Slide 1: FY 2025/9 Financial Results Briefing
November 14, 2025 FY 2025/9 Financial Results RECOMM Co., Ltd. Briefing TSE Standard (3323) © 2025 RECOMM Co., Ltd. All rights reserved. 1
Slide 2: Contents
Contents 1 FY 2025/9 financial results summary P３ 2 Full-year plans and dividend forecasts P13 3 Topics P20 4 Growth strategy P26 5 Summary of medium-term management plan P30 6 Appendix P36 © 2025 RECOMM Co., Ltd. All rights reserved. 2
Slide 3: FY 2025/9 financial results summary
FY 2025/9 financial results summary 3
Slide 4: FY 2025/9 financial results summary
FY 2025/9 financial results summary [Summary] ◆Sales revenue is a record high for the first time in 18 periods ◆Adjusted operating profit is 590% of that for the previous period, profit before tax is 420%, and unadjusted net income also increased to 230% ◆Growth is driven by the overseas solutions b
Slide 5: FY 2025/9 financial results summary
FY 2025/9 financial results summary Sales revenue Operating profit 13,088 million yen 407 million yen Unadjusted Change +138 million yen Previous 269 million yen (YoY) （151.4%） Previous Change +1.401 million yen period period 11,687 million yen (YoY) （112.0%） Adjusted *1 Change +338 million yen Prev
Slide 6: Main causes of changes in operating profit
Main causes of changes in operating profit (Unit: million yen) 500 60 476 450 142 17 407 400 350 69 300 188 250 200 150 100 69 50 - Impairment loss from the FY 2025/9 revaluation of stocks of operating profit Thailand’s companies © 2025 RECOMM Co., Ltd. All rights reserved. 6
Slide 7: FY 2025/9 financial results summary (results by segment)
FY 2025/9 financial results summary (results by segment) (Unit: million yen) FY 2024/9 FY 2025/9 Change YoY Sales revenue 11,687 13,088 1,401 112.0% Overseas solutions businesses 6,617 8,417 1,800 127.2% Domestic solutions businesses 4,471 4,096 - 375 91.6% BPR business 598 573 - 25 95.8% Adjusted s
Slide 8: FY 2025/9 financial results (overseas solutions business)
FY 2025/9 financial results (overseas solutions business) (Unit: million yen) FY 2024/9 FY 2025/9 Change YoY Sales revenue 6,617 8,417 +1,800 127.2% Segment profit 342 485 +143 141.8% Sales revenue Segment profit 8,417 570 • The effects of adding a Singapore subsidiary to the 560 8,000 550 540 530 5
Slide 9: FY 2025/9 financial results (domestic solutions business)
FY 2025/9 financial results (domestic solutions business) (Unit: million yen) FY 2024/9 FY 2025/9 Change YoY Sales revenue 4,471 4,096 -375 91.6% Adjusted segment profit 223 194 -29 87.0% Sales revenue Segment profit • The decrease in sales revenue is because of a 68% 5,000 4,471 300 decrease in sal
Slide 10: FY 2025/9 financial results (BPR business)
FY 2025/9 financial results (BPR business) (Unit: million yen) FY FY 2024/9Q2 2024/9 FY FY 2025/9Q2 2025/9 Change Change YoY YoY Sales revenue Sales revenue 598 2,361 573 2,303 -25 (57) 95.8% 97.6% Segment profit Segment profit 30 (1) 11 38 -19 +41 36.7% - Sales revenue Segment profit • The decrease
Slide 11: Balance Sheet
Balance Sheet (Unit: million yen) Previous Current consolidated Total assets: 12,703 million yen Up 58 million yen consolidated fiscal fiscal year Change year The increase is mainly because of an increase in the right-of- September 30, 2025 September 30, 2024 use assets resulting from the relocation
Slide 12: Financial standing: Equity ratio, Statements of Cash Flows
Financial standing: Equity ratio, Statements of Cash Flows Equity ratio: 39.8% The decrease in cash flow from operating activities is mainly The improvement in the equity ratio is due to an increase in because of the contribution of profit before tax of 447 million retained earnings resulting from n
Slide 13: FY 2026/9 Full-year plans and dividend forecasts
FY 2026/9 Full-year plans and dividend forecasts 13
Slide 14: FY 2026/9 (full-year plans)
FY 2026/9 (full-year plans) Record sales for the second consecutive month and the SALES REVENUE highest operating profit after COVID-19 (Unit: million yen) FY 2026/9 (plans) FY 2025/9 14,800 YoY 13,088 (Actual) 1H 2H Full year Sales revenue 13,088 7,000 7,800 14,800 113.1% FY 2025/9 FY 2026/9 (PLANN
Slide 15: FY 2026/9 plans (by segment)
FY 2026/9 plans (by segment) (Unit: million yen) FY 2025/9 FY 2026/9 (plans) (Actual) YoY 1H 2H Full year Sales revenue 13,088 7,000 7,800 14,800 113.1% Overseas solutions businesses 8,418 4,471 5,028 9,499 112.8% Domestic solutions businesses 4,097 2,250 2,441 4,691 114.5% BPR business 574 280 331
Slide 16: FY 2026/9 plans (overseas solutions business)
FY 2026/9 plans (overseas solutions business) (Unit: million yen) FY 2025/9 FY 2026/9 (plans) (Actual) YoY 1H 2H Full year Sales revenue 8,418 4,471 5,028 9,499 112.8% Segment profit 486 222 330 552 113.7% <Measures for achieving full-year plans> • Strengthening sales of SPACECOOL → Expanding sales
Slide 17: FY 2026/9 plans (domestic solutions business)
FY 2026/9 plans (domestic solutions business) (Unit: million yen) FY 2025/9 FY 2026/9 (plans) (Actual) YoY 1H 2H Full year Sales revenue 4,097 2,250 2,441 4,691 114.5% Segment profit 194 179 171 350 180.4% <Measures for achieving full-year plans> • Bringing new employees up early by achieving the pl
Slide 18: FY 2026/9 plans (BPR business)
FY 2026/9 plans (BPR business) (Unit: million yen) FY 2025/9 FY 2026/9 (plans) (Actual) YoY 1H 2H Full year Sales revenue 574 280 331 611 106.4% Segment profit 11 20 29 49 428.2% <Measures for achieving full-year plans> • Strengthening the packaged deal combining Robo Worker with the BPO service by
Slide 19: Dividends
Dividends Basic policy: Paying performance-based dividend with the standard of payout ratio of 30% Dividend: 1.2 yen 1.6 yen/share 1.6 yen/share Commemora- ted dividend 0.5 yen/share 1.2 yen/share 1.0 yen/share 1.0 yen/share 1.1 yen/share 0.0 yen/share FY 2021/9 FY 2022/9 FY 2023/9 FY 2024/9 FY 2025
Slide 20: Topics
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Slide 21: Conversion of Kawahara Jimuki into a consolidated subsidiary
Conversion of Yugenkaisya Kawahara Jimuki located in Iwate into a consolidated subsidiary (conclusion of the share transfer agreement) Overview of Kawahara Jimuki Investment purposes Item Details • A part of the management strategy to realize regrowth in Name Yugenkaisya Kawahara Jimuki domestic sol
Slide 22: Status of Launch of AI Agent Business
Status of Launch of AI Agent Business The Japanese version of the AI agent platform business launched by a joint venture with a Chinese AI company AI agent platform The system makes it possible to autonomously implement clerical work, Name Intelligence Indeed RECOMM data analysis, and support for de
Slide 23: Merger between Two Consolidated Subsidiaries
Merger between Two Consolidated Subsidiaries The merger between two consolidated subsidiaries of the company were conducted on October 1, 2025, to optimize managerial resources and make operations efficient. Name RECOMM Japan Co., Ltd. Name OPUS Co., Ltd. Business Sales of IT solutions and carbon Bu
Slide 24: Initiatives to enhance human capital management (1)
Initiatives to enhance human capital management (1) Enhancement of HR development • Annual completion rate of a 100-hour training per employee: Improving global competitive 95% (FY 2025 actual) strength and realizing sustainable • AI skills trainees: 196 (FY 2025 actual) growth through strengthening
Slide 25: Initiatives to enhance human capital management (2)
Initiatives to enhance human capital management (2) Issuance of performance-based paid stock options for achieving the medium-term management plan Purposes of the issuance Increase in motivation of the management and employees toward achievement of the medium-term management plan (through FY 2027/9)
Slide 26: Growth strategy
©2025 RECOMM Co., Ltd. All rights reserved.
Slide 27: Basic strategy: Global specialized trading company vision
Basic strategy Basic strategy: Global specialized trading company vision Global Specialized Trading Company Vision: Accelerating global business growth by proposing solutions to global customers based on state-of-the-art products and services appropriate for the times and our strengths in direct mar
Slide 28: Global specialized trading company vision: Stage by country
Global specialized trading company vision: Stage by country Accelerating global deployment by advancing to higher business stages in each country Stage 4 Stage 3 New business Products, services Stage 2 creation Local market Stage 1 Customer development New business capture Developing one-stop develo
Slide 29: Status of progress of cross-border M&As
Global specialized trading company vision: Status of progress of cross-border M&As September 2023 SLWE joins the Recomm Group Entry into the local electrical parts market in Malaysia NEXT FUTURE AI agent October 2021 AI server SLWL joins the Recomm Group Start of global Entry into the local LED mark
Slide 30: Summary of medium-term management plan (FY 2025/9 to FY 2027/9)
Summary of medium-term management plan （FY 2025/9 to FY 2027/9） © 2025 RECOMM Co., Ltd. All rights reserved. 30
Slide 31: Goals
Goals FY 2027/9 targets Sales revenue Ratio of operating ROE CAGR profit to sales revenue 20% 10% 20% or higher or higher or higher FY 2025/9 Status of 17.3% 3.1% 3.9% progress © 2025 RECOMM Co., Ltd. All rights reserved. 31
Slide 32: Priority items in the medium-term management plan
Priority items in the medium-term management plan Sales DX M&A Promoting digital transformation (DX) of Transplanting sales Growing Groupwide sales through sales DX to new Group earnings foundations activities based on a firms added through customer relationship M&As management (CRM) system © 2025 R
Slide 33: Priority initiatives by individual business
Priority initiatives by individual business Overseas solutions Domestic solutions BPR business (DX business) businesses businesses ・National human ・Strengthening the ・Establishment of new resource development development of new development sales ・More precise targeting customers methods specializing
Slide 34: Road map of the medium-term management plan
Road map of the medium-term management plan Sales revenue Overseas Domestic BPR Ratio of operating profit ROE (Unit: million yen) 7% 15,000 6% 6.0% 5% 10,000 3.9% 4% 3.7% 3% 3.1% 2.3% 5,000 2% 1.7% 1% 0 0% FY 2024/9 FY 2025/9 FY 2026/9 plans FY 2027/9 plans CAGR* 14.5% 17.3% 12.3% 20% (goal) Ratio o
Slide 35: Becoming a global leading B2B solution provider group
Management goal Becoming a global leading B2B solution provider group © 2025 RECOMM Co., Ltd. All rights reserved. 35
Slide 36: APPENDIX
RECOU ©2025 RECOMM Co., Ltd. Alll rights reserved | 36
Slide 37: Company overview
Company overview Characteristics of RECOMM Co., Ltd. Company name (RECOMM CO., LTD.) employees As of September 30, 2025 Gender Established September 30, 1994 Shares listed May 26, 2004 TSE Standard: Securities code 3323 Female 53% Male 47% Address 25-3 Yoyogi 3-chome, Shibuya-ku, Tokyo Representativ
Slide 38: Operating companies in individual businesses
Operating companies in individual businesses The Group consists of 6 operating companies in Japan and 18 overseas companies in three businesses (as of September 30, 2025) Overseas: 17 facilities in nine countries BPR (DX) business Overseas solutions RECOMM Business Solutions (Dalian) *1 businesses R
Slide 39: RECOMM by the numbers
RECOMM by the numbers Established year Listing year Year of listing by Chinese subsidiary Actual result of M&As 1994 2004 2018 23 domestic and overseas acquisitions and sales Began the first sales Listed on the Osaka Shares of subsidiary Recent cross-border franchise business in Securities Exchange
Slide 40: Company History
Company History 2015 2018 2021 1994 2004 ⚫ Company established in Japan to ⚫ Shares of Chinese subsidiary listed on ⚫ Acquired shares in Sin Lian Wah ⚫ Established to sell and maintain ⚫ Shares listed on the Hercules Market develop and sell security products as a the OTC market in China Lighting of
Slide 41: Business overview (product lineup)
Business overview (product lineup) A comprehensive producer of optimal office environments We offer the following product lineup as a B2B solutions provider. Digital transformation IT solutions Carbon-neutral solutions solutions Provision of IT devices and cybersecurity Helping corporate customers t
Slide 42: Our competitive advantages
Our competitive advantages Global one-stop solutions 1 Deepening relations of trust with customers • Advancing into eight countries overseas • Offering consistent products and services in every country and building long- • BPO contracting also available in addition to IT devices and eco products las
Slide 43: Medium-Term management plan 2025-2027
2025-2027 Medium-Term management plan 43
Slide 44: Basic strategy: Global specialized trading company vision
2025–2027 Medium-Term Management Plan Basic strategy Basic strategy: Global specialized trading company vision Global Specialized Trading Company Vision: Accelerating global business growth by proposing solutions to global customers based on state-of-the-art products and services appropriate for the
Slide 45: Goals
2025–2027 Medium-Term Management Plan Goals ⚫ We will do business aiming to achieve the following three targets by FY 2027/9. Sales revenue Ratio of operating ROE CAGR profit to sales revenue 20% 10% 20% or higher or higher or higher 45
Slide 46: Issues and policies for the new Medium-Term Management Plan
2025–2027 Medium-Term Management Plan Issues and policies in working to formulate the new Medium-Term Management Plan targets ⚫ We will address delays in product and service development and customer development, which was the main reasons we failed to achieve the previous Medium-Term Management Plan
Slide 47: Sales DX and M&A vision for sustained business growth
2025–2027 Medium-Term Management Plan Issues and policies in working to formulate the new Medium-Term Management Plan targets ⚫ We will build a structure able to achieve efficient sales activities even with limited staff through sales DX. We also will transplant this system to M&As to increase their
Slide 48: Sales DX overview
2025–2027 Medium-Term Management Plan Sales DX overview ⚫ We will link data to the CRM system in a short timeframe and thoroughly implement sales based on the system. ⚫ The aim is to improve all three aspects of sales, human resource development, and product development through sales activities base
Slide 49: Priority measures in domestic businesses
2025–2027 Medium-Term Management Plan Priority measures in domestic businesses ⚫ In domestic businesses, we will develop new businesses, increase the percentage of stock business sales, and increase customer satisfaction. ⚫ We will establish target sales for each measure and shift toward business mo
Slide 50: Priority measures in overseas businesses
2025–2027 Medium-Term Management Plan Priority measures in overseas businesses ⚫ We will target firms in each market through development of national human resources and more precise marketing. ⚫ We will accelerate strategies by developing human resources capable of communicating the high quality of
Slide 51: Priority measures at overseas M&As
2025–2027 Medium-Term Management Plan Priority measures at overseas M&As ⚫ We will aim to improve business results further through synergies leveraging the advantages of M&As and RECOMM. ⚫ The RECOMM Group will promote the development of customer firms in each market via local Japan-affiliated firms
Slide 52: Priority measures in the DX business (RPA)
2025–2027 Medium-Term Management Plan Priority measures in the DX business (RPA) ⚫ We will promote solutions matched to industry needs through both RPA and BPO based on more precise targeting. ⚫ We also will promote market development leveraging BPR proposals by combining both BPO and RPA. Main stra
Slide 53: Priority measures in administrative sections
2025–2027 Medium-Term Management Plan Priority measures in administrative sections ⚫ We will improve productivity by revising the workflows in existing businesses and eliminating waste in operations. ⚫ We will shift toward administrative sections that generate profits by promoting management through
Slide 54: Business model: One-stop provider of five solutions
Business model: One-stop provider of five solutions from IT to carbon neutrality, DX, security, and anti-infection IT Carbon Business neutral telephones LED lighting Commercial air Digital multipurpose conditioners printers Antiviral Security cameras Remote work Antivirus IT Cybersecurity DX OCR pro
Slide 55: Evolution from a sales company to a B2B solutions provider
Evolution from a sales company to a B2B solutions provider PART 1 2 3 4 5 1994-2004 2005-2009 2010-2014 2015-2019 2020- From founding to IPO Diversification Business reorganization Renewed growth New growth FY 2007/9: recorded record-high sales revenue since IPO Launched global specialized trading c
Slide 56: Forward-looking statements
Forward-looking statements Information other than historical facts in the descriptions in this document or made orally are forward-looking statements prepared on the basis of certain assumptions. These reflect management's judgment based on information available at the present time, and they include