Rakuten Bank, Ltd. · TSE:5838
Rakuten Bank — Q1 FY2026 Earnings Presentation
92 slides from Rakuten Bank's earnings presentation, Aug 6, 2026
Slide 1: FY2026 First Quarter IR Presentation
FY2026 First Quarter IR Presentation Rakuten Bank, Ltd. https://www.rakuten-bank.co.jp/corp/english/investors/ *For detailed numerical data, please refer to the data book: https://www.rakuten-bank.co.jp/corp/investors/documents/doc/databook-20260806.xlsx * The figures in the document are truncated b
Slide 2: Contents
Contents 1 Rakuten Bank’s Corporate Profile 2 About Our Medium- to Long-Term Vision and Growth Strategy 3 Overview of Results for First Quarter of FY2026 and Revision of Full-Year Performance Forecast 4 Reorganization of FinTech Business Supplemental Material 5 Appendix 2
Slide 3: Rakuten Bank's Corporate Profile
1 Rakuten Bank’s Corporate Profile 3
Slide 4: Corporate Profile
Corporate Profile Name Rakuten Bank, Ltd. In its aim to be the “safe, secure, and most convenient bank,” Rakuten Bank leverages the Rakuten Group’s strengths to develop a host of Established January 14, 2000 distinctive services. Capital JPY32,643mm* Employees 1,186* (consolidated) NBF Shinagawa Tow
Slide 5: Business Overview
Business Overview*1 Both the number of accounts and the deposit balance Consolidated Our growth & stability as Highlights Japan’s largest digital bank KPI reflected in financial figures continued to grow steadily. financial figures Digital bank within No. of new accounts Comparison of account number
Slide 6: Our Philosophy
Our Philosophy Rakuten Bank is aware of our public role and social responsibilities as a bank, and we strive to establish sound efficient business operations based on high self-discipline, to maintain society's unwavering trust and establish value. In addition, as a member of the Rakuten Group, we s
Slide 7: Rakuten Bank's History
Rakuten Bank’s History Sep. 2008 Oct. 2010 April 21, 2023 Entered a capital and Became a wholly owned subsidiary Listed on the of Rakuten, Inc.*1 business alliance with Prime Market of Rakuten, Inc.*1 the Tokyo Stock Dec. 2010 January 2021 Exchange Acquired the business of Rakuten Became the first M
Slide 8: Scale of Operations
Scale of Operations The number of accounts grew by 1.38 million YoY, maintaining a growth pace of over 1 million, as we leveraged the Rakuten Group’s customer base and executed effective marketing strategies. Deposit balances maintained double-digit year-on-year growth, increasing by 1.63 trilli
Slide 9: Three Business Pillars
Three Business Pillars Services for Individual Customers Services for Corporate Customers and Sole Proprietors Three Features Deposits/ Personal asset loans of Our Corporate management Business Overwhelmingly convenient online services The number of companies Transfers/ enabled by using us as their
Slide 10: Robust Synergies with Unique Rakuten Ecosystem
Robust Synergies with Unique Rakuten Ecosystem Unique Ecosystem Trusted and Well-known Brand Customer Acquisition 70+ services*1 One of Japan’s 100mm+ membership*1*2 leading web brands*3 Cross-selling Most Popular*4 Deep & Rich Data Point Program × Technology (in Japan) Origination of Unique 100mm+
Slide 11: One ID / One Point Program
One ID / One Point Program One ID can be used for various Rakuten services. Rakuten Point, our integrated reward point program that allows customers to earn and use points across all Rakuten services, supports effective customer acquisition and encourages repeat usage. Rakuten Points Key figures（As
Slide 12: Efficient Customer Acquisition through the Rakuten Ecosystem
Efficient Customer Acquisition through the Rakuten Ecosystem 100mm+ Rakuten membership*1 Money Bridge JPY 6.4tn SPU*2 (Point rewards ・ preferential interest rate ) 14.3mm domestic e-commerce GMS*3 (Point rewards) accounts*9 45.9mm 18.4mm accounts*6 NISA’s Account MAU*4*5 59.7% No.1*10 of new custome
Slide 13: Customer Benefits Through Integration with the Rakuten Ecosystem
Customer Benefits Through Integration with the Rakuten Ecosystem By linking their Rakuten member ID with their Rakuten Bank account, customers can earn free ATM and interbank transfer transactions based on usage, and accumulate Rakuten Points through the use of Rakuten Bank services. Happy Program (
Slide 14: Our Unique Service Offering through One App
Our Unique Service Offering through One App Full-fledged Digital Banking Services Rakuten Ecosystem Deposits / Asset Management Loans Transfer Payment Entertainment Single integrated app comprehensively covering individuals’ everyday life 14
Slide 15: Full-fledged Digital Banking Services
Full-fledged Digital Banking Services Deposits / Asset Management Loans Personal loan Housing loan Deposits (JPY, foreign currency) Education loan FX margin trading Reverse mortgage loan Personal financial management Investment property loans (“Money Support”) Real estate collatera
Slide 16: About Our Medium- to Long-Term Vision and Growth Strategy
2 About Our Medium- to Long-Term Vision and Growth Strategy 16
Slide 17: Medium- to Long-term Vision
Medium- to Long-term Vision With an eye to the arrival of the zero-cash era, in April 2022 a medium- to long-term vision was formulated, indexed to FY2020, in the aim of becoming a leading FinTech company. Consolidated Consolidated Number of accounts (non-consolidated) ordinary income ordinary pro
Slide 18: Progress of Medium- to Long-Term Vision
Progress of Medium- to Long-Term Vision Number of Bank Accounts Ordinary Income CAGR+19.8% （mm, non-consolidated） （JPY bn, consolidated） CAGR +11.4% （Target: >+10%） （Target: >+15%） 25.0 255.5 18.0 200.0 10.5 103.3 FY2020 FY2025 FY2026 FY2020 FY2025 FY2026 Target Target Total Deposit Balance Ordinary
Slide 19: Two Pillars of Earnings (Non-Interest Income/Interest Income)
Two Pillars of Earnings (Non-Interest Income/Interest Income) Growth in Non-Interest Income Growth in Interest Income ・Achieve further growth by acquiring main accounts*1 ・Produce of Group's proprietary assets to have a and through cross-selling balanced and diversified loan portfolio ・Balanced expa
Slide 20: Our Main Accounts' Growth Momentum
Our Main Accounts’*1 Growth Momentum Increase in the percentage of new accounts opened for savings and asset management purposes. To accelerate the transition to a “main bank,” we are strengthening promotions for direct debits and payroll/bonus deposits to convert savings and asset management ac
Slide 21: Our Main Accounts' Growth Momentum
Our Main Accounts’*1 Growth Momentum… Our goal is to increase the number of main accounts by further enhancing convenience and economic efficiency. Convenience Converting customers to Full-fledged services high-loyalty Customer-centric first-class UI/UX Main accounts*1 Economic Benefit Earn
Slide 22: Overview of Results for First Quarter of FY2026 and Revision of Full-Year Performance Forecast
Overview of Results for First Quarter of FY2026 3 and Revision of Full-Year Performance Forecast 22
Slide 23: Q1 FY2026 Financial Results
Q1 FY2026 Financial Results Steady growth in deposit balances, primarily driven by ordinary deposits tailored to individual financial needs, coupled with an even faster growth in assets under management, has enabled us to achieve record-high Q1 profits, even while aggressively investing in custome
Slide 24: Strengthen Deposit Acquisition Initiatives Focusing on Individual Yen Ordinary Deposits
Strengthen Deposit Acquisition Initiatives Focusing on Individual Yen Ordinary Deposits Since July 2025, we have been offering the “Bonus Interest Rate*1” program for ordinary yen deposits, leveraging Rakuten Bank’s highly convenient services to attract ordinary deposits closely tied to daily life
Slide 25: Deposit Acquisition Policy
Deposit Acquisition Policy In a positive interest rate environment, we define our deposit acquisition strategy by usage of individual deposits. Deepening the main account strategy, we promote the use of the account as a destination for term deposits and surplus funds for investment, while approa
Slide 26: Summary of Consolidated Financial Results
Summary of Consolidated Financial Results Driven by the increase in interest income, ordinary income, ordinary profit, and net income all grew substantially. Ordinary income, ordinary profit, and net income all reached record highs for Q1. Ordinary Income Ordinary Profit*1 Net Income*1*2 Forecas
Slide 27: Consolidated Forecast for FY2026 (Rakuten Bank Standalone)
Consolidated Forecast for FY2026 (Rakuten Bank Standalone) Full-year forecast revised upward based on Q1 results and the June 2026 policy rate hike. *Policy rate assumption: 1.00% (Excludes further rate hikes.) *Excludes earnings forecasts for Rakuten Card and Rakuten Securities Holdings resulting
Slide 28: Consolidated Statements of Income
Consolidated Statements of Income Ordinary profit rose significantly, driven by higher interest income resulting from the accumulation of well- diversified investment assets and the Bank of Japan’s policy rate hike. FY2025 FY2026 Change in Ordinary Profit (JPY bn, consolidated) Q1 Q1 Change YoY （J
Slide 29: Loans and Monetary Claims Bought (Main Assets)
Non-Interest Interest Loans and Monetary Claims Bought (Main Assets) Income Income Each category of the loans and the monetary claims bought increased in a well-balanced manner. YoY vs25/6（12M） QoQ vs26/3（3M） (JPY bn, non-consolidated) Mar.31, 2025 Mar.31, 2026 Jun.30,2025 Jun.30,2026 (Amount) (Ra
Slide 30: Expanding Middle-Risk Assets
Non-Interest Interest Expanding Middle-Risk Assets Income Income Balances for each middle-risk asset category expanded steadily, with the growth rate of total middle-risk assets outpacing that of total main assets. Total for Categories Including Middle-Risk Assets (JPY bn, non-consolidated) Person
Slide 31: Credit Costs (Non-Consolidated)
Credit Costs (Non-Consolidated) Actual credit costs declined YoY, reflecting the decrease in guaranteed personal loan balances. Credit cost ratio remained stable at a low level. Credit costs*1 （JPY mm, non-consolidated） *2 Credit costs Reversal of credit costs Credit cost ratio (148) (936) (1,06
Slide 32: Balance Sheet Summary
Balance Sheet Summary Non-Interest Income Interest Income Approximately 80% of our main assets adopt floating rates, the vast majority of which are linked to TIBOR. Interest on due from the BoJ also fluctuates in line with the changes in the policy rate. Even as borrowings from the BoJ decline q
Slide 33: Status of Investment in Marketable Securities, etc.
Status of Investment in Marketable Securities, etc.*1 Non-Interest Income Interest Income In order to improve the yield on surplus funds while maintaining liquidity, we are gradually and selectively increasing loans to the Ministry of Finance and investments in marketable securities, taking intere
Slide 34: Simple Simulation of Future Net Interest Income
Simple Simulation of Future Net Interest Income Based on a simple simulation, the net interest income impact, with a 25bp policy rate hike, is approximately +JPY13.9bn. While BoJ borrowings will be repaid quarterly following the program's termination*1, we aim to expand our overall asset size by
Slide 35: Non-Interest Income (Non-Consolidated)
Non-Interest Income (Non-Consolidated) Non-Interest Interest Income Income Core non-interest income sources, such as exchange/settlement commissions, and direct debit fees for daily-life related fee, continue to grow steadily. The YoY growth in total settlements, a key indicator of account activ
Slide 36: General and Administrative Expenses (Non-Consolidated)
General and Administrative Expenses (Non-Consolidated) Even though general and administrative expenses increased by 28.5% YoY, management efficiency improved due to the business scale expansion, with the G&A expense ratio reaching 31.5%, a 0.8ppt improvement from FY2025 Q1. General and Administrat
Slide 37: Strategic Investment Direction
Strategic Investment Direction We view the coming years as a phase of business expansion and plan to actively increase selective investments to lay a foundation for growth. While actual G&A expenses are expected to increase, we aim to expand profits by strengthening yield enhancement and leverag
Slide 38: ROE Performance
ROE Performance We will continue to pursue an optimal balance between sustainable growth and capital efficiency, leveraging the strengths of our digital bank business model. ROE*1 Further Revenue Growth with Unique Rakuten Ecosystem Non-Interest Income Growth 22.0% • Further growth through main
Slide 39: Sufficient Capital Adequacy with Disciplined Management
Sufficient Capital Adequacy with Disciplined Management Maintained a sufficient capital adequacy ratio in line with business requirements, while actively growing our asset base. Capital Adequacy Ratio*1 After the (JPY bn, consolidated) implementation of the finalized Basel III*2 11.3% 10.9% 10.7%
Slide 40: Reorganization of FinTech Business Supplemental Material
4 Reorganization of FinTech Business Supplemental Material 40
Slide 41: Building a Differentiated Comprehensive FinTech Company
Building a Differentiated Comprehensive FinTech Company Rakuten Ecosystem New Rakuten Bank Group Ecosystem - Services Supporting Everyday Life - - Seamlessly Supporting Customers across All Financial Activities - # of Bank Accounts: 18.0mm*2 Deposit Balance: JPY 12.9tn*1 Over 100mm Rakuten IDs in Ja
Slide 42: Expected Timing of the Realization of Financial Synergies
Expected Timing of the Realization of Financial Synergies and Synergies for Individual Customers*1 ■ Financial synergies are expected to be steadily realized in the short term. ■ Through financial synergies and synergies for individual customers, we aim to realize synergies of JPY85.0bn or more on a
Slide 43: Expected Timing and Scale of Synergy Initiatives from the Reorganization
Expected Timing and Scale of Synergy Initiatives from the Reorganization ■ Preparations have begun to realize the quantified synergies as early as FY2027, with a target of JPY85.0bn or more in combined financial synergies and synergies for individual customers in FY2029. ■ Going forward, we will acc
Slide 44: Continued Profit Growth after the Reorganization
Continued Profit Growth after the Reorganization ■ Target ordinary profit of JPY400.0bn or more in FY2029 JPY400.0bn+ Synergy effects CAGR JPY85.0bn+ JPY85.0bn or more annually in FY2029 from 18%+ financial synergies and synergies for individual customers alone JPY204.0bn Organic CAGR 11%+ JPY315.0b
Slide 45: Illustrative Consolidated Balance Sheet of the New Rakuten Bank Group
Illustrative Consolidated Balance Sheet of the New Rakuten Bank Group after the Reorganization*1 Standalone*2 Simple sum: before consolidation New Rakuten Bank Group Consolidated eliminations —After Consolidation Eliminations Consolidated BS (after elimination of intercompany transactions) Total ass
Slide 46: Summary of the New Rakuten Bank Group's Consolidated Balance Sheet
Summary of the New Rakuten Bank Group’s Consolidated Balance Sheet Following the Reorganization*1 Fixed rate Floating Rate 23% 77% Bank loans JPY5.9tn The vast majority of floating-rate loans are based on TIBOR 16% Loans at Rakuten Card JPY0.08tn Deposits * Subrogation claims (fixed-rate basis) Lo
Slide 47: Interest Rate Sensitivity of the New Rakuten Bank Group
Interest Rate Sensitivity of the New Rakuten Bank Group Following the Reorganization ■ The impact of interest rate sensitivity on Rakuten Bank’s profits is projected to slightly decrease following the reorganization compared to a stand-alone basis. Meanwhile, the impact of increased financial costs
Slide 48: Approach to Management Efficiency of the New Rakuten Bank Group
Approach to Management Efficiency of the New Rakuten Bank Group Following the Reorganization ■ Given difference in earnings structures, management efficiency metrics tailored to each company's business model will be discloseds ■ Following the reorganization, pursue high management efficiency in each
Slide 49: Shareholder Return Policy of the New Rakuten Bank Group
Shareholder Return Policy of the New Rakuten Bank Group Following the Reorganization ■ Dividend policy: Maintain a policy of no dividends ■ Continue to capture growth opportunities as a comprehensive FinTech company and aim for shareholder return through increased corporate value in line with the ex
Slide 50: Expected Schedule for the Reorganization
Expected Schedule for the Reorganization May 20, 2026 – Board of Directors resolutions of Rakuten Group and Rakuten Bank regarding the reorganization and execution of the Integration Agreement June 24, 2026 – Special resolution approving the Share Delivery Plan at Rakuten Bank’s Annual General Meeti
Slide 51: Appendix
Ss Appendix \~ 51
Slide 52: Business Operations Going Forward
Business Operations Going Forward While keeping our core strategy essentially unchanged, Plans to revise the medium- to long-term vision, which we aim to further expand and strengthen existing had been based on the assumption of negative initiatives interest rates Efficiently acquire customers at lo
Slide 53: Strong Commitment by Experienced Management
Strong Commitment by Experienced Management*1 Executive Manager ・Finance Division ・Planning Division Managing Executive Office Senior Executive Officer Yuichiro Takasugi Takuya Kato Hajime Hayakawa Mika Matsumoto Masato Tarukado Executive Manager Executive Manager Executive Manager Executive Manager
Slide 54: Disciplined Corporate Governance
Disciplined Corporate Governance *1 4 Outside Directors out of 7 Directors Inside Director 42.9% Outside Director 57.1% Banking Regulations Hiroshi Mikitani TomotakaTorin Naoki Mizuguchi Chairman President ＆ CEO Director＆Executive Vice President Group Arm’s- Synergies Length Masatsugu Nagato Kayoko
Slide 55: Integrated Report 2026 (Fiscal Year Ended March 31, 2026)
Integrated Report 2026 (Fiscal Year Ended March 31, 2026) Featured a message from the Executive Manager of Human Resources Division, focusing on the revision of evaluation systems and initiatives to secure talent for sustainable growth. Expanded sustainability-related disclosures, including the
Slide 56: Materiality
Materiality We have identified our materiality by carefully evaluating and discussing sustainability-related issues from the perspectives of their impact on society and the financial impact on the Company. In light of changes in the business environment and broader external environment, we have revi
Slide 57: ESG Data: Environment 1
Notes on terminology used in the table ESG Data: Environment 1 ・Bank: Rakuten Bank, Ltd. ・Trust: Rakuten Trust Co., Ltd. ・RICB: Rakuten International Commercial Bank Co., Ltd. FY2025 Item Coverage Unit CY2021 CY2022 CY2023 FY2024 FY2025 Assurance*1 Environmental Data*2 CO2 emissions Total*3 Bank,Tru
Slide 58: ESG Data: Environment 2
Notes on terminology used in the table ESG Data: Environment 2 ・Bank: Rakuten Bank, Ltd. ・Trust: Rakuten Trust Co., Ltd. ・RICB: Rakuten International Commercial Bank Co., Ltd. FY2025 Item Coverage Unit CY2021 CY2022 CY2023 FY2024 FY2025 Assurance*1 Environmental Data*2 Water withdrawal Total Bank,Tr
Slide 59: ESG Data: Social 1
Notes on terminology used in the table ESG Data: Social 1 ・Bank: Rakuten Bank, Ltd. ・Trust: Rakuten Trust Co., Ltd. ・RICB: Rakuten International Commercial Bank Co., Ltd. FY2025 Item Coverage Unit CY2021 CY2022 CY2023 FY2024 FY2025 1 Assurance* Social Data 2 Total number of employees* people 925 1,0
Slide 60: ESG Data: Social 2
Notes on terminology used in the table ESG Data: Social 2 ・Bank: Rakuten Bank, Ltd. ・Trust: Rakuten Trust Co., Ltd. ・RICB: Rakuten International Commercial Bank Co., Ltd. FY2025 Item Coverage Unit CY2021 CY2022 CY2023 FY2024 FY2025 1 Assurance* Social Data 2 Employment rate of people with disabiliti
Slide 61: ESG Data: Governance
Notes on terminology used in the table ESG Data: Governance ・Bank: Rakuten Bank, Ltd. ・Trust: Rakuten Trust Co., Ltd. ・RICB: Rakuten International Commercial Bank Co., Ltd. FY2025 Item Coverage Unit FY2021 FY2022 FY2023 FY2024 FY2025 Assurance*1 Governence Data Board of Directors Number of directors
Slide 62: Number of Accounts, Deposit Balance (Non-Consolidated)
Number of Accounts, Deposit Balance (Non-Consolidated) Number of Accounts (Non-Consolidated) Deposit Balance (Non-Consolidated) (Millions of accounts) (JPY bn) 14,000 13,365 20.00 12,964 101 18.46 97 18.07 167 167 11,728 18.00 17.07 12,000 11,476 2,074 16.83 93 1,896 103 10,540 156 160 Foreign Curre
Slide 63: Accountholder Demographics
Accountholder Demographics*1 *1: As of Jun. 2026 By Age Penetration Rate*2 by Age Group Under (Millions of accounts) 20 20s 18 60s and over 60s and 20s 4% 16 6.4% over 12% 5.5% 50s 14 16% 21.2% 12 19.5% 40s 10 50s 30s 27.4% 22% 8 25.2% 30s 22% 6 28.6% 30.5％ 20s 4 40s 24% 2 16.2% 17.0％ 3.3% 3.3% 3.7%
Slide 64: Quarterly Consolidated Financial Summary
Quarterly Consolidated Financial Summary FY2025 FY2026 YoY (JPY bn, consolidated) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Ordinary income 57.5 60.8 64.9 72.3 78.4 +36.3% Interest income 43.6 46.5 50.1 57.2 63.0 +44.6% Non-interest income 13.7 14.0 14.5 14.7 15.1 +10.6% Fees and commissions income 11.9 1
Slide 65: Financial Summary – Consolidated Balance Sheets
Financial Summary – Consolidated Balance Sheets (JPY bn, consolidated) Mar. 31, 2024 Mar. 31, 2025 Mar. 31, 2026 Jun.30, 2025 Jun.30, 2026 Total assets 13,480.4 14,748.6 16,592.1 15,253.8 16,486.3 (incl.) Cash and due from banks 4,791.0 4,241.8 4,139.5 4,731.8 3,759.5 (incl.) Monetary claims bought
Slide 66: Quarterly Non-consolidated Financial Summary
Quarterly Non-consolidated Financial Summary FY2025 FY2026 YoY (JPY bn, consolidated) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Ordinary income 55.8 58.5 63.3 70.6 76.4 +36.9% Interest income 42.4 44.8 49.1 56.1 61.7 +45.4% Non-interest income 13.2 13.5 14.0 14.1 14.5 +10.2% Fees and commissions income 11
Slide 67: Financial Summary – Non-consolidated Balance Sheets
Financial Summary – Non-consolidated Balance Sheets (JPY bn, non-consolidated) Mar. 31, 2024 Mar. 31, 2025 Mar. 31, 2026 Jun.30, 2025 Jun.30, 2026 Total assets 13,527.6 14,705.8 16,438.8 15,149.7 16,230.4 (incl.) Cash and due from banks 4,782.3 4,231.8 4,126.8 4,719.2 3,744.9 (incl.) Monetary claims
Slide 68: Interest Spread (Non-consolidated)
Interest Spread (Non-consolidated) （％） FY2025 FY2026 YoY Change for No. Three Months Three Months Three Months Three Months Three Months 1Q Ended Jun. 30, Ended Sep. 30, Ended Dec. 31, Ended Mar. 31, Cumulative Ended Jun. 2025 2025 2025 2026 30, 2026 Yield on Interest Earning Assets １ 1.16 1.15 1.23
Slide 69: Enhanced Bonus Interest Rate Program for Yen Ordinary Deposit Accounts
Enhanced Bonus Interest Rate Program *1 for Yen Ordinary Deposit Accounts Effective from July 1, 2025 (Announced on June 6, 2025) ※Before Tax Interest Rate Per Annum Condition For Amounts For Amounts up to ¥3MM Exceeding ¥3 MM Interest Rates for Yen None 0.40% Ordinary Deposits Preferential Interest
Slide 70: Improved Spreads on the Personal Loans
Non-Interest Interest Income Income Improved Spreads on the Personal Loans Effective yields on Personal Loans comprise two layers. Non-guaranteed balance: yield - ratio of allowance for loan losses = (1) effective yield on non-guaranteed personal loans Balance with external guarantees: yield - loa
Slide 71: Securitization of Rakuten Card Credit Card Receivables
Non-Interest Interest Income Income Securitization of Rakuten Card Credit Card Receivables Utilizing the Rakuten Ecosystem Rakuten Domestic Outstanding Balance of Securitized Rakuten Card Shopping GTV*2 Rakuten Card Credit Card Receivables E-commerce GMS*1 (JPY tn in Last 12 months) (JPY tn in Last
Slide 72: Creating Investment Opportunities through Securitization Business Using Rakuten Trust
Non-Interest Interest Creating Investment Opportunities on Our Own through the Income Income Securitization Business that Utilizes Rakuten Trust Monetary claims Example of a Scheme (Simplified) Arranger • Credit card receivables (Rakuten Card and other credit cards) • Accounts receivable, etc. Rakut
Slide 73: Promotion of AI Utilization
Promotion of AI Utilization Promote company-wide AI adoption by establishing a CEO-led AI Promotion Committee and appointing dedicated leads in each department Aim to enhance profitability and operational efficiency through both top-down and bottom-up approaches External environment Our strength
Slide 74: FY2025 Results and Future Outlook for AI Utilization
FY2025 Results and Future Outlook for AI Utilization *1 (1) Revenue growth • Enhance marketing efficiency through target expansion and reduce risk using predictive models Leverages AI to identify target customers in priority areas (personal loans, Revenue growth payroll), driving transaction growth
Slide 75: Data Technology to Enlarge Our Interest Income
Non-Interest Interest Income Income Data Technology to Enlarge Our Interest Income Improve accuracy Advanced Credit Scoring – Expand credit access EC – Drive loan growth Contents Travel – Reduce credit cost Sports Commu- FinTech nity Mobile Optimized Marketing – Accelerate customer acquisition – Enh
Slide 76: Rakuten Bank's Ability to Lead Digitalization
Rakuten Bank’s Ability to Lead Digitalization A corporate mindset of specializing in digital and cashless (1) Impact on earnings improvement No possession of legacy assets (branches/own ATMs) Utilization of state-of-the-art technology Service creation with an in-depth understanding of custom
Slide 77: Promising Data Monetization Opportunities
Promising Data Monetization Opportunities Our unique advantages enable us to expand the advertising business and improve the marketing efficiency of our banking services Rich Data Targeting Reach Sales of advertising solutions to external parties 18.4mm accounts*1 (KYC completion) Precise targ
Slide 78: Providing a New Customer Experience through BaaS
Providing a New Customer Experience through BaaS*1 Open API*2 Transportation 16.50 mm passengers per day*3 6.13mm cardholders*4 （Launched May 9, 2024） The Ogaki Kyoritsu Bank Entertainment Retail THE NISHI-NIPPON CITY BANK Real Estate/ Housing Other Regional Banks Life Insurance (“Rakuten Bank Dai-i
Slide 79: Providing JRE BANK service jointly with JR East Group
Providing JRE BANK service jointly with JR East Group Service started on May 9, 2024. Realize a new financial service experience by providing benefits that take advantage of the assets (stations, trains, commercial facilities, etc.) and business areas (transportation, distribution and service, r
Slide 80: Digital Bank Share
Japan – Dawn of Banking Digitalization Cashless Payment Ratio in Japan*2 (aiming to be the global highest level) Promoted by Japan Post Bank Japanese Government 4 16% Established a new target: 80% Approximately 55% by 2030 % 55% Digital Bank MUFG Bank 15% 46% Share*1 29% (deposit balance) … … SMBC 1
Slide 81: Banking in a Cashless Era
Banking in a Cashless Era The industry’s widest range of instruments for cashless payment Debit Cards Prepaid Card Direct Payment for code payment Rakuten Bank Card Service Linkage with Rakuten Card via Direct Debit (Rakuten Card Combined with Cash Card) Interest on ordinary deposits is more fav
Slide 82: Implementation of Shareholder Benefit Program
Implementation of Shareholder Benefit Program（Announced on February 25, 2026） Introduced a shareholder benefit program, based on which we also expect an increase in salary receiving accounts, one of the important factors toward achievement of our medium- to long-term vision. Purpose of Shareholder
Slide 83: Rakuten International Commercial Bank in Taiwan
Rakuten International Commercial Bank in Taiwan Company Overview Group Structure Company RAKUTEN INTERNATIONAL COMMERCIAL BANK CO., LTD. Name (Joint Venture) Establishment May 18, 2020 Rakuten Card Co., Ltd. IBF Financial Holdings Co., Ltd. 50% 1% 49% Operation Since January 19, 2021 Electronic bank
Slide 84: Organizational Chart of Rakuten Group
Organizational Chart of Rakuten Group*1 Rakuten Group, Inc. (TSE: 4755) Internet Services business 49.26% Insurance Credit Card 85.01 %*4 100% 100% Mobile 100% business business business Rakuten Bank, Rakuten Card Rakuten Rakuten Insurance Rakuten Mobile, Other domestic Ltd. Co., Ltd. Securities Hol
Slide 85: The History of the FinTech Segment Within the Rakuten Group
The History of the FinTech Segment* Within the Rakuten Group September 2004 April 2013 Rakuten fully acquires Rakuten Group rebrands Aozora Card Co., Ltd. AIRIO Life Insurance as (currently known as Rakuten Life Insurance Co., Rakuten Card Co., Ltd.). Ltd. (Life Insurance) June 2005 Rakuten commence
Slide 86: Rakuten Card: Driving the Rakuten FinTech Ecosystem
Rakuten Card: Driving the Rakuten FinTech Ecosystem with a Huge Customer Base CY2024 Q1/CY24 Q1/CY25 Q1/CY26 Q1/CY24 Q1/CY25 Q1/CY26 86 *：IFRS basis. As of Mar. 31, 2026. From Financial Data Sheet disclosed by Rakuten Group, Inc. on May 14, 2026
Slide 87: Rakuten Securities: Achieving High Customer Loyalty through Money Bridge
Rakuten Securities: Achieving High Customer Loyalty through “Money Bridge” How Money Bridge Works Huge Presence and Rapid Growth of Money Bridge 6.8mm accounts (YoY +16.5%) Transaction “Money Bridge” deposit balance JPY 6. 6tn (YoY +8.0%) Automatic deposit makes up 49.8%*2 of Rakuten Bank’s total de
Slide 88: Rakuten Payment: Seamlessly Connecting Online and Offline
Rakuten Payment: Seamlessly Connecting Online and Offline with ONE ID and ONE Point Rakuten Payment Revenue*1 Rakuten Payment further strengthens the (JPY bn) foundation of the Rakuten Ecosystem by serving as the online and offline touchpoints for Rakuten Group services, leveraging its high growth p
Slide 89: Rakuten Mobile: Surpassed MM Subscribers
Rakuten Mobile: Surpassed 10 MM Subscribers, Accelerates Mutual Customer Referrals with Rakuten Bank Due to Rakuten Mobile's large young subscriber base, collaboration with Rakuten Mobile is crucial. Since January 19, 2026, Rakuten Mobile has begun offering banking agency services, enabling acco
Slide 90: Rakuten Bank's 25th Anniversary
Rakuten Bank’s 25th Anniversary Since commencing operations in 2001, Rakuten Bank has continued to make our customers' lives more convenient by developing a wide range of innovative financial services in Japan. As we pursue our goal of becoming the safe, secure, and most convenient bank, we also a
Slide 91: Launch of Premier Currency 3 Rakuten Bank Edition Annuity
Launch of Premier Currency 3 Rakuten Bank Edition, a Fully Digital Single-Premium Individual Annuity Insurance Product*1 Launched on June 15, 2026: Offering advanced, fully digital services for single-premium specified insurance contracts*2. Jointly planned and developed by leveraging Rakuten Ba
Slide 92: The opinions and forecasts stated in this document reflect the Bank's judgment at the
The opinions and forecasts stated in this document reflect the Bank's judgment at the time these materials were prepared. The Bank does not guarantee the accuracy of the information contained herein. Please note that actual performance and results may differ significantly due to various factors.