Financial Results Briefing for FY2021
Key Message【 Steady progress in strategy to expand market share, starting with sales and activation of payment terminals 】

November 12, 2021

GMO Financial Gate, Inc.
(Ticker:4051, TSE-M)

6th IR Presentation
https://www.gmo-fg.com/

Copyright (C) 1999 GMO Financial Gate, Inc.

All Right Reserved.

Cautionary Note Regarding Presentation Materials

The content of these presentation materials is based on
generally recognized economic and social conditions, aswell as assumptions judged to reasonable by GMO
Financial Gate as of November 12, 2021
Note that presentation material content is subject tochange without prior notice in response to changes inthe business environment or other unforeseen
circumstances

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

2

Meeting agenda
1. Summary of financial Results for FY2021
2. FY2022 projection

3. Growth Strategy and Progress

4. Financial Highlights

5. Appendix

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

3

1. Summary of Financial Results for FY2021

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4

1.1

FY2021 Summary

Achieved the full-year earnings target despite multiple declaration of state of emergency.

Quantitative
comments•

FY2021 full-year

P６‐ Revenue: ¥7.09 billion (＋92.0％ YoY), OP: ¥0.59 billion (＋30.1% YoY)
‐ Surpassed revised forecast (revised on Aug. 10) Revenue: 109.1%, OP: 100.0%‐ TRX Volume：0.14 billion (＋105.5％ YoY) GMV：¥1.2 trillion (＋86.8％ YoY)
→Making steady progress towards our target GMV of ¥5 trillion in 2025•

Stock-model revenue

P8- Stock-model revenue steadily increased to ¥1,923 million (＋32.1％ YoY)•

No. of active terminal

P11

Qualitative
comments‐ No. of active terminal steadily increased due to progress in sales and installation
As of Sep 2021：124.9K（＋52.2K YoY, ＋71.8％ YoY）•

Payment terminal sales drove the sales increase, with full-year contribution from stera terminal sales.

•

A data sharing service originating from payment has been launched in IoT domain with high labor-saving
demand.

•The number of installation in the mobility payment area also steadily increased.

•

Alliance projects such as House Points* increased. (*Unique points that each retailer issues to consumers)
Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

5

1.2

Summary of Financial Results

Revenue exceeded the forecast, driven by sales of payment terminals. OP was in line with theforecast. Despite prolonged SOE in Q4, the number of TRX volume & GMV doubled YoY.
（Millions of yen）

FY2021
Forecast

FY2020
ActualFY2021
ActualActual/Forecast (%)

YoY(Revised on Aug. 10, 2021)(Revised on Aug. 10, 2021)

Revenue

3,691

6,500

7,089

109.1％＋92.0%

Gross profit

1,617

1,894

2,020

106.6％＋24.9%

Operatingprofit

452

589

589

100.0％＋30.1%＊
Profit attributable toowners of parent

291

368

411

Dividend per
share

¥40

¥47

¥51

111.4％+41.0%¥+11from FY2020 actual＊Recorded ¥30 million as non-operating income

KPI
（YoY）

Active terminal units

TRX Volume

GMV（As of Sep 2021）（Q4 only）（Q4 only）

124,857

Approx. 49.1 million

Approx. ¥381 billion（1.7x）（2.2x）（2.1x）

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

6

1.3

Major Topics Regarding Financial Results

Payment terminal sales drove sales growth. Although the contribution to profit is low at present, it
contributed to the expansion of the revenue base. OP is in line with the forecast due to steady profit
accumulation and cost management.
（Unit: Millions of yen）

8,000

Revenue（+92.0％ YoY）

◼ Revenue(＋) Full-year contribution from sales of stera terminals from the beginning of the fiscal year (sales started in
4Q of FY2020)(＋) Increase in demand for cashless, labor-saving/self-service among low unit price businesses(＋) Steady growth in stock-model revenue due to an increase in the number of active terminals◼ Gross Profit(＋) Increase in gross profit due to higher sales(－) Sales composition ratio of low-margin stera increased more than expected(－) Decrease in sales at some businesses such as restaurants, travel, and services due to COVID-19

6,000(= Increase in spread sales was limited)
4,000
7,089

Gross Profit（+24.9％ YoY）
2,000

◼ Operating profit(＋) Continue appropriate cost management(±) Reward to officers and employees for achievements(±) Continue investment in payment centers and systems for
future growth

3,691

1,617

2,020

Operating Profit（+30.1％ YoY）
452

FY2020

FY2021

FY2020

FY2021

FY2020589
FY2021

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7

1.4

Revenue by Business Model

Initial sales increased significantly due to strong sales of payment terminals to account for morethan 70% of total sales.
Stock-model revenue increased mainly in fee revenue due to increased transaction volume.
（Millions of yen）

FY2020
ActualFY2021
ActualComposition
Ratio

YoY

Initial

2,235

5,166

72.9％

+131.1%

Stock-Model

1,456

1,923

27.1%

+32.1%

Stock

488

624

8.8％

+27.8％

Fee

305

533

7.5％

+75.0％

Spread

662

764

10.8％

+15.5％

Total

3,691

7,089

100.0％+92.0%

COVID-19※SOE（1st）

COVID-19※SOE (2nd to 4th)
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8

1.5

Revenue by Business Model (Quarterly)

In Q4, both initial and stock-model revenue reached a record high. Despite the impact of
COVID-19, spread revenue is recovering through acquisition of new member merchants.

Initial Revenue

Stock-Model Revenue
Spread600
1,800 （Millions of yen）

1,682

1,600

1,525

Fee

Stock

569

（Millions of yen）

495

500

182
1,400

Pre COVID430

Pre COVID
400

1,200

1,103

363

391

367
333

1,000

300

855

110

427
160

136

146

132

118

183
128

800
626

693

101
200

600

75

465

451

80

70

149
99

80

400
100

178

179

193

182

186

203

FY2020Q4

FY2021Q1

FY2021Q2

FY2021Q3

FY2021
Q4

2nd

3rd

4th

180

200

125

0

0

FY2020Q1

FY2020Q2

FY2020Q3

FY2020Q4

FY2021Q1

FY2021Q2

FY2021Q3

FY2021
Q4

2nd

3rd

4th

SOE

1st
Apr 7 - May 25

FY2020Q1

FY2020Q2

FY2020Q3
SOE

Jan 7 - Mar 21

Apr 23 - Jun 21

Jul 12 - Sep 30

1st
Apr 7 - May 25

Jan 7 - Mar 21 Apr 23 - Jun 21

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

Jul 12 - Sep 30

9

1.6

Growth in Stock-Model Revenue

Stock-model revenue increased over 30% YoY, mainly driven by fee revenue.
Spread revenue increased stably thanks to New Normal initiatives.

（Million of yen）

+32.1％ YoY

1,923

New Normal Initiatives
Stock
・Promote web data sharing services (launch data sharing

624
1,456
stock

・Increase the number of contracts for points/QR code

+27.8%

payments

488

Fee

533
fee

305

services in the IoT domain)・Continue to promote the operation of payment terminals
・Acquire merchants with large transaction volumes (low unit price)+75.0%

Spread・Acquire merchants in the IoT domain (payment machines,

spread662+15.5%

764

ticket machines, self-checkout registers, etc.)
・ Acquire merchants in clinics/medical industry

FY2020

FY2021

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10

1.7

Consolidated KPIs（No. of Active Terminals）

Payment terminals (excl. IoT) drove the increase, with IoT also growing on the back of the trend
toward self-service. Alliance partner sales, which are managed by other companies, decreased
QoQ due to partial cancellations.
Total active terminals ：＋52.2K units (+71.8%) YoY

140 （Unit：Thousands）

124.9
120

QoQ

16.4

▲0.3
100

Alliance Partner
Sales

+2.0k
(+13.9%)

16.7
＋6.2

16.7

72.7

80

14.4
9.6
8.5
21.5

Payment terminal(excluding IoT)

＋11.8

28.0

68.7

14.1

56.8

20

24.4

26.5

27.7

30.3

FY2020 Q1

FY2020 Q2

FY2020 Q3

FY2020 Q4＋11.8K

30.9
29.1

26.1

IoT

(＋42.4%)

13.6

60

39.8

33.6

14.9

40

By terminal type
YoY

＋38.4K(＋126.5%)

45.4

36.7

0
FY2021 Q1Payment terminal (excluding IoT)

FY2021 Q2

IoT

FY2021 Q3

FY2021 Q4

Alliance partner sales

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11

1.8

Consolidated KPIs (Quarterly TRX volume/GMV)

Even under the movement restrictions due to the declaration of a state of emergency, TRX
volume and GMV largely exceeded the target (+50% YoY) due to acquisition of merchants witha balanced customer base and an increase in the number of active payment terminals.

◼ TRX Volume

◼ GMV

SOE

（Unit: Million）+2.2x YoY

SOE

（Unit: 100 million yen）

+2.1x YoY

4,000

50
3,500
40

3,000
2,500

30

2,000
20

①

②

③

④

1,500

①

②

③

④

1,000

10
FY2020 Q1 FY2020 Q2 FY2020 Q3 FY2020 Q4 FY2021 Q1 FY2021 Q2 FY2021 Q3 FY2021 Q4

FY2020 Q1 FY2020 Q2 FY2020 Q3 FY2020 Q4 FY2021 Q1 FY2021 Q2 FY2021 Q3 FY2021 Q4※Increasing number of merchants are adopting cashless payment as a safer payment means amid COVID-19.
Despite the repeated issuance of the emergency declaration, TRX volume and GMV grew steadily due to theacquisition of merchants with a balanced customer base.

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12

1.9

Comparison with Market Growth

In the most recent month (August), the total credit card payment amount in the entire market was
106% of the previous year's level and GMO FG’s GMV largely exceeded it at 202%, with
contribution mainly from acquisition of new merchants.
Left Axis：GMV YoY

GMO FGAll

Other retailers

Restaurants

Hotels/Inns

Right Axis：GMO FG Monthly GMV（Unit：100 million yen）

（Unit：%）
500

②

SOE①

③

④

1,200

1,000

400

800
300
260
234
216

200

160

215

216

211

186

193

186
153

100

108

110

111

113

113

99

192

202

203
183

148

84 82

215
176
173

97

97

91

102

101

140
98

130
110

91 93

600

202

190

143

96

202

400

124
111

111

106
105
96
96

0

200

0
19/10 19/11 19/12 20/01 20/02 20/03 20/04 20/05 20/06 20/07 20/08 20/09 20/10 20/11 20/12 21/01 21/02 21/03 21/04 21/05 21/06 21/07 21/08 21/09

Source : Ministry of Economy, Trade and Industry
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13

２.

FY2022

Projection

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14

2.1

Image of rise in Rev & OP

Phase1: Focus on sales/activation of payment terminals and revenue will be fluctuated.
Phase2: Expansion of Stock-Model revenue.

Phase 1

Phase 2

Increase of Market Share (approx. up to 2025)

Revenue: Increase at a CAGR of 25% or more, although the extent of increase willvary from period to period

16,00014,000Rise in Profit Margin

RevenueOP

12,00010,000

Sales may fluctuate significantly fromperiod to period

8,000

6,000

Operating income: Continue to grow 25% or more
every fiscal year

4,000

2,000

0

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15

2.2

FY2022 Earnings Forecasts

Plan to increase revenue by more than 20% YoY through increases in sales of payment
terminals and stock-model revenue, and maintain mid- to long-term sustainable growth in OPwith the managerial target of +25% YoY.
（Millions of yen）

FY2021
ActualFY2022(Forecast)

YoY

Revenue

7,089

8,550

+20.6％

Gross profit

2,020

2,421

+19.8％

Operating profit

589

737

+25.1％

411

461+12.1％¥101.98¥112.33

－

¥51

¥57

－

Profit attributable toowners of parent
EPS
Dividend
per share＊＊Recorded ¥30 million as non-operating income
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16

2.3

Verification of Increase in Gross Profit

In FY2021, gross profit growth was low compared to sales increase (as expected) due to special
factors in FY2020 and a change in the composition ratio of payment terminal sales.
FY2022 forecast aims to achieve OP target with the same sales composition as FY2021.
Initial Revenue

Stock-Model Revenue

Gross profit

9,000 (Millions of Yen)

8,550
Revenue

8,000+20.6％ YoY

7,089
7,000

6,000

*GPM stands for Gross Profit Margin. GPM ofeach revenue is rough image and it varies fromtime to time
Revenue

GPM*
Stockmodel

3,691

2,000

1,000

0

Revenuecomposition
ratio
60%

60%

27%

80%

25%

Payment
terminal

15%

73%

Gross Profit

61%

FY202015%※Estimatedconservatively partly
due to new revenue
recognition standard

Same level as
FY2021+19.8％ YoY+24.9％ YoYSpecialfactor25%

Payment
terminal

Development

Gross Profit

Same level as
FY2021

Revenuecomposition ratio

Development*

39%

Payment
terminal

3,000

GPM*
Development Stock-model

4,000

60%

Stock-model+92.0％ YoY
5,000

GPM*

2,020

1,617

2,421

OP growth rate

+25.1% YoY
FY2021

FY2022

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17

３. Growth strategy and Progress

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18

3.1

Progress of Action Plans for OP Growth

Strategy to increase market share, starting with sales of payment terminals, is making steadyprogress towards the target. Various measures are making steady progress, and several mid- tolong-term growth strategies are under consideration.
FY2021

FY2022*Actual*Forecast

FY2024FY2025aroundFY2035OP¥0.59 billion¥0.74 billion¥1.5 billion¥10 billion

GMV¥1.2 trillion¥1.8 trillionOver¥1 billion¥5 trillion¥30 trillion

Target◼ Mid- to long-term growth strategy (2025~)◼ Growth strategies and progress (~2025)
1① Acquire multi-industry/high-growth companies by launching next-generation multi-

payment terminals⚫ Continued to focus on sales of payment terminals. Steady increase in the number ofactive terminals⚫ Promoting acquisition of member merchants in a wide range of industries and businesscategories⚫ Considering handling new terminals to meet expanding and diversifying customer needs①

Maintain a growth curve of 25% ormore by diversifying alliance strategies(payment methods, additional
functions, customer acquisition routes)②

Expand stock-model revenue by
providing FinTech/money services③

Expand profit points through the use of
IoT data

2② Expand IoT payments by supporting contactless (tap) and unattended payments⚫ Expanding and diversifying center connection projects, such as mobility payments⚫ Increasing the provision of cashless services to merchandise vending machines with theadvance of unmanned and labor-saving operation⚫ Contributing to the growth of IoT settlement on the back of high demand for self-checkout
registers (hotels, one dollar shops, etc.)

3③ Acquire large customers through expansion of alliances with QR, points, etc.
⚫ Signed contracts for new alliance projects for house points of railroad systems, etc.
⚫ QR code settlement in the IoT domain to be launched in December 2021 as scheduled

4④ Increase added value by strengthening settlement center functions⚫ Launch an improved version of the transaction inquiry web service in November⚫ Plan to upgrade back-office functions (billing and settlement operations, etc.) from December⚫ Provision of DX services to business partners is on schedule (some services have alreadystarted in June)⚫ Ongoing preparation forcontinued growth

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19

3.2

Growth Strategies for 2025

Preparing steadily for the recovery in domestic consumption and inbound demand in the postCOVID-19 economy. Acquire a well-balanced member merchant base across industries.
：High inbound tourism demand
COVID-19 headwind
COVID-19 tailwind
NeutralStore scale：Large
Chainrestaurant
One dollar
shop
Publictransportation(Train/bus etc.)

Drug store(medicine/cosmetics)

IoT

1
IoT
Vending/
checkoutmachinestera pack
(For SMEs)

clothing/
Sporting
goods

Action Plan

Parking lot

mobility

Low unit
priceHotel/Travel

Supermarket

•
•

3

1

Introduction of self-checkout
registers
IoT POS / Center linkage

1
•
•

2

3

•
•

Solutions for the mass market
Provision of DX services tobusiness partners••

4

POS point linkage
Provision of DX services tobusiness partners

1

4

3

4

Comprehensive proposals
with alliance partners
High unit
price
GMO Card System

Sales strategies by industry/
individual company
Proposals in collaboration withbusiness partners

Independent
restaurant/
Small retailHigh-end
retail/Department
store

Service/
Leisure(Incl: fine dining)(consolidated subsidiary)

Medical / Clinic

Store scale : Small
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20

3.3

Growth Strategies for 2025 and Beyond

For 2025 and beyond, we aim to grow stock-model revenue in the payment-related field.
Aim at a continuous 25% growth in OP through business diversification.
：High inbound tourism demand

Image of service expansion

Area of focus

OP (100 million yen)

Money services / Payment related New Biz• Fintech (Lending / Factoring / BNPL etc.)

Profitability increase phase100
Data service• DX/marketing support using payment data

OP of 25% or more
Continuation of growth curve
Money services/Payment related New Biz

Diversification of alliancestrategies

IoT (Mobility)• Contactless payment processing fortransportation systems (trains, buses, etc.)

Data service

IoT (Vending / checkout machines)

Stock-Model Revenue

Market share increasephase• With & post COVID-19 / labor-saving / selfservice support

IoT (Mobility)

Payment terminals (excluding IoT) / Payment processing / Acquiring

15
Payment Center• Continue to acquire a balanced
member merchant base, regardless of
size or industry, as our businessfoundation

Payment terminals(excluding IoT)

Payment terminals (excluding IoT) / Payment
processing / Acquiring

Initial & Stock-Model

IoT (Vending /checkout machines)

Time
2021

2025

2035

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21

Action plan：

3.4

1

2

3

4

Global Payment Network Progress

In FY 2022, we expect the sales level of the previous 4Q to continue. The sales pace is expected
to be normalized, with a steady increase in the number of forecasts in a wide variety of industries.
◼ No. of active terminals * Payment terminals (excluding IoT)
（Unit:（単位：千台）Thousands）

FY2020

FY2020

FY2021

FY2021

FY2021

FY2021QoQ

YoY

End of Q3

End of Q4

End of Q1

End of Q2

End of Q3

End of Q4

(%)

(%)

36.7

45.4

56.8

68.7

+11.8

+38.4

(+20.8％)(+2.3x)Launched
stera

Payment
Terminals(excluding
IoT)

27.7

30.3
+2.6

+6.4

+8.7

+11.4

+11.8

◼ Future trends and images of the number ofactive terminals◼ Sales Forecast Image* Tendency for net increase in the number of active terminals is around 80% of the total numberof terminals sold in each quarter(+)sold in Q4

Continuing tosell terminals at
the same levelas Q4 FY2021

Q1
FY20212021年１Q

Q2
FY20212021年２Q

Q3
FY20212021年３Q

ActualQ4
FY20212021年４Q

2022年１Q（計画）(+)sold in Q3(+)sold in Q2(+)sold in Q1

Q4 FY2021

Q1 FY2022

Q2 FY2022

Q3 FY2022

Q4 FY2022

Plan
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22

Action Plan：

3.5

1

2

3

IoT/Unattended Market Growth

The number of terminals is expected to be equal to or greater than the market for payment
terminals in real stores. Unattended market (= general term for vending/service machine
market) is expected to expand further due to changes in the external environment such as adecrease in the working population.

Steady growth(+0.6) 4.0◼ No of active IoT terminals

4.5 million◼

MarketTickets

Beverages/
sweet treats

Self-checkoutmachine(Golf/Hotel)

2.9

2.6

2.2

• Labor-saving support
Goods/
commodities

3.1
2.8

Push factors associated with changes inthe external environment• Declining workforce

Unattended

3.4（Unit: 10 Thousands）• Obtaining inbound demand• Retailers moving into offices

1.4• Revision of the Pro-Sales Act• COVID-19
CoffeeMetered parking/
EV chargers

Self-checkout
registerCoin-operated
washing
machines

1Q末

2Q末

3Q末

4Q末

1Q末

2Q末

3Q末

4Q末

20年9月期20年9月期20年9月期20年9月期21年9月期21年9月期21年9月期21年9月期

OfflineMarket

4 million
Source: The Japan Vending System Manufacturers Association, Japan Ministry of Health Labor and Welfare, Yano Research Institute Ltd.

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23

4

Action Plan：

3.6

1

2

3

4

Progress of IoT Payment Business

Parking lot checkout machines now accept various types of e-money, and we began horizontal
expansion into the small-amount payment area. The beverage vending machine business
continue to acquire new member merchants, contributing to initial and stock-model revenue.
In Progress
To be launched

Hotel/Golf courses

Mar
Flow

Jun

Status

2022

2021
Sep

Dec

Mar
Making solid progress in the newly
launched comprehensive business forhotel settlement machines. Plan toaccelerate installation both at new andexisting merchants

Delivered approximately 40,000 payment terminals
Fee revenue from active terminals

Stock
Parking lot
Checkout machines

Flow*No change fromprevious status

Expanding to comprehensive business

New Topic

Began installing terminals at major parking lot operators

Completed the release of various emoney and began horizontal
expansion to bicycle parking lots, etc.
with small-amount payments

Stock, fee, and spread revenue from active terminals

Stock

Ticket Machines

Self-checkout registers

Beverage vending
machines/coffee machinesDX
DX: Digitalize parking tickets, plan to integrate online reservation and payment*No change fromprevious status

New Topic

Flow

Demand increase due to new lifestyles

Stock

Completed certification process of all e-money brands, increasing stockmodel revenue
Expand to QR code payment

Flow

Began installing terminals at major restaurants and supermarkets

Stock

Contribution to stock and fee from active terminals

Flow

Began installing terminals at major operators

Installation in major beverage
manufacturers’ factories andrestaurant chains made progress, but
introduction of QR code payment was
postponed. *No change in the timing of*No change fromintroduction (after Dec 2021)
previous status
Began full-scale installation ofmanned and self-checkout
registers at one dollar stores andbegan considering newcollaborative development with*No change from unmanned stores in workplace
previous status

New Topic
Expanded mainly in merchandise
vending machines (vegetables, fruits,salads, etc.) in food service for offices
and medical institutions.

Contribution to stock and spread from active terminals

Stock

DX
DX: Plan to optimize stock replenishment routes and product lineups*No change fromprevious status

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24

3.7

Data Services in the IoT Domain

Started providing payment data service for merchandise vending machines, contributing tostock-model revenue. Supporting merchants' operational efficiency improvement andsophistication (DX) using data.
Appropriate stock replenishment and cash
collection

Vending machine operator

IoT
Payment
terminals

payment processing

Start providing data sharing service to merchandise
vending machines for food service (ramen, gyoza, etc.)⇒Contribution to stock-model
revenueAchieve efficient staffing andfood loss reduction

Vending
machinemanufacturer

DX Support

Provide payment data (sales
information)

Image of introduction

phase ２DX in member merchants

New

Provide payment data (sales information) to alliance partners⇒Strengthen marketing and increase revenue by using sales
information (product, season, region, etc.)

Provision of payment data (sales information) to vending machine
manufacturers⇒Improve operational efficiency by remotely managing inventory at an
appropriate level

phase 1
IoT payment/acquiring

Payment terminals (IoT)

Provision of IoT platform

Initial &Stock-Model

Payment Center

Stock-Model
Revenue

Present

phase ３
DX in member merchants(sales improvement)

Time
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25

4.

Financial Highlights

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26

4.1

Profit & Loss

Sales of handsets, especially stera, increased significantly. Cost of sales rose, but SG&A
expenses were managed steadily in line with the increase in gross profit, and operating income
was in line with the forecast.

(Thousands of Yen)FY2020
ActualFY2021
Actual%ChangeRevenue

3,691,567

7,089,506

92.0%

COGS

2,073,634

5,068,985

144.4%

Gross profit

1,617,933

2,020,521

24.9%

SG&A

1,165,057

1,431,185

22.8%

Operating profit

452,875

589,33630.1%

Ordinary profit

428,752

619,341

44.5%

Profit attributable to ownersof parent

291,858

411,378

41.0%

40円

51円

-

dividends

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

27

4.2

Revenue by Business Model (YoY)

Stock-type sales grew by 32% YoY. Fee drove revenue growth. Spreads also increased
through with Corona measures. Initial sales grew significantly due to terminal sales.

（Millions of Yen）

Stock-Model Revenue
1,923

Stock-Model Revenue+32.1％ YoY

764

10.8%

533

7.5%

624

8.8%

Stock-Model Revenue
1,456
17.9%
8.3%
13.2%

60.6%

662
305
488

5,166

72.9%

2,235

FY2020InitialFY2021
Stock

Fee

SpreadCopyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

28

4.2

Revenue by business model (Quarterly)

In Q4, we recorded highest number in both initial and stock-model revenue.
Spread revenue recovered to pre-COVID level by acquiring new merchants.

（Millions of Yen）

Initial

SOE①

②

③

④

4/7~5/25

1/7~3/21

4/23~6/21

7/12~9/30

FY2021Q4

FY2020Q１

FY2020Q2

FY2020Q3

FY2020Q4

FY202１Q1

FY2021Q2

FY2021

626

693

451

465

855

1,103

1,525

1,682

Recorded advances
terminal sales

Launched
stera

Q3

Stock-Model
Revenue

363

367

333

391

430

427

495

569

Stock

110

118

128

132

136

146

160

182

Fee

75

70

80

80

101

99

149

183

Spread

178

180

125

179

193

182

186

203
Recovery to preCOVID level

SOE

Revenue

990

1,061

784

856

1,286

1,531

2,020

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

2,252

29

4.3

Balance sheet

In consideration of the semiconductor market, we secured a safe level of payment terminal
inventory. Continuing net worth ratio and cash and cash equivalents ratio remain high due tostable cash flow generation.
Q4 FY2021（Thousands of Yen）

◼ Highlighted Points
Current liabilities

Cash & Cashequivalents (48%)

2,719,682•

Deposits (current liabilities): ¥1.13 billion.
Maintain a safe level of 3.43 billion yen in cash
and deposits.

•

In view of the semiconductor market, theinventory of payment terminals.

•(commodities) is secured at a safe level.

3,433,620

Non-current liabilities
40,026

commodities
1,614,846

Total equity (61%)
4,376,410

Other current assets
741,112

Non-current assets
1,346,541

AsesetDebt
Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

30

4.4

Consolidated KPIs（No. of Active Terminals）

Growth driven by payment terminals (excluding IoT), with IoT also growing on the back of thetrend toward self-service. Sales to our business partners, which are mainly sold by othercompanies, decreased due to the cancellation of some terminals.
(Unit:FY2020

FY2020

FY2021

FY2021

FY2021

FY2021

QoQ

YoY

Thousand)

Q3

Q4

Q1

Q2

Q3

Q4

(%)

(%)

+11.8

+38.4

(+20.8％)(+126.5％)

+6.2

+11.8

(+18.5％)(+42.4%)

▲0.3

+2.0

(▲2.0％)(+13.9％)

+17.7

+52.2

(+16.5％)(+71.8％)

Payment
terminal(excluding
IoT)

27.7

30.3

36.7

45.4

56.8

68.7

IoT

26.1

28.0

29.1

30.9

33.6

39.8

Alliance
partner
sales

13.6

14.4

14.9

16.7

16.7

16.4

Total

67.3

72.7

80.7

93.1

107.2

124.9

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

31

5.

Appendix

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

32

GMO-FG Business Domain
GMO-FG is focusing on offline payment.
（リアル店舗決済 ＋ IoT決済）

Company nameBusiness
Domain

GMO Financial Gate
(Payment at Brick & Mortar + IoT)

GMO Payment Gateway(EC)

Payment by passing card/QR code over
the reader

Payment by entering credit card
information in PC / mobile phone

Payment
methodMediumEC (terminal is unnecessary)

Payment terminal• Physical hardware network• Proprietary programming code specifications• Regulation

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

33

Rev Models: Financial Gate vs. Payment Gateway
Initial revenue in offline payment is tend to be fluctuate because of its seasonality of terminal
delivery.

PG

FG
Revenue

Revenue

N

N+1

N+2

N+3

N+4

Time

Time
N

N+1

N+2

N+3

N+4

Initial Revenue（Terminal Sales・Software Development）

Initial Revenue（Initial Set up Fee, etc…）

Stock, Fee, Spread Revenue

Stock, Fee, Spread Revenue

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

34

Three Biz Models Over a Single, One-Stop Platform
One-stop platform covering all settlement processes between merchants and acquirers.
Consumer

Merchants

FG

Various
Payment
Methods

Terminals

1
Payment
Terminal

Various Payment
Methods

Acquirers

Terminal Sales
Business

Credit Card
IssuerFlow Revenue

Bank

Payment
Terminals

Payment
Scene

RetailRestaurants

Service

Mobilityetc

2
Payment
Processing

Metered Parking
EV Meter
etc

E-Money Vendors

Points Vendors

Vending Machines/
Coffee Machines
Checkout Machines(Country Club/
Hotel)

Payment
Processing

Stock Revenue

IoT

Purchase

Payment Processing
Business

3
Comprehensive
Clearing

Acquiring
Business

Clearing

QR CodePayment
Vendors

Stock Revenue

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

35

Stock Revenue Expansion Originating From Terminal Sales
Stock revenue grows with flow model revenue which is mainly coming form the sales of payment
terminals.

%

Rev Model

3 Business

4 Types of Revenue

Flow Model Rev① Terminal Sales
Business

Initial

72.9％

Stock

8.8％

Fee

7.5％

Spread10.8％(FY2021)② Payment
Processing
Business

Stock Model Rev③ Acquiring
Business

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

36

Leveraged Growth Model
Fee and spread revenue are expanding with the market /growth in membership merchants.

Leveraged Growth
N＋1
Stock revenue

N
Stock revenue

Stock-Model Revenue
SpreadLinking with the growth of
TAM / membership merchants

Fee
Stock revenue
before N-1

Stock
Q1
1Q

Q2
2Q

Q3
3Q

N期

Q4
4Q

Q1
1Q

Q2
2Q

Q3
3Q

N+1期

Q4
4Q

Q1
1Q

Q2
2Q

Q3
3Q

Linking with the number ofaffiliated merchants

Q4
4Q

N+2期

N-1期（ストック）
Stock

Fee
N-1期（フィー）SpreadN-1期（スプレッド）

N期（ストック）
Stock

Fee
N期（フィー）

SpreadN期（スプレッド）Stock
N+1期（ストック）

Fee
N+1期（フィー）SpreadN+1期（スプレッド）
Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

37

Details on each revenue ①
InitialContent

Payment
terminal sales

This is a sales revenue of payment terminals from merchants or credit cardcompanies.
All of first, we purchase hardware from manufactures. And confirm certain
measures of payment methods that each merchant needs to accept. Then
make these methods to connect to our processing center（Occasionally, we
put some customization to these terminals)

Softwaredevelopment

It is a type of development that meets customers needs such as widening
acceptable payment measures and adding point-payment functionality

Stock

Rev Model

Content✓ Since software development is tailor
made type revenue, deal size and margin
vary from time to time

Rev Model

It is a service that provides merchants with their daily sales data that go
through our processing center. We charge it as monthly fixed fee

Points＆QR

It is a service to add point/QR payment app to the terminals merchants have.
We charge it as monthly fixed fee• No. of contracts × Service Price

Rental(Mobileterminal)

It is a service to rent mobile type terminals that enable merchants to usethem in wireless setting. We charge it as monthly fixed fee

Mobile SIM

It is a SIM card fee to use mobile type terminals. We charge it as monthly
fixed fee(Monthly fixed fee
model)✓ There’re around 10 types of terminals✓ Price range is from about ¥20K up to¥100K• No. of Deals × Ordered Price

Data sharing

Processing• Terminal Selling Price × Units Sold

✓ Service price is around ¥500 to ¥1K
per terminal per month• No. of contracts × Monthly FixedFee

It is a processing fee based on monthly fixed rate
*Basically, it is defined as “Fee” revenue when it comes to the case we charge as Pay As You Go billing, not fixed rate

✓ Monthly fixed fee will vary depending on
the size of contract etc..

Generally, the economics of services above vary depend on merchants. And there are services that some merchants do not apply
Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

38

Details on each revenue ②
Fee

Content

Processing

It is a fee we charge toward monthly transaction volume based on the rate pertransaction

Sales ofroll paper

This is a sales of roll paper that is used with payment terminals at stores

SpreadAcquiring（Settlement
agent）

Rev Model• TRX Volume× Processing Fee✓ Processing fee is about ¥2 to ¥3 pertransaction• No. of Order × Price of Roll Paper

content✓ The price range of roll paper is about¥130 to ¥200.

Rev Model

We charge spread fee (α) towards clearing amount tomerchants
We received indicator rate (N) from acquirers, then we acquire
merchants instead of acquirers with the new rate (N+α＝merchant fee)

GMV of Agent Contract
×
Spread fee we charge (about 0.3～0.4%)

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

39

Relationship Between Spread Revenue and GMV
We do not necessarily generate spread revenue for every transaction. This is due to the fact thatcredit card companies have historically acquired major participating merchants on their own.
Therefore, we calculate spread revenue as GMV × Take Rate × Contribution Ratio.

◼ Direct Contract

Enjoyable Revenue
Payment Processing

Payment Processing

InitialMerchant Fee

Stock

Clearing

Fee

Merchant

Acquirer◼ Agent Contract（*Clearing amount for Agent Contract ÷ GMV＝Contribution Ratio）
Payment Processing

Spread Revenue (B)Payment Processing

InitialStock

Remittance (A-B)

Clearing Amount (A)Fee

Merchant Fee

Merchant（In cases where participating merchants pay
membership fee to acquirers directly）

SpreadAcquirer

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

40

Action Plan:

1

2

3

4

Strategy to Maximize TRX Value
We created a new payment processing route with alliance partners. This route increases GMV,
as the route reduces costs to participating merchants and acquirers.

RetailRestaurants

Acquirers

Conventional
RouteMerchants
Competitor/Peer
Terminals
Processing
Center

Payment
Network

1

2
Credit Card
IssuerVending
Machines

MeteredParking/
EV Meters

New GMO FG
RouteServices

New Terminal
Modeletc.・・・

Reduced costs toparticipating
merchants

Major Cost Reductions

Bankcompared to conventional route

gateway
Global payment network◼ Cost savings via new route leads to

Reduced costs to acquirers

improved competitive capability of alliance partners
Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

41

TAM (Total Addressable Market)
Value of cashless (face-to-face) payment is expanding rapidly, as the value of IoT / Unattended.
◼ Offline TRX value in Japan
Private sector final
consumption
expenditure in
Japan (includes
cash payments)◼ Potential market value of IoT/Unattended
Potential market size for
IoT/Unattended (ourprediction)¥278 trillion*2(2020)* Due to the spread of coronavirus infection
Dropped to the same level as during the Lehman shock¥30 trillion*3(2020)¥111 trillion*1(2025)¥0.1
trillion¥92 trillion*1(2021)GMO Financial Gate TRX value
in IoT/Unattended business¥1.2
trillion

Market foroffline cashless(face-to- face) payments

GMO Financial Gate TRX value(FY2021 Actual)◼ To achieve ¥1.5 billion in operating profit for FY2024：
Expand IoT/Unattended business driven bycontactless payment (touch payment) and unattended
registers(*1) Source: Cashless Roadmap 2019, PAYMENTS JAPAN; Current Status and Future Forecasts for Online Payment Service Providers, 2018, Yano Research Institute Ltd.
(*2) Source: Cabinet Office, Government of Japan(*3) GMO Financial Gate internal forecast based on statistical data published by the Cabinet Office, Government of Japan, the Japan Vending System Manufacturers Association, and the Japan Parking Business Association(*4) Source: Japan Ministry of Economy, Trade and Industry

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

42

Market Growth of Offline Cashless (face-to-face payments)
The market for offline cashless payments is currently ¥92 trillion, six times larger than the
online market. Cashless penetration is expected to rise to as much as 80%, driven by
government-led cashless policies.
120

60.0%

80％
(¥222
trillion)

96.7

100

50.0%

91.9
（Unit: trillion Yen）

86.3
81.6

80

32.5%

73.8

30.9%
29.7%

64.5
60

59.6

40％
(¥111
trillion)

26.8%

24.1%

20.0%

40.0%

Long term
Vision

30.0%

21.3%

40

Around 2025

20.0%

18.7
14.4

20
10.0

0

2016
2016年
(A)

10.7

2017
2017年
(A)

11.7

2018
2018年
(A)

16.3

10.0%

12.9

2019
2019年
(A)

対面キャッシュレス決済市場
Offline cashless market size

2020
2020年
(A)

0.0%

2021
2022
2021年（予）2022年（予）(E)(E)

非対面決済市場（BtoC-EC）
Online (EC) market size (B to C)

対面キャッシュレス決済比率
Offline cashless penetration rate
Source: Cashless Roadmap 2019, PAYMENTS JAPAN; Yano Research Institute Ltd.

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

43

Composition of Cashless Payment Methods
While cashless payments have become more diversified, credit card use is still high Ecommerce composition ratio declined, QR code increased.
◼ TRX value of cashless payment◼ Credit card brand share in Japan (2020)（Unit：trillion yen）

100

Credit card

Debt card

E-money

QR codeCashless penetration（Right axis）

80
60
40

0.2
5.5
5.1

50.0%

3.1 0.3 0.1

4.2
1.1
6.0

5.8

5.2
24.1%

29.7%

26.8%

40.0%
30.0%
20.0%

20.0%

21.3%

53.7

58.2

66.8

73.0

73.8

2016

2017

2018

2019

2020

20

17.8

10.0%

0

0.0%

50.8
28.0

◼ Composition of cashless payment methods
100.0%

8.5%

8.0%

0.2％

1.4％

4.9％

7.4%

7.1%

7.0%

80.0%
60.0%
40.0%

90.0%

90.5%

90.3%

89.5%

85.5%

VISA
Master
DinersJCB
AMERICAN・EXPRESS
UnionPay

20.0%
0.0%

2016

2017
Credit card

2018
Debt card

2019
E-money

2020
QR code*Source: Ipsos Financial Service*Source: Ministry of Economy, Trade and industry

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

44

Strategy to Maximize TRX Value
Maximize GMV through a new processing network and by pursuing B-to-B alliances.

(*1)

Offline Cashless (face-to-face)Market (2025 E)

TRX value: ¥111 trillion/year

Offline Cashless (face-to-face)Market (2021 E)

TRX value: ¥92 trillion/year

Continuous Growth

Aim to achieve
more than

18x+α TRX

Alliance partner
VJA (Visa Japan) Group,
including Sumitomo Mitsui
Card Company, Limited

TRX value：¥22 trillion/year

GMO-FG

TRX value：¥1.2 trillion/year

value in 10 to 15
years

(*2)

approx.

18x

2021

2030～2035(*1) Source: Cashless Roadmap 2019, PAYMENTS JAPAN; Current Status and Future Forecasts for Online Payment Service Providers, 2018, Yano Research Institute Ltd.
(*2) Source: VJA

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

45

Government Promotion of Cashless Payments
METI* announced its Cashless Vision policy to encourage cashless payments. We expect
the Japanese cashless market to expand rapidly in response.
Events

Impact on our business

4/2018

Announcement of Cashless Vision（by METI）

6/2018

Enforcement of Revised Installment Sales Act

3/2019Implementation plan announced for the security of credit
transactions (by the Council for credit Transaction Security)

10/2019

Cashless Consumer Returns Policy

7/2020

Go To Campaign

9/2020My Number Point

7~9/2021

Tokyo Olympic/Paralympic

Demand for cashless terminals
increases as business owners areforced to adopt cashless payment
systems

Payment processing expands in
response to Cashless Consumer
Returns Policy

Demand for cashless terminals
increases due to expanding inboundconsumption growthPresent

1/2022

My number point, Go To Campaign

9/2024Issuance of new bank notes

4/2025

Osaka Expo

Demand for cashless terminals toincrease due to the cost of new banknote issuance

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

46

Unique Positioning
End-to-end solutions via one-stop platform allows us to create alliances with many players in
the market.

◼ Solutions in Offline Payment Market
Customization(Customize Payment
Methods)

Adaptation of
Top-End POS
Register Models

Terminal
Settlement

ーー

Payment
Processing

Clearing/
Adjustment

Maintenance/
Support

FG

N
N社

Leading payment
大手決済ネット
network playerーー

ワーク事業者

R
R社

Major operating
大手事業会社
companyーー
Using their own registers only

P
P社

Leading payment
大手決済事業者
vendorーーーー

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

47

Barriers to Entry （Regulations to be Followed）
Many kinds of regulations exist in the face-to-face payment market depending on the payment
method, and the number of regulations are increasing. As payment methods become morediversified, the barriers to entry become more challenging.

Law

E-money
Regulation

Modified Partial
Revision of the
Installment Sales Act

Brand Test

Credit Card
Regulation

Security Standard

PCI DSS
Global security standard in credit card
industry created by international big 5 credit
card brand, Visa, Mastercard, JCB, American
Express and Discover

Payment Center
Regulation

JCCA Certified
Center

EMV Test
International standard of IC Card created by
Europay, Mastercard and Visa

JCCA：Japan Credit Card Association

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

48

Monetization by Payment Method
We operate different business models according to payment method as a cashless platformer.
Growth in each payment method contributes to our growth as well.
Flow model revenue① Initial

Stock model revenue➁ Stock③ Fee④ Spread

Credit・China Union Pay・J-debit

E-moneyー

QR code

ー

Point

ー

ー

House point・House E-money

ーー

Duty exemptionーー

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

49

Revenue Model by Merchant Size
We mainly acquire medium- to large-sized merchants through alliances with major financial
institutions. We mainly acquire small merchants (=long tail segment) through our subsidiaries.

◼ Four types of revenue model① Initial

Terminal sales, Softwaredevelopment, Initial
registration fee, etc…

➁ Stock

Monthly recurring revenue,
communication fee of terminals,
etc…

③ Fee

Processing revenue related to
TRX volume, Receipt paper
sales, etc…

④ Spread

Commission fee based on TRX
value◼ Revenue model related to the size of merchant

Large

①

➁

③

④

Medium

①

➁

③

④

Small

①

④

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

50

Medium-Term Strategy Acquiring major participating merchants by focusing on alliances
Meeting customer needs through enhanced credit payment functions and alliances with QR /points vendors.

CreditE-money

QR

J-debit

Point

House point/House E-money

Duty exemption

Terminals we offer

Floor-Standing Model

Mobile Model

Embedded Model

POS Model*Alliance partner terminals

Cashless Platform

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

51

Alliance Overview
Working with alliance partners allows us to secure participating merchants consistently andsteadily.

Alliance Partners

Payment/
Financial
Institutions

Unattended
Terminal
Manufacturers

POS
Manufacturers

GMO Group
Synergies

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

Vending Machines

Metered Parking
EV Meters

Laundries

Entertainment

TravelWholesalers

Real Estate

Occupation/
Vocational Schools

Healthcare/Welfare

Hotels/Inns

Bus/Train

Restaurants

Retail Stores

Merchants

52

Affiliated Companies
GMO-FG serves in offline face to face payment market as a consolidated subsidiary of GMO-PG.

GMO INTERNET GROUP（Internet infrastructure business）

GMO PAYMENT GATEWAY（Online payment/Payment section of GMO internet group）

Consolidated

GMO EPSILON100%

GMO PAYMENT SERVICE

100%
Equitymethod40%

57%（Online payment/Longtail）（Online payment/Deferred payment）

SMBC GMO PAYMENT（Online/Offline payment/）

GMO FINNCIAL GATE

（Offline payment）

Consolidated

100%

51%

GMO CARDSYSTEMGMO DATA

Consolidated subsidiary

Sumitomo Mitsui Credit Card

（Offline payment/Longtail）（Payment processing center）

49%

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

53

ESG Initiatives
Announced ESG initiatives to improve our social activities. We are planning to strengthen our
initiatives and announcement.
Disclosure contents

SDGs items

ESG
Initiatives

Environment

・Use of recycled paper as receipts

・Use of recycled paper as receipts
・Promoting paperless
・Appropriate inventory management through the use of payment
data (reduction of food loss)

Announced on Creating an eco-friendly society
Jul 15thSocial・Providing a variety of vocational training programs
・Preparing sufficient welfare programs
・Promoting work-style reform etc…

Human Resources, Vocational Training/Welfare Program, Work-style Reform

Governance

Planning to enforce
corporate governance onward

Basic Principles, Board of Directors, Executive
Officer Meeting, Audit and Supervisory Board,
Director Compensation, Investor Relations
Reference URL

https://gmo-fg.com/news/8d448cfaba24ece540af1ae2a83d95c2.pdf

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

54

New topic of credit card industry
METI requires fee among credit card companies. Though merchant fee would be lower going
forward, the impact towards our business would be immaterial.

METI requires fee among credit card companies
Fee among credit card companies is
actually paid by merchants
Brand fee
Brand fee
International
BrandsFee among card companies(Interchange fee)

2.3%

Card
company(Acquiring)

Reimbursing

Merchant fee
Billing
Rate in longtail
could be higher
than thisCardcompany(Issuing)

Billing

Payment

Reimbursing

Billing

Goods/Services

Merchants

Consumers

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

55

TRX-increase through cashless penetration
TRX volume & value tend to go up in a few months to six months after the merchants
introduced cashless payment for the first time.

◼ Merchant A（Tokyo） Monthly TRX trend

25000000

TRX Volume

6000

TRX Value

20000000
4000

15000000

10000000

Merchant

Cash only ⇒ Introduce cashless
payments

2000

5000000
0

N

N月

N+1

N+1月

N+2

N+3

N+2月

N+3月

N+4

N+4月

N+5

◼ Merchant B（Miyagi）Monthly TRX trend
800000TRX Volume

Consumer

500
400

400000Recognize convenience（Successful experience⇒change in payment method）

600

TRX Value

600000300

200200000

100

0

0
N

N月

N+1

N+1月

N+2

N+2月

N+3

N+3月

N+4

N+4月

◼ Merchant C（Wakayama）Monthly TRX trend
9000000

N+5月

TRX Volume

Merchant

TRX volume/value
per terminal will increase

500

TRX Value

400
300

700000200
500000Stock-Model revenue will increase

100

300000

0
N

N月

N+1

N+1月

N+2

N+2月

N+3

N+3月

N+4

N+4月

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

56

Share holder structure
Ratio of foreign institutional investors went up to over 20%.
Shareholder Composition

Shareholder composition excluding
GMO Payment Gateway

100%

7.84%
22.20%

8.07%

80%

8.14%
1.65%

27.8%

6.93%
16.26%

52.1%

11.84%

60%

16.3%

40%

3.9%
59.68%

57.38%

20%

Retail Investors

Domestic Financial Institutions

Other entity

Foreign Instituional Investors

0%
FY2020 end of Sep.

FY2021 end of Sep.

GMO Payment Gateway

Retail Investors

Other entity

Foreign Institutional Investors

Domestic Financial Institutions

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

57

Company Profile■Company

GMO Financial Gate, Inc.（TSE Mothers■Foundation■Address■Stock Capital■Major Shareholder■Board Member

September 1999
Humax Shibuya Building 7F, Shibuya Dogenzaka 1-14-6, Tokyo¥1,605 Million
GMO Payment Gateway, Inc.
Representative Director, President
Kentaro Sugiyama
Director, Chairman
Akira Takano
Director
Akio Aoyama（Sales Division Executive Manager）
Director
Masamitsu Ikezawa（Administrative Division Executive Manager）
Director
Tomonaga Fukunaga（System Division Executive Manager）
Director
Masaru Yoshioka（GMO Payment Gateway, Inc. Executive Officer）
External Director
Nao Shimamura
External Auditor
Takayoshi Nagasawa
External Auditor
Satoru Ozawa
AuditorTakashi Iinuma（CPA)■Auditing Firm
■Subsidiary

Deloitte Touche Tohmatsu LLC
GMO CARD SYSTEM, Inc. shareholding ratio:100％ Scheduled to change trade name to GMO Card System Co., Ltd. on October 1, 2021

GMO DATA, Inc.
■Business

Ticker:4051）

shareholding ratio: 51.0% (Mitsui Card Company, Limited:49.0％）

Cashless payment infrastructure service (credit card, debit card, e-money etc.)

Floor-Standing Model

Mobile Model

Embedded Model

POS Model（As of November 12, 2021）

Copyright (C) 1999 GMO Financial Gate, Inc. All Right Reserved.

58

T h a n k

Y o u

GMO Financial Gate, Inc(Tokyo Stock Exchange Mothers
IR website

4051)

https://www.gmo-fg.com/ir/

Contact:
TEL：+81-3-6416-3881
E-mail：irpr@mail.gmo-fg.com

Copyright (C) 1999 GMO Financial Gate, Inc.

All Right Reserved.