Rakuten Bank, Ltd. · TSE:5838
Rakuten Bank — FY2025 Earnings Presentation
86 slides from Rakuten Bank's earnings presentation, May 12, 2026
Slide 1: FY2025 IR Presentation
FY2025 IR Presentation May 12, 2026 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-20260512.xlsx * The figures in the document are truncated be
Slide 2: Contents
Contents 1 Rakuten Bank’s Corporate Profile 2 About Our Medium- to Long-Term Vision and Growth Strategy Overview of FY2025 Financial Results 3 and Full-Year Performance Forecast for FY2026 4 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 Became a wholly owned subsidiary Listed on the Entered a capital of Rakuten, Inc.*1 and business alliance Prime Market of with Rakuten, Inc.*1 the Tokyo Stock Dec. 2010 January 2021 Exchange Apr.2009 Acquired the business of Rakuten Became th
Slide 8: Scale of Operations
Scale of Operations The number of accounts grew by 1.24 million YoY, maintaining a growth pace of over 1 million, as we leveraged the Rakuten Group’s customer base and executed effective marketing strategies. Notably, the YoY growth rate has accelerated compared to the previous quarter. Deposits
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 6.3tn SPU*2 (Point rewards ・ preferential interest rate ) 14.0mm domestic e-commerce GMS*3 (Point rewards) accounts*9 45.6mm 18.0mm accounts*6 NISA’s Account MAU*4*5 60.7% 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 The number of highly profitable main accounts with large deposit balances is growing at a faster pace than the total number of accounts. As the number of non-main accounts has increased alongside new account openings, we strengthened our promotional activitie
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 FY2025 Financial Results and Full-Year Performance Forecast for FY2026
Overview of FY2025 Financial Results 3 and Full-Year Performance Forecast for FY2026 22
Slide 23: FY2025 Financial Results
FY2025 Financial Results Steady growth in deposit balances, primarily driven by ordinary deposits for daily use, coupled with an even faster growth in assets under management, has enabled us to achieve record-high profits by a significant margin, even while aggressively investing in customer base
Slide 24: Linkage with the Rakuten Ecosystem
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: UI/UX Enhancements to Accelerate Deposit Acquisition Strategy
UI/UX Enhancements to Accelerate Deposit Acquisition Strategy In Q4, we released several UI/UX improvements to accelerate our deposit acquisition strategy. ① From March 16: Launched the Bonus Interest ② From February 16: Yen ordinary deposit balances Program interface within our banking app are di
Slide 27: 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. Ordinary Income Ordinary Profit*1 Net Income*1*2 Forecasts for
Slide 28: Consolidated Forecast for FY2026
Consolidated Forecast for FY2026 The consolidated forecast is based on the assumption of a 0.75% Bank of Japan policy interest rate, excluding any further rate hikes. (JPY bn, consolidated) FY2024 FY2025 FY2026 (Results) (Results) (Forecasts) Change Change YoY YoY (% Change) (% Change) Ordinary In
Slide 29: 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. (JPY bn, consolidated) FY2024 FY2025 Change YoY Change in Ordinary Profit Ordinary
Slide 30: Interest Income (Non-Consolidated)
Non-Interest Interest Income Income Interest Income (Non-Consolidated) The Bank of Japan’s policy rate hike and accumulation of middle risk assets contributed to the growth in interest on loans and interest on monetary claims bought. We aim to maximize interest income by effectively utilizing ca
Slide 31: Loans and Monetary Claims Bought (Main Assets)
Loans and Monetary Claims Bought (Main Assets) Non-Interest Income Interest Income Each category of the loans and the monetary claims bought increased in a well-balanced manner. Change from Mar. 31, 2025 （JPY bn, non-consolidated） Mar. 31, 2024 Mar. 31, 2025 Mar. 31, 2026 (Amount) (Rate) Loans 4,0
Slide 32: Expanding Middle-Risk Assets
Non-Interest Interest Income Income Expanding Middle-Risk Assets Balances for each middle-risk asset category expanded steadily, with the total growth rate of middle-risk assets outpacing that of the combined total of loans and monetary claims bought. Total for Categories Including Middle-Risk Ass
Slide 33: Credit Costs (Non-Consolidated)
Credit Costs (Non-Consolidated) Credit cost ratio remained at a low level, while credit costs rose due to an increase in non-guaranteed personal loans. Provision of general allowance for loan losses increased based on the performance of some project transactions in the securitization business. C
Slide 34: Balance Sheet Summary
Balance Sheet Summary Non-Interest Interest Income 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. Although borrowings from the BoJ will gra
Slide 35: 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 gradually and selectively increases loans to the Ministry of Finance and investments in marketable securities, taking interest ra
Slide 36: 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 +JPY14.5bn. Following the termination of the loan support program*1, borrowings from the BoJ will be gradually repaid on a quarterly basis.
Slide 37: Non-Interest Income (Non-Consolidated)
Non-Interest Interest Non-Interest Income (Non-Consolidated) 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 38: General and Administrative Expenses (Non-Consolidated)
General and Administrative Expenses (Non-Consolidated) Even though general and administrative expenses increased by 23.4% YoY, management efficiency improved due to the business scale expansion, with the G&A expense ratio reaching 32.3%, a 3.2ppt improvement from FY2024. General and Administrative
Slide 39: 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 40: 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. Further Revenue Growth with Unique Rakuten Ecosystem ROE*1 Non-Interest Income Growth 21.7% • Further growth through main
Slide 41: Sufficient Capital Adequacy with Disciplined Management
Sufficient Capital Adequacy with Disciplined Management While proactively accumulating risk-weighted assets, the capital adequacy ratio remained at a sound level. Capital Adequacy Ratio*1 (JPY bn, consolidated) Increases in April and May 2023 After the Due to Capital implementation of the Increase
Slide 42: Our Dividend Policy
Our Dividend Policy Dividend Policy: No Dividends Maintained. Shareholder Returns Through Enhanced Corporate Value Driven by Business Expansion. Our Thoughts on Capital and Prioritize further growth over View on the Capital Adequacy Ratio dividends for the near term (%) While accumulating risk a
Slide 43: Appendix
4 Appendix 43
Slide 44: Background to the Re-Commencement of Discussions toward the Reorganization of Rakuten’s FinTech Business
Background to the Re-Commencement of Discussions toward the Reorganization of Rakuten’s FinTech Business April 1, 2024 – The commencement of discussions regarding the Reorganization of the FinTech Business September 30, 2024 – The discontinuation of discussions regarding the Reorganization of the Fi
Slide 45: Measures to Avoid Conflicts of Interest and Ensure Fairness
Measures to Avoid Conflicts of Interest and Ensure Fairness in Relation to the Consideration of FinTech Reorganization Rakuten Group, Inc. Rakuten Bank, Ltd Rakuten Group, Inc. Rakuten Bank, Ltd*1 Rakuten Bank’s Advisor Board of directors Financial Advisor: Advice, etc. • Daiwa Securities Co. Ltd. F
Slide 46: Rakuten Bank’s Assessment of the Business Environment and the Intended Direction of Synergies
Rakuten Bank’s Assessment of the Business Environment and the Intended Direction of Synergies Assessment of the Business Environment Direction of Synergies to be Pursued Changes in the business environment driven by We aim to establish a framework that enables faster and more agile rising domest
Slide 47: Tomotaka Torin
Career Summary • Born in Tokyo • Apr 1988 Joined The Long-Term Credit Bank of Japan, Limited (now SBI Shinsei Bank, Ltd.) • Sep 1998 Joined Asian Development Bank • Jan 2001 Joined The Industrial Bank of Japan, Ltd. (now Mizuho Bank, Ltd.) • Sep 2006 Joined Rakuten Securities, Inc. Joined the Rakute
Slide 48: Key Employment History
Key Employment History Apr 1988 Joined The Long-Term Credit Bank of Japan, Ltd. (now SBI Shinsei Bank, Ltd.) Engaged in derivative transaction-related operations and financial product development Jun 1997 Studied aboard on government scholarship at the Tuck School of Business at Dartmouth College (M
Slide 49: 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 50: Strong Commitment by Experienced Management
Strong Commitment by Experienced Management*1 Executive Manager • Sales＆Product Planning (Personal ・Risk Management ・Credit ・Finance ・Data Intelligence ・Tokyo Center customers) ・Compliance ・Planning ・System • Sales＆Product Planning(Corporate customers) Mika Matsumoto Kenji Takeuchi Tatsuya Misawa Ta
Slide 51: Disciplined Corporate Governance
Disciplined Corporate Governance*1 3 Outside Directors out of 5 Directors Banking Regulations Hiroshi Mikitani Tomotaka Torin Chairman President & CEO Group Arm’s- Eiji Ebinuma Masatsugu Nagato Kayoko Kawamura Synergies Length Outside director Outside director Outside director 3 Outside Auditors out
Slide 52: Our “SDGs” Initiatives
Our “SDGs” Initiatives Contributing to a healthy and economically prosperous society through “SDGs” “SDGs” × Gender • Percentage of women in managerial positions*1: “SDGs” × Education Moving toward a new target of more than 35% People • Host seminars for by the end of March 2028 financial education
Slide 53: 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 Data marked with ✓ have been third-party assured. Co., Ltd. FY2024 Item Coverage Unit CY2021 CY2022 CY2023 FY2024 Third-party assuranc
Slide 54: 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. Item Coverage Unit FY2021 FY2022 FY2023 FY2024 Environmental data Outstanding balance of environment-related *7 Bank Billion
Slide 55: ESG Data: Social
Notes on terminology used in the table ESG Data: Social ・Bank: Rakuten Bank, Ltd. ・Trust: Rakuten Trust Co., Ltd. ・RICB: Rakuten International Commercial Bank Co., Ltd. Item Coverage Unit FY2021 FY2022 FY2023 FY2024 Social data Total No. of employees*1 Bank, Trust, Persons 925 1,001 1,056 1,076 No.
Slide 56: ESG Data: Governance
ESG Data: Governance Notes on terminology used in the table ・Bank: Rakuten Bank, Ltd. ・Trust: Rakuten Trust Co., Ltd. ・RICB: Rakuten International Commercial Bank Co., Ltd. Item Coverage Unit FY2021 FY2022 FY2023 FY2024 Governance data*1 Board of Directors*2 No. of directors Persons 5 5 5 5 No. of f
Slide 57: 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) 20.00 14,000 12,964.4 97.0 18.07 167.3 18.00 Total 16.83 12,000 11,476.3 93.0 1,896.0 16.00 15.23 10,540.2 156.9 88.2 915.8 10,000 676.1 138
Slide 58: Accountholder Demographics
Accountholder Demographics*1 *1: As of Mar. 2026 By Age Penetration Rate*2 by Age Group Under 20s (Millions of accounts) 4% 16 60s and over 6.2% 60s and 20s 14 5.4% 50s over 12% 20.8% 15% 12 19.1% 40s 10 24.8% 26.8% 50s 30s 8 30s 22% 23% 6 20s 4 28.4% 30.1% 40s 2 16.4% 16.8% Under 20s 24% 0 3.3% 3.6
Slide 59: Quarterly Consolidated Financial Summary
Quarterly Consolidated Financial Summary FY2024 FY2025 YoY (JPY bn, consolidated) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Ordinary income 40.8 42.8 48.0 52.8 57.5 60.8 64.9 72.3 +40.8% +42.0% +35.0% +36.8% Interest income 26.1 29.2 34.1 38.6 43.6 46.5 50.1 57.2 +66.7% +59.2% +47.1% +48.0% Non-interest i
Slide 60: Financial Summary – Consolidated Balance Sheets
Financial Summary – Consolidated Balance Sheets (JPY bn, consolidated) Mar. 31, 2024 Mar. 31, 2025 Mar. 31, 2026 Total assets 13,480.4 14,748.6 16,592.1 (incl.) Cash and due from banks 4,791.0 4,241.8 4,139.5 (incl.) Monetary claims bought 2,550.8 2,919.4 3,198.6 (incl.) Marketable securities 1,090.
Slide 61: Quarterly Non-consolidated Financial Summary
Quarterly Non-consolidated Financial Summary FY2024 FY2025 YoY (JPY bn, non-consolidated) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Ordinary income 39.5 41.3 46.3 50.8 55.8 58.5 63.3 70.6 +41.2% +41.5% +36.6% +38.7% Interest income 25.3 28.2 32.9 37.2 42.4 44.8 49.1 56.1 +67.5% +58.6% +49.4% +50.8% Non-in
Slide 62: 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 Total assets 13,527.6 14,705.8 16,438.8 (incl.) Cash and due from banks 4,782.3 4,231.8 4,126.8 (incl.) Monetary claims bought 2,498.8 2,828.6 3,198.6 (incl.) Marketable securitie
Slide 63: Interest Spread (Non-consolidated)
Interest Spread (Non-consolidated) (%) Fiscal Year Ended Mar. 31, 2025 Fiscal Year Ended Mar. 31, 2026 Three Three Three Three Three Three Three Three YoY Change No. Months Months Months Months Months Months Months Months for Full-Year Ended Jun. Ended Sep. Ended Dec. Ended Mar. Ended Jun. Ended Sep
Slide 64: 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 Jan 19, 2026) ※Before Tax Interest Rate Per Annum Condition For Amounts For Amounts up to ¥3MM Exceeding ¥3 MM Interest Rates for Yen None 0.30% Ordinary Deposits Preferential Interest
Slide 65: 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 66: 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 67: Creating Investment Opportunities through the Securitization Business
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 68: 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 69: 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 70: 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 71: 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 72: 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 18.0mm accounts*1 (KYC completion) Precise targ
Slide 73: Providing a New Customer Experience through BaaS
Providing a New Customer Experience through BaaS*1 Open API*2 Transportation 16.08 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 74: 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 75: 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 76: 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 77: 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 78: 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 79: 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 80: 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 81: Rakuten Card: Driving the Rakuten FinTech Ecosystem
Rakuten Card: Driving the Rakuten FinTech Ecosystem with a Huge Customer Base CY2024 Q4/CY23 Q4/CY24 Q4/CY25 Q4/CY23 Q4/CY24 Q4/CY25 81
Slide 82: 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 6.5mm accounts (YoY +14.0%) Transaction “Money Bridge” deposit balance JPY 6.4tn (YoY +7.5%) Automatic deposit makes up 49.7%*2 of Rakuten Bank’s total dep
Slide 83: Rakuten Securities: Accountholder Demographics
Rakuten Securities: Accountholder Demographics *1 【Existing Account Holders】 Age Group Gender Under 60s 20s 30s 40s 50s Female Male ～ Dec. 2020 Under 30s 60s Female 40s 50s Male 20s ～ Dec. 2025 【New Account Holders】 Investment Age Group Gender Experience 60s Advanc Advanced Under 20s 30s 40s 50s ～ F
Slide 84: Rakuten Payment: Developing Leading Services in Japan
Rakuten Payment :Developing Leading Services in Japan Centered on Payment and Marketing Service Lineup Cashless payment service (QR Code*2/barcode/touch payment/ Rakuten Payment Revenue*1 Suica payment /Online payment, etc.) (JPY bn) Common point service Entrance to Rakuten Group IC type electronic
Slide 85: 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 86: 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.