Gmo Payment Gateway, Inc. · TSE:3769

Gmo Payment Gateway — Investor Presentation (August 2026)

70 slides from Gmo Payment Gateway's investor presentation, Aug 14, 2026

1. Slide 1: IR Introduction - Business Overview & Business Model

   FinTech Powers Next IR Introduction - Business Overview & Business Model - FY2026 Q3 August 14, 2026 86th Investor Meeting Copyright (C) 1995 GMO Payment Gateway, Inc. All Rights Reserved. 1

2. Slide 2: 0. At a Glance

   0. At a Glance Key features of GMO-PG group’s business model and the mechanism of sustainable growth ・Broad-based & high growth payment market ・Leading player ✓ Repeating and indispensable part of any ✓ GMV ¥21.8 trn (FY2025) commercial transaction ✓ Revenue ¥82.4 bn（FY2025) Market ✓ EC penetration

3. Slide 3: Contents and abbreviations

   1. Business p.4 Overview 2. Focus Areas p.25 3. Sustainability p.54 4. Reference p.61 Materials Abbreviations used in the material are as follows: GMO-PG : GMO Payment Gateway GMO-EP : GMO Epsilon GMO-RP : GMO Reserve Plus GMO-PS : GMO Payment Service GMO-FG : GMO Financial Gate GMO-CAS : GMO Card S

4. Slide 4: 1.1 Our Track Record of Growth

   1.1 Our Track Record of Growth The results of management policy focused on sustainable growth （¥ mil） （¥ mil） （¥ mil） 93,235 37,639 42,030 90,000 Revenue*1 Operating Profit*1 40,000 EBITDA*1.2 +13.0％ 35,000 +20.1% +19.2% 80,000 82,499 35,000 30,000 31,340 35,261 70,000 30,000 25,000 60,000 25,000 50

5. Slide 5: 1.2 Consolidated Management

   1.2 Consolidated Management Realize Group-wide stable growth through sound business operation that agilely responds to the business environment of each of the major Group companies Omni-channel Strategy Expand payment Diverse customer method offerings coverage Share customer base Consolidate head op

6. Slide 6: 1.3 Three Business Segments

   1.3 Three Business Segments Expand adjacent businesses centered around payment profit business Payment Processing Business （FY2026 Q3） ・Online Payment* 2% ・CP Payment 24％ Online payment ￥ ・Ginko Pay / Processing GMO-PG ・System Development BNPL GMO-EP Revenue Money Service Business GMO-PS Breakdown ・

7. Slide 7: 1.4 Our Value Proposition

   1.4 Our Value Proposition Businesses and services to comprehensively cater to customer’s needs Issues & Needs Value Proposition ・Cumbersome implementation work ・Package of diverse payment methods with ・Time consuming payment admin work, centralized management Processing Business Payment Merchant les

8. Slide 8: 1.5 Our Business Eco-System

   1.5 Our Business Eco-System An expanding eco-system where the value-added services complements the main business to achieve mutual growth Increase in payment processing Payment processing （Gross margin 85％） Money Service Payment Business Processing Payment Business Enhancement Business Customer grow

9. Slide 9: 1.6 Revenue Trend by Segment

   1.6 Revenue Trend by Segment Three segments of Payment Processing Business, Money Service Business and, Payment Enhancement Business （¥ mil） J-GAAP IFRS Payment Enhancement 90,000 Business Money 80,000 Service Business 70,000 60,000 50,000 40,000 Payment Processing 30,000 Business 20,000 10,000 0 04

10. Slide 10: 1.7 Characteristic of Payment Business: Cross-Industry

    1.7 Characteristic of Payment Business: Cross-Industry Payment is a required action for any purchase and is a highly repetitive application Merchandise Non-merchandise /pharmaceuticals Food & Beverage Public transport Medical service office supplies Daily good & Tr a ve l / t i c k e t /Health food

11. Slide 11: 1.8 Positioning of GMO-PG Group

    1.8 Positioning of GMO-PG Group Connecting merchants and payment companies through ‘contracts,’ ‘payment information,’ and ‘money flow’. GMO-PG & consolidated Payment Consumer Merchants subsidiaries companies 169,004 stores*1 40+ Credit card (As of end-Jun 2026) companies EC Convenience store BtoB・B

12. Slide 12: 1.9 Revenue Model of Credit Card Payment Processing

    1.9 Payment Processing Business: Revenue Model of Credit Card Payment Processing Revenue model determined by merchant size and type ■Four revenue types (i.e., business models) ■Revenue type determined by merchant type/size ① Initial (Initial revenue) Municipalities Payment Terminal Sales Coefficient

13. Slide 13: 1.10 Payment Processing: Two Types of Merchant Contracts

    1.10 Payment Processing: Two Types of Merchant Contracts Direct Contract Payment Payment Revenue type ③ Processing Processing No. of contracts ② Stock Contracts with multiple payment companies ③ Fee MDR 2.8% Merchant Discount Rate (MDR) Direct negotiations with （Large GMV = Lower MDR） payment compan

14. Slide 14: 1.11 Revenue Breakdown by Business Model

    1.11 Revenue Breakdown by Business Model Aiming for a balanced revenue growth by pursuing various initiatives （¥ mil） J-GAAP IFRS 90,000 80,000 Spread 70,000 60,000 50,000 40,000 Fee 30,000 20,000 Stock 10,000 Initial 0 04/9 05/9 06/9 07/9 08/9 09/9 10/9 11/9 12/9 13/9 14/9 15/9 16/9 17/9 18/9 19/9

15. Slide 15: 1.12 Summary Table of Segments, Business Model and Services

    1.12 Summary Table of Segments, Business Model and Services Reporting in 3 segments and 4 business models Business Model Segment Online Payment* Initial CP Payment Online Payment* / fincode byGMO （Initial revenue) SSL Service CP Payment Online Payment Payment Processing CP Payment Business Ginko Pay

16. Slide 16: 1.13 Competitive Advantage and Achievements

    1.13 Competitive Advantage and Achievements Expand value provided to clients to contribute to client’s growth Past Present （As of end-Sep 2011） （As pf end-Sep 2025） １ Over 30 Product Nos. of payment Credit card pure-play（payment) Multi-payment Implemented Open API type from May 2023 methods （*Before

17. Slide 17: 1.14 Re-Bundling

    1.14 Competitive Advantage and Achievements: Re-Bundling*1 One-stop support of merchant’s growth through product scalability (resulting in enlarging project size) Value proposition to merchants/users: examples of products offered Examples of supporting merchant’s growth Strengthen online sales Reduc

18. Slide 18: 1.15 Evolution of the Ecosystem

    1.15 Competitive Advantage and Achievements : Evolution of the Ecosystem Evolving the ecosystem enhances acquisition of large clients, which in turn further expands payments and EC penetration rate Payment Credit card payment Multi- Payment Early Payment CP payment Payment Expand payments After Prom

19. Slide 19: 1.16 PG Multi-Payment service

    1.16 Competitive Advantage and Achievements: PG Multi-Paymentservice Acclaimed by large customers; all-round capability resulting in majority of new customers switching into our service Anti-fraud measures and Customer Support on par with OpenAPI-type improved authorization rate international standa

20. Slide 20: 1.17 AI×Payment Data

    1.17 Competitive Advantage and Achievements: AI×Payment Data Support merchant’s revenue growth by improving authorization rates * through data accumulation Accumulate payment data FY25 Consol. transaction volume Increase Improve Comprehensive capability nos. of 8.69 bn transactions fraud Onboarded F

21. Slide 21: 1.18 The Three Moats Against AI

    1.18 Competitive Advantage and Achievements: The Three Moats Against AI Entry barriers are multi-layered structure of financial infrastructure, payment methods and regulatory compliance 1. Value proposition in a multi-layer 3. Continuous compliance with industry structured 2. Diverse payment methods

22. Slide 22: 1.19 Continuous Achievement of OP Target

    1.19 Continuous Achievement of OP Target Earnings targets achieved through a high visibility of the earnings structure and a disciplined business operation Operation Profit* （¥ mil） 35,000 Initial Forecast Actual 30,000 Continuing stable growth while overcoming external volatilities 25,000 20,000 20

23. Slide 23: 1.20 Expansion of Business Domains

    1.20 Expansion of Business Domains Aim for OP ¥100.0 bn by 2030 or 2031 by expanding TAM into new business domains 2010 2020 2025 2030-31 TAM ¥5 tr ¥51 tr*1 ¥180 tr*1 ¥500 tr*1 2016～ CP cashless ¥19 tr*2 ¥112 tr ¥271 tr 2006～ Broader EC ¥5 tr ¥32 tr ¥60 tr ¥129 tr 2025～ BtoB (wholesale) ¥56 tr 2024～

24. Slide 24: Contents: Focus Areas

    1. Business p.4 Overview 2. Focus Areas p.25 3. Sustainability p.54 4. Reference p.61 Materials Copyright (C) 1995 GMO Payment Gateway, Inc. All Rights Reserved. 24

25. Slide 25: 2.1 Next Milestone of OP ¥100.0 bn

    2.1 Next Milestone of OP ¥100.0 bn in FY2030 or FY2031 Drivers to achieve OP ¥100.0 bn Payment Domain* Value-Add domain* FY2030 or FY2031 FY2025 Market Share Profitability OP target OP expansion expansion improvement ¥100.0 bn ＝ 30.0bn× 1.6 × 1.6 × 1.1 ＋ 15.0bn * Payment domain covers GMO-PG non-con

26. Slide 26: 2.2 Focus Markets

    2.2 Focus Markets Sustain high growth from expanding revenues in existing services and entering new domains Actual figures for Focus market revenue FY2025 (¥ bn） Global ・Overseas lending Loan balance 80 ・ Approx. ¥30.0bn Business ・Ginko Pay base system 70 domain ・GMO-PG Processing BaaS expansion pla

27. Slide 27: 2.3 Narrowly-Defined EC: BtoC EC Market

    2.3 Narrowly-Defined EC: BtoC EC Market Low cashless and EC penetration compared to US/European countries EC Penetration Rates in Developed Markets*1 Cashless Penetration (ratio to private final consumption)*2 *3 （％） （¥ trn） （％） UK 31.0 200 Cashless penetration Gov’t target Future: 80% US Credi Card

28. Slide 28: 2.4.1 Broader EC: Expanding Scope of Cashless Business

    2.4.1 Broader EC: Expanding Scope of Cashless Business Japan’s migration towards cashless payment contributes to accelerating the growth of GMO-PG group BtoB BtoC CtoC Private Final Consumption*1 ¥1,000 trn ¥2.5 trn ¥300 trn Merchandise EC*2 Market size of ¥15.2 trn EC penetration 9.8% Flea Market A

29. Slide 29: 2.4.2 Broader EC: Target Markets

    2.4.2 Broader EC: Target Markets Address each vertical in the vast white space Cashless penetration by industry (credit card usage) Proportion of household expenditure by industry*4 Merchandise EC ¥15.2 trn*1 Narrowly-defined EC ¥26.1 trn*1 Other Broader EC ¥78.9 trn*2 Market size by industry*3 Cash

30. Slide 30: 2.4.3 Broader EC: Taxes/Public Dues and Utility Bills

    2.4.3 Broader EC: Taxes/Public Dues and Utility Bills Entered into the public dues/taxes sector in 2006 when Local Autonomy Law was amendment; pioneered credit card payments in this sector Tax・Utility Bill National tax smartphone app payment service Hometown tax Water bill, etc. NHK Broadcasting sub

31. Slide 31: 2.4.4 Amazon Business invoice account transfer payments

    2.4.4 Broader EC: Launches New payment method for Corporate Businesses on Amazon Business: 'invoice Account transfer Payments' Copyright (C) 1995 GMO Payment Gateway, Inc. All Rights Reserved. 31

32. Slide 32: 2.4.5 Approval Rate Visualization Option

    2.4.5 Broader EC: Launches the "Approval Rate Visualization Option" to Visualize transaction data Copyright (C) 1995 GMO Payment Gateway, Inc. All Rights Reserved. 32

33. Slide 33: 2.4.6 Fraud Detection Using AI

    2.4.6 Broader EC: Fraud Detection Using AI Improve authorization rate*1 using accumulated date, thereby improving merchant’s revenue which expands GMO-PG’s GMV Case examples of authorization rate improvements using fraud detection service Forter *2 Travel Agent Co. X Utility Co. Y Retailer Co. Z 100

34. Slide 34: 2.4.7 Payment solution adopting Universal Commerce Protocol

    2.4.7 Broader EC: A proprietary payment solution adopting the specifications of the Universal Commerce Protocol (UCP) Copyright (C) 1995 GMO Payment Gateway, Inc. All Rights Reserved. 34

35. Slide 35: 2.4.8 Online payment transaction Volume

    2.4.8 Broader EC: Online payment transaction Volume* Stable growth by capturing pay-as-you-go and recurring billing （100 million transactions） 60 Pay-as-you-go payment Payment occurs at each 40 purchase Digital content subscription 20 Electricity bill Recurring payment Water utility bill Fixed amoun

36. Slide 36: 2.4.9 Online payment transaction Value

    2.4.9 Broader EC: Online payment transaction Value* TRX Value = Sustainably grow revenues at client/merchants that we support （ ¥ trn） 12 10 Direct Contract 8 53% 6 4 Representative 2 Contract 47% 0 03/9 04/9 05/9 06/9 07/9 08/9 09/9 10/9 11/9 12/9 13/9 14/9 15/9 16/9 17/9 18/9 19/9 20/9 21/9 22/9 2

37. Slide 37: 2.4.10 GMO Enpay

    2.4.10 Broadly-defined EC: GMO Enpay Driving the cashless migration and DX in the nursery and education sectors Product Growth strategy One-stop offering of LINE billing, payment and deposit management Short term: Sales synergy with GMO-PG service (local government, large enterprises, etc.) UI/UX th

38. Slide 38: 2.4.11 GMO Reserve Plus

    2.4.11 Broader EC: GMO Reserve Plus Provides reservation management system to realize operational efficiency at medical hospitals and clinics Product/Value proposition Growth strategy A reservation system for medical institutions ・Expand target domains Management that provide seamless coverage from

39. Slide 39: 2.5.1 FinTech: Money Service Business

    2.5.1 FinTech: Money Service Business Money Service Business that contributes to expanding payments Service Related assets Business Model GMO Payment After Pay the sales proceed ahead of ③ Fee Delivery the deposit from the consumer Accrued revenues GMO B2B Pay On Credit ④ Spread atokara Improves cas

40. Slide 40: 2.5.2 FinTech: Japan's BNPL Market

    2.5.2 FinTech: Japan’s BNPL Market Expand business by capturing the Japan’s unique BNPL needs BNPL needs in Japan Outlook of Japan’s BNPL market ・Receiving goods before payment A growing payment method driven by the (Unit：¥ bn） ・Cash payment expansion of EC, used in conjunction with Consumer ・Manage

41. Slide 41: 2.5.3 BNPL Service atokara

    2.5.3 FinTech: BNPL Service “atokara” Realizes flexible and convenient payment to be used in diverse purchasing scenes Expanding service domains of atokara (size of addressable markets)* Significance of new business ・Data storage over 10 years/Business creation with partner companies leveraging base

42. Slide 42: 2.5.4 Instant Salary byGMO

    2.5.4 FinTech: Instant Salary byGMO (Salary Prepayment Service) Be the de facto standard of digitalization and seamless operation in the ¥231 trn salary market Service Growth strategy Enables salary for the work completed to be ・Entering into short-term labor market paid instantly and whenever ・Pene

43. Slide 43: 2.5.5 Invoice Card Pay byGMO

    2.5.5 FinTech: Invoice Card Pay byGMO Promoting card payment between corporates as the exclusive partner of AMEX Collaboration with American Express for inter-company payments Commenced in October 2024: Intercompany Launched GMO-PG’s “Invoice Card Pay byGMO” Business efficiency, payments to AMEX cor

44. Slide 44: 2.6 BaaS (Embedded Finance)

    2.6 BaaS（Embedded Finance） One-stop payment solution by leveraging our payment know-how and track record GMO-PG Processing Platform GMO Cashless Platform Cashless solution for CP stores that offers a package of クレジット Issuing FEP payments methods including QR/Bar code. ハウス Network カード Gateway イシュイング

45. Slide 45: 2.7.1 Card Present IoT: CP Payment Market

    2.7.1 Card Present IoT: CP Payment Market Scale-up business through cashless migration and alliance strategy CP payment：GMO Financial Gate, one of our Group companies, offers payment terminals for payments made at CP stores. 【Growth factors of the CP market】 Cashless demand arising from diversifying

46. Slide 46: 2.7.2 Card Present IoT: Mobility

    2.7.2 Card Present IoT: Mobility (excerpt from FY2026 Q3 financial results briefing material) Copyright (C) 1995 GMO Payment Gateway, Inc. All Rights Reserved. 46

47. Slide 47: 2.7.3 Social Infrastructure Supported

    2.7.3 Card Present IoT: Social Infrastructure Supported (excerpt from FY2026 Q3 financial results briefing material) Copyright (C) 1995 GMO Payment Gateway, Inc. All Rights Reserved. 47

48. Slide 48: 2.7.4 Ecosystem Expansion in Enterprise

    2.7.4 Card Present IoT: Ecosystem Expansion in Enterprise (excerpt from FY2026 Q3 financial results briefing material) Copyright (C) 1995 GMO Payment Gateway, Inc. All Rights Reserved. 48

49. Slide 49: 2.8.1 Global: Overseas Strategy

    2.8.1 Global: Overseas Strategy Leverage overseas expertise to focus on growth markets of SE Asia and India Business Area Payment Processing Business India & SE Asia Money Service Japan Profit Center North America Business Innovation Innovation Growth Center Center Center Strategy Investments and Bo

50. Slide 50: 2.8.2 20-year Track Record of Overseas Investment Strategy

    2.8.2 Global: The 20-year Track Record of Overseas Investment Strategy Major functions shifted to India/Pacific region: Evolving into a credit provider from a payment service provider Major overseas investment and loan portfolio Market expansion of SE Asia & India 10% Penetration B2C EC TAM*2 ¥40 tr

51. Slide 51: 2.8.3 Global: Investment Strategy

    2.8.3 Global: Investment Strategy Drive investment strategy in payment domain in the huge overseas market Aim of a minority equity stake Our Medium-term Global Strategy ・Obtaining insights into FinTech ・Leverage FinTech expertise ・Creating synergy ・Establishment of overseas payment business ・Acceler

52. Slide 52: 2.8.4 Global: Minority investments

    2.8.4 Global: Minority investments Preemptive moves into infrastructure technologies of Agentic Payment (data protection x connectivity) to gain foothold of AI×EC (Agentic Commerce) Minority stake into VGS ＝ Fastest technological transfer into Japanese market and secure business opportunity External

53. Slide 53: Contents: Sustainability

    1. Business p.4 Overview 2. Focus Areas p.25 3. Sustainability p.54 4. Reference p.61 Materials Copyright (C) 1995 GMO Payment Gateway, Inc. All Rights Reserved. 53

54. Slide 54: 3.1 Business Opportunities Based on Social Challenges

    3.1 Business Opportunities Based on Social Challenges and Changes in Environment Converting social changes to opportunities for payment-related businesses Social Challenges Social Trends Business Opportunities for GMO-PG Depopulation Biometric CRM Regional authentication Aging/ revitalization Low bi

55. Slide 55: 3.2 Materiality

    3.2 Materiality Identified materiality issues to be prioritized ❶ Innovation ～ Social advancement and customer’s growth through creation of payment innovations～ Provide a wide array of innovations centered on payment, a necessary step in many economic activities, Social that support operational effi

56. Slide 56: 3.3 Environment

    3.3 Environment Continued achievement of zero GHG emissions (Scope 1,2) in FY2025 GHG emissions（Scope1,2） GHG emissions (Scope3) （t-CO2） （t-CO2） 2,000 25,000 Scope2（Scope 1 is zero） FY2025 Established target to reduce Achieved ZERO Scope 3 (category 1+11) 1,600 Scope 1,2 20,000 emissions from newly

57. Slide 57: 3.4 Social

    3.4 Social Enhance job satisfaction, education and recruitment of good talent, based on our belief that “company = people” Human resources External evaluation Number of partners (left axis) Received highest 3-star “Eruboshi” certification as a Turnover rate (right axis) Approx. ¥36 mil company promo

58. Slide 58: 3.5 Strengthening Governance Structure

    3.5 Strengthening Governance Structure Realize medium- to long-term improvement in enterprise value through strengthening of supervisory function of the Board Corporate Governance Organizational Structure ➀ Audit and Supervisory Committee ➁ Proportion of External Directors one third ①② ③ Special Com

59. Slide 59: 3.6 Sustainability

    3.6 Sustainability Driving ESG management to realize a sustainable society and to enhance corporate value Roadmap of sustainability initiatives and achievements FY 2025 Integrated Report (English): Sustainability Linked Loan https://www.gmo-pg.com/news/pdf/20260212_gmo_pg_ir_integrated_report_en.pdf

60. Slide 60: Contents: Reference Materials

    1. Business p.4 Overview 2. Focus Areas p.25 3. Sustainability p.54 4. Reference p.61 Materials Copyright (C) 1995 GMO Payment Gateway, Inc. All Rights Reserved. 60

61. Slide 61: 4.1 Company Outline

    4.1 Company Outline (as of of June 30, 2026) ■Name ■Management team GMO Payment Gateway, Inc. (3769; Tokyo Stock Exchange Prime) Chairman & Director Masatoshi Kumagai President & Chief Executive Officer Issei Ainoura ■ Date of establishment March 1995 Director, Executive Vice President Ryu Muramatsu

62. Slide 62: 4.2 Organizational Chart

    4.2 Organizational Chart GMO Payment Gateway, Inc. GMO-PG internal organizations Annual General Shareholder’s Internal Audit Management Meeting (AGM) Office Committee Board of Directors Representative Audit & Director Supervisory Director Committee Corporate Value Creation Strategy Division Innovati

63. Slide 63: 4.3 Major Subsidiaries and Equity-Method Affiliates

    4.3 Major Subsidiaries and Equity-Method Affiliates（IFRS Standards） GMO Payment Gateway, Inc. Consolidated subsidiary Equity method affiliate Multi payment service（targets small-sized merchants） GMO Epsilon, Inc. FY2025 Revenue ¥5,747 mil, Ordinary profit ¥3,579 mil (JGAAP) Buy Now Pay Later GMO Pay

64. Slide 64: 4.4 Key Characteristics of Payment Business

    4.4 Key Characteristics of Payment Business Stable industry with high entry barriers and low churn rates High entry barriers Regulation ・Responding to tightening regulation through repeated amendments (Amended ISA* etc.） ・Merchant management, security enforcement Payment company ・Unique payment prac

65. Slide 65: 4.5 Product Map

    4.5 Product Map GMO-PG’s definition of payment: that which enables the digitalization of money flow No Credit Risk Cashless Payment Service DX support Ginko Pay base system PG Multi-Payment Service platform GMO-PG Processing platform Epsilon byGMO SMS Choice Verify service of Payment GMO Cashless Pl

66. Slide 66: 4.6 DX Support Services to Improve Clients' PL/BS

    4.6 DX Support Services to Improve Clients’ PL/BS Service line-up that can respond to the diverse clients’ needs Customer needs & PL/BS changes Use cases Our DX support services EC shop, Utility bills PL Revenue Multiple payment methods PG Multi-Payment service Cost of Sales Paperless (lower postal

67. Slide 67: 4.7.1 Revenue Model of Credit Card Payment

    4.7.1 Revenue Model of Credit Card Payment Brand usage charge 0.05% Brand usage charge 0.05% International Brand Inter-credit card company commission charge (Interchange Fee) 1.5~1.8% Invoice Acquirer Issuer (credit card co.) (credit card co.) Payment reimbursed Invoice Invoice Take rate Merchant pa

68. Slide 68: 4.7.2 Revenue Structure in the Credit Card Foodchain

    4.7.2 Revenue Structure in the Credit Card Foodchain by Player ■ Image of revenue structure by player Payment International Merchant processing Acquirer Issuer brand company Sale Merchant proceeds discount rate Spread revenue 100% Around 3.0% 0.3~0.5% 0.5 ~0.7% 1.5 ~1.8% 0.1% *Compiled by GMO-PG by

69. Slide 69: 4.8.1 Business Outline of Payment Processing Company (1)

    4.8.1 Business Outline of Payment Processing Company (1) Problems with online credit card payment in the early days of E-Commerce Consumer Merchant Authorization Payment ①Order taking （approval number Company assigned） ク レ Credit Card Company Large volume of sales slips Network ジ ッ ト カ ②Enter each ③

70. Slide 70: 4.8.2 Business Outline of Payment Processing Company (2)

    4.8.2 Business Outline of Payment Processing Company (2) Payment processing service realizes operational efficiency in credit card payment operations Consumer Merchants Payment Payment Processing company ①Order taking Company Credit・sales Update Credit Card Company card data Network Real-time credit

GMO Payment Gateway — Investor Presentation (August 2026) on 6ix