Sms Co., Ltd. · TSE:2175

Sms — H1 FY03/2027 Earnings Presentation

96 slides from Sms's earnings presentation, Oct 29, 2026

Slide 1: Earnings Presentation for Investors, 1H FY03/2027
SMS Co., Ltd. (2175 TSE Prime Market) Earnings Presentation for Investors, 1H FY03/2027 October 29, 2026 1 © SMS Co., Ltd.
Slide 2: Table of Contents
Table of Contents 01 1H FY03/2027 Consolidated Financial Results p.6 02 Business & Management Topics p.26 03 References p.34 Mission and Business Overview p.35 Appendix p.86 2 © SMS Co., Ltd.
Slide 3: Glossary of Terms and Definitions
Glossary of Terms and Definitions Terms Definitions Related Segment RAG A business model in which a third-party recruitment agent acts as an intermediary to match Career (Recruiting Agent service) employers with job seekers. CP (Career Partner) Agents responsible for matching in RAG. Career Net sale
Slide 4: Highlights
Highlights – Net sales: ¥36.4 billion (+9% YoY), EBITDA: ¥6.7 billion (+3% YoY), Operating income: ¥4.9 billion (+12% YoY) – Operating income reached 72% of the full-year plan. In 2H, we will invest for growth in the next fiscal year and beyond, Company-wide and expect full-year results to land in l
Slide 5: Highlights
Highlights – Under the leadership of CEO Takahata and new CFO Sugaya,*1 it has become established practice to reflect the capital- market perspective in management decision-making and external disclosure. To enhance corporate value, we have been reviewing our business portfolio and expanding externa
Slide 7: 1H FY03/27 Consolidated Financial Results
Company-wide 1H FY03/27 Consolidated Financial Results • In line with the initial plan, achieved YoY growth in net sales and in profit down to the ordinary income line. • To sustain growth from the next fiscal year onward, we will continue to invest actively, including in hiring, from Q3 onward, whi
Slide 8: Major Expenses and Operating Income
Company-wide Major Expenses and Operating Income • The company-wide operating margin improved 0.3pp YoY. Despite investment costs such as higher recruiting expenses, lower amortization following the prior-year impairment in the Overseas Business contributed positively. • Thanks to higher productivit
Slide 9: Factors Behind Changes in Operating Income
Company-wide Factors Behind Changes in Operating Income 2,968 (177) 438 (1,024) (¥ million) (683) (385) (622) 4,905 4,391 1H FY03/26 Increase in Increase in Increase in Increase in Decrease in D&A Increase in Increase in 1H FY03/27 Operating net sales cost of sales personnel advertising recruiting o
Slide 10: Factors Behind Changes in Advertising Expenses
Company-wide Factors Behind Changes in Advertising Expenses • To grow RAG net sales, secured a sufficient number of new job-seeker registrations to support the expanded CP team. • Acquisition cost per job seeker rose as we actively used channels with high placement rates, but improved placement rate
Slide 11: 2H FY03/27: Profit Plan and Approach to Growth Investment
Company-wide 2H FY03/27: Profit Plan and Approach to Growth Investment • Strong 1H profit progress already factors in the growth investments planned for 2H; we expect full-year results to land in line with the initial plan. • The effects of the upfront investments in 2H (hiring, development, etc.) a
Slide 12: 1H FY03/27 Career Segment
Career 1H FY03/27 Career Segment • Achieved higher net sales and profit in 1H. RAG continued to grow steadily on ongoing improvements to the matching process, while other areas saw a negative impact on net sales from business exits and downsizing. • In 2H, we will make upfront investments to expand
Slide 13: Status and Outlook by Area
Career Status and Outlook by Area • Nursing and childcare grew steadily. In elderly care, we are prioritizing a turnaround of operations and curbing CP hiring in 2H. DR is in an early growth phase, with the number of employers posting jobs, a leading indicator, increasing steadily in focus areas. Ar
Slide 14: KPIs: Quarterly Trends in RAG Productivity and Number of CPs
Career KPIs: Quarterly Trends in RAG Productivity and Number of CPs • Maintained productivity*1 above the prior-year level while increasing CP headcount.*2 Number of CPs (quarterly avg., persons) Productivity (¥ million) 8.5 8.7 4,000 8.0 8.1 9 7.5 3,500 5.9 5.8 Productivity 7 5.4 5.3 4.9 5.1 5.1 5.
Slide 15: RAG: Building a "People × AI" Hybrid Model
Career RAG: Building a "People × AI" Hybrid Model • We are building a "People × AI" hybrid model in which AI handles record-keeping, summarization, and automated job-seeker touchpoints, while CPs focus on high-value conversations and proposals. • Mechanisms and initiatives proven in nursing are bein
Slide 16: Nursing: Standardized Processes and AI Lift CP Productivity
Career Nursing: Standardized Processes and AI Lift CP Productivity • Using AI, we have systematized and embedded standardized work processes, division of labor, and stronger management practices. • Driving a series of operational improvements built on our work support system, "Career Portal." • We a
Slide 17: RAG: Competitive Advantages and Growth Model
Career RAG: Competitive Advantages and Growth Model • As an industry pioneer, we have accumulated CP expertise and training capabilities, customer touchpoints, and data assets. Our advanced matching capabilities have delivered an industry-leading track record of placements and high customer satisfac
Slide 18: 1H FY03/27 Elderly/Disability Care Management Support Segment
Management Support 1H FY03/27 Elderly/Disability Care Management Support Segment • Net sales grew as planned, driven by increases in memberships of Kaipoke and Kabenashi Cloud and the expanded use of paid optional services. • Profit growth was modest, as initially planned, due to investment in stren
Slide 19: Status and Outlook by Service
Management Support Status and Outlook by Service • Our core SaaS products (Kaipoke and Kabenashi Cloud) expanded as planned, and net sales in the Elderly/Disability Care Management Support Segment grew steadily. Service Current Status (1H FY03/27) Outlook (2H FY03/27) New member acquisition slowed a
Slide 20: KPI Summary
Management Support KPI Summary Service offices*1 Corporate accounts ARPA*2 63,900 28,300 ¥123K (YoY +10%) (YoY +9%) (YoY +4%) ARR*3 Churn rate*4 Recurring revenue ratio ¥14.0 <0.6% Over 90% billion (YoY +14%) 1. Number of service offices: each type of elderly care or disability welfare service provi
Slide 21: KPIs: Quarterly Trends in Accounts, ARPA, and Service Offices
Management Support KPIs: Quarterly Trends in Accounts, ARPA, and Service Offices • The number of corporate accounts rose 9% YoY, and ARPA*1 rose 4% YoY, both growing steadily. • The number of service offices*2 rose 10% YoY. Corporate accounts (end of quarter) ARPA (¥ thousand) 121 121 123 118 119 11
Slide 22: KPIs: Quarterly Trends in ARR
Management Support KPIs: Quarterly Trends in ARR • ARR*1 grew 14% YoY, to ¥14.0 billion. ARR (¥ billion) 14.0 13.5 13.5 12.7 12.0 12.3 11.3 11.6 10.6 10.9 10.3 9.6 8.9 9.2 8.2 8.5 8.0 7.6 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 FY03/23 FY03/24 FY03/25 FY03/26 FY03/27 1. Calculated as:
Slide 23: 1H FY03/27 Overseas Segment
Overseas 1H*1 FY03/27 Overseas Segment • While the Medical Platform Business continued to be affected by reduced marketing budgets at some clients, and the Global Career Business by the deteriorating situation in the Middle East, the Segment grew year over year. • Started the process to sell or exit
Slide 24: Relationship Between Net Sales and KPIs for Key Businesses
Relationship Between Net Sales and KPIs for Key Businesses • The KPIs driving net sales are "Number of CPs × CP productivity" for RAG in the Career Segment and "Memberships × ARPA" for SaaS in the Elderly/Disability Care Management Support Segment. Segment / Business Net Sales Structure and Strategy
Slide 25: Reference: Segment Information
Reference: Segment Information 1H FY03/26 1H FY03/27 YoY Change [¥ million] Actual Actual Net sales 33,475 36,444 +9% Career 21,693 23,281 +7% Elderly/Disability Care Management Support 6,494 7,193 +11% Overseas 3,418 3,832 +12% Others 1,869 2,137 +14% EBITDA 6,532 6,716 +3% Career 6,037 6,164 +2% E
Slide 27: Shift to Management with a Strong Capital-Market Perspective
Management & Governance Shift to Management with a Strong Capital-Market Perspective • Since Takahata became CEO in January 2026, a framework for reflecting the capital-market perspective in management decisions and external disclosure has taken root. To enhance corporate value, we have been advanci
Slide 28: Strengthening Board Oversight with Expert Outside Directors
Management & Governance Strengthening Board Oversight with Expert Outside Directors • At the Ordinary General Meeting of Shareholders, Outside Directors with extensive knowledge of listed-company management, SaaS, data utilization, and capital markets were elected to the Board. Their advanced expert
Slide 29: Strategy and Business Evaluation Review of All Businesses
Business Review Strategy and Business Evaluation Review of All Businesses • We conducted strategy reviews and business evaluations of all businesses, including our core Career and Management Support businesses, with the support of external strategy consultants. • Going forward, we will refine the ac
Slide 30: Decision to Sell or Exit Businesses to Enhance Corporate Value
Business Review Decision to Sell or Exit 12 Businesses to Enhance Corporate Value • Previously, we had continued to operate some businesses whose profitability was not improving, considering their medium- to long-term growth potential. We have since conducted rigorous evaluations of profitability an
Slide 31: Moving to Sell or Exit the Medical Platform Business
Business Review Moving to Sell or Exit the Medical Platform Business • The Medical Platform Business, the MIMS Group's core business, holds strong assets such as a drug database with strong brand recognition in APAC and a physician network. We concluded that maximizing its value under a partner with
Slide 32: Global Career Business: Refocusing by Country
Business Review Global Career Business: Refocusing by Country • While we confirmed structural demand for the Global Career Business, we determined that its value needs to be rebuilt by revising its strategy and capital allocation. We will exit unprofitable markets such as China and concentrate on co
Slide 33: Upcoming Deliberations and Actions to Enhance Corporate Value
Upcoming Deliberations and Actions to Enhance Corporate Value • We will swiftly advance measures to enhance corporate value—such as reviewing the business portfolio and growth strategy and strengthening governance—and build them into an equity story together with the medium-term management plan. • A
Slide 36: Group Mission
Group Mission We aim to improve people’s quality of life by providing information infrastructure for an aging society. 36 © SMS Co., Ltd.
Slide 37: Aging Society
Aging Society Define our business domains in an aging society as Medical Care, Elderly/Disability Care, Healthcare, and Senior Life. Elderly/Disability Healthcare Medical Care Care Senior Life 37 © SMS Co., Ltd.
Slide 38: Information Infrastructure
Information Infrastructure Define information infrastructure as a platform to connect those to whom we provide value: end users such as patients, the elderly and their families; professionals such as nurses and elderly care workers; and business operators such as hospitals and elderly/disability car
Slide 39: Business Areas
Business Areas • Set our business areas based on the four domains required for an aging society and the three stakeholders to whom we provide value. • Build the information infrastructure by developing and nurturing businesses in each business area. Elderly/Disability Healthcare Medical Care Senior
Slide 41: An Unprecedented Era of Low Birth Rate, Aging and Population Decline
An Unprecedented Era of Low Birth Rate, Aging and Population Decline • We are facing rapid aging and population decline simultaneously in Japan. • The aging rate is expected to reach approximately 35% by 2040 when the elderly population approaches its peak. • The working-age population is declining,
Slide 42: Three Critical Issues Faced by an Aging Society
Three Critical Issues Faced by an Aging Society • We are facing three critical social issues in an aging society with the low birth rate, aging and population decline. • Need to solve these issues in order to improve people's quality of life in an aging society. Issue Difficulty in sustaining high-q
Slide 43: Issue 1: Difficulty in sustaining high-quality medical care and elderly/disability care services
Issue 1: Difficulty in sustaining high-quality medical care and elderly/disability care services While the demand for medical care and elderly/disability care services is increasing due to the population aging, a growing shortage of medical care and elderly care professionals is making it difficult
Slide 44: Issue 2: More severe burden on the working generation
Issue 2: More severe burden on the working generation The burden on the working generation will become more serious due to the increasing social security expenses for pensions, medical care, elderly care, and other welfare services, as well as the declining working-age population who cover these exp
Slide 45: Issue 3: Difficulty in solving problems related to living in an aging society
Issue 3: Difficulty in solving problems related to living in an aging society • While services required in society are changing and expanding with the population aging, information related to living in an aging society is insufficient in terms of quality and quantity, and the future labor shortage w
Slide 46: Our Solutions for Issues in an Aging Society
Our Solutions for Issues in an Aging Society Address the social issues in an aging society by establishing specific solutions targeting each social issue and building information infrastructure. Social issues in an aging society Our Solutions • Solve labor shortages and uneven distribution of Issue
Slide 47: Strategic Business Areas
Strategic Business Areas Aim to solve the three critical issues in an aging society by defining our strategic business areas as Career, Elderly/Disability Care Management Support, Healthcare, and Senior Life, and by strategically developing and nurturing businesses to address the issues. Elderly/Dis
Slide 48: Realization of the Group Mission
Realization of the Group Mission Contribute to improving people's quality of life in an aging society by building information infrastructure and providing value to end users, professionals, and operators. End users End users can: • continuously enjoy high-quality Professionals medical care and elder
Slide 50: Business Portfolio
Business Portfolio • Develop diverse services centered on three segments: "Career," “Elderly/Disability Care Management Support," and "Overseas." Business Descriptions Sales by Segment (FY03/26) Career - RAG, DR / Others • RAG for nurses: "Nurse-senka Tenshoku" • RAG for care workers: “Kaigo Job Age
Slide 51: Our History
Our History • Since our establishment, the recruiting agent service (RAG) for nurses has driven our growth. • Expanded businesses including RAG for elderly care workers and childcare workers, Kaipoke, and the Overseas business. • We will achieve further growth by developing and nurturing new busines
Slide 52: Location
Location • Started our business in Japan in 2003 and have accelerated our overseas expansion since the acquisition of MIMS group in 2015. • Have offices in 17 countries and regions, mainly in Japan and APAC. Japan Vietnam South Korea Philippines China India Hong Kong Australia Taiwan New Zealand Sin
Slide 54: Issue 1: Difficulty in sustaining high-quality medical care (Recap)
Issue 1: Difficulty in sustaining high-quality medical care and elderly/disability care services (Recap) While the demand for medical care and elderly/disability care services is increasing due to the population aging, a growing shortage of medical care and elderly care professionals is making it di
Slide 55: Solution for Issue 1 in Career Business
Solution for Issue 1 in Career Business Contribute to solving the social issue “difficulty in sustaining high-quality medical care and elderly/disability care services” by solving labor shortages and uneven workforce distribution through optimized matching of professionals and operators. Elderly/Dis
Slide 56: Shortage of Professionals
Shortage of Professionals • Employment of both nurses and elderly care workers has been flat, and labor shortages remain severe. • The labor shortage of care workers is particularly severe, with an additional 570,000 care workers required by 2040 compared with 2022. Number of nurses / their turnover
Slide 57: Business Model of Career Business
Business Model of Career Business Business model of RAG Receive a fee from a hiring business operator, calculated as a certain percentage of an annual salary, depending on the occupation, when an applicant joins. Professionals Attracting job seekers Sales activity Operators Website Registration Job
Slide 58: Elderly/Disability Care Management Support Business
Elderly/Disability Care Management Support Business 58 © SMS Co., Ltd.
Slide 59: Issue 1: Difficulty in sustaining high-quality medical care (Recap)
Issue 1: Difficulty in sustaining high-quality medical care and elderly/disability care services (Recap) While the demand for medical care and elderly/disability care services is increasing due to the population aging, a growing shortage of medical care and elderly care professionals is making it di
Slide 60: Solution for Issue 1 in Elderly/Disability Care Management Support Business
Solution for Issue 1 in Elderly/Disability Care Management Support Business Contribute to solving the social issue “difficulty in sustaining high-quality medical care and elderly/disability care services” by improving the management of elderly/disability care operators through a management support p
Slide 61: Business Environment of Elderly Care Services
Business Environment of Elderly Care Services As the population ages, the number of elderly care operators continues to increase, amounting to approximately 270,000 offices. Number of people certified for long-term Number of elderly care service offices*2 care/support need*1 (in thousand) (in thousa
Slide 62: Business Environment of Disability Welfare Services
Business Environment of Disability Welfare Services The number of users of welfare services for persons with disabilities is on the rise due to better understanding of disabilities and easier access to diagnosis, and the number of service offices is continuously increasing. Number of users of welfar
Slide 63: The Environment Surrounding Elderly/Disability Care Operators
The Environment Surrounding Elderly/Disability Care Operators • Three-quarters of Elderly/Disability Care operators are small-scale corporations with 50 or fewer employees. • Because they face operational and management issues such as a heavy burden of indirect tasks like paperwork, labor shortages,
Slide 64: Management Support Platform
Management Support Platform • Kaipoke is a management support platform provided in the form of SaaS, which realizes one-stop support for the management of elderly/disability care operators. • Offer more than 40 services that support operations, recruitment, purchasing, finance, back office, M&A (Bus
Slide 65: Kaipoke's Main Services
Kaipoke’s Main Services Subscription-based management support platform providing more than 40 services as a package*1 • Elderly care operators can efficiently claim long-term care insurance reimbursement by managing Insurance users' planned and actual service usage and generating the corresponding b
Slide 66: Kaipoke and Kabenashi Cloud will be further strengthened by AI
Kaipoke and Kabenashi Cloud will be further strengthened by AI • With a structurally low risk of being replaced by AI, Kaipoke and Kabenashi Cloud can grow further by deploying AI features based on their accumulated data. Regulatory requirements act as barriers A structure highly resistant to switch
Slide 68: Issue 2: More severe burden on the working generation (Recap)
Issue 2: More severe burden on the working generation (Recap) The burden on the working generation will become more serious due to the increasing social security expenses for pensions, medical care, elderly care, and other welfare services, as well as the declining working-age population who cover t
Slide 69: Solution for Issue 2 in Healthcare Business
Solution for Issue 2 in Healthcare Business Contribute to solving the social issue “more severe burden on the working generation” by increasing the number of healthy people in the work force through a platform that supports “health and productivity management” of companies. Elderly/Disability Health
Slide 70: Declining QOL and Productivity Caused by Physical/Mental Disorders
Declining QOL*1 and Productivity Caused by Physical/Mental Disorders • Among the working generation, there are many patients/potential patients with lifestyle-related diseases, which often progress to critical illnesses such as diabetes. • Mental disorders caused by overworking or workplace stress a
Slide 71: Remote Industrial Health Service
Remote Industrial Health Service • Provide comprehensive support for industrial health operations in the human resources and labor departments of companies, including visits by industrial physicians, stress checks, and the establishment and operation of health committees. • Reduce the workload of HR
Slide 73: Issue 3: Difficulty in solving problems related to living in an aging society (Recap)
Issue 3: Difficulty in solving problems related to living in an aging society (Recap) • While services required in society are changing and expanding with the population aging, information related to living in an aging society is insufficient in terms of quality and quantity, and the future labor sh
Slide 74: Solution for Issue 3 in Senior Life Business
Solution for Issue 3 in Senior Life Business Contribute to solving the social issue of "difficulty in solving problems related to living in an aging society" by building a problem-solving platform that connects people facing worries or needs in their daily lives with advisors and services that can h
Slide 75: Problem-Solving Platform
Problem-Solving Platform • Help to solve a variety of problems, mainly related to elderly care, through communication among those who have similar problems and advice from professionals. • Refer service providers to solve problems related to specific categories such as housing, food, and end-of-life
Slide 77: Overview of Overseas Segment
Overview of Overseas Segment • Define two strategic business areas in the segment: – Medical Platform Business, operated mainly in MIMS group, which we acquired in 2015, and – Global Career Business, which supports recruitment of HCPs*1 around the world. Overseas Business Structure Medical Marketing
Slide 79: Issue: Low Availability of Medicines and Medical Devices in APAC
Issue: Low Availability of Medicines and Medical Devices, and Inadequate Quality of Medical Care in APAC • Health expenditure per economic scale in APAC is less than in developed countries. • Medical-related companies face high entry barriers, as the medical systems, regulations, languages, cultures
Slide 80: Medical Platform
Medical Platform • Support the marketing activities of medical-related companies by using our membership base of healthcare professionals (HCPs) in APAC. • Expand our membership base of HCPs and enhance their engagement by providing localized valuable information, thereby making marketing activities
Slide 82: Issue: Global Shortage and Uneven Distribution of Healthcare Professionals
Issue: Global Shortage and Uneven Distribution of Healthcare Professionals • While the situation surrounding medical care services differs greatly among countries and regions, the demand for medical care is continuously increasing around the world due to economic growth and population aging. • The s
Slide 83: HCP Supply Platform
HCP*1 Supply Platform Promote optimal cross-border and domestic matching according to the supply of HCPs and the demand from healthcare institutions*2. HCP Supply Platform Healthcare HCPs Institutions U.K. U.K. Singapore Cross-border Ireland Germany Malaysia matching Australia Ireland South Korea Ne
Slide 84: Expansion of the Global Career Business
Expansion of the Global Career Business Starting with the acquisition of Nurscape in South Korea in 2011, we have expanded our overseas bases steadily to Malaysia in 2017, to the Philippines in 2018, to Europe and Oceania in 2019, and to Germany in 2022. Sep. Acquired Launched the Global Career Busi
Slide 85: Consolidation of MIMS Group Financial Results
Consolidation of MIMS Group Financial Results • The MIMS Group is consolidated into the SMS group with a three-month lag. • The consolidated results for the period comprise the results of the SMS Group (excluding the MIMS Group) for April–March and those of the MIMS Group for January–December Jan. –
Slide 87: Business Portfolio – Career
Business Portfolio*1 – Career*2 Segment Category Services RAG for care workers RAG for nurses RAG for childcare RAG for registered workers RAG for PT/OT/ST RAG for care managers, social dietitians/dietitians workers, and disability care workers RAG RAG for radiological RAG for medical RAG for clinic
Slide 88: Business Portfolio – Elderly/Disability Care Management Support, Overseas, Others
Business Portfolio*1 – Elderly/Disability Care Management Support, Overseas, Others Segment Services Management support platform Information portal Research and information Elderly/Disability for elderly/disability care for management of on the aging society operators elderly care operators Care Man
Slide 89: History of Service Launches – Career (RAG)
History of Service Launches – Career (RAG) ～FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 RAG for care managers, social workers, and disability care workers: Care Jinzai-bank May 2003 RAG for nurses: Nurse-senka Tenshoku Sep. 2005 (Renamed from Nurse
Slide 90: History of Service Launches – Career (DR / Others)
History of Service Launches – Career (DR / Others) ～FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Information service on qualification courses for elderly/medical care: Shikatoru Nov. 2003 Cross-occupational DR platform: Wellme Job Mar. 2004 (Renewed
Slide 91: History of Service Launches – Elderly/Disability Care Management Support, Overseas
History of Service Launches – Elderly/Disability Care Management Support, Overseas ～FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Management support platform for elderly/disability care operators: Kaipoke Jul. 2006 (Kabenashi Cloud also offered from D
Slide 92: History of Service Launches – Others
History of Service Launches – Others ～FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Web community for care managers: Care-mane.com Sep. 2006 Web community for people struggling with elderly care: Anshin Kaigo Jun. 2009 Information portal of dementia:
Slide 93: Dividends
Dividends *1 DPS (JPY) 30.5 29.5 28.5 20.0 15.0 10.5 9.5 8.5 7.5 6.5 5.5 3.5 3.5 2.0 2.5 1.25 1.5 0.625 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 1. Past stock splits are taken into account for the DPS calculation. 93 © SMS Co., Ltd.
Slide 94: Historical Financial Results
Historical Financial Results (¥ million) FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Net Sales 19,069 23,054 26,611 30,836 35,140 35,960 38,899 45,667 53,973 60,952 64,735 EBITDA 3,740 5,163 5,729 6,612 6,956 7,656 8,801 10,260 11,835 10,273 11,406 Operating Income 2,756 3,646 4,021 4,743
Slide 95: Number of Employees and Shareholder Composition
Number of Employees and Shareholder Composition Number of Employees Shareholder Composition*1 As of September 30, 2026: As of September 30, 2026: Number of shareholders 6,757 Category # of Employees Treasury stock Consolidated 4,969 6% Directors, Employees, and Shareholding Associations Japan 3,865
Slide 96: Cautionary Statement with Respect to Forward-Looking Statements
Cautionary Statement with Respect to Forward-Looking Statements These materials contain forward-looking statements, including estimates, projections, and statements related to the business operations of SMS Co., Ltd. (hereinafter, “the Company”) based on current expectations and assumptions in light

SMS — H1 FY03/2027 Earnings Presentation on 6ix

Sms — H1 FY03/2027 Earnings Presentation

Slide 1: Earnings Presentation for Investors, 1H FY03/2027

Slide 2: Table of Contents

Slide 3: Glossary of Terms and Definitions

Slide 4: Highlights

Slide 5: Highlights

Slide 6: 1H FY03/2027 Consolidated Financial Results

Slide 7: 1H FY03/27 Consolidated Financial Results

Slide 8: Major Expenses and Operating Income

Slide 9: Factors Behind Changes in Operating Income

Slide 10: Factors Behind Changes in Advertising Expenses

Slide 11: 2H FY03/27: Profit Plan and Approach to Growth Investment

Slide 12: 1H FY03/27 Career Segment

Slide 13: Status and Outlook by Area

Slide 14: KPIs: Quarterly Trends in RAG Productivity and Number of CPs

Slide 15: RAG: Building a "People × AI" Hybrid Model

Slide 16: Nursing: Standardized Processes and AI Lift CP Productivity

Slide 17: RAG: Competitive Advantages and Growth Model

Slide 18: 1H FY03/27 Elderly/Disability Care Management Support Segment

Slide 19: Status and Outlook by Service

Slide 20: KPI Summary

Slide 21: KPIs: Quarterly Trends in Accounts, ARPA, and Service Offices

Slide 22: KPIs: Quarterly Trends in ARR

Slide 23: 1H FY03/27 Overseas Segment

Slide 24: Relationship Between Net Sales and KPIs for Key Businesses

Slide 25: Reference: Segment Information

Slide 26: Business & Management Topics

Slide 27: Shift to Management with a Strong Capital-Market Perspective

Slide 28: Strengthening Board Oversight with Expert Outside Directors

Slide 29: Strategy and Business Evaluation Review of All Businesses

Slide 30: Decision to Sell or Exit Businesses to Enhance Corporate Value

Slide 31: Moving to Sell or Exit the Medical Platform Business

Slide 32: Global Career Business: Refocusing by Country

Slide 33: Upcoming Deliberations and Actions to Enhance Corporate Value

Slide 34: References

Slide 35: Mission and Business Overview

Slide 36: Group Mission

Slide 37: Aging Society

Slide 38: Information Infrastructure

Slide 39: Business Areas

Slide 40: Issues in an Aging Society and Our Solutions

Slide 41: An Unprecedented Era of Low Birth Rate, Aging and Population Decline

Slide 42: Three Critical Issues Faced by an Aging Society

Slide 43: Issue 1: Difficulty in sustaining high-quality medical care and elderly/disability care services

Slide 44: Issue 2: More severe burden on the working generation

Slide 45: Issue 3: Difficulty in solving problems related to living in an aging society

Slide 46: Our Solutions for Issues in an Aging Society

Slide 47: Strategic Business Areas

Slide 48: Realization of the Group Mission

Slide 49: Growth Track

Slide 50: Business Portfolio

Slide 51: Our History

Slide 52: Location

Slide 53: Career Business

Slide 54: Issue 1: Difficulty in sustaining high-quality medical care (Recap)

Slide 55: Solution for Issue 1 in Career Business

Slide 56: Shortage of Professionals

Slide 57: Business Model of Career Business

Slide 58: Elderly/Disability Care Management Support Business

Slide 59: Issue 1: Difficulty in sustaining high-quality medical care (Recap)

Slide 60: Solution for Issue 1 in Elderly/Disability Care Management Support Business

Slide 61: Business Environment of Elderly Care Services

Slide 62: Business Environment of Disability Welfare Services

Slide 63: The Environment Surrounding Elderly/Disability Care Operators

Slide 64: Management Support Platform

Slide 65: Kaipoke's Main Services

Slide 66: Kaipoke and Kabenashi Cloud will be further strengthened by AI

Slide 67: Healthcare Business

Slide 68: Issue 2: More severe burden on the working generation (Recap)

Slide 69: Solution for Issue 2 in Healthcare Business

Slide 70: Declining QOL and Productivity Caused by Physical/Mental Disorders

Slide 71: Remote Industrial Health Service

Slide 72: Senior Life Business

Slide 73: Issue 3: Difficulty in solving problems related to living in an aging society (Recap)

Slide 74: Solution for Issue 3 in Senior Life Business

Slide 75: Problem-Solving Platform

Slide 76: Overseas Business

Slide 77: Overview of Overseas Segment

Slide 78: Medical Platform Business

Slide 79: Issue: Low Availability of Medicines and Medical Devices in APAC