/s/ Masataka Yamada

Member of the Board of Directors

Senior Managing Executive Officer

Chief Financial Officer and Chief Strategy Officer

Responsible for Corporate Strategy and Management Unit

ORIX Corporation

Basic Views on Corporate Governance, Capital Structure, Corporate Profile and Other Information

Basic Views

ORIX review listed shares held as investment securities for purposes other than pure investment by comprehensively examining their necessity in light of our business strategy and business activities, including the maintenance or strengthening of business relationships, as well as by comparing the benefits and risks associated with such holdings with the cost of capital. Shares that are deemed to have a diminished rationale for holding will be reduced, including through sale, taking into account the circumstances of the respective companies.

The rationale for holding is reviewed once a year for each individual shareholding by the Executive Committee, whose members include the Group CEO as the Representative Executive Officer, and is reported to the Board of Directors.

We determine how to exercise voting rights on a proposal-by-proposal basis, and no uniform policy has been established in advance.

ORIX has established internal rules that in principle prohibit transactions by directors and executive officers with the company and its subsidiaries and takes measures to inform personnel about these rules and enforce them. Internal rules also provide that in cases where ORIX engages in certain transactions with a company at which an ORIX director or executive officer also serves as a director or executive with representative authority, a prior report must be made to the relevant division and prior approval must be obtained from the Board of Directors, and ORIX takes measures to inform personnel about these rules and enforce them. When transactions are conducted with the approval of the Board of Directors, the details are reported to the Board and systems are in place to monitor and ensure that those transactions will not give rise to concerns regarding harm to the interests of the company or its shareholders.

The Board of Directors is responsible for overseeing sustainability-related risks and opportunities across the ORIX Group. The Board receives regular reports from the Sustainability Committee and other relevant bodies, approves sustainability-related policies, and overseas progress toward material issues and key goals, providing guidance as necessary. As indicated in the skills matrix on page 54 of the Integrated Report 2025, the Board includes directors with extensive experience in ESG matters and provides appropriate oversight. In addition, the Audit Committee receives reports from the responsible departments and the internal audit function regarding status of sustainability risk management and compliance with disclosure regulations, and reviews the status of such matters.

All key sustainability goals are subject to compliance with local law. If any of the above goals may be unlawful, the targets do not apply.

Ratio of female employees

Ratio of female in managerial positions

Ratio of mid-career recruits

Ratio of mid-career recruits in managerial positions

Ratio of foreign national employees

Ratio of foreign national employees in managerial positions

The 8 Group Companies in Japan (ORIX Corporation, ORIX Auto Corporation, ORIX Rentec Corporation, ORIX Real Estate Corporation, ORIX Eco Services Corporation, ORIX Life Insurance Corporation, ORIX Bank Corporation and ORIX Computer Systems Corporation) jointly operate as part of the ORIX Group’s personnel strategy and personnel systems. (The total number of employees at these 8 companies as of March 31, 2026, was 10,232.)

ORIX has established an Asset Management Committee chaired by the Group CFO and composed of the officers responsible for the finance, accounting, and personnel as members.

Matters concerning asset management policies and policy-based asset composition allocations are investigated by the Asset Management Committee and determined by the Representative Counsel. The financial status of the pension fund is sound and excessive risks have not been taken in asset management. Management policies emphasize curtailing decreases in value. In principle, the policy-based asset composition allocation is determined at the time of financial recalculation, which is performed every five years, and is verified annually and reviewed as necessary.

All service providers to whom management of the fund has been outsourced have accepted the Japanese version of the Stewardship Code. The fund holds quarterly management reporting conferences concerning service providers and conducts quantitative analysis. In addition, with respect to qualitative analysis, service providers are required to submit annual written survey responses, and thereby appropriate management is confirmed.

The fund expressed its support for the Asset Owner Principles, recognizing them as valuable in fulfilling our fiduciary duty to manage pension assets in the best interests of our members and beneficiaries. We have formally declared adherence to each of the principles.

Exercise of voting rights concerning ORIX Group shares and investment targets is performed in accordance with the decision-making criteria of management service providers, and there are no matters involving conflicts of interest.

Personnel with appropriate qualifications are assigned to the administrative offices of the fund, and the qualifications of those personnel are enhanced by sending them to outside seminars and other means.

ORIX has established our corporate philosophy, the “ORIX Group Purpose & Culture,” and we have publicly released our target management indicators. The details are released on the ORIX website, in the Integrated Report and our securities reports.

For information on ORIX’s fundamental approach to corporate governance, please refer to I-1. Fundamental Approach, etc. above.

The Compensation Committee formulates policies on the determination of director and executive officer compensation and the details of the compensation of each individual based on those policies. For information concerning the policies on the determination of director and executive officer compensation by the Compensation Committee, see 2. Policy for Determining Compensation of Directors and Executive Officers under II-1. Director and Executive Officer Compensation: Disclosure of Policies on Determination of Compensation Amounts and Methods of Calculation.

The Nominating Committee determines proposed resolutions relating to the appointment and dismissal of directors to be submitted to the annual general meeting of shareholders. For information on policies and procedures relating to the determination of director candidates and screening of executive officers, see 3. Matters Relating to the Three Committees, 1) Nominating Committee under II-2. Matters Relating to Business Execution, Audits and Supervision, Nomination, Compensation Determination, and Other Functions.

For information on the reasons why director candidates were nominated, see the reference information (matters to be resolved) in the Notice of the 63rd Annual General Meeting of Shareholders.

For information on the scope of responsibility delegated by the Board of Directors to the management team, see (2) Matters Relating to the Board of Directors under II-2. Matters Relating to Business Execution, Audits and Supervision, Nomination, Compensation Determination, and Other Functions.

For information on action policies relating to the effective use of independent directors, refer to (2) Action Policies Relating to the Effective Use of Independent Directors under II-1. Independent Directors: Other Matters Relating to Independent Officers.

For information on ORIX’s Conditions for Director Independence, see (1) Status of Independent Directors under II-1. Independent Directors: Other Matters Relating to Independent Officers.

For information on ORIX’s approach concerning the structure of the Board of Directors, see (2) Matters Relating to the Board of Directors under II-2. Matters Relating to Business Execution, Audits and Supervision, Nomination, Compensation Determination, and Other Functions.

For information concerning the status of concurrent positions held by directors, see the directors’ professional experience posted on the ORIX website.

As a part of establishing a further sound and transparent corporate governance system, the Company annually analyzes and evaluates the effectiveness of the Board of Directors meeting to ensure the decision-making by the Board of Directors meeting.

An overview of evaluation of the effectiveness of the Board of Directors for the fiscal year ended March 2026 is as follows.

The Company established and publicly announced its “Long-Term Vision,” the “ORIX Group Growth Strategy 2035” to realize this vision, and a “Medium-Term Business Plan” in May 2025. In addition, the Company implemented changes to its executive management structure, including the appointment of a new Group CEO, effective January 2026. Recognizing these developments as significant turning points in its corporate governance, the Company, in its evaluation for the fiscal year, confirmed matters considered important for ensuring that the Board of Directors and each committee effectively fulfill their expected roles. From a mid- to long-term perspective, particular emphasis was placed on clarifying the ideal composition and functions of the Board of Directors, identifying the required attributes and qualifications of directors, and reviewing the framework for coordination between the Board of Directors and each committee. The Company conducted a questionnaire survey and interviews with all directors, and based on the results, the Board of Directors deliberated on the identified issues. Throughout this series of processes, the Company appointed an external consultant in order to leverage objective and specialized expertise, and entrusted the design of the questionnaire, analysis of the results, as well as the conduct of interviews and preparation of the report.

February 2026: The policy of analyzing and evaluating the effectiveness of the Board of Directors was agreed upon at the Board of Directors.

March to April 2026: The questionnaires were provided and an interview was conducted based on the results of the questionnaire.

May 2026: Reported the result of the analysis and evaluation to the Board of Directors and held discussion about the subject to formulate the action plan.

Composition and operation of the Board of Directors

Corporate strategy and business strategy

Corporate ethics and risk management

Communication with Stakeholders

Measurement of effectiveness of the last year’s action plan

Effectiveness of the Nominating Committee, the Compensation Committee, and the Audit Committee

Enhancing the effectiveness of involvement in strategic decision-making

Evolution of the composition of the Board of Directors through a redefinition of its expected roles

Further facilitating and revitalizing communication between outside directors and management

Enhancing the effectiveness of involvement in strategic decision-making

To ensure the timely sharing of strategies and material matters, including the underlying review and decision-making processes on the management side.

To increase opportunities for explanations by Business Unit COOs as well as the Group CFO, the Group CSO, and the Group CRO, thereby providing multilayered and multifaceted perspectives.

To allocate more time to discussions on key agenda items to ensure sufficient deliberation.

Evolution of the composition of the Board of Directors through a redefinition of its expected roles

To deepen discussions on the roles and responsibilities that the Board of Directors and the three Committees are expected to fulfill as oversight bodies and foster a shared understanding.

To review and refine the information to be shared by the three Committees with the Board of Directors (including scope, frequency, and methods).

To deepen discussions on the skills and experience required of directors, in addition to diversity and independence, to establish a board composition aligned with ORIX’s future direction.

Further facilitating and revitalizing communication between outside directors and management

To create opportunities for flexible and open dialogue between outside directors and management.

To deepen mutual understanding of expectations and effectively leverage the insights and advice of outside directors in management.

When appointed to director and executive officer positions, personnel receive proper explanations from attorneys and others regarding their legal duties and responsibilities and other matters to be complied with as corporate officers, and external training organizations are used as necessary. When outside directors are invited to join the board, orientation is conducted including opportunities to receive individual explanations by the officers such as the officer responsible for the Board of Directors secretariat concerning ORIX’s management strategies, business activities, finances, and other matters. In addition, periodic compliance training is conducted for officers while they are in the office.

ORIX’s top management takes the lead in engaging in quarterly dialogue with key shareholders.

In our FY26.3 2Q results presentation materials, we disclosed that ORIX would “promote enhancement of corporate value with focus on capital costs, aiming for sustained growth in ROE and EPS through IR activities by top management and outside directors”. In November 2023, July 2024, January 2025, and in January 2026, we set up opportunities for some major shareholders to meet with two of our outside directors (on each occasion). We will continue to promote investor engagement with our top management, including outside directors, in FY27.3.

The Group CEO and the Group CFO take the lead in general oversight and promotion of overall dialogue with shareholders.

The officer responsible for Investor Relations Department and Investor Relations Department is responsible for creation of IR materials and for serving as the point of contact for dialogue with shareholders, and will work closely with the Corporate Planning Department, Accounting and Treasury Department, and other entities to perform their duties.

The Group CEO and the Group CFO attend interim earnings and annual earnings briefings and presented the results as well as explained the progress against the medium-term business plan. We ensure fair disclosure to all investors within and outside of Japan by posting our quarterly earnings presentation materials and audio recordings (in both Japanese and English) on the ORIX website on the day of the earnings announcement. We strive to diversify our shareholder base through a variety of means, including holding small group meetings for sell-side analysts and institutional investors, participating in investor conferences hosted by securities companies both within and outside of Japan, visiting overseas investors for meetings, and holding at least one explanation session towards our retail shareholders each year.

Opinions and concerns voiced during conversations with shareholders and in analyst reports are regularly communicated to the Board of Directors by the Group CFO and officer responsible for the Investor Relations Department. This feedback is actively discussed within this forum, including by outside directors.

Board members and executive officers including the Group CEO and those affiliated with the Investor Relations Department possess thorough knowledge regarding management of material non-public information (insider information). In addition, ORIX has a designated quiet period starting from the day after the final day of each quarterly financial period to the day of announcing financial results, so in principle, ORIX refrains from setting up any meetings with investors to discuss results or earnings estimates during this quiet period. ORIX’s Disclosure Committee (comprised of the Group CFO, Global General Counsel, and executives in charge of Compliance and Internal Audit) carries out the necessary operations associated with the timely and appropriate disclosure of information, including management of material non-public information (insider information).

Each year, ORIX engages the services of a third-party vendor to perform a shareholder identification survey. Based on this analysis, we engage in direct dialogue with our actual shareholders both within Japan and abroad.

In FY26.3, dialogue with shareholders was carried out by the Group CEO, and the Group COO, outside directors, officer responsible for the Investor Relations Department, and members of the Investor Relations Department. ORIX maintains two Investor Relations offices – one within Japan (Tokyo) serving as the contact point primarily for Japanese and Asian investors, and one in the US (New York) primarily for speaking with European and US investors. Through its 1998 listing on the New York Stock Exchange (Ticker: IX) and other measures, ORIX has engaged with overseas investors from an early stage, and as a result, the ratio of ‘overseas and other’ shareholders as of end-March 2026 was 47.1%, and they play a major role as buyers and sellers of ORIX stock. In addition, as outlined in [Principle 5-1-2] iii), we disclose our quarterly financial results, presentation materials, and press releases in both Japanese and English.

ORIX engages in quarterly dialogue with sell-side analysts and individuals in a variety of roles at institutional investors with a wide range of investment styles (fund managers, analysts, ESG analysts, and proxy representatives) within and outside of Japan. In the fiscal year ended March 2026, ORIX completed around 600 meetings with investors.

Conversations with investors touch on a variety of themes, including ORIX’s growth strategy, our medium- to long-term earnings outlook and their underlying macro assumptions, issues facing individual segments, recent earnings trends, capital allocation policy including shareholder returns, corporate governance, sustainability promotion efforts, and requests for new information disclosure.

Opinions and concerns voiced during conversations with shareholders and in analyst reports are regularly communicated to the Board of Directors by the Group CFO and officer responsible for the Investor Relations Department. This feedback is actively discussed within this forum, including by Outside Directors. In discussions at the Board of Directors or within the course of business execution, we aim to carry out analysis which considers the share price and cost of capital based on feedback from investors, and make efforts to continually improve corporate value over the medium to long term.

Based on our dialogue with investors and the feedback received regarding revision of our disclosures, we have implemented the following in FY25.3 and FY26.3.

Based on investor demands for disclosures for supplementary segment information, in the FY25.3 Q4 presentation materials, we disclosed not only the total ROE results and target, but also the ROE results and target for FY28.3 in the “3 categories of our portfolio.”

Since our investment pipeline spans a wide variety of sizes and industries, based on investor requests to understand the rough estimate of how long it may take for investment projects to contribute to profits, in our FY25.4 Q4 presentation materials, we have disclosed a matrix which shows both the “size of investment” and “time required to contribute to profits” of our major projects in our investment pipeline.

In FY26.3, we launched an Integrated Report portal on the Group’s website, providing timely disclosure of information useful for investors’ investment decisions, including the ‘Value Creation Story,’ and expanded our initiatives by releasing videos related to our value creation examples. (Link : https://www.orix.co.jp/grp/company/ir/integrated_report/)

We promote enhancement of corporate value with focus on capital costs through IR activities by top management and outside directors.

Over 40% of ORIX shareholders are overseas institutional investors, making it essential to pursue capital policies that appeal to global equity investors. ORIX promotes this through investor relations activities and disclosures in both Japanese and English, as well as by leveraging its NYSE-listed American Depositary Receipts (ADRs).

Historical stock market performance indicates a strong correlation between ORIX’s equity value and ROE . By achieving the ROE target set in the medium-term business plan, we aim to further enhance corporate value.

Improving ROE requires not only business growth but also effective portfolio management. ORIX has developed dashboards that visualize the growth potential, capital profitability, and credit rating impact of each business and asset. Based on this data, we thoroughly consider measures to reduce capital burden, including scaling down or selling low-profitability assets and businesses. Across the three categories of Finance, Operation, and Investments, we will implement specific measures over the next three years to enhance ROE in each area through the fiscal year ending March 2028.

An overview of ORIX’s action to implement management that is conscious of cost of capital and the stock price are disclosed in the materials below.

Capital Structure

Name

The Master Trust Bank of Japan, Ltd. (Trust Account)

Custody Bank of Japan, Ltd. (Trust Account)

STATE STREET BANK AND TRUST COMPANY 505001 (permanent agent: Mizuho Bank, Ltd.)

CITIBANK, N.A.-NY, AS DEPOSITARY BANK FOR DEPOSITARY SHARE HOLDERS (permanent agent: Tokyo Branch, Citibank N.A.)

JP MORGAN CHASE BANK 385642 (permanent agent: Mizuho Bank, Ltd.)

JP MORGAN CHASE BANK 385781 (permanent agent: Mizuho Bank, Ltd.)

BNYM AS AGT/CLTS 10 PERCENT (permanent agent: MUFG Bank, Ltd.)

GOVERNMENT OF NORWAY (permanent agent: Tokyo Branch, Citibank N.A.)

SIX SIS LTD. (permanent agent: MUFG Bank, Ltd.)

THE CHASE MANHATTAN BANK,N.A. LONDONSECS LENDING OMNIBUS ACCOUNT (permanent agent: Mizuho Bank, Ltd.)

Company Information

Guidelines for Measures to Protect Minority Shareholders in Dealing with Controlling Shareholders

Other Special Conditions That Could Potentially Affect ORIX’s Corporate Governance

1) Our views and policies regarding Group management

2) The significance of owning a publicly listed subsidiary based on 1)

3) Policy to secure effective governance structures in publicly listed subsidiary

4) If ORIX has an agreement with Ubiteq related to what should be listed as 1), its details

Status of Business Management Organization and Other Corporate Governance Systems Related to Management Decision-Making, Execution and Supervision

Institutional Composition

Name

Information

Relation to Company (*1)

a

b

c

d

e

f

g

h

i

j

k

Executive for ORIX and/or its subsidiary

Executive and/or a non-executive director of a parent company of ORIX

Executive for a sister company of ORIX

A party of which the major client or supplier is ORIX

Major client or supplier of ORIX or an executive thereof

Consultant, accountant, or legal professional who receives a large sum of monetary consideration or other property from ORIX other than officer compensation

Major shareholder of ORIX (or an executive thereof if the shareholder is a legal entity)

Executive of a client or supplier of ORIX (which does not correspond to d, e or f) (applicable to the executive himself/herself only)

Executive of a company, between which ORIX mutually appoints outside directors (applicable to the executive himself/herself only)

Executive of a company or organization that receives a donation from ORIX (applicable to the executive himself/herself only)

Other

Name

Committee

Independent
Officer

Additional Information

Reason for Appointment

Nominating
Committee

Compensation
Committee

Audit
Committee

Mr. Hiroshi Watanabe satisfies the Conditions for Director Independence determined by the Nominating Committee (see Independent Officers below), and there is no likelihood of a conflict of interests with general shareholders, and therefore, he has been designated an independent officer required by stock exchanges for protection of general shareholders, and stock exchanges have been notified of this designation.

(Concurrent Positions)

Mr. Chikatomo Hodo satisfies the Conditions for Director Independence determined by the Nominating Committee (see Independent Officers below), and there is no likelihood of a conflict of interests with general shareholders, and therefore, he has been designated an independent officer required by stock exchanges for protection of general shareholders, and stock exchanges have been notified of this designation.

(Concurrent Positions)

Mr. Noriyuki Yanagawa satisfies the Conditions for Director Independence determined by the Nominating Committee (see Independent Officers below), and there is no likelihood of a conflict of interests with general shareholders, and therefore, he has been designated an independent officer required by stock exchanges for protection of general shareholders, and stock exchanges have been notified of this designation.

(Concurrent Positions)

Ms. Mami Yunoki satisfies the Conditions for Director Independence determined by the Nominating Committee (see Independent Officers below), and there is no likelihood of a conflict of interests with general shareholders, and therefore, she has been designated an independent officer required by stock exchanges for protection of general shareholders, and stock exchanges have been notified of this designation.

(Concurrent Positions)

Ms. Miwa Seki satisfies the Conditions for Director Independence determined by the Nominating Committee (see Independent Officers below), and there is no likelihood of a conflict of interests with general shareholders, and therefore, she has been designated an independent officer required by stock exchanges for protection of general shareholders, and stock exchanges have been notified of this designation.

(Concurrent Positions)

Ms. Akiko Hosokawa satisfies the Conditions for Director Independence determined by the Nominating Committee (see Independent Officers below), and there is no likelihood of a conflict of interests with general shareholders, and therefore, she has been designated an independent officer required by stock exchanges for protection of general shareholders, and stock exchanges have been notified of this designation.

(Concurrent Positions)

All
Members

Full-Time
Members

Internal Directors

Outside Directors

Chairperson

Name

Representative
Rights

Concurrent Position as Director

Concurrent
Position as
Employee

Nominating
Committee

Compensation
Committee

Status of Independent Officers

No individual may be a principal trading partner*, or an executive officer or employee of a principal trading partner of ORIX Group. If such circumstances existed in the past, 1 year must have passed since that person’s departure from such office or employment.

No individual may directly receive a large amount of compensation (10 million yen or higher in a fiscal year), excluding compensation as a director from ORIX Group in any fiscal year during the current fiscal year and preceding 3 fiscal years. Further, any corporation or other entity in which such individual serves as a consultant, account specialist or legal expert may not receive a large amount of compensation (equivalent to more than the greater of 2% of such entities consolidated total sales (or consolidated total revenues of ORIX Group) or 1 million U.S. dollars) from ORIX Group currently or in the past year.

No individual may be a major shareholder of ORIX (10% or higher of issued shares) or a representative of the interests of a major shareholder.

No individual may have served as an executive officer of a company having a relationship of concurrent directorship* with ORIX in the current fiscal year and preceding 3 fiscal years.

No individual may be a member of the executive board (limited to those who execute business) or be a person executing the business (including an officer, corporate member or employee who executes business of the organization) of any organization (including public interest incorporated associations, public interest incorporated foundations and non-profit corporations) that has received a large amount of donation or financial assistance (annual average of 10 million yen or higher over the past 3 fiscal years) from ORIX Group.

No individual may have served as an independent auditor or an accounting advisor (kaikei san-yo), a certified public accountant (or a tax accountant) or a corporate member, a partner or an employee of an audit firm (or a tax accounting firm) who personally performed the audit work (excluding engagement as a supporting role) for ORIX Group in the current fiscal year and preceding 3 fiscal years.

None of an individual’s family members* may fall under any of the following:

A person who was an executive officer or an important employee of ORIX Group during the past 3 years.

A person who falls under one of the criteria specified in (i) through (iii), (v) and (vi) above; provided, however, that criterion (i) is limited to an executive officer, sentence two of criterion (ii) is limited to a corporate member or a partner of the corporation or other entity and criterion (vi) is limited to an executive officer or an employee who performs the audit on ORIX Group in person.

There must be no material conflict of interest or any possible conflict of interest that might influence the individual’s judgment in performing their duties as an outside director.

Action policies relating to effective use of independent outside directors ORIX believes that inviting a certain number of independent outside directors to the Board of Directors and operating the Board of Directors and the three committees are necessary for enhancing the effectiveness of the supervisory functions of business execution. ORIX engages in a variety of business in Japan and overseas, and consequently, inviting outside directors with diverse knowledge and experience to the Board of Directors leads to diversification and invigoration of discussions by the Board of Directors and the three committees.

Status of main activities by outside directors (status of attendance and statements at Board of Directors and three committees’ meetings during the fiscal year ended March 2026)

Mr. Hiroshi Watanabe attended all 8 of the Board of Directors meetings, all 6 of the Nominating Committee meetings and all 7 of the Compensation Committee meetings held in the fiscal year ended March 2026. He sufficiently fulfilled his role in providing highly effective supervision of ORIX’s management from an independent and objective standpoint by utilizing his extensive and specialized knowledge of domestic and international finance and economics. He proactively expressed his opinions and made proposals at meetings of the Board of Directors, mainly from his perspective as an expert in finance, economics and corporate management. In addition, as chairperson of the Nominating Committee, he played a leading role in deliberating on the compensation of the Board of Directors and Executive Officers appropriate for the Company’s business development, as well as on the succession plan.

Mr. Chikatomo Hodo attended all 8 of the Board of Directors meetings, all 7 of the Compensation Committee meetings, 5 of 5 meetings of the Nominating Committee since he became a committee member and 4 of 4 meetings of the Audit Committee when he was a committee member held in the fiscal year ended March 2026. He sufficiently fulfilled his role in providing highly effective supervision of ORIX’s management from an independent and objective standpoint by utilizing his extensive and specialized knowledge of corporate management and digital business. He proactively expressed his opinions and made proposals at meetings of the Board of Directors, mainly from his perspective as a manager based on his extensive experience and as an expert in digital business. In addition, as chairperson of the Compensation Committee, he played a leading role in deliberating on the compensation system and compensation levels in order to enhance its function as a medium- and long-term incentive, including considerations of compensation for Directors and Executive Officers linked to performance indicators such as consolidated ROE.

Mr. Noriyuki Yanagawa attended all 8 of the Board of Directors meetings, 5 of 5 meetings of the Nominating Committee since he became a committee member and 4 of 4 meetings of the Audit Committee when he was a committee member held in the fiscal year ended March 2026. He sufficiently fulfilled his role in providing highly effective supervision of the Company’s management from an independent and objective standpoint by utilizing his extensive and specialized knowledge of the domestic and overseas finance and economics surrounding corporate management. In addition, he also contributed to the Nominating Committee’s deliberations on the composition of the Board of Directors and Executive Officers appropriate for the Company’s business development, as well as on the succession plan, by utilizing his deep expertise in financial contracts, law, and economics.

Ms. Mami Yunoki attended 6 of 6 meetings of the Board of Directors since she was appointed as Director and 11 of 11 meetings of the Audit Committee since she became a committee member held in the fiscal year ended March 2026. As an expert in accounting, she sufficiently fulfilled her role in providing highly effective supervision of the Company’s management from an independent and objective standpoint by utilizing her extensive and specialized knowledge. She proactively expressed her opinions and made proposals at meetings of the Board of Directors, mainly from her perspective as an expert in accounting and finance. In addition, she also contributed to the Audit Committee’s deliberations on the effectiveness of the Company’s internal control system from a variety of perspectives, as a specialist in audit field.

Ms. Miwa Seki attended 6 of 6 meetings of the Board of Directors since she was appointed as Director, 6 of 6 meetings of the Compensation Committee since she became a committee member and 11 of 11 meetings of the Audit Committee since she became a committee member held in the fiscal year ended March 2026. Utilizing her extensive and specialized knowledge in finance and business investment, she effectively fulfilled her role in supervising the Company’s management from an independent and objective standpoint. She proactively expressed her opinions and made proposals at meetings of the Board of Directors, mainly from her perspective as an expert in finance and business investment. In addition, drawing from various perspectives as an expert in ESG investment, she also contributed to the Compensation Committee’s deliberations on the compensation system and compensation levels for Directors and Executive Officers in order to enhance its function as a medium and long-term incentive, as well as to the Audit Committee’s deliberations on the effectiveness of the internal control system.

Status of Giving Incentive to Directors / Executive Officers

People Applicable for Stock Options

Disclosure Status

Details of Officer Compensation (FY26.3)

Fixed compensation was ¥123 million paid to the 8 outside directors and ¥978 million paid to the 29 executive officers (including executive officers who also serve as directors*).

Performance-linked compensation (annual bonuses) was ¥1,142 million paid to the 29 executive officers (including executive officers who also serve as directors*).

The targets and results with regard to the KPIs of the performance-linked compensation (annual bonuses) listed in the table above are as follows:

Company-wide performance indicator

Division performance indicator

The amount paid as share-based compensation, equal to the number of points confirmed to be provided as the portion for the fiscal year ended March 2026 multiplied by the market price paid by the trust for ORIX shares when those shares were acquired (¥2,248.39 per share), was ¥26 million paid to the 8 outside directors and ¥1,026 million paid to the 29 executive officers. The total amount of share-based compensation actually paid in the fiscal year was ¥584 million not included in the above amount paid to 2 directors and 3 executive officers who retired during the fiscal year.

6 executive officers were newly appointed and 2 directors resigned and 3 executive officers resigned (including executive officers who also serve as directors*). As of March 31, 2026, there were 10 directors (including 6 outside directors) and 26 executive officers (including executive officers concurrently serving as directors).

Policy of Determining Compensation of Directors and Executive Officers

ORIX Group’s business objective is to increase shareholder value over the medium- to long-term. ORIX believes in the importance of each director and executive officer responsibly performing his or her duties and cooperating as members of a team to produce continued growth for the Group.

The Compensation Committee believes that in order to accomplish such business objectives, directors and executive officers should place emphasis not only on performance during the current fiscal year, but also on medium- to long-term results. Accordingly, under the basic policy that compensation should provide effective incentives, ORIX takes such factors into account when making decisions regarding the compensation system and compensation levels for directors and executive officers.

Taking this basic policy into consideration, we have established separate policies for the compensation of directors and executive officers in accordance with their respective roles based on a decision of the Compensation Committee held on June 23, 2026.

Compensation Policy for Directors

The compensation policy for directors who are not also executive officers aims for compensation composed in a way that is effective in maintaining the supervisory and oversight functions of executive officers’ performance in business operations, which is the main duty of directors. Specifically, ORIX’s compensation structure for directors consists of fixed compensation and share-based compensation upon retirement (*1). In addition, the Company strives to maintain a competitive level of compensation with director compensation according to the role fulfilled and receives third-party research reports on director compensation for this purpose.

Fixed compensation is in principle the same amount for all directors with certain amounts added for directors serving as members or chairpersons of committees.

For share-based compensation upon retirement reflecting medium- to long-term performance, directors are granted a fixed number of points on an annual basis for their period of service, and they are delivered in ORIX shares corresponding to the number of points they have accumulated at the time of retirement.

Compensation Policy for Executive Officers

The compensation policy for executive officers, including those who are also directors, aims for a level of compensation that is effective in maintaining business operation functions, while also incorporating a component that is linked to current period business performance. Specifically, ORIX’s compensation structure for executive officers consists of fixed compensation, annual bonuses, and share-based compensation. Our basic policy is to maintain a composition ratio of 1:1:1 to 1.5.

In addition, the Company strives to maintain a competitive level of compensation with executive officer compensation according to the role fulfilled and receives third-party research reports on executive officer compensation for this purpose.

Fixed compensation is determined according to each position’s role based on a standardized amount for each position.

Annual bonuses vary based on company-wide or division performance indicator, as well as strategic indicator for the relevant fiscal year.

Annual bonuses for the CEO and certain executive officers designated by the Compensation Committee are determined by multiplying the position-based standard amount by a payout rate based on company-wide performance indicator and a coefficient based on company-wide strategic indicator. The payout rate based on company-wide performance indicator is determined based on the level of achievement of the consolidated net income target, and ranges from 0% to 200%, taking into account the level of difficulty of such targets (*2). The coefficient based on company-wide strategic indicator is determined based on the progress during the fiscal year of various initiatives (including sustainability-related initiatives) aimed at achieving the Company’s medium- to long-term management strategies, and ranges from 0.8 to 1.2. Accordingly, the total payout for annual bonuses ranges from 0% to 240% of the position-based standard amount.

Annual bonuses for executive officers other than those described above are determined by multiplying 50% of the position-based standard amount by the same payout rate based on company-wide performance indicator as described in ①, and the remaining 50% by a payout rate based on division performance and strategic indicator. The payout rate based on company-wide performance indicator is the same as that described in ①, ranging from 0% to 200%. The payout rate based on division performance and strategic indicator is determined based on the level of achievement of targets for the divisions for which each executive officer is responsible, and ranges from 0% to 300%, based on a comprehensive evaluation taking into account the progress during the fiscal year of division strategic indicator.

Share-based compensation consists of performance-linked share-based compensation (Performance Share Units: PSU), which is designed to strengthen linkage with medium-term management indicator, and share-based compensation upon retirement, which is designed to enhance long-term shareholder value.

Performance-linked share-based compensation (PSU) are granted to executive officers designated by the Compensation Committee as core members of the Group’s management. In principle, over a performance evaluation period of three fiscal years, the number of ORIX shares to be delivered varies within a range of 0% to 220% based on the level of achievement of consolidated ROE and a relative comparison of the Company’s Total Shareholder Return (TSR) with the growth rate of TOPIX (including dividends).

Share-based compensation upon retirement is provided to all executive officers. A fixed number of points is granted annually according to position during their period of service, and ORIX shares are delivered upon retirement based on the cumulative number of points.

For executive officers stationed at overseas subsidiaries and those with highly specialized expertise, as well as other executive officers for whom the Compensation Committee determines that it is appropriate to design individual compensation arrangements based on the above basic policy, the Committee may deliberate and determine a separate compensation structure that reflects factors such as their expertise, uniqueness, and local compensation practices in each country.

Compensation Clawback Policy

ORIX has established a Compensation Clawback Policy pursuant to applicable NYSE listing standards. This Policy provides for the clawback of annual bonuses and performance-linked share-based compensation received in excess of executive officers’ original salaries based on erroneous financial statements in the event of an accounting restatement resulting from material noncompliance with financial reporting requirements.

Director (Independent Auditor) Support System]

To secure the effective operation of the Board of Directors and each committee, the Secretariat of the Board of Directors was established as a specialized organization that handles operations. The Secretariat of the Board of Directors is made up of managers and staff members from the Corporate Planning Department, Group Human Resources Department, Corporate Legal Department, and Group Internal Audit Department, which are related divisions, under the direction of the officer responsible for the Secretariat of the Board of Directors. Each Secretariat staff member helps outside directors engage in active and substantial deliberations at meetings of each body by providing prior explanations of agenda items and performing other tasks.

The Audit Committee Secretariat was established to support the work of the Audit Committee. Through periodic reporting meetings held by the officers responsible for internal control departments, regular communication with internal audit department, and inspections of business sites, operating facilities, etc., the Audit Committee Secretariat conducts initiatives so that Audit Committee members, who are outside directors, can deepen their understanding of ORIX Group’s business.

In addition, voluntary reporting meetings are held following the conclusion of Board of Directors meetings to report on the status of each business, business strategies, the progress of projects, and other topics to share information for outside directors to perform supervisory functions.

Directors, executive officers and employees can report to or consult with the Audit Committee or an Audit Committee member appointed by the Audit Committee for matters relating to accounting, accounting internal controls, audits, matters relating to ORIX directors, executive officers and group executive officers. The Audit Committee or an Audit Committee member appointed by the Audit Committee may, if necessary, instruct the officer responsible for the Group Compliance Department or other ORIX Group directors, executives and employees to investigate the reports and consultations received.

Furthermore, the officer responsible for the Internal Audit Department attends important meetings of ORIX Group and reports material information required for audit activities to the Audit Committee in a timely and accurate manner to support information gathering by the Audit Committee. The Audit Committee is also able to make use of external professionals as necessary for the performance of its duties.

of People Who Have Resigned from Representative Executive Offer or a Similar Role]

and Other Information for Advisor/Former Representative Executive Officer

Name

Position/

Status

Role

Employment Status
(Full-Time/Part-Time, Compensation etc.)

Resignation
Date

Term

June 24,

2014

June 23,

2026

Number of Advisors/Former Representative Executive Officers

When necessary, ORIX may appoint consultants, advisors, and other such positions. Consultants, advisors, and other such positions perform primarily external activities that are significant to ORIX Group. Consultants, advisors, and other such positions including former presidents and representative directors do not attend any meetings of ORIX bodies where decisions are made and do not participate in the execution of the company’s business.

Treatment of consultants, advisors, and other such positions including compensation is determined in accordance with provisions determined by the Board of Directors following deliberations by the Compensation Committee and shall not exceed ¥40 million yen.

Details Regarding Business Execution, Audits and Supervision, Nomination, Compensation Determination, and Other Functions (Current Corporate Governance Structure Overview)

Overview of the Current Structure

separation of operation and oversight through a “Company with Nominating Committee, etc.” board model;

Nominating, Audit, Compensation Committees composed entirely of outside directors;

all outside directors satisfying strict conditions for independence; and

all outside directors being highly qualified in their respective fields.

Board of Directors

Three Committees (Nominating Committee, Audit Committee, Compensation Committee)

Nominating Committee

An individual with a high degree of expertise in ORIX Group’s business

An individual with excellent business judgment and business administration skills

An individual with a wealth of experience as a business administrator

An individual with professional knowledge in fields such as economics, business administration, law, and accounting, as such relate to corporate management

An individual with extensive knowledge in areas such as politics, society, culture, and academics, as such relate to corporate management

Audit Committee

Compensation Committee

Nominating Committee

Audit Committee

Compensation Committee

Liability Limiting Agreements with Outside Directors

Execution of Operations

Under the “Company with Nominating Committee, etc.” board model, and within the scope of laws and ordinances, corporate decisions made at the Board of Directors are delegated to the representative executive officer to accelerate and achieve efficiency in business operations.

The representative executive officer makes important business execution decisions after deliberations by the Executive Committee (“EXCO”) or other appropriate committees in accordance with the Company’s internal policies. The business execution duties of executive officers are decided by the Board of Directors and the representative executive officer and these duties are carried out based upon the Company’s internal policies. (for information on executive officers, see II-1. Executive Officers above).

Executive Committee

Investment and Credit Committee

Information Technology Management Committee

Sustainability Committee

Disclosure Committee

Business Unit Strategy Meeting

Group Executive Officer Committee

Reason for Implementing Current Corporate Governance Structure

ORIX believes that swift execution of business operations is vital to effectively respond to changes in the business environment. Furthermore, we believe that ORIX promotes improved management transparency through a corporate governance system in which outside directors, who have expert knowledge in their respective fields, monitor and advise on the lawful and appropriate execution of operations with an independent view. Based on these principles, our Board of Directors possesses an oversight function, and under the “Company with Nominating Committee, etc.” board model delegates certain responsibilities to the three committees to carry out the role of effective governance. (See the history of ORIX’s corporate governance system below)

Among the three committees of the Board of Directors (Nominating, Audit and Compensation), a majority of the members of the Nominating Committee are outside directors and all members of the Audit and Compensation Committees are outside directors, and the chairperson for each committee is appointed from among the outside directors to help separate the oversight function of the Board of Directors from the execution of operations and avoid conflicts of interest with our shareholders.

In addition, all outside directors must meet objective and specific “Requirements for Independent Directors” stipulated by the Nominating Committee.

Implementation Status of Measures Related to Shareholders and Other Stakeholders

Efforts to Revitalize General Meetings of Shareholders and Facilitate the Exercise of Voting Rights

Additional Information

Since 2021, we are livestreaming our General Meeting of Shareholders to share the event with as many shareholders as possible. Also, we have started accepting pre-questions since 2022.

The results of resolutions are posted without delay following conclusion of the meeting. The numbers of “for,” “against,” and “abstain” votes for each proposed resolution are also disclosed in an interim report on the status of voting.

(See: https://www.orix.co.jp/grp/en/ir/)

Status on IR-Related Activities

Additional Information

Explanation from
Representative

ORIX has established an IR Policy and published it to the ORIX website.

(See: https://www.orix.co.jp/grp/en/ir/policy.html)

Annual reports, summary financial statements and other IR materials are posted on the ORIX website.

(See: https://www.orix.co.jp/grp/en/ir/)

Investor Relations Department (Operating Officer in charge: Kazuki Yamamoto)

ORIX maintains two Investor Relations offices – one within Japan (Tokyo) serving as the contact point primarily for Japanese and Asian investors, and one in the US (New York) primarily for speaking with European and US investors.

Status Regarding Regard for Stakeholder Positions

Additional Information

ORIX Group Code of Conduct, and Sustainability Policy—which are applicable to all business activities and employees carrying out such activities—stipulate respect for stakeholder positions.

Our Code of Conduct identifies “Respect” as one of the four Core Compliance Values that all employees must adhere to, stating: “We respect our people and our communities.”

Furthermore, our Sustainability Policy establishes as one of its fundamental principles: “Engage with all stakeholders, maintain transparency in our operations, and adequately consider stakeholder feedback in our activities; encourage business partners and suppliers to support this policy.”

(References:

https://www.orix.co.jp/grp/en/about/code_of_conduct/

https://www.orix.co.jp/grp/en/sustainability/about/policy.html)

For supply chain management and our social contribution initiatives including environmental conservation initiatives, please see the ORIX website.

(Reference: https://www.orix.co.jp/grp/en/sustainability/social/)

Our Sustainability Policy stipulates that we will “Engage with all stakeholders, maintain transparency in our operations, and adequately consider stakeholder feedback in our activities”.

Additionally, to meet the information disclosure needs of our shareholders and various stakeholders, we disclose information based on the Financial Instruments and Exchange Acts as well as the policies determined by the Financial Instruments Exchange on which ORIX’s securities are listed. We have established the “Disclosure of Corporate Information Regulations” to ensure timely, appropriate, prompt, accurate, and fair information disclosure.

(Reference: https://www.orix.co.jp/grp/en/ir/policy.html)

• Creating a work environment where employees can work healthily and with peace of mind

In line with a policy of developing a wide range of options so that each employee can combine and utilize personnel systems according to their situation, we are promoting flexible working styles establishing telecommuting systems, a super flextime system (flextime system without core working hours), an hourly paid leave system, introducing flexible seating arrangements, satellite offices and well-equipped mobile work environments.

• Women’s success in the workplace and creating an environment that supports work-life balance and shared parenting

Taking the lead in women’s active participation in the workplace from a very early stage, ORIX began recruiting female university graduates for comprehensive work positions in 1982 before the enforcement of Japan’s Equal Employment Opportunity Law in 1986. To enable individuals to build their careers regardless of gender and participate in decision-making processes, we create a pipeline for future female leaders. We offer mentoring programs with department heads at the managerial level and facilitate external exchanges through cross-industry study groups. Additionally, in our selective training programs, we ensure equal opportunities by striving to align the gender ratio of participants with that of our overall workforce. We visualize the pipeline in collaboration with business segment leaders and the HR department, promoting the appointment of qualified individuals to management roles and providing appropriate job assignments based on their motivation and abilities to support their career development.

As part of our efforts to support women’s success in the workplace, we offer work-life balance seminars in which couples can participate and promote childcare leave for men. We are also committed to creating an environment that supports dual-income and shared parenting. Furthermore, we are actively working to raise awareness among all employees about the importance of creating a workplace where diverse talent, including women, can thrive.

• Human resource development and autonomous career development support

ORIX places great importance on knowledge and growth gained through business activities, considering them to be pillars of development. As a foundation to support these efforts, in addition to various training systems and self-development support systems, we have established a fair performance review and compensation scheme to increase employee motivation. As of March 31, 2026, the average training hours per employee is 37.5 hours per year, and the average training cost per employee is 127,825 yen per year. By working to develop employee growth with responsibility and enhancing communication with employees, we invest in the future of our employees. At the same time, ORIX supports the growth of employees by providing them with opportunities and an environment that enables them to make their own career choices by supplying practical information to help chart their mid- to long-term careers as well as opportunities to acquire skills in new fields. Specifically, through systems such as the internal intern program —where employees can work in a department of their choice for a designated period—and the career challenge program, which allows employees to directly appeal to a department to which they wish to transfer, ORIX allows employees to encounter and experience various work environments and jobs while remaining within the company. In addition to these, ORIX has established a career consultation service where employees can seek advice from qualified professionals both within and outside the company. These fosters increased employee motivation, encourages active challenges, and supports autonomous career development. Furthermore, the “Self-application system,” which allows employees to directly state to the human resources department where they wish to transfer, is available for all employees once a year, and is used by employee as a great opportunity to think about their own careers.

Please see the ORIX website for how our human resources strategy is supporting our sustainable growth.

[Human Capital Management]

https://www.orix.co.jp/grp/en/sustainability/employee/

[Promoting DE&I (Diversity, Equity & Inclusion) and Human Resources System]

https://www.orix.co.jp/grp/en/sustainability/employee/management_systems.html

[Talent Development]

https://www.orix.co.jp/grp/en/sustainability/employee/development.html

[Promotion of Health Management]

https://www.orix.co.jp/grp/en/sustainability/employee/health.html

[Human Resources Data]

https://www.orix.co.jp/grp/en/sustainability/employee/data.html

Information Regarding Internal Control Systems

Basic Policy on Internal Control Systems

Maintaining Systems to Ensure the Adequacy of the Business Procedures of ORIX Group

Systems to ensure the efficiency of the execution of business operations

The Company adopts the “Company with Nominating Committee, etc.” board model. To the extent permitted under laws and regulations, the Board of Directors may resolve the Company to delegate the power to resolve execution of operations to the representative executive officer to enhance the speed and efficiency of execution of business operations.

ORIX Group adopts appropriate internal authority policies for each group company depending on its size and category in order to carry out business operations efficiently.

ORIX Group establishes internal bodies such as its Executive Committee in order to facilitate deliberation and information sharing regarding important matters related to management of the Company and ensure effective and efficient business execution by the representative executive officer.

Systems of Risk Management

Systems of Information Management

Compliance Framework

ORIX Group has adopted and promotes Group common principles such as the “ORIX Group Purpose & Culture”, and ORIX Group Code of Conduct.

ORIX Group has enacted the ORIX Group Code of Conduct regarding compliance in order to guide directors, executive officers, and employees in acting in accordance with laws and regulations, internal rules, and ethical norms and requires their compliance with it.

ORIX Group has whistleblower channels to discover illegal or unethical conduct, human rights violations or violations of internal rules at an early stage through consultation or reporting, to avoid deplorable events, and take necessary actions to improve and enhance the integrity of ORIX.

The internal audit department of the Company performs internal audits of the effectiveness of the internal control system, efficiency and effectiveness of operations, compliance with laws and regulations, and other factors pertaining to the management of ORIX Group through a risk-based approach. In addition, the internal audit department of the Company and corporate auditors of the group subsidiaries jointly monitor critical risk.

To secure the accuracy and reliability of financial reporting, ORIX Group establishes systems to ensure adequate internal control over financial reporting.

Further strengthen the Group internal management system from a global perspective.

The internal control-related functions establish systems and monitor and assist the operations of ORIX Group to comply with laws and regulations and the Articles of Incorporation.

Group Company Management Framework

Matters Necessary for Execution of Duties of the Audit Committee

Systems of reporting to the Audit Committee

The directors, executive officers, and employees of ORIX Group shall report to the Audit Committee upon becoming aware of any fact that occurred at a group company in the course of a business activity that constitutes serious breach of laws and regulations or serious breach of the Articles of Incorporation or serious misconduct or any fact that could cause significant damage to such group company.

In cases where directors, executive officers, or employees of ORIX Group report to and consult through internal whistleblower channels and the head of whistleblower channels judges that such report or consultation is of a serious nature, he/she shall report such information to the Audit Committee of the Company. In addition, the directors, executive officers, or employees of ORIX Group may report to the Audit Committee or the appointed audit member within the Audit Committee (the member responsible for the collection of information on the performance of the duties and investigation of the operating assets, hereinafter the “Appointed Audit Member”) of concerns regarding accounting, accounting internal control, auditing, or matters relating to ORIX directors, executive officers and group executive officers.

The directors, executive officers, and employees of ORIX Group shall report information requested by the Appointed Audit Member to the Audit Committee of the Company periodically or as appropriate.

Systems to ensure that persons who have reported to or consulted with the Audit Committee are not treated adversely

Systems to ensure that audit by the Audit Committee is effectively performed

The executive officer of the Company who is in charge of the internal audit department shall attend important ORIX Group meetings upon assignment from the Appointed Audit Member, and report necessary information for auditing to the Audit Committee in a timely manner to support the information gathering of the Audit Committee.

To conduct the internal audit of the Company, the internal audit department of the Company shall develop an annual audit plan and seek approval for the plan from the Audit Committee.

The internal audit department of the Company shall, by way of an Audit Results Report, inform the Audit Committee of the results of each group company’s internal audit. In addition, the internal audit department of the Company will take measures regarding the matters which were pointed out by the audit to improve, will conduct a follow-up audit etc., and report on the status of any improvements to the Audit Committee.

The internal audit department of the Company shall continually collaborate with the Audit Committee and cooperate fully with any request for investigation by the Audit Committee.

Directors and employees who assist in the duties of the Audit Committee

The Company has the Audit Committee Secretariat to assist the operations of the Audit Committee.

As necessary, the Audit Committee may commission the Audit Committee Secretariat to assist in the operation of the Audit Committee.

Ensuring independence of the Audit Committee Secretariat staff

Ensuring effectiveness of the instructions of the Audit Committee

Costs of performance of duties of the Audit Committee

The Company bears the cost and expenses in connection with conducting the duties of the Audit Committee.

The Audit Committee may appoint outside experts to conduct its duties as necessary.

Basic Policy on Prevention of Harm by Anti-social Forces

Basic Policy on Prevention of Harm by Anti-social Forces

We will work systematically against anti-social forces, and make sure that our employees are protected from anti-social forces.

To prevent harm from anti-social forces, we will build and maintain close, collaborative relationships with external specialized institutions, such as police, Tokuboren (the Federation for Action to Prevent Organized Crime within the Jurisdiction of the Tokyo Metropolitan Police Department), the National Center for Removal of Criminal Organizations, and lawyers.

We will refuse any unreasonable demands from anti-social forces.

With regard to unreasonable demands from anti-social forces, we will take legal action, both civil and criminal, if necessary.

We will not engage in backdoor dealings with anti-social forces or provide funds to anti-social forces.

Status of Development Toward Elimination of Anti-social Forces

Status of Development of ORIX Group Code of Conduct, Internal Rules, etc.

Status of Development of Internal Structure

Status of establishment of department in charge and persons responsible for prevention of unreasonable demands

Status of collaboration with external specialized institutions

Status of collection and management of information on anti-social forces

Status of development of response manuals

Other

Anti-Takeover Measures in Place

Installation of Anti-Takeover Measures

Other Information on Corporate Governance Framework

Schematic Diagram of Corporate Governance Framework (as of June 30, 2026)

Schematic Diagram of Internal Control System (as of June 30, 2026)

Overview of Timely Disclosure System

The Disclosure Committee, which plays a key role in our timely disclosure control, is chaired by the Group CFO and consists of the Global General Counsel and the executive officers in charge of Compliance and Internal Audit. When undisclosed material information is reported by an Executive Officer of the Company or the person in charge of an ORIX Group company department, the Disclosure Committee examines matters related to the disclosure of the material information, such as the applicability of the material information, the necessity of disclosure, and disclosure methods, and take the necessary steps.

Additionally, in order to operate the timely disclosure system appropriately, we have established the Disclosure Committee Secretariat, which takes charge of the system, while formulating and disseminating the “Disclosure of Corporate Information Regulations” as Group rules that apply to the Company and its subsidiaries. The Rules stipulate the disclosure system and reporting procedures and set forth “The Guidelines for Material Information Evaluation Criteria” , which include the types and criteria of information subject to disclosure in order to help determine the necessity of reporting.

The person in charge of each department is responsible for compliance with these rules and developing a system for that purpose and is obliged to report to the Disclosure Committee immediately (within 24 hours at the latest) upon the occurrence of material information.

Effective date of the transfer (planned)

Reason for Filing

Section of the amendment

Details of the amendment