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FY2026 2Q IR Presentation Material October 9, 2026 Stock Listing: Tokyo Stock Exchange, Prime Market Code No: 8570 This is an abridged translation of the original Japanese document and is provided for informational purposes only. If there are any discrepancies between this and the original, the original Japanese document prevails.
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Agenda １ FY2026 Interim Period Financial Results Overview ４ Key Initiatives ２ Domestic Business ３ Overseas Business Appendix
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Consolidated Financial Highlights for the First Half of the FY2026 Consolidated YoY FY26 Full Year Consolidated Forecast Progress RateDomestic YoY Overseas YoY Operating revenue 311.2 bn 112 % 181.2 bn 110 % 131.0 bn 114 % 600.0 bn 52 % Operating profit 25.2 bn 89 % 5.9 bn 63 % 19.6 bn 105 % 45.0 bn 56 % Ordinary profit 25.9 bn 89 % – – – – 45.0 bn 58 % Profit attributable to owners of parent 10.0 bn 115 % – – – – 15.0 bn 67 % 3
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FY2026 2nd Quarter (3 Months) Consolidated Financial Highlights Consolidated YoY Domestic YoY Overseas YoY Operating Revenue 157.3 bn 111 % 92.1 bn 109 % 65.6 bn 112 % Operating profit 7.7 bn 50 % 0.03 bn 1 % 7.6 bn 82 % Ordinary profit 8.4 bn 55 % – – – – Profit attributable to owners of parent 1.0 bn 25 % – – – – 4
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25/2QT Operating Profit 28.3 bn Loan revenue +5.4 Installment finance ｒｅｖｅｎｕｅ (comprehensive/ individual) +13.6 25.2 bn YoY 89% Financial revenue +11.8 Other +2.1 Financial Expenses +12.6 Bad debt- related expenses +7.5 Other Expenses +15.9 Operating Revenue YoY 112 % (＋33.0 bn) Operating Expenses YoY 114 % (+36.1 bn) Summary of First Half Consolidated Financial Results Consolidated operating revenue was YoY 112 % , and operating profit was YoY 89 % • In June, the domestic core system went live With the start of full-scale operations, 7.6 billion yen (of which 5.1 billion yen was non-recurring) were recognized as expenses Due to the capitalization of a portion of related costs, first-half expense progress fell short of plan, and the progress rate toward the full-year profit target remains high • In the second half, we will steadily implement growth initiatives to accelerate progress toward our KPIs and aim to achieve our full-year targets 26/2QT Operating Profit 26/2QT Net Income 10.0bn YoY 115% Unit: bn JPY Revenue Expenses 5
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(Unit: bn JPY) FY2025 Results FY2026 Forecast Consolidated Consolidated YoY Domestic Overseas Operating Revenue 569.3 600.0 +30.7 355.0 245.0 Operating Profit 60.6 45.0 ▲15.6 5.0 40.0 Operating Profit Margin 10.7% 7.5% ▲2.7pt 1.4% 16.3% Ordinary Profit 60.6 45.0 ▲15.6 – – Net Income 21.0 15.0 ▲6.0 – – Dividend per share (Annual, yen) 53 53 ±0 – – ROE 4.5% 3.2% ▲1.3pt – – Fiscal Year 2026 Earnings and Dividend Forecasts Baba updat e none 6
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Domestic Business 7
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[Domestic] Breakdown of Operating Profit 26/2QT Operating Profit25/2QT Operating Profit General and Administrative Expenses, etc. +14.1 Sales Promotion Expenses ▲0.8 9.5 bn 5.9 bn YoY 63 % Bad debt- related expenses +0.5 • While revenue from credit cards and financial services grew, operating profit fell below the level of the same period last year due to the recording of costs related to the core system Key Details [Operating Revenue] ・Credit card revenue +6.9 bn ( Revenue from credit card business: +6.8 bn; Cash advance revenue: +0.1 bn ) ・Financial revenue ＋11.2 bn (Interest and dividends: +4.5 bn; Interest on loans: +3.7bn; Gains on sales of securities +3.6 bn, investment income from money trusts +2.6 billion yen) [Operating Expenses] ・Financial Expenses +10.8 bn (Interest on deposits: +2.8 bn; Rebalancing of government bonds +6.2 bn ) ・Bad debt-related expenses: +0.5bn (Impact of provisions for corporate loans: +0.5 bn) ・General and administrative expenses, etc. +14.1 bn (Core system-related expenses: +7.6 bn (Breakdown: Administrative expenses +0.8 bn, Capital expenditures +6.8 bn), Provision for gains on electronic money reserves: +2.5 bn) Financial income +11.2 Gain on securitization +1.4 Other income +0.5 Financial Expenses +10.8 Credit Card revenue +6.9 AEON Allianz Life Impact (Net) ▲1.0 Unit: bn JPY Decrease in Expenses Revenue Increase Decrease in Revenue Increase in Expenses [Points to Confirm] ・Investment income from cash trusts Iizuka: Currently verifying ・Explanation of ACCS expenses ・Factors Contributing to the Increase in Loans and Receivables (ABK loan write-offs) Mr. Baba: Under review Expenses related to core system replacement: +7.6Operating Revenue YoY 110 % (＋15.8 bn) Operating expenses YoY 112 % (＋19.3 bn) 8
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[Domestic] Customer Base <Active IDs> 10 18 26 34 42 • Number of active IDs increased by 3.58 million YoY; growth in the number of members using prepaid charge payments (up 2.6 million year-over-year) drove growth (millions) 23/2Q 24/Q222/2Q 0 41.07 million (YoY110% / YTD+1.82 million) *Active IDs: Number of customers using services provided by our company, such as AEON Card, AEON Pay, and AEON Bank accounts 26/2Q25/2Q * Members with duplicate IDs are consolidated for counting method Demonstrating Profitability Transition to High-efficiency Management Safety and Security First 9
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[Domestic] Customer Base <AEON Card, AEON Pay> • The number of active card members decreased by 20,000 from the beginning of the period but increased by 30,000 compared to the same period last year • Due to awareness-raising initiatives and improvements to app functionality, the number of active AEON Pay members increased by 2.74 million compared to the beginning of the period Number of Active Card Members and Annual Utilization Rate 20.0% 25.0% 30.0% 35.0% 40.0% 8 10 12 14 16 AEON Pay Active Number of Members and Annual Utilization Rate (millions) 55.0% 60.0% 65.0% 70.0% 75.0% 20 22 24 26 28 14.83 million (YTD +2.74 million)26.51 million (YTD ▲20,000 ) 0 0 (millions) 25/ 2Q 26/1Q 25/2Q 4Q 0 0 65.9% (YoY -0.6pt) 27.9 % (YoY ▲1 .8pt) 4Q 3Q3Q 26/1Q 2Q * Annual Utilization Rate = Number of Active Members (the number of active members who made at least one payment transaction during the year) ÷ Average Number of Active Members × 100 2Q Annual KPI +18 million (Cumulative total: 30 million) ( progress rate: 15.3%) Septe mber 17 Iizuka 10
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[Domestic] In-House Payment Transaction Volume 0 2,000 4,000 6,000 E-money transaction volume Credit card transaction volume In-House transaction volume (bn JPY) • Cumulative Transaction Volume for In-House Payment Services was 4,945.2 billion yen (YoY 100%), 45.0% of annual KPI target • AEON Pay transaction volume increased, but it was not enough to offset the decline in e-money 4,945.2 bn (YoY 100%) 24/2QT Credit card shopping 4,003.7 bn (YoY 102%) E-money 941.5 bn (YoY 92%) 25/2QT23/2QT22/2QT 0 200 400 600 AEON Pay charge payment AEON Pay credit payment AEON Pay transaction volume (bn JPY) Credit card payments 275.8 bn (YoY 140%) Charge payments 38.2 bn (YoY 211%) *Electronic money transaction volume includes payments made via AEON Pay charge payments 26/2QT25 /2QT26/2QT 23/2QT 9/25 Iizuka 314.1 bn （YoY 146%） Annual KPI：1１ trillion （Progress rate: 45.0％） 24/2QT 11
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[Domestic] Status of High-Yield Receivables Balance 0 250 500 750 1,000 Revolving/installment balance Cash advance/unsecured loan balance (bn JPY) • Due to the expansion of installment receivables and unsecured loan receivables, the balance of high-yield receivables increased by 102% YoY • Unsecured loan business grows through enhanced marketing utilizing AEON Card member data. 886.5 bn ( YTD +2.7 bn / YoY 102 % ) Shopping Revolving Increase from beginning of term: ▲5.1 bn / YoY 97 % Installment payment Increase from beginning of term: +10.9 bn/ YoY 173 % Cash advances Increase from beginning of term: ▲5.9 bn/ YoY 99 % Unsecured loans Increase from beginning of term: +2.8 bn / YoY 107 % 22/Q2 23/Q2 24/2Q 25/Q2 26/2Q Balance before securitization of receivables 15.6% 16.1% 17.1% 16.7% 16.9% 12% 16% 20% 24% 0 3,000 6,000 9,000 12,000 High-yield receivables Ratio and balance trends (After securitization) 612.8 bn Annual KPI + 66.0 bn (950.0 bn ) ( Progress rate: 4.1% ) * *High-yield receivables: Revolving/installment payments, cash advances, unsecured loans 678.4 bn 764.0 bn 763.1 bn （YTD+０.2ｐt） Ratio High-yield receivables 792.2bn （YTD+4.2bn/ YoY104%） Total domestic operating receivables 4,６97.4bn 22/Q2 23/Q2 24/2Q 25/Q2 26/2Q 12
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[Domestic] Housing-related Loans/Corporate Lending • For housing loans, transaction volume remained on par with the previous year due to interest rate setting prioritizing profitability; the outstanding balance decreased by 18.3 billion yen compared to the beginning of the period. • Corporate lending balance grew due to continued efforts to strengthen sales Housing-related Loans Balance Corporate Lending Balance 0 100 200 300 400 0 1,000 2,000 3,000 4,000 22/2Q 23/Q2 24/Q2 25/2Q 26/2Q22/Q2 23/Q2 24/Q2 25/Q2 26/2Q Annual KPI +32.0 bn (370.0 bn ) ( Progress rate 33 .1% ) Corporate Lending: Down 37 billion yen compared to Q1 main reason: Funding demand declined following the securitization of receivables through AHLS, resulting in a decrease in loans to AHLS (down 42.0 billion yen) Septe mber 23 Iizuka While AHLS’s investment condominium loans performed well, ABK’s residential mortgages and investment condominium loans fell below the previous year’s levels. See the scenario for further details ３,886.4 bn （YTD▲18.3bn/YoY103%） Transaction Volume (YoY) 282.9 (105％) 263.2 (93%) 320.2 (122%) 213.0 (67%) 212.1 (100%) （bn JPY） 348.4bn （YTD＋10.6bn /YoY1１0%） （bn JPY） 13
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0 1,500 3,000 4,500 6,000 [Domestic] Number of Accounts and Deposit Balances AEON Bank: Deposit Balances and Composition 22/2Q • Promoting the adoption of Aeon Card Select※ as a primary everyday payment card, (Select’s share of new memberships: 14% → 25%) • Aim to achieve the KPI target for ordinary deposit balances through the implementation of various initiatives * A multifunctional card that combines three functions—credit card, AEON Bank cash card, and WAON e -money—into a single card 23/2Q 24/Q2 25/Q2 26/2Q 85% 40% 6.03 6.31 6.42 6.43 6.47 2 4 6 8 10 22/2Q 23/2Q 24/2Q 25/2Q 26/2Q Total number of accounts Select accounts 0 57%75%87% 58% 41%24%12%13% Ordinary deposit Time deposit Septem ber 23 Iizuka Number of accounts and number of “AEON Card Select” accounts （millions） 9.00 million （YTD＋0.09million/YoY 102％） ６.47million (YTD▲0.01/ YoY 101%) Annual KPI ＋200.0 bn （bn JPY） 5,４15.6 bn （YTD▲48.4 bn/YoY 98％） 2,191.2 bn （YTD+29.1 bn/ YoY 96％） ３,159.8 bn （YTD▲78.1 bn/ YoY 100％） 14
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(YoY + 2.32 pt) Loans ３.4tn Accounts receivable installment １.0tn YoY▲172.6 bn Cash deposit ０.3tn [Domestic] 2Q Balance Sheet Status Average Yield*1 Average Deposit Rate *1 0.41% (YoY +0.12pt) Ordinary Deposits 58 % Time Deposits 40 % Securities 1.0 tn YoY +125.1 bn Other Liabilities: 1.4 trillion yen Net assets: 0.1 trillion yen Loans • Amid competition to gather deposits, the company maintained stable funding by curbing the rise in funding yields by using time deposits to limit outflows, • Yield on assets (loans, installment receivables) improved, exceeding the funding yield and boosting profitability from both the asset and liability sides Housing-Related Loans *2 Unsecured Loans 1.30% (YoY +0.14pt) 15.17 % (YoY ▲0.11pt) 9.17 % (YoY +0.07pt) Asset Allocation *High-yield debt: Revolving credit, installment loans, cash advances, unsecured loans YoY +298.2 bn ( )Figures in parentheses are as of the end of the period as of the end of the period of total assets Corporate Lending Cash Advances 1.85 % (YoY +0.30pt) Other Assets 0.8 tn (15 %) YoY +1,744 billion yen (47 %) (12 %) (10%) (2 % ) ( ) indicates the amount at the end of the period installment accounts receivable as of the end of the period Revolving/Installment (25 %) *1 Quarterly Revenue or Expenses (June , July , August ) ÷ Average Balance for the Period (June, July, August) × 4 *2 Loans for residential mortgages and investment condominium loans ( ) indicates the outstanding loans as of the end of the period Domestic Consolidated Balance Sheet Deposits 5.４tn YoY▲95.0bn Other liabilities 1.3tn (50 %) (17 %) Net assets: 0.2 tn Septe mber 23 Iizuka (2%) Installment Accounts Receivable 16.08% （YoY+2.32pt) 15
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0.12% 0.18% 0.22% 0.33% 0.34% 0.39% 0.37% 0.45% 0.41% 1.05% 0.98% 0.87% 0.99% 1.20% 1.28% 1.04% 1.03% 1.27% 9.63% 9.35% 9.97% 9.93% 9.41% 9.61% 10.58% 11.47% 11.05% 0.00% 3.00% 6.00% 9.00% 12.00% Deposit yield Loan yield of banking business Loan yield (installment receivables + operating loans) [Domestic] Interest Margin on Deposits and Loans Policy Interest Rate 2Q 3Q 4Q 26/1Q 2Q24/2Q 3Q 4 Q 25/1Q 0.50% 0.75% 0.25% • Although the figure declined compared to the first quarter due to an increase in the proportion of installment loan receivables, an increase in commission rates * have led to an upward trend …① • In May of the 26th year, the benchmark mortgage rate was raised by +0.35%, leading to an improvement in net interest margins for bank lending …② ２４ March – 24 July – 0–0.1% 25 January – 25 December – 1 . 00 % 26 June– Septe mber 23 Iizuka ① ② *Shopping Revolving Credit: Annual Rate 15 .0% →18 .0% (Effective for bills issued in December 2025 and later), Installment Plan: Effective Annual Rate 9.69% – 12 .42% →14 .70% to 17 .91% (Scheduled to apply to transactions on or after November 11, 2026) Trends in yields on yen deposits, loans and installment receivables, and loans for banking business 16
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[Domestic] Yen-Denominated Bonds Trends in Yen-Denominated Bond Balances by Remaining Maturity • Proceeding with the rebalancing of government bonds to shorten the duration of yen-denominated bonds and improve yields 22.9 69.7 48.9 160.7 119.4 52.3 60.6 299.3 40.9 105.8 63.8 291.0 Within 1 year Over 1 year up to 5 years Over 5 years up to 10 years Over 10 years 24/2Q 25/2Q 26/2Q * Excluding bonds held to maturity and purchased monetary claims * Yields are calculated based on the balance as of the end of August 2026 and interest and dividends for the second-quarter accounting period (3 months) 2024/2Q 2025/2Q 2026/2Q Yield 0.76 1.38 2.16 Yields on Yen-Denominated Bonds (bn JPY) (%) AEON Bank: Securities Portfolio (bn JPY) FY26/2Q Composition Ratio Change from FY25/2Q Government Bonds 286.5 34.0% ▲63.7 Municipal Bonds 8.5 1.0% 7.7 Short-term corporate bonds 0.0 0.0% ▲26.9 Corporate Bonds 113.9 13.7% 45.0 Total Bonds 409.0 49.0% ▲37.9 Stocks 15.8 1.9% 10.9 Foreign Securities 148.2 17.8% 10.3 Other 261.4 31.3% 18.8 Total Other and Stocks, etc. 425.4 51.0% 40.1 Total (excluding held-to-maturity) 834.5 100.0% 2.1 Bonds Held to Maturity 235.1 — 133.0 Total Securities (including held-to- maturity securities) 1,069.7 — 135.1 17
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[Domestic] Progress on Cost Structure Reform • Promoting optimal staffing, primarily at service centers, to reduce outsourcing costs • Beginning a proof of concept (PoC) for the introduction of AI voice operators in the second half of the fiscal year to achieve further efficiency gains. FY2026 improvement goal FY 2027 Outlook Review of Products and Services Revision of terms and conditions to meet customer needs, cost optimization , ATM reform, etc. (Discontinuation, operational review, etc.) ▲￥1.6 bn ▲ 40 100 million yen AI-centered productivity reforms Utilization of AI operators and other technologies utilization of AI operators, and operational efficiency ▲ 20 100 million yen *Cost savings are the difference from FY 2025 Total ▲ 60 billion yen 9/23 Takah ashi Progress ▲￥1.63 bn Contact Center, in the Systems Department, Reduction of outsourcing costs, etc. Optimization of credit card management Review of terms with partners, etc. ▲¥2.7 bn ▲￥1.1 bn ▲￥0.57 bn ▲￥1.06 bn 18
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[Domestic] Trends in Bad Debt-Related Expense Ratio and Labor Cost Ratio • The bad debt expense ratio increased slightly due to a decrease in accounts receivable, among other factors • Personnel cost ratio improved by 0.7 percentage points year-over-year, driven by top-line growth and effective personnel cost control Quarterly Trends in the Bad Debt Expense Ratio *Bad debt expense ratio relative to the total balance of operating loans and installment receivables 0.1% 0.2% 0.3% 0.4% 0.5% 0.6% Quarterly Trends in Personnel Cost Ratio 15.0% 16.0% 17.0% 18.0% 19.0% 20.0% Quarter actual results 3Q 2Q24/2Q 25/1Q4Q 2Q 3Q 4Q 26/1Q FY24 Actual 18.2% FY25 Results 16.9% *Ratio of Personnel Costs to Operating Revenue Annual KPI 15.5 % Septe mber 23 Baba 3Q 2Q24/2Q 25/1Q4Q 2Q 3Q 4Q 26/1Q 19
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Overseas Business 20
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[Overseas] Financial Highlights by Segment • Operating revenue reached record highs in all three regions; the overseas business as a whole posted higher revenue and profits • In the second fiscal quarter, the China area posted higher revenue and profit Second Quarter (3 months) Overseas Business China Area Mekong Area Malaysia Area YoY YoY YoY YoY Operating Revenue 65.6 bn 112 % 10.1 bn 117 % 25.6 bn 103 % 29.8 bn 121 % Operating Profit 7.6 bn 82 % 3.0 bn 108 % 2.3 bn 60 % 2.2 bn 85 % <Reference> Bad debt-related expenses 24.2 bn 124 % 2.2 bn 120 % 10.5 bn 121 % 11.3 bn 128 % Interim period (6 months) Overseas Buiness China Area Mekong Area Malay Area YoY YoY YoY YoY Operating Revenue 131.0 bn 114 % 19.9 bn 116 % 51.6 bn 105 % 59.3 bn 123 % Operating Profit 19.1 bn 102 % 6.3 bn 120 % 6.4 bn 82 % 6.3 bn 114 % <Reference> Bad debt-related expenses 44.6 bn 118 % 4.3 bn 111 % 19.0 bn 115 % 21.3 bn 124 % Average exchange rate for the period *Figures in parentheses indicate year-on-year change HKD: 20.39 yen (8.6% weaker yen) THB: 4.88 yen (10.2% weaker yen) MYR: 39.96 yen (17.2% weaker yen) 9/26 Baba 21
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[ Overseas ] Highlights of Performance in China Area Operating Revenue Breakdown of operating profit difference from previous FY Revenue + 2.8 Financial expenses + 0.1 Bad debt- related expenses +0.4 Other +0.8 Personnel expenses +0.3 6.3 bn (YoY 120 %) 5.2 bn • Outstanding receivables increased due to improvements in app functionality (such as the introduction of a service allowing customers to switch to installment payments) • Operating income rose 120% YoY as efforts to control bad debt-related expenses through continued prudent credit management proved successful 0 5 10 15 20 19.9 bn (YoY 116 %) (bn JPY) Key Factors the company secured steady profit growth in the first half, with the expansion of credit card installment plans and loans supporting growth. However, caution is warranted regarding the slowdown in consumption and the persistently high number of personal bankruptcy filings. Steady, Recovery, Accelerated Growth, Expansion Operations (Credit) Enhanced Credit Management Through Additional Screening: NPL Ratio Credit: Measures to promote usage through expanded use of credit card installment plans and collaboration with merchant partners Retail: Transaction volume and outstanding receivables expanded through strengthened face-to-face sales, particularly in downtown areas While demand centered on high-value purchases is evident, caution regarding consumption persists, particularly among the middle class, indicating a growing polarization in consumption. 23/2QT22/2QT 9/25 Baba Average exchange rate for the period *Figures in parentheses indicate year-on-year change HKD: 20.39 yen (8.6% weaker yen) THB: 4.88 yen (10.2% weaker yen) MYR: 39.96 yen (17.2% weaker yen) 24/2QT 25/2QT 26/2QT 25/2QT 26/2QT 22
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[ Overseas ] Highlights of Performance in Mekong Area Operating Revenue 0 15 30 45 (bn JPY) Revenue + 2.3 Financial expenses ▲0.2 Bad debt- related expenses +0.9 Other +0.3 Personnel expenses +0.67.9 bn 6.4 bn (YoY 82 %) 51.6 bn (YoY 105 %) Vietnam, Cambodia +2.1 *AEON Consumer Finance Company Limited (formerly PTF) 9/25 Baba• Revenue continues to rise, partly due to the positive impact of exchange rates • Costs are increasing before revenue in Vietnam and Cambodia, currently seeking a balance between top-line growth strategies and strengthening credit and collection systems 23/2QT Breakdown of operating profit difference from previous FY Average exchange rate for the period *Figures in parentheses indicate year-on-year change HKD: 20.39 yen (8.6% weaker yen) THB: 4.88 yen (10.2% weaker yen) MYR: 39.96 yen (17.2% weaker yen) 26/2QT22/2QT 24/2QT 25/2QT 26/2QT25/2QT 23
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• Installment sales of consumer goods(Large Motorcycles) and credit card services saw growing transaction volumes, driving revenue increases alongside expanding outstanding receivables balances • Strengthened measures such as refining credit assessment and optimizing debt collection through the use of AI, achieving increased profits following the first quarter [ Overseas ] Highlights of Performance in Malay Area 0 13 25 38 50 (bn JPY) Revenue +11.1 Financial expenses +2.1 Bad debt- related expenses + 3.8 Other +1.0 Personnel Expenses + 1.0 ABKM (Digital Bank) + 1.6 6.3 bn (YoY 114 %) 5.5 bn 59.3 bn (YoY 123 %) Key Factors: Credit cards with high average customer spending and large- displacement motorcycles, for which the company is strengthening its branding, are performing well. Although the Malaysian economy is growing, the impact is polarized. The company has effectively implemented measures, primarily tightening credit screening for younger customers. Transaction volumes are strong, particularly for credit cards, CP, and large motorcycles, and outstanding receivables are also growing. AI Utilization and Voice Bots Cost reductions have been achieved, but loan write-offs remain a burden. Loan write-offs have increased for used cars and credit cards. Measures have been implemented, primarily tightening credit screening for younger customers—a key factor in delinquencies. 9/25 Baba 23/2QT22/2QT Average exchange rate for the period *Figures in parentheses indicate year-on-year change HKD: 20.39 yen (8.6% weaker yen) THB: 4.88 yen (10.2% weaker yen) MYR: 39.96 yen (17.2% weaker yen) Operating Revenue Breakdown of operating profit difference from previous FY 26/2QT24/2QT 25/2QT 26/2QT 25/2QT 24
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0 100 200 300 400 0.0% 3.0% 6.0% 9.0% 12.0% 0 50 100 150 200 0.0% 3.0% 6.0% 9.0% 12.0% Operating loans (Right) Installment Receivables (Right) NPL Ratio（Left） [Overseas] Balance of Receivables and NPL of Listed Subsidiaries 0 175 350 525 700 0.0% 3.0% 6.0% 9.0% 12.0% • Hong Kong: NPL ratio and cost ratio remain stable at low levels; prudent credit management continues • Thailand: Outstanding loan balances decreased, currently intensifying collection efforts to stabilize NPL ratio and expense ratio • Malaysia: Due to the impact of rising bankruptcy cases among young people, the NPL ratio and cost ratio rose, the company is currently tightening credit standards End-of-period exchange rate *Figures in parentheses indicate the change from the previous quarter HKD: 20.41 yen (0.3% weaker yen) THB: 4.82 yen (1.6% stronger yen) MYR: 39.79 yen ( 1.0 % stronger yen) ※ 20262024 2025 Septe mber 23 Baba 20262024 2025 20262024 2025 （bn JPY） （bn JPY） （bn JPY） ※Impact of revision to NPL recognition criteria for restructured loans ※Impact of the withdrawal of reserves for flood damage that occurred in the second quarter of 2024 ※ Impact of reversal due to reclassification of government support program (AKPK) applicable receivables ■ ACSA （Hong Kong） ■ AEONTS （Thailand） ■ ACSM （Malaysia） ※ ※ 25
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0 10 20 30 40 25/4Q 26/1Q 26/2Q [Overseas] Priority Countries Business Overview 0 2 4 6 8 25/4Q 26/1Q 26/2Q (bn JPY) Exchange rate as of the end of the period(Vietnam・Cambodia as of the end of June) * Figures in parentheses indicate the change from the previous quarter 10,000 VND : 61.77 yen (2.5% weaker yen) USD: 162.45 yen (1.6% weaker yen) MYR: 39.79 yen ( 1.0 % stronger yen ) 0 4 8 12 25/4Q 26/1Q 26/2Q ■ ABK Malaysia • In Vietnam, efforts are underway to acquire WAON POINT members in preparation for the rollout of digital cards • In Cambodia, the credit screening system was overhauled in June to refine credit assessments through the use of external credit scores • ABK Malaysia is steadily expanding its business loans, launched in June, with a focus on ACSM affiliated stores Number of Members ０.16million (YTD +2,000) 4.01million (YTD +0.39million)Number of Members WAON POINT Deposit Balance ¥29.7 bn (YTD + ¥6.7 bn) Customer base Outstanding trade receivables 38.0 bn (YTD +1.3 bn) 6.3 bn (YTD +1.8 bn) 11.3 bn (YTD +7.7 bn) Septe mber 23 Iizuka We modified and implemented CBC’s scoring system. While this enabled us to conduct reviews faster than our competitors... In June, we upgraded our screening system, enabling scoring based on external credit scores. Vietnam Composition: Loans account for 84% Demonstrating Profitability Transition to High-efficiency Management Safety and Security First ■ Cambodia■ Vietnam (bn JPY) (bn JPY) 26
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KPI Progress for the Mid-Term Management Plan (FY2026–FY2030) KPI’s 2025 Result FY 2026 KPI 2026 First Half ResultUnit FY2026 Full-Year Progress Status Domestic Number of Active AEON Pay ID (1,000 persons) 12,080 +17,920 (Total: 30,000) +2,740 (Total: 14,830） 15.3% Outstanding Balance of Current Deposit (tn yen) ３.２ +0.2 (Total: 3.4) ▲0.05 (Total: 3.1） ー Transaction volume of cashless transactions (tn yen) 9.8 11.0 4.9 （YoY +0.01） 45.0% Outstanding Account Receivables for individual customers (High-yield)(*1) (bn yen) 883.8 +66.2 (Total: 950.0) +2.7 (Total: ＋886.5） 4.1% Outstanding Account Receivables for corporate customers (bn yen) 337.8 +32.2 (Total: 370.0) +10.6 (Total: 348.4） 33.1％ Personnel cost against operating revenue (%) 16.9 15.5 15.8 （YoY ▲0.7pt） ー Overseas Outstanding trade receivables (※2 ) (bn yen) 1,157.7 +132.3 (Total: 1,290.0) +13.4 (Total: 1,171.2） 10.1％ Outstanding trade receivables (※3 ) (bn yen) 41.1 +17.9 (Total: 59.0) +3.2 (Total: 44.3） １7.9％ 2030 Goal 60,000 5.6 19.0 1,260.0 530.0 12.0 1,750.0 200.0 *1 Before securitization *2 Total of three overseas listed subsidiaries and AEON Bank (Malaysia) *3 Total of subsidiaries in Vietnam and Cambodia 27
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28AEON Financial Service Co., Ltd. Color Charts The base is in purple accent accent Comparison Sub-color Key Implementation Items
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29AEON Financial Service Co., Ltd. Color Charts The base is in purple accent accent Comparison Sub-color [Domestic] Expanding the customer base with AEON Pay • By synchronizing enhancement of AEON Pay’s appeal and embedding payment functions into AEON group apps, acquire 30 million IDs by expanding both the reasons and opportunities to use it Acquiring members in Aeon Living Zone and new ones August 2026 14.83 million Customer Base Expansion Plan FY2026 Goals 30 million Existing members’ switching into AEON Pay +8.7million (1st half result: 1.19 million) How to acquire Measures① Create reasons to use Differentiation of AEON Pay • With 1.5% WAON POINT reward, promote AEON Pay shift from AEON Card, WAON, and AEON Group app members • Introduction of loyalty program mutual linkage Accelerate utilzation of AEON Pay in the app With the expansion of utilization as touchpoint, appealing to customers Measures② Expand places to use Embedding payment function into AEON Group app By embedding AEON Pay into group companies’s apps, build an environment that enables payment as one stop without switching Major apps of our group comapnies 30 million DL +6.5million (1st half result: 1.55 million) Start embedding in 2nd FY26
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30AEON Financial Service Co., Ltd. Color Charts The base is in purple accent accent Comparison Sub-color [Domestic] Expanding Customer Value through Cross-Utilization • Settlement amount, savings account and revolving/installment/cashing utilization ratio per customer expands with multiple utilization of our service • Large room for expansion for single service users, as cross-utilization ratio is limited to 30% Old Reed AEON Pay has increased the amount of payment used, savings balance, and stock utilization rate as the starting point. Expanding domestic revenue by acquiring a customer base with AEON Pay and promoting cross-selling. Current Cross-utilization Rate*1 The Effect of Cross-selling Pay+Card +Account 6% Pay+Card 13% AEON Pay AEON Card AEON Bank *1 Cross-utilzation rate: Share of each category among approximately 32 million unique members of AEON Card, AEON Pay and AEON Bank accounts. *2 Members using only savings account deposits. Savings A/C balance per person Account only*2 Approx. 2.4x Card+ Account ~2.8x Pay+Card +Account AEON Card members using AEON Bank for direct debit: 23% Card+Account 13% Revolving / Installment / Cash advance usage rate Card only Approx. 1.1x Card+ Account ~2.5x Pay+Card +Account Annual Settlement Amount per person Card only Approx. 1.8x Pay+ Card ~2.0x Pay+Card +Account
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31AEON Financial Service Co., Ltd. Color Charts The base is in purple accent accent Comparison Sub-color [Domestic] Promote cross-utilization & expand revenue by integration of customer touchpoints • By shifting AEON Card counter to AEON Bank and utilizing TV consultation desks, develop light- weight yet full-line nation-wide dense financial service locations Expanding service coverage through transfer of operations Card Bank A/C Loan Insurance Wealth Building AEON Bank branches (*) 159 stores ● ● ● ● ● AEON Card Counter 300 stores ● ● － － － Transfer operations to AEON Bank + remote TV Window Full-line services through lightweight locations AEON Card Counter + TV Consultation Desks ● ● ● TV Window (Coming soon) ● TV Window (Coming soon) ● TV Window (Coming soon) Image: AEON Card Counter + TV Consultation Desks Leverage the nationwide counter network Consider using it to provide full-line financial services Expand the number of service locations to Strengthen the deposit base and profitability * Number of branches located within AEON stores
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32AEON Financial Service Co., Ltd. Color Charts The base is in purple accent accent Comparison Sub-color Unable to accomodate large demand by credit card credit limits Insufficiet products that meet diverse needs [Domestic] Initiatives to Expand Stock Business • Capture diverse funding needs by focusing on advanced credit through retail, payment, and bank account data utilization Challenges Trends in the Balance of High-Yield Operating Receivables (Planned) Expansion of User Numbers Increase in unit utilization Initiatives by Product Credit Card (Revolving payments, installment payments, Cash advance) • Promoting the use of 'Later Revolving Payment and Installment' service • Strengthening measures to expand new users Bank loan • Strengthening response to Large Funding Needs • Improvement in unit utilization through strengthening of on- going credit Digital Lending • Meet small, immediate, and flexible repayment needs to acquire new customer bases. First Half of Fiscal Year 2027～ Start Common Initiatives Advancement of credit decision Utilizing alternative data for credit Deposit & Withdrawal Data from bank account Retail ID-POS Data FY25 FY26 FY27 FY28 FY29 FY30 Credit Card Bank loan Digital Lending (Starting FY27) 1.2 trillion yen +¥160 billion +¥96 billion +¥120 billion *The increase is FY25 difference.
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33AEON Financial Service Co., Ltd. Color Charts The base is in purple accent accent Comparison Sub-color [Overseas] Maximizing Financial Revenue through Retail Traffic and Membership Conversion • Expanding customer base through retail traffic and membership in common points programs and retail apps • Enhancing customer LTV through cross-utilization by using payment and purchase data AEON Group AFS Expanding customer LTV ① Retail customer acquisition Store visits in GMS, malls and specialty stores ② Buildinge customer base Membership via common points and retail apps with shared QR payments ③ Credit based on payment and purchase data Provide credit using retail and other data Repeat visits through points and benefits ④ Cross-utilization and revenue generation Identify financial needs from data and promote suitable products, including loans and installment payments AEON Living Zone Retail×Finance×Digital Store network Daily purchasing touchpoints Retail and points membership base Acquisition & customer touchpoints AFS’s strengths・ Revenue contribution Shift from previous modelNew
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34AEON Financial Service Co., Ltd. Color Charts The base is in purple accent accent Comparison Sub-color AEON360 Initiatives AEON Bank Malaysia Initiatives Strengthening business financing Expand capital and working capital loans and supply chain finance mainly for ACS Malaysia merchants Account usage and deposit growth through payments and payroll Promote everyday usage through increased adoption of DuitNow QR and designate as salary payment account Leveraging AI and Gamification Enhance customer engagement through AI-powered behavioral support and customer activation [Malaysia] Shared platform across Asia as a pilot model Development of shared platform Link retail, mall, payment, card and bank customer data through a common ID and manage points. Standardize AI analysis and recommendations functions, foreseeing development to other overseas countries in the future. Model testing at KL MIDTOWN Expand common points program not only to AEON Mall- operated stores but also to tenant merchants Use the newly opened KL MIDTOWN as a pilot site to validate a lifestyle ecosystem model that extends beyond the group's boundaries. Group-wide customer referrals and promotions Identify purchase intention from transaction data, connect group companies to lead to customer traffic generation and sales promotion by utilizing customer data platform (CDP) • Where group retail, malls, finance and banking converge in Malaysia, linking customers, group companies and financial services through common ID, to build up overseas development model 26-Feb Mar Apr May Jun Jul Aug Outstanding receivables ¥11.3 bn Utilization of data
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35AEON Financial Service Co., Ltd. Color Charts The base is in purple accent accent Comparison Sub-color [Vietnam] Growth Strategy: Common Points and Pay-Later QR Payments • Built a base of over 4 million members since launching WAON POINT in October 2024. • Launch VietQR-compliant pay-later payments in FY2027 to generate revenue. STEP 1 Build Customer Base Enroll retail customers through common points Acquire members first through store visits to earn points in retail app. STEP 2 Credit Extension Embed VietQR-compliant pay-later payments service Add credit to VietQR, the common QR standard already widely used in Vietnam. STEP 3 Cross-utilization and monetization Expand financial services using purchase and payment data Deepen customer understanding and grow financial revenue through cross-utilization of installments and loans. Stores & Malls Points Members Retail App Pay-Later Payments Purchase Data Loans Installments + Common points members 20 million (Current: 4.01 million) Service launch 1H 2027 Payment users 2 million Operating receivables JPY 140bn FY2030 KPIs
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36AEON Financial Service Co., Ltd. Color Charts The base is in purple accent accent Comparison Sub-color [Cambodia] Expand into Untapped Customers through Common QR Payment App High-income 900,000 Upper-middle income Approx. 3 million Middle-income Approx. 6 million Lower-middle income Approx. 5 million Low-income Approx. 3 million Income Distribution (Illustrative) Previous target customers Offer credit cards to high- and upper-middle-income mall visitors. Mainly urban, with limited revenue growth. Revenue Cycle through Common QR Payment App * Monthly household income (USD): High >3,000; upper-middle 1,500–3,000; middle 500–1,500; lower-middle 200–500; low <200. Build Customer Base Acquire QR users from motorcycle merchants and mall visitors. Credit Extension Provide credit using payment data Planned service launch: FY2027 Cross-utilization and monetization Grow revenue with loans and installments Operating receivables JPY 60bn (FY2030) Payment App Supports the common QR payment platform Expanding Customer Base Expand into untapped segments Existing stores and credit cards offer limited touchpoints with middle- and low-income groups. Reach them through common QR payments. • Acquire more customers in untapped segments by using app supporting common QR payments by approaching AEON Mall visitors
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37AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 ［Our Purpose］
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Appendix
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39AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 Approach to Enhancing Corporate Value • Diversify the portfolio through new products such as digital lending, alongside the expansion of account receivables • Aiming for a 10.0% ROE while improving efficiency Domestic Bank Deposit Balances By improving ROE Aiming to boost corporate value PBR ROE × Price-to- Earnings Ratio 1.0 or more FY30 0.8 FY25 Overseas ROE Net Income / Equity ROA Operating Income / Total Assets Ratio of Other Income (Non-operating income + Extraordinary gains/losses) / Total assets Asset Profitability perating Revenue / Accounts Receivable Balance of account receivables Total Assets + ÷ × × 10.0% FY30 4.5% FY25 0.86% FY30 0.73% FY25 8.2% FY30 10.1% FY25 9.4 trillion yen FY30 5.6 trillion yen FY25 Outstanding account receivables※ (After securitization) KPI FY30 Target (Difference from FY25) Corporate +200.0 bn yen KGI Tree Retail (High Yield) +380.0 bn yen +2.4 trillion yen Outstanding trade receivables (Top 5 countries) Listed 3 countries Focus countries +600 bn yen Thailand Malaysia Hong Kong Vietnam Cambodia Financial Leverage Total Assets / Equity Cost ratio Operating expenses / account receivables 7.2% FY30 9.0% FY25 + Operating Profit 100.0bn yen FY30 60.6 bn yen FY25 They say they cannot track the amount of the allowance for doubtful accounts Also, the figures for accounts receivable cannot be reconciled in the financial statements Write off the allowance for doubtful accounts; treat the rest as a difference Cost Structure Reform ▲36 bn yen (5-year cumulative) * Additionally, we aim to expand the outstanding balance of receivablesby 2.0 trillion yen through mortgage loans and other products. AEON Pay Active IDs 2030 Target 60 million +170 bn yen +48 million people
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40AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 List of KPIs Managed Under the Medium-Term Management Plan KPI for 2025 2026 2027 (Plan) 2028 (Plan) 2029 (Plan) 2030 (Plan) Unit Result YoY (Plan) YoY Domestic Number of Active AEON Pay ID (10,000 persons) 1,208 +392 3,000 +1,792 4,000 4,700 5,500 6,000 Outstanding Balance of Current Deposit (tn yen) ３.２ ▲0.0 ３.４ +0.2 ３.７ ４.１ ４.7 ５.６ Transaction volume of cashless transactions (tn yen)- 9.8 +0.3 11.0 +1.2 12.0 14.0 16.0 19.0 Outstanding Account Receivables for individual customers (High-yield)(*1) (bn yen) 883.8 +42.0 950.0 +66.2 1,020.0 1,110.0 1,190.0 1,26０.0 Outstanding Account Receivables for corporate customers (bn yen) 337.8 +41.5 370.0 +32.2 400.0 430.0 480.0 530.0 Personnel cost against operating revenue (%) 16.9 ▲1.3 15.5 ▲1.4 14.5 14.0 13.0 12.0 Overseas Outstanding trade receivables (※2 ) (bn yen) 1,157.7 +208.4 1,290.0 +132.3 1,40０.０ 1,550.0 1,630.0 1,750.0 Outstanding trade receivables (※3 ) (bn yen) 41.1 ▲11.6 59.0 +17.9 76.0 100.0 15０.０ 20０.０ *1 Before securitization *2 Total of three overseas listed subsidiaries and AEON Bank (Malaysia) *3 Total of subsidiaries in Vietnam and Cambodia
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41AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 Domestic Valid IDs 41.07 million (YoY 110%, Increase from beginning of term+1.82 million) 14.83 million (Increase of 2.74 million from beginning of term) 26.51 million (Decrease of 0.02 million from beginning of term) 9.00 million (Increase of 0.09 million from beginning of term) 6.81 million (Increase of 0.50 million from beginning of term) *Total number of WAON electronic money cards issued: 112.02 million E-money WAON ※3AEON Pay members Card members ※1 No. of AEON bank accounts ※2 ※1 Cardholders include family cardholders. ※2 Number of bank accounts includes “AEON Card Select” ※3 Mobile WAON members who can be reached via apps, etc. ［Domestic］ Customer Base
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42AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 Cumulative Results of Overseas Listed Companies (Local Currency) FY 2025 FY 2026 1H Results 1H Results YoY AEON CREDIT SERVICE (ASIA) HKD$’000 Revenue 897,143 961,352 107％ Profit before tax 281,327 312,046 111％ Profit for the period 233,600 258,820 111％ AEON THANA SINSAP (THAILAND) THB’000 Revenue 10,866,646 10,325,262 95％ Profit before tax 2,015,257 1,712,881 85％ Profit for the period 1,593,306 1,359,063 85％ AEON CREDIT SERVICE (M)Berhad MYR’000 Revenue 1,217,805 1,312,765 108％ Profit before tax 212,078 215,741 102％ Profit for the period 149,777 150,476 100％ 数字と単位で フォントサイズ変 える
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43AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 FY 2025 FY 2026 Exchange rates 1H Results 1H Results YoY AEON CREDIT SERVICE (ASIA) Revenue 16.8 bn 1９.６ bn 116% （JPY / HKD） ・ FY2025Q2 ： ￥18.78 ・ FY2026Q2 ： ￥20.39 Profit before tax 5.2 bn 6.3 bn 120% Profit for the period 4.3 bn 5.2 bn 120% AEON THANA SINSAP (THAILAND) Revenue 48.1 bn 50.3 bn 105% （JPY / THB） ・ FY2025Q1 ： ￥4.43 ・ FY2026Q1 ： ￥4.88 Profit before tax 8.9 bn 8.3 bn 94% Profit for the period 7.0 bn 6.6 bn 94% AEON CREDIT SERVICE (M)Berhad Revenue 41.5 bn 52.4bn 126% （JPY / MYR） ・ FY2025Q1 ： ￥34.09 ・ FY2026Q1 ： ￥39.96 Profit before tax 7.2 bn 8.6bn 119% Profit for the period 5.1 bn 6.0bn 118% 数字と単位で フォントサイズ変 える Cumulative Results of Overseas Listed Companies （Yen conversion）
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44AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 (Unit ： Bn JPY） China Area (Hong Kong) Mekong Area (Thailand) Malay Area Overseas Business YoY (Change) YoY (Change) YoY (Change) YoY (Change) Credit card Transaction volume 152.7 117% 137.4 90% 62.8 136% 353.0 107% Operating Receivables 121.8 +14.4 155.9 ▲5.3 48.5 +9.5 326.3 +18.6 Installment finance Transaction volume - - 9.2 65％ 85.5 120％ 94.7 111% Operating Receivables - - 51.5 +7.0 401.7 +71.4 453.2 +78.5 Personal loans Transaction volume 17.7 138% 53.8 106％ 47.6 112% 119.2 112% Operating Receivables 35.3 +5.3 194.5 ▲5.1 216.0 +49.2 445.9 ＋49.4 Total Transaction volume 170.5 119% 200.4 92% 196.1 122% 567.1 109% Operating Receivables 157.2 +19.7 403.9 ▲2.8 666.3 +130.5 1,227.4 ＋147.4 Transaction Volumes and Operating Receivables of Overseas Business
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45AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 Balance Sheet Status (Unit: Bn JPY) FY 2026 FY 2026 2Q Results YTD 2Q Results YTD Cash and deposits 413.0 ▲ 263.8 Deposits 5,435.8 ▲46.1 Operating Loans 1,043.7 ▲15.4 Accounts payable-trade 411.9 +19.1 Loans and bills discounted for banking business 3,018.8 +178.0 Interest-bearing debt (excl. deposits) 1,452.0 +12.6 Accounts receivables- installment 1,840.2 +109.8 Other 407.5 +33.0 Allowance for doubtful accounts ▲ 139.0 ▲2.4 Total liabilities 7,707.4 +18.6 Other 2,137.3 ▲6.0 Total net assets 606.6 ▲18.5 Total assets 8,314.1 +0.1 Total liabilities and net assets 8,314.1 +0.1
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46AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 Segment Performance （Unit ： Bn JPY） Domestic Total ※ Overseas Total ※ Consol. Total ※Retail Solutions China Area Mekong Area Malay Area Operating Revenue 181.2 134.6 102.7 131.0 19.9 51.6 59.3 311.2 YoY 110％ 110％ 108％ 114％ 116％ 105％ 123％ 112％ Operating Profit 5.9 3.0 3.3 19.1 6.3 6.4 6.3 25.2 YoY 63％ 65％ 52％ 102％ 120％ 82% 114% 89% Operating Profit Ratio 3.3％ 2.3％ 3.2％ 14.6％ 31.9％ 12.5％ 10.7％ 8.1％ Change ▲2.4pt ▲1.6pt ▲3.5pt ▲1.7pt +1.0pt ▲3.5pt ▲0.8pt ▲2.1pt (Reference) The impact on revenue due to securitization ¥3.5 bn (+1.4 bn compared to the same period of the previous FY) ※ Domestic and overseas figures are after elimination of intersegment transactions in each business segment. Consolidated figures include headquarters, functional companies, and consolidated eliminations.
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47AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 Results by Area （Unit：Bn JPY） Transaction volume Operating receivables （Before securitization） YoY YTD Domestic Credit card 4,181.9 102% 2,020.3 +90.9 Credit card shopping 4,003.7 102% 1,590.9 +96.9 （Of which, revolving and installment） - - 400.9 ＋5.7 Cash advance 178.1 93% 429.4 ▲5.9 Housing loan 213.2 100% 4,035.4 ▲11.1 Other - - 1,353.4 +31.7 Total - - 7,409.2 ＋111.6 Overseas Credit Card 353.0 107% 326.3 ▲7.5 Credit card shopping 253.8 108% 175.6 ▲1.7 Cash advance 99.1 104% 150.7 ▲5.8 Installment finance 94.7 111% 453.2 ＋13.3 Personal loans 119.2 112% 445.9 ＋7.4 Other - - 1.9 ＋0.1 Total - - 1,227.4 +13.4
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48AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 Allowance for Doubtful Accounts and Provision for Loss on Interest Repayment by Segments （Unit： Bn JPY） Domestic Total Overseas Total Consol. Total Retail Solutions China Area Mekong Area Malay Area Opening allowance for doubtful accounts 55.3 1.6 54.2 80.３ 5.5 41.6 33.2 136.5 Bad debt related expenses （allowance for doubtful accounts and losses） Bad debt written off （including transferred debt) 13.8 1.2 12.5 44.6 4.3 19.0 21.3 58.5 12.8 0.0 12.8 43.2 4.1 19.1 19.9 56.1 Ending balance of allowance for doubtful accounts 56.3 2.9 54.0 81.7 5.6 41.4 34.5 139.0 ※Balance at end of period for domestic subsidiaries <Retail> AEON Bank： ¥2.9bn <Solutions> AEON Financial Service： ¥55.3bn AEON Housing Loan Service： ¥0.9bn （Unit： Bn JPY） FY2025 2Q Result FY2026 2Q Result Beginning of term 0.9 0.4 Provision - - Interest repayment 0.2 0.1 End of period 0.6 0.3 【Allowance for doubtful accounts】 【Provision for loss on interest repayment】
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Progress on AEON Bank’s Response to the Business Improvement Order Main Progress During the Second QuarterAction Items Foster a sound risk culture that places emphasis on anti-money laundering and terrorist financing measures, establish an effective anti-money laundering and terrorist financing risk management system, and establish appropriate business operations regarding the reporting of suspicious transactions. Details of the Business Improvement Order • AEON Bank’s improvement plan is progressing without delay • Including for items where measures have been completed, the bank will continue to enhance operations , such as by introducing external services, and work to strengthen its framework. ・Continue the practice of reporting and verifying KRI performance and trends on a monthly basis (starting January 25) ・Formulate an annual plan for the next fiscal year’s effectiveness verification based on the results of the current verification (August 26) System Development ・Fiscal Year 2026 Training (Starting March 2026) Education/Training Strengthening Governance Regarding Anti-Money Laundering and Counter-Terrorist Financing Measures1 Establishing a framework to ensure timely and appropriate reporting of suspicious transactions2 Transactions detected by the transaction monitoring system failed to determine whether a transaction was suspicious and left it unaddressed response to transactions 3 Prompt Resolution of Outstanding Issues in the Guidelines4 Early release of the new system and commencement of operations5 Details on the progress of the business improvement plan are posted on the Aeon Bank website https://www.aeonbank.co.jp/company/release/202 6 / ・With the aim of raising employee awareness and fostering two-way dialogue between management and employees, a roundtable discussion was held between management and employees (May 26) Strengthening Governance 9/24 Baba
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50AEON Financial Service Co., Ltd. カラー チャート ベースは 紫で アクセント アクセント 比較 サブ色 Statements contained in this report with respect to the Company’s management strategies, business policies and results forecasts are forward-looking statements about the future performance of the Company, which are based on the assumptions and beliefs in light of the information currently available. These forward-looking statements involve various uncertain factors including known and unknown risks such as economic trends, industry competition, market demand, exchange rates, tax and other systems that may cause the Company’s actual results, performance or achievements to differ materially from the expectations expressed herein.