Credit Saison : FY2025 Management Presentation

Financial Results Briefing of FY2025

May 15, 2026

Tokyo Stock Exchange Prime Market, Securities Code: 8253

AGENDA

Strategic Direction for Long-Term Growth

Main Business Strategies

Global Business Payment Business Finance Business

CSAX (Credit Saison AI Transformation) and Human Capital

FY25 Full-Year Financial Results FY26 Earnings Forecast

2

AGENDA

Strategic Direction for Long-Term Growth

3

Achieved 100.0 billion yen in consolidated business profit 1 year ahead of schedule, and planning for 110.0 billion yen in FY26

• Through growth strategies and progress on structural reforms in our domestic businesses, we achieved strong profit growth that exceeds the final-year target of the

  current medium-term management plan

• Made steady progress toward achieving ROE above 10% under the next medium-term

management plan (from FY27)

Record-high

profits for 2 consecutive years

Plan

110.0

Reversal of the special allowance:

9.5 billion yen

Initial plan

77.0

billion yen

Results

93.6

billion yen

*Excl. reversal of the special

allowance: 84.0 billion yen

*

1

ROE 9.4%

(results)

Initial plan

90.0

billion yen

Results

101.9

billion yen

8.8%

8.6% *2

Initial plan

100.0

billion yen

billion yen

9.6%

9.5%

7.5% (initial plan)

© 2026 CREDIT SAISON CO., LTD.

FY24 FY25 FY26 Plan

*1: Initial plan is the planned value as of the announcement in May 2024 4

*2: Loss related to the sale of shares of affiliated companies and the impact of losses associated with the withdrawal from the amusement business of Concerto Inc.

Against the Backdrop of an Established Earnings Base, Balancing the Creation of Results with Growth Investment

• In FY26, the final year of the current medium-term management plan, while committing to creating results,

  we will also work to sow the seeds for long-term growth

  FY24-25

  Strengthening the earnings base and reducing uncertainty

  FY26

  Balancing the creation of results with growth investment

  • Stable growth in domestic businesses and acceleration

    of overseas businesses

  • Promote efforts toward achieving the plan under the 5-segment structure

• Strengthening the foundation of our domestic businesses

• Returning overseas businesses (India) to a growth trajectory

• Reviewing our business portfolio:

  Payment Lease Finance Real estate

  related

  ＋

  Global

  Withdrawal from the amusement business and from the

  Thailand business, and in Indonesia, discussions are

  ongoing with local authorities on an exit

  • Pursuing investment opportunities for long-term growth

    Strategic Direction for Long-Term Growth Based on Changes in the Environment

  • Using changes in the interest rate environment as an opportunity, we will evolve

    our earnings structure and capital utilization, and accelerate sustainable growth

    Recognizing the Issues

    Using changes in the interest rate environment as an opportunity, our growth model is entering the next stage of evolution

    Against the backdrop of changes in the interest rate environment, there is room to enhance our funding structure

    There is room to optimize capital

    Existing Businesses

    Payment Lease Finance

    ＋

    Direction for Business Transformation

    Real estate related

    Global

    utilization through investment, recovery, and reinvestment

    Transform Funding Structure

    Expand Non-Interest

    Income

    Capital-Recycling Model

    Utilize External Capital

    In addition to interest income, there is room to diversify our earnings base

    Stabilize funding costs, Capture multilayered

    Improve customer LTV earnings opportunities

    Accelerate capital turnover, improve capital efficiency

    Reduce equity capital burden, accelerate asset expansion

    Implement “banking & securities functions, etc.” through alliances and M&A

Strategic Direction

Strategic Background

Approach to Capital Policy in FY26

for Long-Term Growth Based on Changes in the Environment

• We will give priority to pursuing potential investment opportunities that contribute to long-

Growth

Investment

Shareholder

Returns

Financial

Soundness

Pursue investment opportunities that contribute to growth

Build a foundation for the next stage of profit creation through strategic investments in

new businesses and in existing businesses via alliances and M&A

Shareholder Returns

・ While maintaining a stable and continuous dividend policy, the FY26 dividend is

expected to be 160 yen (dividend payout ratio of 30.4%)

・ Treasury shares held will be reduced to around 10% of the total number of shares, and any excess portion will, in principle, be canceled

→ May 2026: Decided to cancel 13.1% of the total number of issued shares before cancellation

・ Going forward, we will continue to consider share buybacks based on the balance with growth investment

Financial Soundness

“Maintain funding stability” and “pursue a balance in financing costs”

Maintain and improve ratings (R&I A+, JCR AA−)

term growth and will flexibly consider them based on their progress

AGENDA

Main Business Strategies

8

AGENDA

Main Business Strategies

Global Business

9

Growth of the Global Business Driven by India

• Segment business profit

  Recognition of

  India

  valuation losses

  Business profit target of

  ¥20 billion*for the Global Business is aimed to be achieved approximately two years later than the initial plan.

  9

  billion yen

  Lending Business Breakdown

• Business Profit

（billion yen）

FY25

Vietnam

0.4

FY26 plan

and other factors

related to investments

Brazil

1.7

India

10billion-level

1.1

Brazil

Indonesia-related Provision for credit losses recorded(Approx. JPY 5 billion)

5.1

billion yen

* Business unit costs: costs associated with global business operations, including personnel expenses, etc.

Enhancing certainty of sustainable growth

• Thailand: Exit from the business in December 2025

• Indonesia: Discussions are ongoing with local authorities on an exit

FY25 FY26 plan

Lending Business Investment Business

*Refer to the FY26 Global Business Profit Plan disclosed in May 2024 10

Credit Saison India：

Transition from Profit Recovery to Growth Acceleration

*Kisetsu Saison Finance（India）Pvt. Ltd.

• Credit Saison India's Business Profit

  10

  billion-level

（billion yen）

+2.6

2.9

+0.7

0.3

△0.4

+2.2

2x

Accelerating Growth Following a Period of Adjustment

FY25

• Credit costs increased in the first half due to special factors, etc.

• Shifted to a recovery trend in the second half due to a review of product strategy

  （Disbursement for the relevant products have been suspended following the government

  guarantee system, and secured assets have been strengthened）

  Full-year business profit reached JPY 5.1 billion, exceeding the planned target (JPY 4.7 billion)

  FY26

  Toward JPY 10 billion-level profit for the first time

  • Expansion of secured assets driving both portfolio quality improvement and balanced growth

  • Suppression of credit costs through stricter underwriting

    and strengthening collections

    1Q 2Q 3Q 4Q

    FY25

    FY26 plan

    • Diversification of funding sources and optimization of funding costs

11

Credit Saison India：Steadily Expanding a High-Quality Portfolio

• Continued focus on direct lending, promoting portfolio optimization while strengthening risk management

• In FY26, to accelerate balance sheet growth by expanding receivables, primarily in secured assets, while further enhancing ri sk management

• Trends in receivables balance

（Unit: INR billion）

Approx.

110%

Approx.

Approx.

200

Approx.

110%

Approx.

120%

Approx.

227

billion INR

Approx.

280

Billion INR

Branch

Lending

Branch Lending

• Achieve both profitability and risk management through enhanced KPI management

• Improve portfolio stability through the expansion of secured assets

  Off-balance sheet asset*

  180

  billion INR

  23％

  14％

  billion INR

  24％

  14％

  27％

  14％

  38％

  Embedded Finance 17％

  • Secured loans Receivables balance

    • Monthly lending volume expanded, driving further scale

    • Aim to accelerate growth while maintaining risk control

      Approx.

      300

      48％

      16％

      47％

      15％

      41％

      18％

      Partnership Lending

      30％

      Wholesale Lending

      ～～

      15％

      ～

      Approx.

      Approx.

      230％

      Approx. 25 billion yen

      %

      Approx.

      75 billion yen

      FY24 FY25 1st Half FY25 FY26 plan

      11 billion yen

      JPY base

Approx.

310

billion yen

Approx.

330

billion yen

Approx.

385

billion yen

Approx.

475

billion yen

FY25

1st Half

FY25 FY26

plan

（End of period rate） （INR 1.75yen ） （INR 1.68yen ）

（INR 1.71yen ）

（INR 1.71yen ）**

* Off-balance sheet asset : Credit Saison India sells loan receivables to financial institutions such as banks to improve asset and capital efficiency. 12

© 2026 CREDIT SAISON CO., LTD.

**FY25 year-end rate of INR 1.71 used

Business in Brazil:

Further Growth and Evolution of the Business Model

• Expanding through the B2B2C lending model in partnership with local fintech companies, with loan balances steadily increasing

• Aiming to obtain an SCFI* license for the next stage of growth, while making upfront investments to drive revenue expansion

• B2B2C→B2C Step Strategy

Using learnings from FIDC to drive preparations for the next phase of growth

Difficulty of entry

Direct

lending

Partnership

lending

Lending through

FIDC

※FIDC: A Brazil-specific securitization vehicle for

loans, trade and lease receivables. We provide financing via FIDCs that acquire receivables from fintechs and others ( B2B2C model ).

*SCFI：A non-banking financial institution license unique to Brazil

Contribution to business profit

FY25

1.73billion yen（ YoY difference 0.45 billion）

FY26 Plan 1.1 billion yen

FY26 plan reflects higher funding costs from AUM growth and upfront investments for obtaining a new license

Receivables

balance

Approx.

2 nd Step

B 2 B 2 C B 2 C

1.3

billion BRL

Approx.

0.31

billion BRL

Approx.

0.55

billion BRL

Approx.

Scalability

0.69

billion BRL

1st

Step

FY24 FY25 FY25 FY26 plan

Approx.

8

billion yen

1st Half

Approx.

15.4

billion yen

Approx.

21.2

billion yen

Approx.

40

billion yen

（End of period rate） （BRL 25.97 yen ）（BRL 27.97 yen （）BRL 30.45yen ）（BRL 30.45 yen）*

* FY25 year-end rate of BRL 30.45 used 13

Business in Vietnam:

Sustained Growth Driven by Lending Expansion

• Digitalization drove improved execution speed, with solid new lending and strong growth in loan receivable

• While business profit grew steadily under local accounting standards, IFRS shows a YoY decline due to increase in ECL

  Increase in ECL is mainly driven by AUM growth, while asset quality remains stable

  0.49

  Contribution to

  business profit billion yen (YoY difference: − 2.74 billion)

  Receivables

  balance

  Approx.

  18.3

  trillion VND

  Approx.

  19.3

  trillion VND

  Approx.

  24.2

  ＋30％

  trillion VND

  High-margin cash loans and multipurpose loans (for living needs, etc.) grew strongly.

  Multi-purpose loans 28%

  Motorcycles 14%

  Electronics 20%

  FY24 FY25

  1st Half

  FY25

  Cash loans 21%

  Others 15%

  JPY base

Approx. 108.3

billion yen

Approx.

108.3

billion yen

Approx.

147.9

billion yen

Credit cards

(End of period rate)

（VND 0.0059yen） （ VND 0.0056yen）

（VND 0.0061yen）

2% 14

Business Model Wholesale Lending

Partnership Lending

Embedded Finance

Branch Lending

Number of Partners

(incl. past transactions)

GNPA

(Gross Non-Performing Asset Ratio, as of the end of March 2026)

75⁺ 15⁺ 14 103

*locations

0.9% 0.7% 0.5% 4.0% 1.0%

Collateral acquisition, etc.

Set receivables as collateral

Guarantees obtained from ー

some partners

・Government guarantee systems

15

© 2026 CREDIT SAISON CO., LTD.

・Secured loans collateralized by residential and commercial real estate

• GNPA ratio remains at a low level

• GNPA improved to 1.3%, driven by AUM growth and an

  increased share of secured loan.

• Collection performance improved throughout the year, mainly in branch and embedded finance

• Secured Loan：Collateral Evaluation

  • LTV caps are defined by property type

  • For property valuation, at least two independent external valuation

    reports are obtained.

    Residential (self-occupied / rented)

    Benchmark

    1.2%

    1.4%

    1.4%

    1.3%

    Less than 2％（FY26）

    Collateral Commercial (office, retail, warehouse, medical center, etc.) Industrial (factory, warehouse, etc.)

    FY 25 - 1Q FY 25 - 2Q FY 25 - 3Q FY 25 - 4Q

    • An enterprise-wide risk management (ERM) framework

      • Implementation is progressing as planned, with enhancing key risk management and monitoring using RCSA (Risk and Control Self-Assessment)

• Secured Loan： Long-Term Delinquency Management (SARFAESI* Process)

  *SARFAESI: An Indian law allowing lenders to enforce and dispose of collateral for NPAs without court proceedings

  After NPA classification, approximately 80%* of cases are resolved through recovery or settlement within about 9 months (*resolution trends as evidenced in the market - Estimates )

  Upon 90+ DPD, a demand notice is issued formally notifying default and providing a 60-day cure period.

  After 60 days, a notice will be issued to initiate collateral possession proceedings.

  Subsequent Steps

  • Possession of the secured asset is enforced due to District Magistrate order

  • After court proceedings are completed, the

    collateral is put up for auction

    © 2026 CREDIT SAISON CO., LTD.

    16

    【Appendix】Credit Saison India：Diversification of Funding Sources

  • Promote diversification across both funding sources and instruments to strengthen the funding foundation

    Number of financial institutions ( by sector) Breakdown of outstanding borrowing (by debt type)

    Mutual Fund, 10

    DFI, 3

    Foreign Bank, 17

    Corporate, 2

    62

    Financial Institutions

    （As of March 31, 2026）

    Pvt. Bank, 16

    PSU Bank, 11

    Subdebt

    Approx.

    310

    billion yen

    (as of March 31, 2026)

    2%

    s,

    %

    WCDL/STL

    ECB 30

    NCD CP

    3% 5%

    Term Loan

    44%

    Japanese Bank, 3

    16%

    17

    and

    【Appendix】Credit Saison India：Differences Between India Local Consolidated Financial Statements

  • FY25-4Q:In the India local financial statement, reversal of provisions was recorded following a revision to the

    Reserve Bank of India (RBI)’s guidelines on provisioning.

  • In the consolidated financial statements, the impact of this RBI’s guidelines on provisioning had already been addressed, and therefore, there is no impact on consolidated results.

    Guidelines revision Guidelines re-revised

    （Unit：JPY billion）

    India local

    statutory accounts

    ※Profit before tax*

    Consolidted

    ※Business profit

    Difference

    FY24ｰ4Q

    （25/1-3）

    △1.3

    1.2

    Approx.＋2.5 billion

    FY25-1Q

    （25/4-6）

    △0.9

    △0.4

    Approx. ＋0.6 billion

    FY25-2Q

    （25/7-9）

    0.0

    0.7

    Approx.＋0.7 billion

    FY25-3Q

    （25/10-12）

    2.8

    2.6

    >

    FY25-4Q

    （26/1-3）

    5.8

    2.2

    Approx. -3.5 billion

    India Action*

    Approx.

    2.5 billion

    Recorded provisions Provisions

    Approx.

    3.5 billion

were reversed.

Approx. 0.6 billion Approx. 0.7 billion

Consolidated Action

No increase in credit risk; no impact on consolidated financials.

18

AGENDA

Main Business Strategies

Payment Business

19

Payment business profit

30.0

billion yen

30.6

billion yen

billion yen

32.0

FY24

21.2

8.7

Growth Development and Structural Reform Roadmap for Medium- to Long-Term Growth

• FY24-25: Profit creation phase through strengthening our earnings base centered around the premium strategy and structural reforms

• FY26: Preparation and expansion phase for sustainable growth with a view to the next medium-term management plan and beyond

  Reversal of

  the special allowance

  *Former Payment segment

  Growth Development

  Maximizing Service Value and Customer Base

  Structural Reforms

  Optimizing our Earnings Base and Promoting DX

  Enhance Service Appeal

  2024-2025

• Create new products and new areas

  Post-purchase revolving payments, Sugukari

• Review product features in response to needs

  Platinum AMEX / Platinum Business AMEX

• Provide special value for members

  Saison Thursdays (benefit for all Saison members) Saison Smart Real Estate Investment

  2026

• Deepen the premium strategy

  by expanding high value-added experiences

• Expand access to services in new areas, create opportunities to access crypto assets

Strengthen Customer Base

• Strengthen customer approaches in both the individual and corporate fields Beisia Group, Suruga Bank

• Expand customer touchpoints through digital-based alliances

  DMM

• Expansion in fandom activities and IP fields

• Deepen collaboration with existing partners

  TOHO Card renewal

  Tokyo Dome (Mitsui Fudosan Group)

  Utilize DX and AI

  • Pursue a smooth customer experience Credit card screening in as little as 0 seconds Launch of the Priority Pass App

  • Improve business efficiency and optimize resources

  • Advanced receivables collection by using AI

  • Aggregate customer touchpoints into the app

  • Enhance our organization through the use of AI

    Review Fee Structure

  • Review annual membership fees together with product revisions

    Platinum AMEX / Platinum Business AMEX

  • Optimize fees based on market conditions Increase in revolving credit fees, introduction of card service fees for inactive members

    • Continue fee design in consideration of the market environment and customer trends

(There is room to adjust revolving credit fee rates within the scope of laws and regulations)

20

Growth Development

Reinforcing General Cards Based on the Earnings Base Built through our Premium Strategy

Next

Now

High

Strengthening general cards in parallel with our premium strategy

Reinforcing general cards

Based on a target of 1.50 million new issuances (planned), we are driving the expansion of new issuances with the aim of reaching levels last seen in 2019 (around 1.8 million),

and are currently off to a strong start

Earnings base established

through our premium strategy

Shopping spend

Future premium segment

Steady improvement in

spend

High activity

per user

Shopping usage

rate

Approx. 850,000yen

earning power

FY23 FY26 plan Revenue per user

+50%

*Calculated as card business revenue ÷ total number of users

*Difference vs. general cards:

+550,000 yen

75%

*Difference vs. general cards:

+15 pt

Expanded revolving balances

Shopping revolving balance

Approx. 750,000yen

*Difference vs. general cards:

+300,000 yen 21

Two Areas Supporting Growth Development

• By expanding the general card segment, we will accumulate prospective premium customers and increase our premium ratio over the medium to long term through phased migration

  Premium Card Segment

  Improving profitability

  *Gold cards and above for for individuals, SMEs, and sole proprietors

  Convert to Premium

  ・Invitation appeals tailored to usage history (using CSDX)

  ・Personalized offers using apps, etc.

  • High profitability through high spend and high activity

  • Provides status, added value, and consulting

  • Development leveraging strengths in face-to-face × digital

  ・Improve customer loyalty by enhancing appeal of services

  General Card Segment

  Expanding customer base

  • Customer acquisition from digital starting points

  • Highly convenient and immediate services

    Strategy

    ・Further strengthen special experiential value and service expansion

    ・Maximize LTV by promoting multiple use by individuals × corporations

  • Development using partner media and content

    Strategy

    ・Customer expansion by capturing the fandom activities and IP fields (digital × real)

    ・Strengthening acquisition through the utilization

    DMM（launched in September 2025)

    Tokyo Dome

    (Mitsui Fudosan Group) (Recruitment scheduled to begin in late June 2026)

    TOHO Group

    (began in March 2026)

    of the customer base of existing partners and proactive allocation of sales resources

    Acquiring young and digital

    customers by starting from entertainment touchpoints

    Expanding real-world customer

    touchpoints, such as sports,

    commercial facilities, and movies

    The ratio of new customers among new issuances has risen by 10 pt, and

    our foundation for future earnings opportunities is steadily expanding

    *FY23→FY25 results

    *Ratio of new customers:

    Ratio of customers who hold our issued cards for the first time 22

    Card shopping revolving and installments:

    Starting from Installments, Expanding Customer Touchpoints and Balances

    Shift to using installments:＋60%

    • Shopping revolving credit and installment balances (billion yen)

Customers who primarily

use lump-sum payments

Before

111% 111% 107% 106%

*FY24→FY25 Number of installment users (transaction volume basis)

After

Starting from installments, expand earnings

opportunities through the use of diverse payment methods such as revolving credit

Installments:

Flexible payment by transaction unit (entry point)

“Pay for only this purchase in installments”

Revolving credit:

Leveling payments (continuous use)

“Keep monthly payments constant”

Expand balances through a shift in usage from lump-sum payment to installments and revolving credit

Installment

YoY

514.8

536.2

550.5

585.0

Card shopping revolving

25/3 25/9 26/3

27/3 plan

FY26計画

23

AGENDA

Main Business Strategies

Finance Business

24

Stable Profit Growth

• Finance Segment Business Profit

  (billion yen)

  Further generating synergies

  through collaborations with Group

  companies

  Improve profitability by accelerating the use of DX and AI

  Driving balance growth by responding to diverse funding needs

  through leveraging our expertise in

  real estate × finance and credit capabilities

  *Suruga Bank Ltd.

  Anticipating stable profit contribution by leveraging the strengths of both banks and

  non-banks and functional complementarity

  FY26計画

  19.9

FY21 FY22 FY23 FY24 FY25 FY26

© 2026 CREDIT SAISON CO., LTD.

*Of which, reversal of special allowance:

approx. 0.6 billion yen

plan

25

*FY21–23 figures are based on the segment classifications as disclosed at the time of each period

Guarantee Business

• Guarantee business balance

(billion yen)

14,000

1,400.0

1,286.0

1,066.8

Credit Guarantees (Unsecured) /

Mortgage Loan Guarantees

(for individuals and sole proprietors)

• Realizing more advanced and faster screening through the introduction of an AI screening model (as fast as 30 seconds)

  Expanding opportunities to capture customer needs

  • Expanding partner financial institutions

    (41 partners as of March 2026 *FY25 +5 partners)

  • Promoting total sales together with credit guarantees (unsecured)

861.2

747.4

7,000

Credit Guarantees (Real Estate Secured Loans)

(for SMEs, small-scale business, and individuals)

• Promoting and strengthening sales activities in major regional metropolitan areas Expanding partner financial institutions with financial institutions throughout Japan

  (54 partners as of March 2026 *FY25 +6 partners)

• Capturing diverse funding needs through finely tuned guarantee design

• Promoting composite sales to financial institutions, starting with the guarantee business

700.0

Credit guarantees

(secured by real estate)

Mortgage loan guarantees

Credit guarantees

(unsecured)

FY25上期

0

FY24

FY25

FY25

FY26計画

FY26 26

© 2026 CREDIT SAISON CO., LTD. 1H

plan

Real Estate Finance Business

• Real estate finance business balance

  12,000

  1,200.0

  (billion yen)

  27

  Real Estate Secured Loans

  • Developing services that meet diverse needs

  For individuals / For real estate business operators /

  loans for purchasing investment condominiums loans for procuring funds related to real estate projects

  (billion yen)

  *Joint offerings with Suruga Bank began in November 2023

  48.6

  51.0

  37.6

  40.2

  FY24

  FY25

  1H

  FY25

  FY26

  plan

  ・Expanding revenue due to an increase in applied interest rates for floating-rate products accompanying rising interest rates

  ・Strengthening relationships with existing partners and expanding new partners

  Real Estate Secured Loans / Project Loans

  ・Loans for SMEs, small-scale businesses, and individuals, with flexible usage such as real estate investment and funding

  ・Purchase funds for real estate businesses

  • Strengthening competitiveness through product expansion that captures customer needs and market trends

  • Promotions centered around the Web, and strengthening relationships with partners

  755.1

1,156.5

Project loans

Real estate secured loans

8,000

800.0

1,038.6

88.6

183.1

1,067.9

1,110.3

4,000

400.0

Real estate

secured loans*

(incl. asset formation loans, etc.)

766.9

0

FY24

FY24

FY25 1H

FY25

FY26

FY26計画

FY25上期

FY25

FY24

FY26計画

plan

FY25上期

FY25

© 2026 CREDIT SAISON CO., LTD.

* This page shows real estate-secured loans, including loans to corporations and high-net-worth individuals other than asset formation loans.

AGENDA

Main Business Strategies

CSAX (Credit Saison AI Transformation) and Human Capital

28

Creating an Organization that Generates a Virtuous Cycle of Growth and Enhances

Competitiveness

Company-wide productivity improvements by utilizing DX and AI (P.30-33)

Strengthening organizational capabilities through investments in human capital (P.34-35) Improving strategy execution capabilities by promoting talent

development and career formation

Returns to employees through improved performance and share price

・ Fostering awareness of participation in management through linkage to performance and share price (use of phantom stock)

・ Will continue considering measures linked to performance and share price

Engine of Value Creation

Growth Results

Share Price Increases

Fostering awareness of participation in management through the employee shareholding association

・ FY25 shareholding association participation rate: 54.7% (non-consolidated)

・ 6 Group companies also participate

© 2026 CREDIT SAISON CO., LTD.

Creating innovation through task-based diversity

Toward a strong and flexible organization in which diverse distinctive capabilities, such as individual experiences, abilities, and values, collide and innovation continues to be generated.

29

CSAX Strategy

• Redesign the operations of all business divisions and all employees on the premise of AI

April 2026

CSAX #3: Reorganize operations and roles

(operations are redesigned on premise of AI)

Phase to Date

September 2025

CSAX #2: Company-wide infrastructure (shift from whether to use it, to how to use it)

Phase 03

June 2025

CSAX #1: Initial rollout (special experimental tools)

Phase 01

Phase 02

Future Phase

Turning AI utilization into a force for growth, leading to enhanced corporate value

O., LTD.

CONFIDENTIAL © 2025 CREDIT SAISON C

30

External Evaluations

Selected as a DX Brand for 4 consecutive years since 2023

We have been selected as a “Digital Transformation Brand (DX Brand)” for 4 consecutive years.

Evaluation Points for 2026 (Partial Excerpts)

High DX Implementation Capability

As a result of steadily and rapidly building a culture and organizational structure that enhance DX implementation capability since 2019, our DX implementation capability is so high that it can be evaluated as a technology company operating financial services businesses such as credit cards and lending. It can be said that we have continuously and practically implemented company-wide initiatives to achieve goals such as the “complete digitalization of business processes,” which is one of the core elements of DX.

Initiatives that Place IT and Digital Technologies at the Core of the Business

IT and digital technologies are positioned at the core of our business. We have moved away from external dependence and have implemented and continued to refine initiatives over 7 years to internalize everything from planning to development and operations by our own employees. We are balancing Mode 1, the safety and reliability required of the financial industry, with Mode 2, the agility and flexibility of the service industry.

Digital transformation of the payment business

• As a result of continuous app improvements through in-house development, it has contributed to enhanced customer convenience and expanded usage

  2025/5 2025/6

  2025/8

  2025/10

  2025/11

  Initiative to expand revolving credit Changed display term for the

  payment change button

  No. of consolidated revolving credit applications

  Approx. 130%

  UIUX improvements

  Added “See More” to the service

  list screen

  UIUX improvements

  Renewed the menu screen

  Customer communication

  Renewed the inquiry screen

  Initiative to expand cash advances Added a flow line for checking available amount on the bank transfer cash advance screen

  No. of applications for credit limit increases

  Approx. 111%

  Digital transformation of the finance business

• Promoting digital transformation in the finance domain ahead of the industry to achieve a dramatic improvement in CX/EX

FY24 FY25 FY26

Mortgage loan guarantees

Digitalized entire process,

from accepting applications to responding with screening results

▼

Reduced total processing time by 2/3

Mortgage loans

SAISON Home Loan AI Navi

・ Shortened response time to agencies Reduced confirmation time to

as fast as 15 seconds

・ Standardized response quality

・ Reduced operational burden

Rent guarantee (scheduled to start in June 2026)

System integration through in-house development of web systems, core systems, etc.

▼

・Reduced average screening time to 1/3

・Paperless processing of various change procedures

Mortgage loans

Shortened procedure times by

directly linking with agencies

▼

Preliminary screening response as fast as 15 minutes

Credit guarantees

(free loan guarantees)

Introduced an AI screening model

・ Quick screening as fast as 30 seconds

・ Function for presenting the amount that can be guaranteed

Enhancing Corporate Value through Human Capital Investment

Transforming human capital into a driver of earnings growth, and achieving sustainable profit growth

HR

Policy

Implementing a more consistent HR strategy by articulating Credit Saison's unique identity through a clearly defined HR Policy

HR MISSION

Connecting “passionate talent” with the “organization”

to realize the business strategy

Creating high value talent

(passionate talent)

Individual

Organization

Enhancing engagement to

maximize organizational performance

• Talent investment is directly linked to strategy

  • Revising systems to properly evaluate challenges and results,

    and reflecting them in compensation

  • HR development with a learning mindset (autonomy / self-reliance)

• Promoting autonomous career development

  • Expanding growth opportunities through the internal job-posting

system and challenge-based promotion system

• HR placements directly linked to business growth (HRBP)

  • Promoting the growth of each business and affiliated company from a human resources perspective

• Fostering an organizational culture that combines strengths

  • Creating innovation through task-based diversity

Individual

Creating high value talent

Organization

Enhancing engagement to

(passionate talent)

maximize organizational performance

Investment in Developing Talent (foundation for

improving productivity)

172.5

thousand yen per employee

(April 2025 to March 2026)

Ratio of Female

Managers

26.1%

*Target: Maintain 25.0% or higher

(as of March 2026)

Internal Job-Posting System

(expansion of challenge opportunities)

Applicants: 88 → 105

(FY2024) (FY2025)

Parental Leave Utilization Rate

Women: 100.0％ Men: 88.9％

*Target: 100.0％ (as of March 2026)

Challenge-Based Managerial Appointment

(creation of next-generation leaders)

No. of Employees Seconded to Affiliated Companies (expansion of cross-boundary opportunities)

Applicants: 20 →

Successful applicants: 5 (FY2025 results)

506 → 516

(as of March 2024) (as of March 2025)

Engagement

Survey

Trust in Management

65pt → 67pt

(as of March 2025) (as of March 2026)

Culture of Taking on Challenges

64pt → 66pt

(as of March 2025) (as of March 2026)

© 2026 CREDIT SAISON CO., LTD.

*Credit Saison non-consolidated

35

AGENDA

FY25 Full-Year Financial Results

36

Financial Results Digest

FY25

Consolidated results

• Increased revenue and increased business profit due to performance growth

  at the non-consolidated entity and Group companies

  Record-high business profit achieved at the non-consolidated entity and Saison Fundex, etc.

  The domestic business performed strongly, centered on the Payment Business and Finance Business

• While the core business progressed steadily, Profit decreased due to the recognition of losses from one-off factors (*)

* Losses related to the sale of shares of affiliated companies recorded in the first half, as well as losses associated with the withdrawal from the amusement business of

Concerto Co., Ltd.

Financial Summary

(billion yen)

Overview of Business Results by Segment

Business Profit or Loss by Segment

Quarterly Trends and Key Topics (billion yen)

[Reference]