downstream ⚫ Recycled paper is used
Slide 43: ESG Initiatives / Social
5.4 ESG Initiatives / Social Aiming for sustainable growth by hiring excellent human resources and enhancing various systems that contribute to improving the capabilities of all partners* in order to create corporate value and solve social issues *Employees are referred to as partners Initiatives So
Slide 44: ESG Initiatives / Governance
5.5 ESG Initiatives / Governance Focus on enhancing corporate governance by establishing a decision-making structure that responds quickly and appropriately to changes in the business environment, a fair, transparent, and efficient business execution structure Specific Efforts Governance Related Dat
Slide 45: ESG Initiatives / Board of Directors
5.6 ESG Initiatives / Board of Directors Governance structure built around technology and financial background Internal Director (Managing Director) Independent External Director Kentaro Sugiyama ／ Nao Shimamura ／ President and Representative Director External Director (Audit and Supervisory Committ
Slide 46: ESG Initiatives / Executive Skills Matrix
5.7 ESG Initiatives / Executive Skills Matrix Appointment of human resources that contribute to the enhancement of corporate value as directors, with a view to building a system that enables the Board of Directors to function effectively. Nao Rie Takayoshi Satoru Kentaro Akio Tomonaga Tomoki Tatsuya
Slide 47: Appendix
Supplemental Agenda Appendix 6 Copyright 2025 GMO Financial Gate, Inc.
Slide 48: GMO-FG Business Domain
GMO-FG Business Domain Business Model Gmo-FG is focusing on offline payment （リアル店舗決済 ＋ IoT決済） Company name Business GMO Financial Gate GMO Payment Gateway Domain (Payment at Brick & Mortar + IoT) (EC) Payment by passing card/QR code Payment by entering credit card over the reader information in PC /
Slide 49: Gross profit composition ratio
Gross profit composition ratio Business Model Growth in recurring revenue leads to steady profitability base Composition by Product Category (Revenue and Gross Profit) （mn yen） 20,000 18,705 15,909 15,000 6,797 4,792 36% 30% 10,295 64% 10,000 70% 3,132 Recurring 30% 64% 6,046 11,116 11,907 5,000 Ini
Slide 50: Rev Models: Financial Gate vs. Payment Gateway
Rev Models: Financial Gate vs. Payment Gateway Business Model Initial revenue in offline payment is tend to be fluctuate because of its seasonality of terminal delivery Revenue Revenue Time Time Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 Initial Revenue（Terminal Sales・Software Development） Initial Revenue（Initia
Slide 51: Image of rise in Rev & OP
Image of rise in Rev & OP Business Model Market Share Expansion Phase: focus on sales/activation of payment terminals and revenue will be fluctuated. Margin Increase Phase: recurring revenue will increase due to increase in active IDs which will contribute to operating profit growth Increase of Mark
Slide 52: Three Biz Models Over a Single, One-Stop Platform
Three Biz Models Over a Single, One-Stop Platform Business Model One-stop platform covering all settlement processes between merchants and acquirers Consumer Merchants FG Acquirers Various Payment Terminals 1 Methods Payment Various Payment Terminal Sales Terminal Methods Business Credit Card Issuer
Slide 53: Stock Revenue Expansion Originating From Terminal Sales
Stock Revenue Expansion Originating From Terminal Sales Business Model Stock revenue grows with flow model revenue which is mainly coming form the sales of payment terminals % Revenue Model 3 Business 4 Types of Revenue (Q1 FY2025) ① Terminal Flow Model Rev Sales Initial 56.0% Business Stock 10.4% ②
Slide 54: Players in offline cashless payment setting
Players in offline cashless payment setting Business Model Sales activity to merchants/Clearing of merchant transaction offline Payment Processing Payment Financial Merchants Center Network Institutions Offline market Domestic network Acquirer Terminal manufacturer POS vendor Processing center (CCT)
Slide 55: CCT (Credit Center Terminal)
CCT (Credit Center Terminal, ⇒Card company-owned terminal) Business Model CCT(Credit Center Terminal) It is a terminal name authorized by the information processing center (CCT Center) designated by the Japan Credit Card Association (JCCA) and operated in accordance with the guidelines, etc., establ
Slide 56: Merchant POS (Merchant-owned terminals)
Merchant POS (Merchant-owned terminals) Business Model Merchant POS In general, POS (Point of Sales) is a generic term for a service that provides information on sales performance trends such as the date, time, quantity, and price of products sold, but in the credit industry, the term merchant POS i
Slide 57: Expansion in stera lineup
Expansion in stera lineup Business Model stera unit, mobile has been released in addition to stera terminal Usage expected to increase in different scenes New New Released in 2024 Planned release in Sept. 2024 Dec. Integrated Operation is Embedded in possible unmanned devices such as self check-out
Slide 58: Leveraged Growth Model
Leveraged Growth Model Business Model Fee and spread revenue are expanding with the market /growth in membership merchants Leveraged Growth N＋1 Recurring revenue N Recurring revenue Recurring-Model Revenue Spread Linking with the growth of TAM / membership merchants Fee Recurring-Model Revenue befor
Slide 59: Difference between terminals sold and active IDs Part 1
Difference between the number of terminals sold and the number of active IDs Part 1 Business Model Initial revenue = Number of terminals sold × Average selling price per terminal + Accessory sales + Development sales Number of active IDs = Number of terminals that have processed payment at least onc
Slide 60: Difference between terminals sold and active IDs 2
Difference between the number of terminals sold and the number of active IDs 2 Business Model Number of active ID is calculated quarterly and is not directly linked to initial revenue Replacing existing devices contributes to initial revenue, however, does not increase or decrease the number of acti
Slide 61: Details on each revenue ①
Details on each revenue ① Business Model Initial Content Revenue Model Payment terminal Revenue from Payment terminals purchased from terminal manufacturers, and then confirm • Terminal Selling Price × Units Sold ✓ More than 10 types of terminals sales certain measures of payment methods that each m
Slide 62: Details on each revenue ②
Details on each revenue ② Business Model Fee Content Revenue Model • TRX Volume× Processing Fee Processing It is a fee we charge toward monthly transaction volume based on the rate per transaction ✓ Processing fee is about ¥3 per transaction • Number of Order × Price of Roll Paper Roll paper This is
Slide 63: Fee ARPU
Fee ARPU (Fee revenue divided by Transaction volume) Business Model The unit fee price is currently trending at just under 5 yen and roll paper sales contribute to fluctuations in the unit fee price. ◼ Fee ARPU（Fee revenue divided by Transaction volume） ◼ Composition of Fee ARPU （Yen） 6.00 5.19 5.00
Slide 64: Same-store (Merchant) Growth (Number of Transactions)
Same-store (Merchant) Growth (Number of Transactions) Business Model Payment activity at merchant merchants increases YoY Accurately captured merchants needs which keeps merchants onto our payment platform Same-store (Merchant) Growth (Number of Transactions) (Unt: no. of transactions / 100 million)
Slide 65: Number of Employees (Consolidated basis)
Number of Employees(Consolidated basis) Business Model Plans a net increase of 15 to 20 employees per fiscal year to achieve the management benchmarks. Assumed composition of work force is approximately 40% sales, 40% systems, and 20% administration Planned Plan to hire 15-20 people (consolidated ba
Slide 66: Concept of Spread revenue ratio to GMV
Concept of Spread revenue ratio to GMV Business Model Our total GMV is the sum of ①and ②below. Spread revenue is generated only in the case of ②Agent contract. Since ① also contributes significantly to GMV, the linkage between total GMV and Spread revenue tends to decline Enjoyable revenue ①Direct c
Slide 67: Relationship between number of active IDs & stock revenue
Relationship between number of active IDs & stock revenue Business Model In addition to the increase in the number of active IDs, revenue opportunities for Stock revenue will increase, but the status of subscriptions to paid services will differ depending on the needs/demand of merchants Payment Ter
Slide 68: Monetization by Payment Method
Monetization by Payment Method Business Model We operate different business models according to payment method as a cashless platformer. Growth in each payment method contributes to our growth as well Flow model revenue Recurring model revenue ① Initial ➁ Stock ③ Fee ④ Spread Credit・China Union Pay・
Slide 69: Revenue Model by Merchant Size
Revenue Model by Merchant Size Business Model We mainly acquire medium- to large-sized merchants through alliances with major financial institutions. We mainly acquire small merchants (=long tail segment) through our subsidiaries ◼ Four types of revenue model ◼ Revenue model related to the size of m
Slide 70: Medium-Term Strategy: Acquiring major merchants through alliances
Medium-Term Strategy Acquiring major merchants by focusing on alliances Business Model Meeting customer needs through enhanced credit payment functions and alliances with QR / points vendors Credit E-money QR code J-debit House points Common Points Duty exemption Terminals we offer Floor-Standing Mo
Slide 71: Formation of Win-Win Ecosystem
Win-Win Ecosystem Formation Case Study Business Model Providing solution assets to solve merchant business issues Forming a win-win ecosystem where merchant sales and our ARPU grow together 2021～ 2022～ Present GMO-FG Solution GMO-FG Solution GMO-FG Solution Solving Merchant Issues Phase 2 Phase 1 In
Slide 72: TAM (Total Addressable Market)
TAM (Total Addressable Market) Market Environment Transaction Value of cashless (face-to-face) payment is expanding rapidly, as the value of IoT / Unattended ◼ Offline Transaction value in Japan ◼ Potential market value of IoT/Unattended Private sector final consumption expenditure in Potential mark
Slide 73: Growth trend of domestic offline cashless market
Growth trend of domestic offline cashless market Market Environment The market for offline cashless payments is currently ¥98 tn, four times larger than the online market. Cashless penetration is expected to rise driven by government-led cashless policies (tn yen) 200 100% Offline cashless market si
Slide 74: Comparison to Market Growth
Comparison to Market Growth (May YoY) Market Environment Overall market growth is +11% YoY while GMO-FG grew +40% YoY, significantly exceeding macro trends Market GMV (Transaction value of credit card payment) GMO-FG GMV (tn yen) All (left axis) (100 mn yen) (100 mn yen) Retailers (left axis) 10 Nov
Slide 75: Composition Ratio of Domestic Cashless Payment Methods
Composition Ratio of Domestic Cashless Payment Methods Market Environment Even in an environment of significant growth in the proportion of QR codes, transaction value and volume of credit continue to grow Transaction Value Transaction Volume Composition 2019 2020 2021 2022 2023 Composition 2019 202
Slide 76: IoT/Unattended Market Growth
IoT/Unattended Market Growth Market Environment The number of terminals is expected to be equal to or greater than the market for payment terminals in real stores. Unattended market (= general term for vending/service machine market) is expected to expand further due to changes in the external envir
Slide 77: Our philosophy on growth strategies
Our philosophy on growth strategies Growth Strategy Our growth strategy is based on the perspective of "a payment platform that provides value to society as an infrastructure company supporting a cashless society”. We develop growth strategies focusing on “value creation” growth strategy ⚫ Market Sh
Slide 78: Strategy to Maximize Transaction Value
Strategy to Maximize Transaction Value Growth Strategy We created a new payment processing route with alliance partners. This route increases GMV, as the route reduces costs to participating merchants and acquirers Merchants Acquirers Competitor/Peer Terminals Conventional Retail Route Processing Pa
Slide 79: Strategy to Maximize Transaction Value expanded
Strategy to Maximize Transaction Value Growth Strategy Due to cashless settlement penetration, TAM of our service scope has continuously expanded – New process network alliance partner will contribute to GMV increase Offline Cashless (face-to-face) Market (2025E) GMV：¥138 tn/year Expansion Continuou
Slide 80: Improvements in Unmanned Terminals (IoT)
Improvements in Unmanned Terminals (IoT) Growth Strategy Unmanned Terminals (IoT) has strengthened alliance initiatives in multiple areas Initiatives to monetize data is planned to materialize in the near future Launched 2024 2025 Progress To be released March June Sept Dec March June Sept Hotel/gol
Slide 81: Unique Positioning
Unique Positioning Competitive Advantage End-to-end solutions via one-stop platform allows us to create alliances with many players in the market ◼ Solutions in Offline Payment Market Customization Adaptation of Terminal Payment Clearing/ Maintenance/ (Customize Payment Top-End POS Methods) Settleme
Slide 82: Barriers to Entry (Regulations to be Followed)
Barriers to Entry （Regulations to be Followed） Competitive Advantage Many kinds of regulations exist in the face-to-face payment market depending on the payment method, and the number of regulations are increasing. As payment methods become more diversified, the barriers to entry become more challen
Slide 83: New topic of credit card industry
New topic of credit card industry Industry Topic In response to a request from the Japan Fair Trade Commission, Visa, Mastercard, and UnionPay announced their intention to disclose their interchange fee rates by the end of November Breakdown of MDR METI requires fee among credit card companies （mode
Slide 84: Shareholder Structure
Shareholder Structure Company Profile Actively engaged in IR activities for domestic and foreign institutional investors through 1-on-1 meetings and conference appearances, maintaining the ratio of foreign institutional investors at over 20%. GMO-PG Japanese Other enterprises Foreign Individuals ins
Slide 85: Affiliated Companies
Affiliated Companies Company Profile GMO-FG serves in offline face to face payment market as a consolidated subsidiary of GMO-PG GMO INTERNET GROUP （Internet infrastructure business） GMO PAYMENT GATEWAY （Online payment/Payment section of GMO internet group） Consolidated GMO EPSILON （Online payment/L
Slide 86: Company Profile
Company Profile Company Profile ■Company GMO Financial Gate, Inc.（TSE Growth Ticker:4051） ■Foundation September 1999 ■Address Humax Shibuya Building 7F, Shibuya Dogenzaka 1-14-6, Tokyo ■Stock Capital ¥1,638 mn(End of December 2024) ■Major Shareholder GMO Payment Gateway, Inc. ■Board Member Represent
Slide 87: Reference
Reference Site name URL GMO Financial Gate https://gmo-fg.com/ IR https://gmo-fg.com/ir/ Sustainability https://gmo-fg.com/sustainability/ Recruitment information https://gmo-fg.com/recruit/ GMO Financial Gate (English) https://gmo-fg.com/en/ GMO Payment Gateway https://www.gmo-pg.com/ Cashless Road
Slide 88: Thank you
Thank you GMO Financial Gate, Inc. (TSE Growth 4051) IR web site URL https://gmo-fg.com/en/index.html Copyright 2025 GMO Financial Gate, Inc.