FY2025.3 Financial Results and FY2026.3 Management Strategy

from the beginning

FY2025.3 Financial Results and FY2026.3 Management Strategy Explanatory Materials

• Table of Contents

I. Formulation of New Group Management Vision

• Formulation of New Group Management Vision

II. Medium-to-long-term Direction

• Direction of business management based on the two pillars

• Safety-related incidents and countermeasures

• Key Mobility Measures (Safe and stable transportation, technological renovation)

• Key Mobility Measures (Expantion of railway network)

• Key Mobility Measures (Fares and charges)

• Key Life-style Solutions Measures (Town Development)

• Key Life-style Solutions Measures (Real estate rotation)

• Key Life-style Solutions Measures (Create Value through integration and collaboration）

• Key Life-style Solutions Measures (Suica Renaissance)

• Capture inbound demand

• Lead society with technology and skills

• Use of cash (Capital investments)

• Use of cash (Shareholder returns)

III.FY2025.3 Financial Results

• Highlights of FY2025.3 Financial Results

• FY2025.3 Financial Results (consolidated) : Changes in Operating Income

• Statements of Income (consolidated)

• Transportation

• Transportation(Relevant Indicators)

• Retail & Services

• Real Estate & Hotels

• Real Estate & Hotels (Relevant Indicators)

• Others

• Balance Sheets (consolidated)

• Summary of Cash Flows (consolidated)

• Interest-bearing debt (consolidated), Capital Expenditures (consolidated),Key Indicators (consolidated)

• Statements of Income (non-consolidated)

• Balance Sheets (non-consolidated)

• Traffic Volume and Passenger Revenues

• Retail & Services / Real Estate & Hotels / Others

IV. FY2026.3 Management Strategy

• Highlights of FY2026.3 Financial Forecast

• FY2026.3 Changes in Operating Income (consolidated) (forecast)

• FY2026.3 Forecast (by segment)

• Transportation (Segment policy and KPI)

• Transportation (Strategy by business)

• Retail & Services (Segment policy and KPI)

• Retail & Services (Strategy by business)

• Real Estate & Hotels (Segment policy and KPI)

• Real Estate & Hotels (Strategy by business)

• Others (Strategy and KPI for each business)

• Others (Strategy and KPI for each business)

• Foundation for growth (Strategy and KPI)

• Foundation for growth (Strategy and KPI)

V. Reference Materials

• Action to Implement Management that is Conscious of Cost of Capital and Stock Price

• Current recognition of cost of capital and return on equity

• Current recognition of evaluation from the market

• Action to Implement Managementthat is Conscious of Cost of Capital and Stock Price

• SpecificAction to Implement Managementthat is Conscious of Cost of Capital and Stock Price (1)

• SpecificAction to Implement Managementthat is Conscious of Cost of Capital and Stock Price (2)

• Second Half of FY2025.3 Results of Dialogue with Shareholders and Investors

• Major areas of interest of shareholders and investors

• Feedback to management, the Board of Directors and employees/Actions taken based on past dialogue and feedback/Actions for enhancement of dialogue with shareholders and investors in FY2026.3

• Traffic Volume and Passenger revenues / Major expenses (non-consolidated)- FY2026.3 Plans

• Progress in the Revision of Railway Fares and Charges Systems

• Status of discussion on regarding local lines

• Operation cost* reduction in railway business

• TAKANAWA GATEWAY CITY

• OIMACHI TRACKS

• Major Capital Expenditures in Mobility

• Future major development projects for Life-style solution

• Future major development projects for Life-style solution

• Change in Capital Expenditures (consolidated)

• Change in Interest-bearing Debt Balance (consolidated)

• Fund-Raising

• Key Financial Indicators

• Interest-bearing Debt Breakdown and Maturity Outlook

• Sustainability

• Initiatives, Certifications, etc.

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