Credit Saison : FY2025 3Q Summary of Financial Results

FY2025 3Q

Summary of Financial Results

February 13, 2026

Tokyo Stock Exchange Prime Market, Securities Code: 8253

1. Overview of FY2025 3Q Financial Results

   *The plans listed on each page are figures announced in November 2025 (2Q financial results).

   © 2026 CREDIT SAISON CO., LTD. 2

   
   
   
   
   
   
   

   FY2025 3Q Financial Results Digest

   FY25 3Q

   Consolidated Results

   Net revenue	353.7 billion yen	112.8％ YoY	74.7％ Progress rate
   Business profit	83.3 billion yen	104.3％ YoY	86.8％ Progress rate
   Profit attributable to owners of parent	48.8 billion yen	84.7％ YoY	82.7％ Progress rate

   • Sales and business profit increased

     Domestic:Solid performance, mainly driven by the Payment Business and Finance Business. Overseas: As planned, operations moved into a profit recovery phase.

   • While core operations progressed steadily, quarterly profit declined due to the recognition of extraordinary

   losses from one-off factors.*

   * Extraordinary losses related to the sale of shares in affiliated companies recorded in the first half,

   as well as losses associated with Concerto's exit from the amusement business.

   
   
   

   Financial Summary

   
   
   

   (billion yen)

   Consolidated		FY24-3Q	FY25-3Q	YoY	FY25 Plan	Progress Rate
   	Net revenue	313.4	353.7	112.8%	473.5	74.7%
   	Business profit	79.9	83.3	104.3%	96.0	86.8%
   	Profit attributable to owners of parent	57.6	48.8	84.7%	59.0	82.7%
   Non-consolidated	Operating revenue	229.1	256.8	112.1%	342.5	75.0%
   	Operating profit	39.2	48.7	124.2%	55.0	88.7%
   	Ordinary profit	46.8	55.3	118.2％	62.0	89.2％
   	Profit	47.6	49.3	103.7%	52.5	94.1%

   
   
   

   Net Revenue	FY24 3Q	FY25 3Q	YoY	*1 FY25 plan	Progress rate
   Payment	186.5	208.2	111.6%	272.2	76.5%
   Lease	9.8	10.8	109.7%	14.6	74.4%
   Finance	52.8	60.5	114.5%	81.0	74.8%
   Real estate related	24.4	24.8	101.6%	31.8	78.2%
   Global	36.4	45.9	125.9%	60.9	75.4%
   Entertainment	4.8	5.2	107.7%	7.0	75.3%
   Total	315.1	355.6	112.9%	-	-
   Intersegment transactions	-1.7	-1.9	-	-	-
   Consolidated	313.4	353.7	112.8%	473.5*2	74.7%

   Overview of Business Results by Segment

   From FY25-1Q, due to organizational restructuring conducted in June 2025, the rent guarantee business previously included in the "Payment Business" has been changed to the "Finance Business." Additionally, with the segment change, the segment information for FY24-3Q is displayed according to the revised reporting segment classification.

   
   
   

   (billion yen)

   
   
   

   Overview of Business Results by Segment

   
   
   

   From FY25-1Q, due to organizational restructuring conducted in June 2025, the rent guarantee business previously included in the "Payment Business" has been changed to the "Finance Business." Additionally, with the segment change, the segment information for FY24-3Q is displayed according to the

   revised reporting segment classification. (billion yen)

   Business Profit or Loss	FY24 3Q	FY25 3Q	YoY	FY25 plan	Progress rate
   Payment	26.9	30.5	113.4%	33.0	92.5%
   Lease	3.3	3.5	103.4%	4.0	87.7%
   Finance	29.0	34.1	117.5%	41.2	82.9%
   Real estate related	16.2	16.2	100.2%	17.5	93.0%
   Global	3.5	-1.8	-	-1.0	-
   Entertainment	1.1	1.9	172.3%	1.3	149.8%
   Total	80.2	84.5	105.4%	-	-
   Intersegment transactions	-0.3	-1.2	-	-	-
   Consolidated	79.9	83.3	104.3%	96.0	86.8%

   6

   
   
   
   
   

   Business Profit or Loss by Segment

   Quarterly Trends and Key Topics

   (billion yen)

   	FY24 1-3Q	FY25 1-3Q	1Q （25/4-6）	2Q （25/7-9）	3Q （25/10-12）	FY25 Full-Year Plan
   Payment	26.9	30.5	11.5	5.5	13.3	33.0
   2Q→3Q: In addition to growth in shopping transaction volume and card shopping revenue mainly from revolving and installment balances, SG&A expenses (credit costs, advertising and promotion expenses, etc.) were restrained.
   Lease	3.3	3.5	1.0	1.1	1.2	4.0
   2Q→3Q: Growth in balances through strengthened sales efforts and the impact of fee-rate revisions.
   Finance	29.0	34.1	9.0	11.3	13.7	41.2
   2Q→3Q: Higher applied interest rates on floating-rate products and expanded profit contribution from Saison Fundex.
   Real estate related	16.2	16.2	1.8	6.9	7.4	17.5
   2Q→3Q: As in 2Q, the recording of higher-than-expected gains on the sale of restructured business assets contributed to lifting profit
   Global	3.5	-1.8	-0.8	-3.8	2.8	-1.0
   2Q→3Q: In addition to increased profit in the India business, the absence of the allowance for doubtful accounts that was recorded in the Indonesia-related business in 2Q.
   Entertainment	1.1	1.9	0.7	0.6	0.6	1.3
   2Q→3Q: Ticket sales remained solid.
   Consolidated	79.9	83.3	22.9	22.0	38.3	96.0

   (*1) From FY25-1Q, due to organizational restructuring conducted in June 2025, the rent guarantee business previously included in the "Payment Business" has been changed to the "Finance 7

   Business." Additionally, with the segment change, the segment information for FY24 1-3Q is displayed according to the revised reporting segment classification.

   
   
   
   
   

   Contribution by Consolidated Companies

   	Consolidated business profit	Non-consolidated ordinary profit	Difference
   FY25-3Q	83.33	55.32	28.00
   (Year-on-year difference)	3.39	8.51	-5.11

   • Business Profit Difference

     (billion yen)

   • Contribution by Consolidated Companies

     (billion yen)

     		Contribution to business profit	Year-on-year difference	Business description
     Major consolidated subsidiaries	SAISON FUNDEX CORPORATION	13.37	+3.83	Real estate financing business, credit guarantee business, and personal loan business
     	Saison Realty Group	9.83	-0.85	Comprehensive real estate business
     	Kisetsu Saison Finance(India)Pvt. Ltd.	2.94	-1.06	Digital lending business in India
     	Concerto Inc.	1.34	+0.40	Amusement operations business / real estate leasing business
     Major equity method affiliates	Suruga Bank Ltd.	5.23	+0.97	Banking
     	HD SAISON Finance Co., Ltd.	1.14	-1.17	Retail finance business in Vietnam
     	Takashimaya Financial Partners Co., Ltd.	0.85	+0.01	Credit card business, insurance business, investment trust business, and trust business
     	Seven CS Card Service CO., LTD.	0.83	-0.04	Credit card business

     8

2. Overview of Each Business Segment

*The plans listed on each page are figures announced in November 2025 (2Q financial results).

© 2026 CREDIT SAISON CO., LTD. 9

Global Business

Global Business Overview

■Segment Business Profit

2Q (July-September)

・India returned to profitability

・Increased ECL allowance in Indonesia

2.8

billion yen

3.6

billion yen

-4.6

billion yen

-2.0

-2.6

0.2

-1.8

-0.2

billion yen

-1

billion yen

Recognition of valuation losses and other factors related to investments

FY25 1st Half

FY25 Q3

FY25 2nd Half Plan

FY25 Q1-Q3

FY25 plan

Lending Business Investment Business 10

Status Update on 1st Half Fiscal Year

• Steady execution of measures addressing 1st Half events for sustainable growth of the global business

Events through the 1sthalf of FY25

1Q India

Credit costs temporarily increased due to Reserve Bank of India(RBI)'s provisioning policy and the impact of the government guarantee system

Completed by the 1st half

• Recognition of credit costs in accordance with the RBI's

  provisioning policy has been addressed through the 1st half

• Disbursement for the relevant product has been suspended in light of the impact of the government guarantee system

  2Q Indonesia

  In response to the materialization of risks due to market deterioration and other factors, the allowance for expected credit losses was increased as part of business optimization efforts (approx. 4.7 billion yen)

  Provisioning for high-risk loans has been largely completed

• Prioritizing risk reduction by curbing new lending

• In Q3, additional provisioning were recorded (approx. 0.3 billion yen)

Key Themes

Strengthening foundations to enhance the certainty of sustainable growth

Clarifying key focus areas in the lending business

• Prioritized allocation of management resources to key countries

  India, Brazil, Vietnam, Mexico

• Thailand: Exit from the business by the end of December 2025

  Global Business

  
  
  
  
  

  Credit Saison India:

  Sustained robust improvement trend

  • 3Q (October-December) overview

■Credit Saison India's Business Profit

4.4

4.7

billion yen

Receivables Balance

billion yen

Increase in ECL

allowance due to special factors, etc.

2.6

billion yen

2.9

billion yen

0.7

billion yen

-0.4

billion yen

0.3

billion yen

Growth pace recovers

Receivables growth slowed in 2Q, but recovered in 3Q following

strategic revisions made in response to regulatory impacts.

*QoQ: 1Q + approx. 8 bn INR; 2Q + approx. 2 bn INR; 3Q + approx. 7 bn INR

Credit Costs:

1Q 2Q 1stHalf 3Q

2ndHalf Plan

3Q Total

Full Year plan

Peaking out, entering normalization phase

• The additional provision required by the RBI was completed by 2Q. No additional regulatory impacts in 3Q.

• Credit costs remained stable, supported by improved collection efficiency and loan execution quality in Embedded finance, and an increase in the ratio of secured assets in

Branch lending.

Global Business

Credit Saison India:Receivables Continue to Grow

• Maintaining a focus on direct lending with a focus on quality portfolio management

■Trends in receivables balance

(Unit: INR billion)

Approx.

Approx.

200

Approx.

207

Embedded

Finance 15%

Branch Lending

30%

billion INR

Approx.

Branch Lending

• Expansion into secured lendingto enhance risk control and support stable growth

• Credit management based on property valuation

and LTV to mitigate default losses

• Secured loans Receivables balance

• Continue to promote expansion while balancing risk control and growth.

+9

billion yen

+10

billion yen

（ 2.4x）

FY25 1Q

FY25 2Q

FY25 3Q

FY25

Plan

210

billion INR

Off-balance sheet asset*

Approx.

180

billion INR

188

billion INR

billion INR

14%

15%

1.4%

48%

47%

Partnership Lending

Gross Non Performing Asset Ratio

47%

1.2%

1.2%

Benchmark

Le

1.4%

42%

ss than 2% (FY26)

37%

16%

15%

15%

FY24 FY25-1Q FY25-2Q FY25-3Q FY25 Plan

Approx.

310

billion yen

(End of period rate) (INR 1.75 yen)

Approx.

320

billion yen (INR 1.70 yen)

Approx.

330

billion yen

(INR 1.68 JPY)

Approx.

360

billion yen (INR 1.74 yen)

Approx.

350

billion yen

(INR 1.68 yen)

Credit Saison India: Business Model

Business Model Wholesale Lending

Partnership

Lending

Embedded

Finance

Branch

Lending

Global Business

Number of Partners

(incl. past transactions)

GNPA

(Gross Non-Performing Asset Ratio, as of the end of December 2025)

75⁺ 15⁺ 13 103

*locations

1.0% 0.9% 0.7% 3.2%

Collateral acquisition, etc.

Set receivables as

collateral

Guarantees obtained from ー

some partners

・Government guarantee systems

・Secured loans collateralized by

© 2026 CREDIT SAISON CO., LTD.

residential and commercial real estate

14

Credit Saison Brazil

HD Saison (Vietnam)

• Expanding through the B2B2C lending model in partnership with local fintech companies

• Strengthening the foundation with an eye toward future growth by expanding into B2C

• Digitalization of lending has accelerated execution speed;

  new loans remain robust, with the receivables balance expanding

• Earnings remain stable under Vietnamese accounting standards, while IFRS requires the recognition of future risks (ECL)

1.32

Contribution to

business profit billion yen (YOY difference: 0.41 billion yen)

Contribution to business profit

1.14

billion yen (YoY difference: -1.17 billion)

Balance

Approx.

0.55

Approx.

0.59

Receivables balance

18.3

trillion

19.3 trillion

VND

22.0 trillion

VND

Approx.

0.31

billion BRL

billion BRL

billion BRL

VND

FY24 FY25

First Half

FY25-3Q

FY24 FY25

First Half

FY25-3Q

Approx.

8.0

billion yen

Approx. 15.4

billion yen

Approx. 16.6

billion yen

Approx. 108.3

billion yen

Approx. 108.3

billion yen

Approx. 132.4

billion yen

(Quarter-end rate)

(BRL 25.97 yen)

(BRL 27.97 yen)

(BRL 28.10 yen)

(Quarter-end rate)

(VND 0.0059 yen)

(VND 0.0056 yen) (VND 0.0060 yen) 15

Payment Business

3Q(Oct.-Dec.)

＜Difference from plan ＞

＋Approx. 3.0 billion yen

＜Major factors＞

・Operating revenue ＋Approx. 1.0 billion yen

Increase in revolving, installment, etc.

・Operating expenses - Approx. 2.0 billion yen Restrained credit costs, advertising expenses, etc.

Payment Business Overview

• Through the "premium strategy" and "business restructuring"

  initiatives that we have been continuously pursuing,

  we achieved strong growth that more than offset the impact from the

  previous year's reversal of the special allowance.

• Profit levels have been lifted step by step, and we have made progress in building a foundation for sustainable growth.

• Segment business profit

26.9

billion yen

30.5 Structural drivers of profit growth

01

Promoting our premium strategy

• Revenue from card shopping revolving and installment balances is steadily

  expanding.

• Launched a new installment service to capture installment demand (from Oct. 2024) By upselling from installment payments to revolving payments, we are accumulating balances.

(Impact from expansion in revolving/installment balances: YoY approx. +5.5 billion yen)

Progress in the customer base for sustainable growth

billion yen

6.5

billion yen

Reversal of the

special allowance

＋10.2

billion yen

(YoY change excl. reversal of the special allowance)

02

✓

Promoting business restructuring

Raising the profit baseline through revisions to annual fees and fee structures

(Impact from higher revolving fee rates: YoY approx. +4.0 billion yen;

impact from other revisions to annual fees/fee structures: Approx. +4.5 billion yen)

We will continuously consider and implement measures to

further improve profitability.

FY24-3Q FY25-3Q 16

Payment Business

Improving Profitability Starting from the Membership Mix

• We are making progress in shifting to a profit structure that is less dependent on the number of members

• Our premium strategy is evolving to focus on higher value-added premium customers, strengthening the

  foundation for sustainable growth.

  • Ratio of premium cards among active members

    has increased

  • Improvement in profitability through premium cards

*Comparison of 23/12 → 25/12

Number of active cards

13.73 million

Of which: Premium card share

Just under

20% Premium card ratio

+ more than 5pt

Number of active cards

Shopping

transaction volume

＋45%

13.59 million

Of which:

Premium card share

Revolving

balances

＋75%

Approx. 25%

FY23-3Q

FY25-3Q

17

Payment Business

Shopping Transaction Volume, and Card Shopping Revolving and Installment Balances

Continue Promoting the Premium Strategy Toward Sustainable Growth

* Our premium strategy is a strategy aimed at expanding from mass-market general cards with no annual fee to gold cards or higher, as well as cards for sole proprietors and SMEs.

• Shopping transaction volume (trillion yen) ■ Card shopping revolving and installment balances (billion

  YoY

  108% 106%

  103% 104%

  yen)

  YoY

  111% 111% 111% 109% 109%

  
  
  

  495.2

514.8 525.2

Installment

Card shopping

revolving

24.3

536.2

546.3

560.0

Premium card* share

Approx.

40%

Approx.

45%

Approx.

35%

6.21

4.65

4.25

4.49

～

Approx.

45%

FY23-3Q FY24-3Q FY25-3Q

FY25 plan

25/3 25/6 25/9 25/12

FY25 plan

FY25計画…

(修正)

FY25計画

Looking ahead to the next fiscal year, in the 4Q we plan to implement various measures

aimed at strengthening the membership base, including premium cards and partnership cards.

Using the expansion of installment-payment usage as a starting point, we will promote upselling to revolving payments and accumulate balances.

18

Payment Business

Making Cash Advances into Our Next Growth Driver

Aiming for approx.

YoY 110%

over the medium term

FY25計画

（修正 ）

25/3 25/6 25/9 25/12

FY25 plan 19

Finance Business

Finance Business Overview

• Achieved steady balance growth in the guarantee business and the real estate finance business

• Improved profitability through variable interest rate businesses

  • Segment business profit

    ＋5.2

    29.0

    28.8

    billion yen

    billion yen

    34.1

    billion yen

    • Accumulated outstanding balances of mortgage loan guarantees by expanding new partners, etc.

      
      
      

    • Improved profitability driven by higher applied interest rates on variable-rate products amid rising interest

Reversal of

special allowance

0.2 billion yen

billion yen

(YoY increase excl. reversal of special allowance)

• Growth in transaction volume of collaboration loans

  (real estate secured loans) with Suruga Bank

  
  
  

  • Captured a wide range of customer needs and accumulated outstanding balances by expanding new partners and enhancing the product lineup.

  • Higher applied interest rates in the real estate finance business also contributed, expanding the contribution to business profit.

FY24-3Q FY25-3Q

20

Finance Business

Steady Growth in Overall Consolidated Balances

In the Guarantee Business, the Secured Segment is Driving Growth

Credit guarantees

No. of partnerships with financial institutions: 53 (+3 partnerships in the Oct. to Dec. period)

• Guarantee business balance (billion yen) ■ Real estate finance business balance (billion yen)

12,000

1,200.0

6,000

600.0

747.4

793.1

861.2

Mortgage loan guarantees

No. of partnerships with financial institutions: 40

(+1 partnership in the Oct. to Dec. period)

937.8

973.5

1,200.0

12,000

Project loans

Real estate secured loans

8,000

800.0

766.9

183.1

88.6

1,038.6

1,060.7

1,067.9

1,095.5

1,082.5

Credit guarantees

(secured by real estate)

Mortgage loan

guarantees

Real estate secured loans* (incl. asset formation loans, etc.)

Credit guarantees

FY25計画

（修正 ）

(unsecured)

0

FY24 FY25-1Q FY25-2Q FY25-3Q

FY25計画

（修正 ）

4,000

FY25 plan

400.0

FY24 FY25-1Q FY25-2Q FY25-3Q

FY25 plan 21

*This page shows real estate-secured loans, including loans to

Credit Risk

Main factors behind changes from the most recent quarter

・[Non-consolidated] Shopping receivables 90+ days delinquency rate:

Delinquency rates typically decline in the third quarter due to seasonal balance growth

・[Consolidated] Credit costs: Credit costs decreased in the non-consolidated Payment Business and in the Global Business.

Delinquency over 90 days (consolidated)

(billion yen)

Delinquency over 90 days (non-consolidated)

2.09%

2.22%

2.17%

2.08%

1.85%

1.99%

Shopping

1.85%

2.23%

2.35%

3.40%

3.34%

3.31%

2.31%

3.26%

2.21%

1.99%

2.13%

1.98%

3.17%

3.12%

2.91%

Cash advances

Credit card total

Credit card business(billion yen)

5.0%

4.0%

3.0%

2.0%

5.0%

60,000

Credit balance

6,000.0

1.35%

1.41%

1.44%

1.49%

1.54%

1.58%

1.58%

3,000.0

0

4.0%

30,000

3.0%

2.0%

total credit balance

1,800.0

18,000

12,000

1,200.0

1.0%

1.0%

0.0%

(billion yen)

700

70.0

FY24-1Q FY24-2Q FY24-3Q FY24-4Q FY25-1Q FY25-2Q FY25-3Q

Credit cost (consolidated)

61.7

0.0%

(billion yen)

500

50.0

6,000

FY24-1Q FY24-2Q FY24-3Q FY24-4Q FY25-1Q FY25-2Q FY25-3Q

Credit cost (non-consolidated)

600.0

600

60.0

500

50.0

FY24 (cumulative): 43.3 billion yen

Excluding the impact of the special allowance (-9.5 billion yen): 52.8 billion

FY25 1-3Q: 48.0 billion yen

(Up 17.4 billion yen YoY) Excluding special factors (*1, *2), up approx. 5.8 billion yen YoY

FY24 (cumulative): 30.6 billion yen

300

Excluding the impact of the special allowance (-6.0 billion yen): 36.7 billion yen

FY25 1-3Q: 28.8 billion yen

(Up 5.7 billion yen YoY) Excluding special factors (*3), up approx. 1.4 billion yen YoY

40.0

400

40.0 Impairment losses on

financial assets

21.0

30.0

Provision of allowance for

300

30.0

Reversal of

special allowance

Impact from Indonesia: Approx. 4.7 billion yen*2

doubtful accounts

Reversal of special

200

20.0

100

10.0

12.0 8.6

9.8

12.7

14.5

12.4

100

10.0

9.2

allowance

6.2

7.6 7.4

9.3

10.6

8.9

9.2

-4.6

13.3

0 *1

-2.2 *1

-2.6

*3 -1.3 *3

-1.8

-100

-10.0

FY24-1Q

(Apr.-Jun.)

FY24-2Q

(Jul.-Sep.)

FY24-3Q

(Oct.-Dec.)

FY24-4Q FY25-1Q

(Jan.-Mar.) (Apr.-Jun.)

FY25-2Q

(Jul.-Sep.)

FY25-3Q

(Oct.-Dec.)

FY25 plan (revised)

-10.0

FY24-1Q

-100

(Apr.-Jun.)

FY24-2Q

(Jul.-Sep.)

FY24-3Q

(Oct.-Dec.)

FY24-4Q FY25-1Q

(Jan.-Mar.) (Apr.-Jun.)

FY25-2Q

(Jul.-Sep.)

FY25-3Q

(Oct.-Dec.)

FY25 plan

(revised)

22

© 2026 CREDIT SAISON CO., LTD.

Special allowance for future increases in delinquent loans, etc., based on the status of non-payment rates and postponed repayments

Appendix.

© 2026 CREDIT SAISON CO., LTD. 23

Financial Policy

• Sound financial base

Credit Rating

・R＆I A+ * Have maintained an "A+" rating for

more than 25 years since October 1996

・JCR AA− * New rating obtained in January 2025

Balance of interest-bearing debt (non-

consolidated)

• Structure of interest-bearing debt

  • Almost 80% of the interest-bearing debt is composed of long-term

    funds

  • Fixed interest rate procurement accounts for about 70% of the total

  • Committed credit line, etc., of 650.0 billion yen is secured in terms of liquidity facility

Long-term/fixed borrowing ratio (non-consolidated)

(billion yen)

36,00

3,600.00

24,000

2,400.0

2,535.2

CP

借入 金

社債

490.0

1,736.5

1,812.6

Short-term Bonds

borrowings payable

2,712.9 2,865.3

216.6 265.5

Liquidation of receivables

債権流 動化

3,324.0

3,122.2

260.2

90.0%

75.5%

77.2%

78.1%

71.9%

72.7%

67.8%

69.5%

70.1%

70.1%

65.2%

80.0%

70.0%

12,000

1,200.0

60.0%

0

FY21 FY22 FY23 FY24 FY25-3Q

50.0%

FY21 FY22 FY23 FY24 FY25-3Q

Progress on Capital Policy

Details Announced

Progress and Future Outlook

Share Buybacks Planned 70.0 billion yen of share buybacks in the medium-term management period (FY24-26)

・ Completed 70.0 billion yen of share buybacks by October 1, 2025.

(50.0 billion yen of which was completed by April 7, 2025)

・ Will continue to consider share buybacks after comprehensively considering factors such as the outlook for growth investments.

Reduce Cross-Shareholdings Reduction equivalent to 70% of cross-shareholdings in the medium-term management period (FY24-26)

・ Progress rate on reductions: 71.0%

・ Continue negotiations toward achieving the reduction

target during the medium-term management period.

• As of December 31, 2025. Progress rate is calculated based on market value as of March 31, 2024.

• In the consolidated financial statements, these are accounted for as other comprehensive income, and therefore do not affect net income attributable to owners of the parent company.

Reposting of FY25-2Q financial results briefing materials

Shareholder Returns

• In the mid-term management plan (FY24-26), we are maintaining a policy of stable and consistent dividends,

  with a target dividend payout ratio of at least 30%

• The FY25 forecast calls for a year-end dividend of 130 yen per share, in line with the initial forecast

(Dividends per share: yen)

75.1%

130yen

68.4%

Total return ratio

31.4%

24.1%

19.5%

24.3%

105yen

23.2%

32.0%

25.1%

28.4%

Dividend payout ratio

Mid-term management

plan period

Aiming for a dividend payout ratio of at least 30%

150

100.2%

100

50

0

Share buybacks 10.0

50.0

billion yen

FY25 forecast

FY25予想

59.0

billion yen

20.0

billion yen 26

Reposting of FY24 financial results briefing materials

Enhancing profitability through

the premium strategy

• Breakdown of card shopping revenue

  
  
  

  Other

  (General cards)

*FY24 results

Among active cardholders,

the approx. 20% who are premium members

account for approx. 45% profits

Revenue from

annual fees, etc.

Virtually none Annual fees & optional service fees

Premium

Member Share

Revenue from

revolving

balances

Revolving balance approx.

400,000 yen

approx.

700,000 yen

Premium cardholders have a

higher balance holding rate

Revenue from affiliate stores

Shopping spend per user

approx.

300,000 yen

approx.

800,000 yen

Premium cardholders also have

higher usage rates

We are further enhancing profitability

through expansion centered on the AMEX brand

*The AMEX brand offers higher profit margins compared to other international brands.

Reposting of FY24 financial results briefing materials

Characteristics of the business domains targeted by our company

• Enhancing profitability by focusing on the sole proprietor and SME segments as our main targets

  • Business Card Segments Where We Focus Our Efforts

  Main use cases

  Payment

  method

  Credit

  evaluation

  Large

  corporations

  Main

  competitors'

  target

  Business trips,

  meals

  Generally

  lump-sum

  Corporate credit

  SMEs

  Our main

  targets

  Business trips, meals,

  fixed utility payments, and other fixed expenses such as SaaS/cloud fees, web advertising expenses

  Lump-sum,

  installment, revolving

  Flexible according to needs,

  personal credit

  Sole Proprietors

  
  
  

  Expanding target segments by leveraging our strengths

  Digital × In-Person Sales Power

  
  
  

  In-person sales ability and sales organization that have been continuously honed and refined by developing Saison counters

  Cross-selling with a variety of corporate products

  
  
  

  Improve LTV by cross-selling with a variety of products that support customers in solving their problems

  Reposting of FY25-1Q financial results briefing materials

  Payment Business

Progress on Initiatives to Improve Profitability

External Recognition (Examples)

• ESG recognitions

  Selected as a constituent for

  5 out of the 6 ESG indices adopted by GPIF

  
  
  

• IR website recognitions

  Recognized by and received awards from two major IR website rankings for listed companies

  Second consecutive year

  First time to receive Silver Award

  
  
  

• DX recognitions

Recognized for achievements in promoting DX, and selected as a DX Brand for the third consecutive year

The inclusion of Credit Saison Co., Ltd. in any MSCI Index, and the use of MSCI logos, trademarks, service marks, or index names herein, do not constitute sponsorship, endorsement, or promotion of Credit Saison Co., Ltd. by MSCI or any of its affiliates.

The MSCI Indexes are the exclusive property of MSCI. The names and logos of MSCI and the MSCI Indexes are trademarks or service marks of MSCI or its affiliates. 30