Message from the Executive Vice President

Working to sustainably
enhance our corporate value
by putting in place the
necessary pieces one by one

Representative, Executive Vice President and CHO
Naoki Takahashi

Toward a GLOBAL NEO FINANCE COMPANY

Credit Saison’s vision is to become a “GLOBAL NEO FINANCE COMPANY” by 2030. If we equate this to the summit of a mountain, I believe that we are gradually putting in place the necessary pieces to realize our vision and have reached the fourth or fifth station of our journey.

Toward a GLOBAL NEO FINANCE COMPANY

Credit Saison’s vision is to become a “GLOBAL NEO FINANCE COMPANY” by 2030. If we equate this to the summit of a mountain, I believe that we are gradually putting in place the necessary pieces to realize our vision and have reached the fourth or fifth station of our journey.

Drawing on our track record as a non-bank grounded in retail operations, one missing piece is the ability to fulfill a banking function. In the finance sector in Japan, banks and non-banks are governed by the Banking Act and the Money Lending Business Act, respectively, each with different areas of expertise. Taking into consideration the convenience of customers, collaboration between banks and non-banks and the ability to provide timely, one-stop services is ideal. With this in mind, Credit Saison and Suruga Bank Ltd., both with strengths in the retail sector, entered into a capital and business alliance in May 2023. While it is common for domestic banks to invest in non-banks, the reverse, our investment as a non-bank in a bank, was a first in Japan. Before entering into this alliance, we carefully reviewed Suruga Bank’s governance structure and financial soundness as well as such factors as any past history of fraudulent loan practices. As a result, we determined that the bank’s finances were extremely robust and that the benefits that would accrue from securing banking functions far outweighed any reputational risks.
Another missing piece of considerable importance is the need to strengthen the Payment Business. Today, we are confronted by the structural issue of climbing funding costs attributable to the upswing in interest rates. This in turn is placing undue pressure on Payment Business earnings. Under these circumstances, and in an effort to ensure sustainable growth, it is imperative that we upgrade and expand revolving and installment payment services, thereby increasing profits through commission fees.
At the same time, we must put in place a structure that is capable of generating profits through not only debt (lending) but also equity (investment) to establish a revenue base that is less susceptible to economic fluctuations. Based on this understanding, we launched a joint fund business in collaboration with a domestic independent fund focusing mainly on small and medium-sized enterprises (SMEs). In a bid to address business revitalization and succession concerns, we are working to provide companies with support on a hands-on basis through the development of a revitalization fund business. This includes supporting companies burdened by excessive debt in their restructuring endeavors and addressing the business succession concerns of companies facing a lack of candidates.
Regardless of whether they are unsecured or secured, the likelihood that non-performing loans will occur increases as economic conditions deteriorate. With this in mind, we put in place a structure where secured and unsecured loans are handled by the servicer business of Saison Fundex Corporation and SAISON COLLECTION SERVICE, respectively, in preparation for a downturn in the economy.
The securities business is also an important piece of the puzzle. Engaging in the securities business allows us to expand the balance of assets under custody while creating fee and commission income opportunities through the application of customers’ assets. In addition to asset formation loans, we are focusing on the development and provision of a wide range of financial products that support members’ asset management.
Moreover, the independent financial advisor (IFA) business is crucial to our expansion endeavors going forward. In the United States, payments for asset management advice from independent financial planners (FPs) are well-entrenched. While still in a development phase, member surveys have confirmed growing demand for asset management advice in Japan. In light of this demand, Credit Saison entered into a business and capital alliance with Broad-minded Co., Ltd., which boasts a large network of independent FPs. Looking ahead, we will strengthen the activities of SAISON ASSET MANAGEMENT CO.,LTD. and work to increase future fee and commission income through Broad-minded.
Credit Saison is committed to entering other fields. By filling in the pieces one by one, we will realize our vision of becoming a “GLOBAL NEO FINANCE COMPANY.”

Results of our alliance with Suruga Bank

Credit Saison has enjoyed steady growth since the start of collaboration with Suruga Bank in FY2023. The balance of new collaboration loans exceeded ¥100 billion as of June 30, 2025, with mortgage guarantees expanding to approximately ¥25 billion. Suruga Bank’s housing loans feature a number of distinctive characteristics. In addition to loans to foreign nationals without permanent residency, the bank offers, for example, loans of up to 50 years and in excess of ¥200 million. Making the most of these strengths, we began undertaking housing loan brokerage activities as an agent of the bank from March 2024.
Moreover, synergies continue to emerge through mutual customer referrals. As a case in point, there are instances where we take on applications that have fallen short of Suruga Bank’s screening process. Alternatively, we refer applications such as loans secured by residential properties that are difficult to handle to the bank. In this manner, we are witnessing steady progress in collaboration that complements each other’s functions.
Cognizant of the bank’s need to build up its sticky deposit balances, we commenced the joint development of an American Express (AMEX) credit card for Suruga Bank depositors from FY2024 in the payment domain. This product lifts the level of stickiness by linking credit cards to Suruga Bank accounts for payment. Currently, the number of accounts has expanded to just under 3,000.
This partnership also extends to the active exchange of personnel. To maximize the benefits of the capital and business alliance, it is vital that we develop diverse services under an integrated platform. Both Credit Saison and Suruga Bank maintain nationwide customer networks, focus largely on the retail sector, and share compatible corporate cultures. Against this backdrop, I sense that the employees of both entities are working to secure additional results from the capital and business alliance. Engaging in collaboration that extends beyond departmental boundaries, employees are becoming increasingly aware of the importance of generating synergies.

Addressing two issues to enhance corporate value

Credit Saison must address two important issues if it is to enhance its corporate value going forward.
First, we must engage in management that focuses on the balance sheet. For many years, Credit Saison’s operations focused largely on profit and loss, centered on the Credit Card Business. With interest rates projected to rise, however, it is vital that we rebuild our business portfolio taking into consideration asset efficiency and such key indices as RORA, ROE, and ROIC, as well as WACC. In addition, we will undertake a review of the quantified risks of each existing business as necessary and allocate risk capital accordingly. In doing so, we will flexibly reallocate management resources to actively expand into new fields while ensuring the soundness of existing businesses.
As a second issue, we must improve employee compensation. As we work to transform our business, it is important that we put in place a compensation structure and systems that compare favorably with not only the traditional credit card industry but also the broader finance sector, including financial institutions in general and companies that target high net worth individuals and SMEs. In July 2025, Credit Saison paid a financial bonus to all employees of approximately ¥1 million, a portion of which was in the form of phantom stock. I would argue, however, that this is still not enough to consistently secure talented personnel. Conscious of the need to revise our human resources profile in line with the transformation of our business, we will work to further develop existing personnel while ramping up our mid-career hiring endeavors.

A distinctively unique flexible economic zone

Credit Saison largely targets wealthy individuals and SMEs, including sole proprietors and SME owners. Here, we work to build a flexible economic zone not found in other markets. To date, we have pursued broad partnerships with diverse companies in a bid to expand our membership base. In the future, we will further refine our membership of approximately 33 million and look toward tailoring our lineup of services in line with their contribution to earnings. Moreover, we will build mutually beneficial relationships when cultivating new partners by providing services from both the bank and non-bank perspectives to companies that share our target demographic and customer base but lack financial functions.

To our stakeholders

CHOCredit Saison’s stakeholders include shareholders, investors, customers, employees, local communities, and government authorities. It is important that we convey details of the Company’s vision and its plans going forward in a clear and easy-to-understand way.
Looking ahead, we will continue to emphasize dialogue and work to further enhance communication. As we work toward achieving our goals, we ask for your continued support and understanding.

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