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©GO Inc. 1 Presentation Material for FY 5/2027 1Q GO Inc. (TSE: 581A) October 15th, 2026
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©GO Inc. 2 Executive Summary Presentation Highlights Achieved net sales of ¥12,243 million (+27.8% YoY), and Adjusted EBITDA of ¥3,365 million(1) (+71.2% YoY) • Net sales and profits progressed as planned, supported by strong revenue growth of +41.8% YoY in e-hailing services. ARPR* reached ¥191 (2), with Total Rides expanding to 32.16 million • ARPR rose to ¥191(2) (+29.1% YoY) (3) and Total Rides scaled to 32 million (+9.8% YoY), driving top-line growth. • E-hailing penetration(4) improved to 30.0% (+2.0pt YoY). Agreed on a strategic partnership with Waymo and Nihon Kotsu, aiming to launch Fully Autonomous Taxis operations in 2027 • Agreed on a strategic partnership with Waymo and Nihon Kotsu to commercialize Japan's first Level 4 autonomous taxi (fully autonomous driving under specific conditions) service in Tokyo in 2027. • After obtaining the necessary permits and licenses, we aim to gradually operate around 100 self-driving taxis in 2027. (1) Adjusted EBITDA = Operating profit + Depreciation + Amortization of goodwill + Share-based payment expenses + Autonomous driving expenses (2) ARPR (Average Revenue Per Ride) is calculated by dividing the revenue from e-hailing services by the number of Total Rides. (3) ARPR in the quarterly accounting period. (4) The proportion of rides completed through the GO app versus the total rides completed by partner taxi operators in the 10 major cities (Hokkaido, Tokyo, Kanagawa, Saitama, Chiba, Aichi, Osaka, Kyoto, Hyogo, and Fukuoka). * ARPR stands for "Average Revenue Per Ride," and refers to the average revenue per ride.
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©GO Inc. 3 Executive Summary Autonomous Driving: Strategic Partnership Agreed toward Commercialization Key Roles of Each Partner Building on steady progress in public - road testing, GO, Waymo and Nihon Kotsu have agreed on a strategic partnership to commercialize autonomous taxis in Tokyo. We aim to launch Japan’s first Level 4 autonomous taxi service (fully autonomous driving under specific conditions) in 2027, gradually scaling to around 100 vehicles. Yasuharu Wakabayashi President, Nihon Kotsu Co., Ltd. Tekedra Mawakana Co - Chief Executive Officer, Waymo LLC Hiroshi Nakajima President, GO Inc. Ichiro Kawanabe Chairman of the Japan Federation of Hire-Taxi Associations (Director, Nihon Kotsu Co., Ltd. /Chairman, GO Inc.) Drives the seamless integration of Waymo's technology across domestic taxi fleets and the taxi - hailing ecosystem, while making rides available via the GO app. Delivers a premier autonomous ride - hailing experience built on industry - leading safety and technology. Supports partners with operational frameworks and fleet management software. As Tokyo's premier taxi operator, leads on - the - ground fleet management and depot operations with trusted local oversight and service quality.
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©GO Inc. 4 Update on the Growth Strategy
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©GO Inc. 5 Executive Summary Autonomous Driving: Growth Driven by Business Expansion Key Focus Areas Going Forward Impact on Financial Performance Expanding Autonomous Taxi Fleet Following the commercialization of autonomous taxis, we will accelerate growth investments to expand our fleet size and service areas, aiming to scale up operations. This operational scaling is expected to drive increases in Total Rides (e-hailing penetration) and ARPR(1). 1 ✓ Increase in Total Rides (e-hailing penetration) ✓ Increase in ARPR(1) Human-Driven Taxi Autonomous Taxi Hailing channel Since autonomous taxis can, as a general rule, only be dispatched via the app, we look forward to a continuous increase in e-hailing penetration. Aim to increase ARPR by delivering new mobility experiences through the expansion of our roles and functions. Expanding Service Area2 (1) ARPR(Average Revenue Per Ride) is calculated by dividing the revenue from e-hailing services by the number of Total Rides. (2) These conceptual images were generated using AI technology and do not represent actual services, locations, or vehicles.
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Index 1 FY 5/2027 1Q Financial Results 2 FY 5/2027 Financial Forecast 3 Appendix: Our Growth Strategy 4 Appendix: Company Profile 5 Appendix: Other
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©GO Inc. 7 FY 5/2027 1Q Financial Results 1 140 148 191 2,366 2,930 3,216 11,544 9,632 Operating profit Adjusted EBITDA(1) Net sales First Quarter Financial Results Summary 12,243 Million YoY +27.8% 3,365 Million YoY +71.2% 2,476 Million YoY +29.6% 3,042 Million YoY +92.8% 32.16 mn Total Rides 191 JPY ARPR(2) (JPY) FY 5/25 1Q FY 5/26 1Q FY 5/27 1Q FY 5/25 FY 5/26 FY 5/27 1Q (1) Adjusted EBITDA = Operating profit + Depreciation + Amortization of goodwill + Share-based payment expenses + Autonomous driving expenses (2) ARPR (Average Revenue Per Ride) is calculated by dividing the revenue from e-hailing services by the number of Total Rides. Profit attributable to owners of parent Unit: 10,000
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©GO Inc. 8 FY 5/2027 1Q Financial Results 1 Consolidated Statement of Income (JPY in MM) FY 5/25 1Q FY 5/26 1Q FY 5/27 1Q YoY Net sales 7,487 9,582 12,243 +27.8% E-hailing services 3,303 4,341 6,156 +41.8% Taxi-related services 3,217 3,922 5,257 +34.0% Incubation business 966 1,318 829 (37.1%) Gross profit 3,651 5,194 6,887 +32.6% Gross profit margin 48.8% 54.2 ％ 56.3% +2.1pt Adjusted SG&A expenses(1) 3,124 3,229 3,521 +9.0% Adjusted EBITDA(2) 527 1,965 3,365 +71.2% Adjusted EBITDA margin 7.0% 20.5 ％ 27.5% +7.0pt Operating profit 480 1,577 3,042 +92.8% Profit attributable to owners of parent 232 1,911 2,476 +29.6% Net profit margin 3.1% 19.9% 20.2 ％ +0.3pt (1) SG&A expenses excluding depreciation, amortization of goodwill, share-based payment expenses, and autonomous driving expenses. (2) Adjusted EBITDA = operating profit + depreciation + amortization of goodwill + share-based payment expenses + autonomous driving expenses
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©GO Inc. 9 FY 5/2027 1Q Financial Results 1 527 872 1,394 589 1,965 2,188 2,540 1,872 3,365 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q Adjusted EBITDA Adjusted EBITDA margin 20.5% 27.5% Quarterly Trends: Net Sales & Adjusted EBITDA 3,303 3,097 3,226 3,953 4,341 4,546 5,153 5,525 6,156 3,217 3,434 3,655 3,367 3,922 4,309 4,941 5,041 5,257 966 1,028 995 1,188 1,318 800 761 783 829 7,487 7,559 7,877 8,510 9,582 9,656 10,856 11,350 12,243 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q E-hailing services Taxi-related services Incubation business Net sales Net sales for the first quarter alone stood at ¥12,243 million (+27.8% YoY). E-hailing services generated ¥6,156 million (+41.8% YoY), continuing to drive overall growth. Adjusted EBITDA(1) also increased alongside the growth in net sales, reaching ¥3,365 million (+71.2% YoY). FY 5/25 FY 5/26 (JPY in MM) Adjusted EBITDA(1) / Adjusted EBITDA margin FY 5/25 FY 5/26 FY 5/27 (JPY in MM) (1) Adjusted EBITDA = operating profit + depreciation + amortization of goodwill + share-based payment expenses + autonomous driving expenses FY 5/27 YoY +27.8%
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©GO Inc. 10 FY 5/2027 1Q Financial Results 1 Quarterly Trends: Cost & Expense 3,835 3,827 3,694 3,842 4,387 4,585 5,015 5,044 5,356 45.8% 43.7% 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 1,375 1,157 1,136 2,274 1,469 1,280 1,529 2,591 1,677 1,749 1,703 1,653 1,804 1,760 1,601 1,770 1,841 1,843 33.7% 28.8% 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q Cost of sales Adjusted SG&A expenses(1) While net sales grew alongside the expansion of business scale, both the cost of sales ratio and the Adjusted SG&A expense ratio declined. FY 5/25 FY 5/26 FY 5/27 FY 5/25 FY 5/26 FY 5/27 (JPY in MM) (JPY in MM) Cost of sales Marketing cost Other costs (1) SG&A expenses excluding depreciation, amortization of goodwill, share-based payment expenses, and autonomous driving expenses. Adjusted SG&A expense ratioCost of sales ratio
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©GO Inc. 11 FY 5/2027 1Q Financial Results 1 Quarterly Trends: ARPR & Total Rides 140 135 134 154 148 162 178 189 191 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2,366 2,290 2,406 2,570 2,930 2,805 2,892 2,918 3,216 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q ARPR(1) Total Rides Our key performance metrics, ARPR and Total Rides, both continued to demonstrate steady upward growth. While there was a demand boost from the severe heat last year, weather factors had an impact this quarter—such as fewer days of intense heat in some regions—yet both metrics progressed in line with company forecasts. (Unit: 10,000)(Unit: JPY) YoY +29.1% FY 5/25 FY 5/26 FY 5/27 FY 5/25 FY 5/26 FY 5/27 YoY +9.8% (1) ARPR (Average Revenue Per Ride) is calculated by dividing the revenue from e-hailing services by the number of Total Rides..
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©GO Inc. 12 FY 5/2027 1Q Financial Results 1 Quarterly Trends: e-hailing Penetration & MAU 842 774 808 834 945 910 952 932 1,028 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q Monthly Active Users (MAU)(2) (3) 25.1% 24.6% 25.9% 26.4% 28.0% 27.8% 29.1% 28.6% 30.0% 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q E-hailing penetration in 10 major cities(1) E - hailing penetration continued its steady rise. Like Total Rides, MAU was partly affected by weather but remained solid. (Unit: 10,000) (1) The proportion of rides completed through the GO app versus the total rides completed by partner taxi operators in the 10 major cities (Hokkaido, Tokyo, Kanagawa, Saitama, Chiba, Aichi, Osaka, Kyoto, Hyogo, and Fukuoka). (2) MAU stands for Monthly Active Users. (3) Quarterly total of monthly active users (MAU) for each month. YoY +2.0pt FY 5/25 FY 5/26 FY 5/27 YoY +8.8% FY 5/25 FY 5/26 FY 5/27
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©GO Inc. 13 FY 5/2027 1Q Financial Results 1 FY 5/25 FY 5/26 FY 5/27 1Q Current liabilities 36,901 47,329 48,506 Accounts payable – other(2) 29,886 39,561 41,334 Non-current liabilities 2,623 1,294 1,121 Total liabilities 39,524 48,624 49,628 Net assets 17,548 27,846 37,740 Share capital 100 100 3,779 Retained earnings (5,491) 3,346 5,823 Total liabilities and net assets 57,073 76,471 87,368 Consolidated Balance Sheet Net assets increased to ¥37,740 million due to an increase in retained earnings resulting from the accumulation of net income for the current period, and a third-party allocation of shares through over-allotment. FY 5/25 FY 5/26 FY 5/27 1Q Current assets 53,908 68,625 79,397 Cash and deposits 25,148 34,584 43,594 Accounts receivable - other(1) 20,599 26,456 27,886 Non-current assets 3,165 7,846 7,971 Intangible assets 1,328 1,792 1,853 Investments and other assets 1,519 5,778 5,835 Deferred tax assets 1,234 4,655 4,672 Total assets 57,073 76,471 87,368 (JPY in MM) (1) The portion of the amount paid by the user that is the taxi fare. Although it constitutes a receivable from the payment processing company, it is recorded in the "Accounts Receivable—Other" account because it does not qualify as GO's own revenue. (2) Taxi fares payable to taxi operators. Although this constitutes a liability to the taxi operators, it is recorded in the "Accounts payable - other" account because it does not arise from GO's own sales.
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Index 1 FY 5/2027 1Q Financial Results 2 FY 5/2027 Financial Forecast 3 Appendix: Our Growth Strategy 4 Appendix: Company Profile 5 Appendix: Other
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©GO Inc. 15 FY 5/2027 Financial Forecast 2 FY 5/27 1Q Result FY 5/27 Full - year Forecast Progress rate Net sales 12,243 48,500 25.2% E-hailing services 6,156 25,000 24.6% Taxi-related services 5,257 20,400 25.8% Incubation business 829 3,000 27.7% Adjusted EBITDA(1) 3,365 14,400 23.4 ％ Adjusted EBITDA margin 27.5% 29.7 ％ - Operating profit 3,042 13,000 23.4% Profit attributable to owners of parent 2,476 11,200 22.1% Net profit margin 20.2% 23.1% - Financial Forecasts(No change) (1) Adjusted EBITDA = operating profit + depreciation + amortization of goodwill + share-based payment expenses + autonomous driving expenses First-quarter results are in line with company plans, and we are making steady progress toward achieving our Full-year Financial Forecasts.
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©GO Inc. 16 FY 5/2027 Financial Forecast 2 Capital Allocation Policy Growth Investment Business Investment M&A • Aiming to Maximize Total Shareholder Return (TSR). • Regarding shareholder returns, we will consider them flexibly, taking into account the market environment, financial condition, and business performance. • Ensure financial soundness and investment capacity through optimal financial management, including the use of borrowing. Our current priority is growth investment to expand our business. On the other hand, we are taking a flexible stance on shareholder returns as a future option, and we will continue to value dialogue with the market and investors. Shareholder Returns Share Buybacks Dividends Profits
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Index 1 FY 5/2027 1Q Financial Results 2 FY 5/2027 Financial Forecast 3 Appendix: Our Growth Strategy 4 Appendix: Company Profile 5 Appendix: Other
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©GO Inc. 18 Appendix: Our Growth Strategy 3 Market Environment: Japan’s Taxi Industry Legal regulations on the number of taxis ・ Taxi fleet sizes are effectively capped in many metropolitan areas. Legal regulations on taxi fares ・ Changes to fares require approval from the Ministry of Land, Infrastructure, Transport and Tourism. Total: 16,646 operators Breakdown of # of taxi operators by fleet size (1) 10 台まで≤10 vehicles 71% ≤30 vehicles 15% ≤50 vehicles 6% ≤100 vehicles 5% 101+ vehicles 3% 100% 84% 15% 1% Sales Labor costs Other costs Operating profit Illustrative profit structure of taxi operators in Japan (2) (1) Source: Hire Taxi Nenkan 2025. Percentage of companies belonging to each category as of the end of March 2024. (2) Source: Arthur D Little Japan “Analysis of Mobility Services” as of April 2019 Japan's taxi industry is a government-licensed business classified as a form of public transportation, comprising numerous operators across the country.
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©GO Inc. 19 Appendix: Our Growth Strategy 3 ©GO Inc. 19 64% Coverage rate of GO’s partner in the major 3 cities ( 1 ) Extensive partner fleet 70 % Usage rate of the taxi app "GO"(2) Solid user base (1) Coverage rate for Tokyo, Osaka, and Kanagawa combined. Calculated as the ratio of the number of devices with the GO app installed (as of March 2025) to the total number of taxis in these three cities, based on data from the Japan Federation of Hire-Taxi Associations’ *TAXI TODAY in Japan 2026* (as of the end of March 2025). Note that the figures have been adjusted to reflect information obtained through inquiries with taxi operators partnered with GO. (2) The usage rate is calculated by dividing the monthly active users (MAU)—defined as users of the taxi app "GO"—by the total MAU of taxi apps in Japan. Data source: SensorTower (as of May 2026). Competitive advantage: Establishing a dominant position in the Japanese taxi market A B C
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©GO Inc. 20 Appendix: Our Growth Strategy 3 Competitive advantage: Coverage in Major Cities (1) The 10 major cities are Tokyo, Osaka, Kanagawa, Hokkaido, Fukuoka, Aichi, Kyoto, Hyogo, Chiba, and Saitama. (2) Source: Hire & Taxi Nenkan 2026 (data from fiscal year 2024). Figures represent the percentage of total domestic taxi trips accounted for by taxi trips within major prefectures. (3) Source: Market coverage in the target regions. Calculated as the ratio of the number of devices with the GO app installed (as of March 2025) to the total number of taxis operating in the target regions, based on data from the Japan Federation of Hire-Taxi Associations' *TAXI TODAY in Japan 2026* (as of the end of March 2025). Figures have been adjusted to reflect information obtained from partner operators at that time. Share of transport frequency (%) Tokyo 27% Kanagawa 8% Osaka 8% Over 72% in 10 major cities Other major prefectures Tokyo, Osaka, Kanagawa Others Share of transport frequency by prefecture(2) Over 70% of the demand for taxis in Japan (in terms of the number of trips) is concentrated in 10 major cities. We have established overwhelming market coverage in these major cities. 60.0% 66.3% 76.7% 49.4% 16,557 11,353 0 10,000 20,000 30,000 東京 大阪 神奈川 その他 60,000 （ unit ） 53,483 Tokyo Osaka Kanagawa Other major prefectures Other business operators GO's coverage rate in 10 major cities (based on the # of affiliated taxis)(3) 39,380
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©GO Inc. 21 Appendix: Our Growth Strategy 3 Competitive advantage: Deep penetration into field operations through the provision of hardware Taxi Operator Supporting digital transformation with GO Terminals and Systems Supporting driver operations via devices and apps • System integration through in-vehicle HW • Operational support • Lower terminal costs by revenue sharing • Digitalizing accounting and daily reports Taxi Driver • Improving operational efficiency through the smooth acceptance of dispatch requests • Simplification of the pick-up and drop-off process • Simplifying operations through cashless payments By deeply engaging with the operations of taxi operators and drivers, we create opportunities for repeat use. We contribute to improving the efficiency of taxi operations by providing our proprietary hardware and software as an integrated solution. Our deep involvement in on-site operations fosters high rates of continued usage.
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©GO Inc. 22 Appendix: Our Growth Strategy 3 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 3 8 10 1 3 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1 4 2020 2021 2022 2023 2024 2025 2026 Competitive advantage: High user recognition 58.0% User awareness of GO in Tokyo(1) 9.6% 5.0% 2.3% 1 2 3 2020 Startup phase after business integration 1 2021 - 2023 Focusing on mass marketing utilizing TV commercials 2 Maintain high user recognition and achieve excellent sales efficiency 2024 - Present3 Through effective mass marketing, we established high brand recognition. Our brand recognition is now firmly established. (1) Based on our company's research (cumulative data up to April 2026). The survey targeted individuals in their 20s to 60s who use taxis at least once a month. A web-based survey was conducted using the survey panel of a marketing research company. The results reflect the taxi- hailing apps that come to mind first.
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©GO Inc. 23 Appendix: Our Growth Strategy 3 Competitive advantage: Expansion of MAU(1) 6/1/21 6/1/22 6/1/23 6/1/24 6/1/25 0.5mm (5/21) 1.3mm (5/22) 2.0mm (5/23) 2.3mm (5/24) 2.8mm (5/25) First-time use by new users Continued use by existing users MAU Trends(1) With a focus on both retaining existing users and acquiring new users, MAU continues to expand. 3.1mm (5/26) (1) MAU stands for Monthly Active Users.
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©GO Inc. 24 Appendix: Our Growth Strategy 3 5/2021 5/2022 5/2023 5/2024 5/2025 5/2026 0% 20% 40% 60% 80% 100% Growth strategy: I. Total ride growth driven by rising e-hailing penetration E-hailing penetration in Japan has been growing, but there is still significant room for further growth. Significant room for further growth Korea(2) (1) Data for FY 5/2021 covers the period from September 2020 onward.The proportion of rides completed through the GO app versus the total rides completed by partner taxi operators in the 10 major cities (Hokkaido, Tokyo, Kanagawa, Saitama, Chiba, Aichi, Osaka, Kyoto, Hyogo, and Fukuoka). (2) Source: Proportion of e-hailing trips out of the number of street-hailing trips and e-hailing trips combined ( Seoul Institute as of 2024 . Its survey was conducted in Nov, 2022) (3) Source: Proportion of e-hailing vehicles within the number of all FHV(for-hire-vehicles) in New York City (Taxi & Limousine Commission as of October 2, 2025. Data as of August 31, 2025 ) (4) Source: Average daily number of ride-hail trips out of all P2P vehicle trips (Data published by Land Transport Authority and it is as of August 25, 2025) US (3) Singapore(4) E-hailing penetration Japan(1) Major overseas cities 10% 14% 19% 23% 28%26%
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©GO Inc. 25 Appendix: Our Growth Strategy 3 Growth strategy: II. Increasing ARPR(1) through the provision of added value Matching fee Driving comprehensive improvements in customer experience quality, including enhanced matching accuracy Optional fee Providing services that meet diverse mobility needs AI-based booking for scheduled vehicle dispatchReservation "GO PREMIUM": Dispatch service using luxury minivansPREMIUM Taxis "GO BUSINESS": Corporate Invoicing ServiceServices for businesses We aim to increase ARPR by improving the customer experience and providing high-value-added services that meet diverse needs. Improvement measures through value-added provision Illustrative ARPR(1) trend (1) ARPR(Average Revenue Per Ride) is calculated by dividing the revenue from e-hailing services by the number of Total Rides. 121 141 169 FY 5/24 FY 5/25 FY 5/26 (JPY)
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©GO Inc. 26 Appendix: Our Growth Strategy 3 Growth strategy: III. Incubation business We are launching new businesses starting with areas that have strong synergies with existing businesses and are highly feasible. Autonomous driving EV charging Logistics Promoting digital transformation in last- mile logistics, delivering goods from the final distribution hub to the customer. Solving the driver shortage problem in the logistics industry. Resolving labor shortages through the introduction of autonomous taxis and deploying them in areas with limited transportation options. "GO Charge": An EV charging service aiming for decarbonization, catering to everything from corporate fleets to individual users.
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Index 1 FY 5/2027 1Q Financial Results 2 FY 5/2027 Financial Forecast 3 Appendix: Our Growth Strategy 4 Appendix: Company Profile 5 Appendix: Other
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©GO Inc. 28 Company name GO Inc. Head office Azabudai Hills Mori JP Tower, 23rd Floor, 3-1, Azabudai 1-chome, Minato-ku, Tokyo, Japan Founded August 1977 Business integration April 2020 (Company name changed to Mobility Technologies Co., Ltd.) Company name change date April 2023 (Company name changed to GO Inc.) Employees Approx. 600 people, as of June 2026 Group companies IRIS Inc. Aino Taxi Ticket Corporation MOMOA Inc. GO Drive Inc. GO Job Inc. About us
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©GO Inc. 29 Mission Mobility for Empowerment Vision z Driving Japan Forward
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©GO Inc. 30 Appendix: Company Profile 4 Payment In-taxi ads Terminal Logistics Autonomous driving Corporate Taxi Service GO app GO Business Others Our Business Luxury Taxi ©GO Inc. 30
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©GO Inc. 31 Appendix: Company Profile 4 Corporate History Sep. 2020 Launched taxi e-hailing app "GO" Apr. 2018 Launched "Takubell" We launched Japan's first e-hailing application in 2011, evolving into the current structure through a business integration in April 2020. And we listed on the Growth Market of the Tokyo Stock Exchange on June 16, 2026. Dec. 2024 Formed a strategic partnership with Waymo LLC and Nihon Kotsu Co., Ltd. for autonomous driving testing Oct. 2025 "GO" achieved full coverage across all 47 prefectures in Japan Jan. 2011 Launched Japan's first taxi e- hailing app, "Nihon Kotsu Taxi Dispatch" Apr. 2020: Completed business integration Jun. 2026 Listed on the Growth Market of the Tokyo Stock Exchange
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©GO Inc. 32 Appendix: Company Profile 4 Directors Representative Director & Chairman Ichiro Kawanabe After working at a consulting firm, Mr. Nakajima joined DeNA Co., Ltd. He was appointed Executive Officer in 2009, took charge of the automotive business in 2015, and became Senior Executive Officer in 2019. He has served as Representative Director and President of GO Inc. since April 2020. Kiyoyuki Kuwabara Mr. Kuwabara started his career at Andersen Consulting (currently Accenture Japan Ltd) and has experience working for Showa Ota & Co. (currently Ernst & Young ShinNihon LLC). He has served as Professor of Graduate School of Economics and Management at Tohoku University and Full -Time Audit and Supervisory Board Member of Hiramatsu Inc. and currently also serves as Representative of Kiyoyuki Kuwabara Accounting and Part - Time Audit and Supervisory Board Member of TOKYO ELECTRON DEVICE LIMITED. Miki Amemiya Kohei Terada Outside Directors (Independent) Representative Director & President Hiroshi Nakajima Ms. Amemiya is a qualified lawyer in Japan and has served as a partner at AZX Professionals Group. She currently also serves as Outside Audit and Supervisory Board Member of ROXX, inc., Committee Member of METI’s Task Force for Creation of New Markets for Startups, Supervisor of Startup Data Standardization Association of Japan and Supervisor of Startup Ecosystem Association Japan. Mr. Terada started his career at Mitsubishi Corporation and has served as Director and President of Warehouse TERRADA, Representative Director & President of Bit-isle Inc. (currently Equinix Japan K.K.). He currently also serves as Director of MarketEnterprise Co., Ltd., Representative Director & President of Warehouse TERRADA, Director of ERIKO HORIKI AND ASSOCIATES, Representative Director & Chairman of CO-WELL Co., LTD., Deputy Representative of Japan Association of Corporate Executives and Chair of the Board of Trustees of The Asian Cultural Council Japan Foundation. Mr. Kawanabe started his career at McKinsey & Company Inc. Japan and has experience working for Nihon Kotsu Co., Ltd. He currently also serves as Chairman of Japan Federation of Hire-Taxi Associations and Director of Nihon Kotsu Co., Ltd.
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Index 1 FY 5/2027 1Q Financial Results 2 FY 5/2027 Financial Forecast 3 Appendix: Our Growth Strategy 4 Appendix: Company Profile 5 Appendix: Other
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©GO Inc. 34 Appendix: Other 5 Business overview Delivering a "faster boarding" taxi experience through advanced AI-powered matching technology Offering a premium travel experience in high-end vans A corporate service that streamlines everything from taxi arrangements to expense reimbursement Payment In-taxi ads Offering a variety of payment methods, including "GO Pay" Providing "TOKYO PRIME," a service that delivers advertisements via tablet-style devices in the taxi GO Charge An EV charging service that handles the search, reservation, and payment for rapid charging spots entirely online Development and operation of taxi-pooling services GO Economy Terminal Providing terminals for taxi drivers, payment terminals, and advertising terminals Autonomous driving Real-world deployment of autonomous taxis Taxi app "GO" GO PREMIUM GO BUSINESS GO Business Other E-hailing services Taxi related services Incubation business 47% 44% 9% We operate a wide range of mobility businesses, including taxi-related services and the incubation business, as well as the e-hailing services. Segment Category As a percentage of net sales(1) Main business (1) Based on full-year results for the FY 5/2026
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©GO Inc. 35 Appendix: Other 5 Executive officers Executive officer Head of IoT Div. Ryosuke Aoki Kazutaka Era Junya Ekawa Takayuki Kurosawa Takuya Sanai Masahiro Sasaki Hitomi Hiramatsu Ryosuke Mori Yuki Nakanishi Tadashi Fujino Executive officer Head of System Development Div. Executive officer Head of GO Application Business Div. Executive officer Head of Product Management Div. Executive officer Head of Strategic Relations & Communications Div. (Group Companies, Alliances) Executive officer Head of Next Generation Business Div. (GX, Autonomous Driving, Logistics) Executive officer Head of External Affairs Div. Executive officer, CFO Head of Corporate Strategy Div. Executive officer Head of Corporate Business Div. (GO BUSINESS, HR recruitment) Executive officer Head of Legal and General Affairs Div.
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©GO Inc. 36 Appendix: Other 5 Consolidated financial performance trends (quarterly accounting period) (JPY in MM) FY 5/25 FY 5/26 FY 5/27 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q Net sales 7,487 7,559 7,877 8,510 9,582 9,656 10,856 11,350 12,243 E-hailing services 3,303 3,097 3,226 3,953 4,341 4,546 5,153 5,525 6,156 Taxi-related services 3,217 3,434 3,655 3,367 3,922 4,309 4,941 5,041 5,257 Incubation business 966 1,028 995 1,188 1,318 800 761 783 829 Gross profit 3,651 3,732 4,183 4,667 5,194 5,070 5,840 6,305 6,887 Gross profit margin 48.8% 49.4% 53.1% 54.8% 54.2 ％ 52.5% 53.8% 55.6% 56.3% SG&A expenses 3,171 2,941 2,934 4,460 3,617 3,306 3,690 4,755 3,845 Adjusted SG&A expenses(1) 3,124 2,860 2,789 4,078 3,229 2,881 3,300 4,433 3,521 Adjusted EBITDA(2) 527 872 1,394 589 1,965 2,188 2,540 1,872 3,365 Adjusted EBITDA margin 7.0% 11.5% 17.7% 6.9% 20.5 ％ 22.7% 23.4% 16.5% 27.5% Operating profit 480 791 1,249 206 1,577 1,764 2,149 1,550 3,042 Profit attributable to owners of parent 232 509 940 318 1,911 2,031 1,883 3,012 2,476 (1) SG&A expenses excluding depreciation, amortization of goodwill, share-based payment expenses, and autonomous driving expenses. (2) Adjusted EBITDA = operating profit + depreciation + amortization of goodwill + share-based payment expenses + autonomous driving expenses
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©GO Inc. 37 Appendix: Other 5 FY 5/25 1Q FY 5/26 1Q FY 5/27 1Q YoY Operating profit 480 1,577 3,042 +92.8% Add: Depreciation 46 82 122 +48.3% Add: Amortization of goodwill 0 2 3 +50.0% EBITDA 527 1,662 3,168 +90.6% Add: Share-based payment expenses 0 80 69 (14.1%) Add: Autonomous driving expenses(1) 0 221 127 (42.5%) Adjusted EBITDA 527 1,965 3,365 +71.2% Reconciliation items for EBITDA and Adjusted EBITDA (JPY in MM) Driven by an increase in operating profit resulting from higher revenue, both EBITDA and Adjusted EBITDA have shown high YoY growth rates. (1) The portion of all costs incurred during the autonomous driving PoC that was borne by us.
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©GO Inc. 38 Appendix: Other 5 FY 5/24 FY 5/25 FY 5/26 Medium-term financial model Gross profit margin 44.4% 51.6% 54.1% Around 60% Marketing expenses 23.3% 18.9% 16.6% Around 10% Adjusted SG&A expenses(1) (excluding marketing expenses) 27.9% 22.0% 16.8% Around 15% Adjusted EBITDA margin (6.8%) 10.8% 20.7% Around 35% Financial model With the initial phase of large-scale marketing investment complete, we have shifted to a financial model that benefits from operating leverage. Note that this financial model is based on current assumptions and is subject to change depending on future business developments or portfolio adjustments. (1) SG&A expenses excluding depreciation, amortization of goodwill, share-based payment expenses, and autonomous driving expenses.
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©GO Inc. 39 Appendix: Other 5 (5) 5 10 15 20 25 300.5 1.0 1.5 3.02.0 2.5 Market Environment: Positioning of the Taxi Market within Major Modes of Transportation Average fare per trip (JPY) (1) Source: Japan Federation of Hire-Taxi Associations. Average revenue (fare) per paid trip is calculated by dividing annual operating revenue by the total annual number of paid trips (number of operations). Figures are as of the end of March 2024. (2) Source: Japan Bus Association. The average fare per trip is calculated by dividing annual operating revenue by the annual number of passengers. Figures are as of the end of March 2023. (3) Source: Statistics Bureau, Ministry of Internal Affairs and Communications. The average fare per trip is calculated by dividing total annual passenger fare revenue by the annual number of passengers. Figures are as of the end of March 2022. ➢ Japan has a highly developed, dense railway network that handles an overwhelming volume of passengers, yet average fares remain relatively low. ➢ Taxis have a higher average fare per ride and represent a larger market than buses. ➢ Taxis are positioned as a flexible, premium mode of transportation that complements public transport and provides direct pick-up and drop- off to destinations according to the user's needs. Comparison of average fare per trip and annual passenger volume across major modes of transport # of passengers by mode of transport (billions of people) Market size (JPY in bn) Taxi(1) Bus(2) Train(3) Unlike other countries, Japan possesses a well-developed public transportation network comprising railways and buses; while railways handle mass transit, the taxi sector has established a market driven by high per-trip fares. 1,240 673 4,233
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©GO Inc. 40 Appendix: Other 5 Competitive advantage: The Virtuous Cycle Created by Advantage 64 % Usage rate of the taxi app "GO"(2) Overwhelming coverage rate in the three major cities(1) Let's use GO, which has many users and can efficiently acquire customers. Our supply-side advantage—being able to hail a taxi right away—drives demand, with each strength reinforcing the other in a virtuous cycle. App user Taxi Operator 70 % Let's use GO to quickly arrange a ride. (1) Coverage rate for Tokyo, Osaka, and Kanagawa combined. Calculated as the ratio of the number of devices with the GO app installed (as of March 2025) to the total number of taxis in these three cities, based on data from the Japan Federation of Hire-Taxi Associations’ *TAXI TODAY in Japan 2026* (as of the end of March 2025). Note that the figures have been adjusted to reflect information obtained through inquiries with taxi operators partnered with GO. (2) The usage rate is calculated by dividing the monthly active users (MAU)—defined as users of the taxi app "GO"—by the total MAU of taxi apps in Japan. Data source: SensorTower (as of May 2026).
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©GO Inc. 41 Disclaimer This presentation contains "forward-looking statements," such as GO Inc. (the “Company”)’s plans and earnings forecasts. This presentation is based on the economic, regulatory, market and other conditions as in effect on the date hereof, and the Company does not guarantee that this information is accurate or complete. Subsequent developments may affect the information contained in this presentation, and the Company is not under any obligation to update, revise or affirm the information herein based on events or circumstances after the date hereof. This presentation contains indicators that are not based on generally accepted accounting principles (hereinafter referred to as "Non-GAAP performance measures"). These Non-GAAP performance measures are not comparable to financial figures under Japanese accounting standards. Furthermore, these figures are not intended to replace other financial indicators, so please refer to them with an understanding of the characteristics of each indicator. The information regarding third parties other than the Company included in this presentation is quoted from publicly available information and other sources. The Company has not verified the accuracy or appropriateness of such information and does not guarantee its completeness.
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©GO Inc. 42 ©GO Inc. 文章・画像等の無断転載および複製などの行為はご遠慮ください。 ※ 記載されている会社名や商品名等は、各社の商標又は登録商標です。 ( 出願中含む )