April 5, OMC Card, Inc. OMC Card, Inc.

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1 April 5, 2006

2 Results Overview

3 P L (Consolidated) Feb, 2006 Change vs. Feb, 2005 (amount) Unit: billions of Yen Change vs. Feb, 2005 (base:100%) Transaction volume Operating revenues Operating expenses (excl. provision for credit losses) Operating income Ordinary income Net income

4 Transaction volume (Consolidated) Credit card contracts Acquiring service Cash advances Loan agency Feb, 2006 % of total Change vs. Feb, 2005 (amount) Unit: billions of Yen Change vs. Feb, 2005 (base:100%) Insurance Travel Merchandise sales Other TOTAL

5 Operating revenues (Consolidated) Feb, 2006 % of total Change vs. Feb, 2005 (amount) Unit: billions of Yen Change vs. Feb, 2005 (base:100%) Credit card contracts Cash advances Loan agency Insurance Travel Merchandise sales Other Financial transactions TOTAL

6 Operating expenses (Consolidated) Unit: billions of Yen Feb, 2006 Change vs. Feb, 2005 (amount) Change vs. Feb, 2005 (base:100%) Selling expenses Salaries and fringe benefits General and administrative expenses Equipment expenses Provision for credit losses Financial expenses TOTAL (excl. provision for credit losses)

7 Extraordinary income & losses (Consolidated) Extraordinary income Unit: billions of Yen Feb, 2006 Gains on sales of investment securities Extraordinary losses Loss on sales of fixed assets Charge for transitional obligations for retirement benefits Other

8 Main operating indicators Achieved all-time record high number of solicitations through aggressive expansion of MSP-type solicitations Unit: in thousand Feb, 2006 Change vs. Feb, 2005 (amount) Change vs. Feb, 2005 (base: 100%) Applications Issuances Cardholder Card user rate Affiliated stores CD & ATM machines

9 Daiei Channel Unit: in thousand Card Application Feb, 04 Feb, 05 Feb, 06 Transaction Volume of Credit Card Contract Unit: billions of Yen Unit: billions of Yen Daiei channel Non-Daiei channel Daiei Share Operating Revenues Feb, 04 Feb, 05 Feb, 06 4Q Actual of Non-Daiei channel Number of solicitation:80% Shopping transaction:79% Feb, 04 Feb, 05 Feb, 06

10 Credit Situation Continuing conservative policy of making ample provisions. Write-off rate Reserve rate Delinquency rate Feb, 03 Feb, 04 Feb, 05 Feb, 06

11 Interest-bearing debt (Consolidated) Shifting to stable and efficient fund-raising structure Unit: billions of Yen Feb % of total Feb % of total Change (amount) Long-term debt Short-term borrowings CP TOTAL

12 Main financial indicators (incl. Securitization) Feb Feb Change vs. Feb, 2005 Direct financing ratio Fixed-interest debt ratio Long-term debt ratio

13 Financial position Stockholders Equity Ratio steadily increased Unit: billions of Yen Trend of equity ratio Equity Ratio Stockholders Equity Feb, 2004 Feb, 2005 Feb, 2006

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15 Entering/towards a new phase Card-based membership business Credit card business Cardholder DB Third-party card processing business Heading for dynamic growth in FY06 Systems infrastructure Focused on strengthening finances in FY03 Drastic improvement in asset quality Implemented structural reforms in FY04 Restructured unprofitable businesses Established efficient management base in FY05 Realized MSP partnership model Full fledged Test marketing development

16 AGENDA 1. Co-brand Card Strategy 2. Credit Card Business 3. Card-based Membership Business 4. Third-party Card Processing Business

17 1. Co-brand card strategy Establishment of MSP co-branding model Unique Win&Win&Win co-branding using CRM solutions Cardholders Clients Solicitation capability Database Marketing Gain in customers Understand customers Expand customer base Develop high-quality customers Promotions Capability Persuade customers Expand sales Partner Marketing Solution Partner

18 Initiatives with HIMARAYA Card Contributing to improvement in sales trend through joint development of sales promotions Co-branding started in Nov. 04 Results in current term Measures for further development Joint solicitation campaign 5OFF on day of card issue Personal message-linked campaigns etc.. YoY growth in HIMARAYA sales compared with competitors Number of HIMARAYA Cardmembers YoY growth in HIMARAYA sales YOY growth in A Company sales No. of solicitations No. of cardholders First day usage rate Usage rate in 30 days HIMARAYA Card launched (Nov, 04) HIMARAYA Sep,04Nov,04 Feb,05 Aug,05 Feb,06

19 Initiatives with MrMax Card Our card has contributed to MrMax s sales growth bn Large-scale supermarkets, YoY sales growth (Source: METI) MrMax YoY sales growth (Source: MrMax HP) Sales improved as a result Co-branding started in June 05 Results in current term No. of solicitations No. of cardholders First day usage rate Usage rate in 30 days MrMax card launched (June 05) FY03 FY04 Our growth at MrMax Estimated improvement at MrMax Q1 05 Q2 05 Q3 05 (Apr-Jun) (Jul-Sep) (Oct-Dec) Number of purchases UP 10 Average spend of cardmembers v. cash clients 4 X

20 Aiming at further expansion of MSP model Expand partnerships by offering the MSP model most suited to each h industry GMS model Potential partners Card Specialty store model HIMARAYA Card SM model Aijou Club Royal Card HC Model Agreement to form a partnership Management policy Putting customers first Aiming for efficient management Competitive environment Growth company Clear differentiation from others Business regions (areas Catchment basin analysis New partners acquired FY06 target to gain 450,000 accounts Agro Card

21 2. Credit card business (1) Credit card purchases Actively expanding into everyday bill payments to boost Non-Daiei business % registered to pay utility bills 11.6% Average transaction size: registered cardholders v. non-registered cardholders 2.7X bn Registered-type utility payment volumes Other Public utilities Telecoms (Electricity) Kansai Electric Power Chugoku Electric Power Chubu Electric Power Tokyo Electric Power Hokuriku Electric Power (Gas) Osaka Gas Tokyo Gas Saibu Gas Taxes Utility bills FY02 FY03 FY04 FY05 Mobile phone companies Internet providers Satellite & cable TV Telecoms & information services Pensions Developing proactive approach aimed at growth markets

22 Using huge solicitation power to issue SHUTOKO Card ( Metropolitan Expressway cards ) Card solicitation On-site card issuance In-car unit installed simultaneously ETC Card Co-branding started in Nov. 05 Results in current term No. of solicitations 13,000 in thousand ETC Cardholder numbers Developing one-stop services Enhanced line-up No. of cardholders 12,000 First day usage rate 81.6% Usage rate in 30days 93.6% Feb,04 Feb,05 Feb,06

23 Using our database marketing capabilities to support Daiei YoY growth in Daiei channel transaction volumes Initiatives for Daiei channel New POS system introduced New points program introduced Offering DBM capability Analysis & management of customer data Developing marketing promotions to suit customers Supporting one-to-one marketing Sluggish as a result of store closures and poor sales Promoting switch to OMC Card Expansion of cardmembers & transaction volumes Mutual cooperation to expand sales and transaction volumes

24 Further strengthening of our popular Waku-waku points program Established usage incentives focused on profitability Impact-type Profit-type Points have no expiry date High rebate rates Novelty presents Catalogue selections etc.. More general application etc.. Enhance Enhance cardholder cardholder satisfaction/ satisfaction/ Strengthen Strengthen usage usage incentives incentives Developing in response to customer demands Highly valued & supported by cardholders Cardholder benefits Easier to understand Unifying different point values across products Easier to collect Validity date extended from one to two years More attractive Product terms reviewed and expanded, taking total to 8 types Our strategy More effective usage incentives Point value linked to annual usage - can be worth up to double Bonus points now awarded in line with cumulative usage amount Generating feeling of achievement and desire to purchase

25 Cash advances Steadily deepening our differentiated cash advance business Broadened cardholder range Strengthened Product development Developed MARKS marketing system Sept 04 Built individual usage-based interest rate system Nov 04 Risk management established Introduced IBIS new customer screening system Launched on-site issuance for cash advances Mar 03 Mar 04 Infrastructure put in place Introduced Clover credit control system Oct 01 Enhance new customer acquisition capability Risk database Put in place profitability database Customer strategy Interest rate strategy Put in place full-line interest rate strategy Product strategy Strength in marketing-based product development

26 Continuously strengthening models for new customer acquisition and a customer development in thousand Acquired no. of new accounts with balances Potential for new co-branded cards % of cardholders with balances by year since joining (FY04 joiners) First year Second year 10 9 Enhanced convenience Large potential for improvement No. of new accounts gained in FY05 v. FY04 UP1.5x Internet-based rapid solicitation system FY02 FY03 FY04 FY05 Aiming to gain 160,000 cardmembers in FY06

27 Internet marketing and interest rate differentiation are boosting g business volumes Expansion in card loans Internet Tackling new product development High Internet-only cards Mobile, toll-free numbers Diversification of marketing, image-based strategy Profitability Existing customer base Unit: millions of Yen in thousand Expansion of targetted new customers Active a/cs at term-end 82,000 a/cs End-Feb 06 balance 28,900mn Feb,05 Aug,05 Feb,06 Low Risk High Medium~Low rates high credit limits Aiming to develop new For-Life Card provisional name

28 Strengthening and expanding our targeting of growth areas [Consumer loans] [Diversified credit] Area for future expansion [Small business loans] Credit guarantee business Partnership loans [Differentiated interest rates] Established business areas Internet banking [Partnerships] 24-hr, 365 day real-time remittances etc [Number of outlets] Cards with improved internet & mobile payment capabilities [Usability] [Internet, mobile]

29 Risk management Holding down YoY growth in new arrears YoY growth in credit assets and new arrears YoY growth in credit assets YoY growth in new arrears 1H 04 2H 04 1H 05 2H 05

30 Using established debt recovery capabilities to hold down credit arrears YoY growth in credit arrears balance and debt recoveries YoY growth in debt recoveries YoY growth in credit arrears balance Aug, 04 Feb, 05 Aug, 05 Feb, 06

31 3. Card-based Membership Business Business concept Building a Customer Value Chain Supporting cardmembers lives CVC business model OMC Card Member Life stage Student Finding job Products & Services CVC Car-related Education Health-related Financial CVC Fashion/beauty Housing Securities brokerage business Started Aug. 05 Shopping/restaurants Communications Insurance agency Develop walk-in insurance shops Started Mar. 06 Partner cos. at end-feb cos. Marriage Family Mature years Silver Offer lifetime value in response to cardmember needs mn CVC transaction volume YOY +39.6% Alliance Partners

32 Expanding asset accumulation businesses Strengthening and expanding our targeting of growth areas Securities brokerage business started Aug. 05 Development of insurance shops started Mar. 06 Detailed response to customers Strengths in Consulting& Promotion Web site No. of a/cs at term-end A company B company Asset management services dept. No. of a/cs Base for comprehensive financial services Expansion of new partnerships to fill out product range End-FY06 aiming for 11,000 a/cs 5 shops in first term 100 shops in 3 years

33 Vision for the future Untiring pursuit of cardholder satisfaction ~CVC business to enter er new phase~ Products & Services CVC Products & Services CVC Build partnership model platform Financial CVC Expansion in insurance agency business Use DBM Deepen Products & Services CVC Establish one-to-one marketing Financial CVC New Establish platform for asset accumulation business Entry into securities brokerage business Develop walk-in insurance shops Establish new businesses Aim for ever-greater originality Expand array of communication methods Best match for cardholder needs Expand array of partner companies, services & products Financial CVC Expand asset accumulation business Add more business partners Expand sales locations Enhance consulting capabilities

34 Third-party Card Processing Business Business vision Improve efficiency through economies of scale, aiming to establish competitive advantage Phase 1. Develop fee businesses Take on outsourced functions Full processing No. of partner cos. at end-feb cos. +52 YoY [Processing] Credit checking Call centers Monitoring Accounts & admin Credit recovery Phase 2. Aim to build joint industry infrastructure OMC Platform Customer analysis system Risk management system Contact center systems Core credit systems [IT]

35 Industry realignment begins, with amalgamations of retailer cards To achieve business partnership with Marui Co., Ltd. Step 1. Take on credit management and customer enquiries functions by issuing Epos Card Step 2. Strategic business partnership in overall card business Step 3. Set up preparatory committee to establish retailer alliance

36

37 Main operating indicators Annual Target: 1,800,000 New Applications Year-end Target: 8,600,000 Cardholders

38 P/L target for Fiscal February, 2007 Feb forecast Change vs. Feb (amount) Unit: billions of Yen Change vs. Feb (base:100%) Transaction volume Operating revenues Ordinary income Net income

39 Main indicators for Fiscal February, 2007 Feb results Feb forecast ROA Stockholders equity ratio ROE Ordinary income per operating revenue

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