Slide 1: FY2026 Full-year Financial Results Presentation Materials
FY2026 Full-year Financial Results Presentation Materials Members Co., Ltd. (Prime Section of Tokyo Stock Exchange, Securities code 2130) Members Co., Ltd. URL: https://www.members.co.jp/ Members Co.,Ltd.
Slide 2: Full-year results Overview for FY2026
Full-year results Overview for FY2026 Members Co.,Ltd. 2
Slide 3: Highlights of FY2026 Full-year Cumulative Results
Highlights of FY2026 Full-year Cumulative Results ■ DX domain growth rate was +32.6% YoY due to the shift to DX field support positions progressing well. ■ Operating profit was 1,600 million yen (+224.6% YoY). Improvement in profitability is progressing as planned. Full-year Due to the merger of sub
Slide 4: FY2026 Full-year Consolidated P/L
FY2026 Full-year Consolidated P/L ◼ Both revenue and value-added sales were almost as planned. Profits at each stage exceeded the plan. ◼ Due to unit price increases through the shift to DX on-site positions and significant improvement in occupancy rates, the gross profit margin increased by +5.5pt
Slide 5: Consolidated Revenue / Value-added Sales
Consolidated Revenue / Value-added Sales ■ Revenue: 24,424 million yen (YoY +9.4% ). ■ Value-added sales: 23,507 million yen (YoY +10.5% ). Revenue (Non-consolidated from 25/3 3Q to 26/3 3Q, consolidated for others) Value-added Sales (Non-consolidated from 25/3 3Q to 26/3 3Q, consolidated for others
Slide 6: Consolidated Operating Profit / SG&A Expenses/Ratio/Gross Margin Ratio
Consolidated Operating Profit / SG&A Expenses/Ratio/Gross Margin Ratio ■ Operating profit: 1,600 million yen (YoY+224.6%). Recovered to a record high of 848 million yen in 4Q alone. ■ Gross margin ratio in 4Q alone increased +5.0 pt YoY. Aiming for a full-year gross margin ratio of 30% through conti
Slide 7: Acceleration of the Shift to DX Field Positions - DX ratio and specialty companies
Acceleration of the Shift to DX Field Positions - DX ratio/total value-added sales and number of DCs for specialty companies ■ DX sales ratio (4Q only) was 54.2% (+8.7pt YoY). 4Q cumulative growth rate continued to trend favorably at +32.6% YoY, driving the shift to DX field support positions. On th
Slide 8: Acceleration of the Shift to DX Field Positions - Value-added sales and DCs by sector
Acceleration of the Shift to DX Field Positions - Value-added sales and number of DCs of each business sector ■ In addition to Digital Service Development and Data Utilization Support, Digital Marketing is also driving the shift to a DX field support position. ■ In April 2026, a new specialty compan
Slide 9: DX talent ratio/SINCA90 project promotion
Acceleration of the Shift to DX Field Positions - DX talent ratio/SINCA90 project promotion ■ The DX talent ratio significantly exceeded the target of 65%, reaching 72.0%. In addition to developing PMO personnel, we will further accelerate the development of DX personnel who accompany customers, aim
Slide 10: PMO staff development / Increase in unit price per person
Acceleration of the Shift to DX Field Positions - PMO staff development / Increase in unit price per person ■ PMO personnel: 1,482 (+429 from the end of 3Q) against the target of 1,000. Company-wide efforts were successful and the target was significantly exceeded. ■ In line with the accelerated shi
Slide 11: Maximize revenue per client
Acceleration of the Shift to DX Field Positions -Maximize revenue per client ■ The number of companies with transactions of 300 million yen or more +3 clients YoY due to the strengthening of cross-selling. The number of companies with transactions of 100 million yen or more was 55, remaining flat Yo
Slide 12: Number of DCs/New graduates & Mid-career Recruits / Turnover rate
Number of DCs/Number of New graduates & Mid-career Recruits / Turnover rate ■ The number of DCs at the end of 4Q was 2,456, -171 from the end of the previous period. The number of DCs in their second year or more was 2,369 ( +132 from the end of the previous period), and the personnel base for short
Slide 13: Occupancy Rate
Occupancy Rate ■ The 4Q occupancy rate of DCs excluding 1st and 2nd year new graduates was 85.0% (-0.4pt YoY). The occupancy rate for 2nd year new graduates was 81.2%, at the same level as the previous period. ■ The occupancy rate for 1st year new graduates was 61.0%, a significant improvement. ■ Th
Slide 14: Establishment of decarbonized DX business/development of decarbonized DX human resources
Establishment of decarbonized DX business/development of decarbonized DX human resources ■ The GX and circular economy markets continue to expand due to the effects of rapid climate change and international conditions. Decarbonization DX-related business also grew steadily. ■ As part of our efforts
Slide 15: Establish All-Hands Management Style - Employee Engagement and Shareholder Awareness
Establish All-Hands Management Style - Employee Engagement and Shareholder Awareness ■ Establish a field-centered, All-Hands management style that operates as a team based on team management and team/individual vision in DX field support, and pursue a challenging culture and employee happiness. ■ Th
Slide 16: Decarbonization Action Score/Employee Engagement Score/NPS
Establish All-Hands Management Style - Improvement of Decarbonization Action Score/Employee Engagement Score/NPS ■ Employee engagement score reached 3.52, +0.11pt YoY, achieving the target. On the other hand, challenges have also emerged, and we will strongly promote mission/vision management to fur
Slide 17: Case Studies
Case Studies Members Co.,Ltd. 17
Slide 18: Leading Business Transformation with Clients - DX Case Studies
Leading Business Transformation with Clients - DX Case Studies NTV Wands Inc. "New Service Development PoC Support Project Utilizing Generative AI" Consistent hands-on support from conception to implementation, translating field-level issues into concrete AI utilization plans Client Issues Examples
Slide 19: Leading Business Transformation with Clients - DX Case Studies Repost
Leading Business Transformation with Clients - DX Case Studies Repost Hankyu Hanshin Properties Corp. Data Domain Professional On-site Service Overcame challenges toward in-house operation of the data utilization platform through expert accompaniment support and a cooperative system, establishing an
Slide 20: Leading Social Transformation Together with Clients – CSV Case Study (1)
Leading Social Transformation Together with Clients – CSV Case Study (1) Mitsui Chemicals, Inc. – Materials × Decarbonization DX: Marketing Support for Biomass Plastics and Recycling A Marketing Approach to "Change the World from Its Essence" Through Material Innovation Toward a Regenerative Society
Slide 21: Leading Social Change with Customers - CSV Case Studies (2)
Leading Social Change with Customers - CSV Case Studies (2) Repost OMRON SOCIAL SOLUTIONS CORPORATION Ridesharing Service – meemo Co-creation of a new public transportation system that eliminates mobility disadvantages through mutual assistance among residents Client Issues • Subcontracting to a dev
Slide 22: Leading Social Change with Customers - CSV Case Study (3)
Leading Social Change with Customers - CSV Case Study (3) Nagai City, Yamagata Prefecture: Regional Circular GX Support through Dispatch of Green Professionals Building a Highly Sustainable Regional Decarbonization Model that Balances Regional Decarbonization (GX) and Economic Efficiency (Regional C
Slide 23: FY2027 Policy / Strategy
FY2027 Policy / Strategy Members Co.,Ltd. 23
Slide 24: New Vision - FUTURE VISION
New Vision - FUTURE VISION ◼ Following the suspension of VISION2030 targets, we have redefined our targets and vision as we have seen a path toward recovering profitability and establishing a unique position. We have evolved this into FUTURE VISION to achieve strong growth toward 2035. Vision Statem
Slide 25: Value Creation Process for Realizing FUTURE VISION
Value Creation Process for Realizing FUTURE VISION Materiality INPUT Positioning and Value Proposition Vision / OUTCOME Human Capital / Organizational Capital Imagine it. Make it. Digital for Hope. Unleashing the creativity of digital Rapid climate Power of recruitment and development A digital impl
Slide 26: External Environment: Rapidly Expanding DX and AI Markets, Lack of Human Resources
External Environment: Rapidly Expanding DX and AI Markets, Lack of Human Resources to Promote DX ◼ The domestic DX (Digital Transformation) market is expected to expand to 10,275.7 billion yen*¹ in FY2030, and the AI-related market size is expected to reach 1,979.1 billion yen*¹ in FY2029. ◼ Many co
Slide 27: Rationale for Expanding Human Investment in the AI Era
Rationale for Expanding Human Investment in the AI Era ⚫ The main battleground for AI will shift from infrastructure competition to implementation in the field and society. AI will replace routine tasks centered on administrative work and desktop-based professional tasks. On the other hand, as the h
Slide 28: FY2027 Policy / Strategy
FY2027 Policy / Strategy Boldly Accelerate the Shift to DX Field Support Positions Establishment and Evolution of Virtuous Cycle of High Unit Price, Company-wide Promotion of CSV DX Field Support High Growth, and High Compensation Key Strategy KPI Achieving the "Strategy for ⚫ DX talent ratio (% of
Slide 29: Performance Targets / Shareholder Returns
Performance Targets / Shareholder Returns Members Co.,Ltd. 29
Slide 30: High-Growth Scenario Through Business Portfolio Transformation
High-Growth Scenario Through Business Portfolio Transformation ◼ The business portfolio transformation, which has been strongly promoted since FY2025, is progressing well. Compared to the traditional domain, the growth rate of the DX domain remains over +30%. Demand is robust, and the shift to DX fi
Slide 31: FY2027 Policy / Performance Targets
FY2027 Policy / Performance Targets ◼ Boldly accelerate the shift to DX field support positions and establish both high growth and high profitability. ◼ The operating profit target for FY2027 is 2.5 billion yen, with significant profit growth expected. Meanwhile, we aim to exceed the plan by further
Slide 32: Shareholder Returns / ROE
Shareholder Returns / ROE ◼ Dividend for FY2026: 33.0 yen. For FY2027, we plan to increase the dividend by +2.0 yen as profitability recovers. This dividend plan is in line with our dividend policy. We plan to increase the dividend for 15 consecutive years since the initial dividend. We will continu
Slide 33: Company Profile
Company Profile Members Co.,Ltd. 33
Slide 34: Company Profile
Company Profile Mission Company name Members Co., Ltd. Create a spiritually rich society through "MEMBERSHIP" Headquarters (Tokyo) 1-8-10 Harumi, Chuo-ku, Tokyo 104-6037 FUTURE VISION Harumi Island Triton Square Office Tower X 37F (Reception on 35F) Locations ・Headquarters (Tokyo) ・Nagoya Office Dig
Slide 35: Corporate Governance Initiatives
Corporate Governance Initiatives Skill Matrix Transition to a Single Significant Concurrent Outside Finance / Sustainability Representative Director System Name Accounting Promotion / Risk Human Positions, etc. Director Management / Technology Resources / Global / Legal / Management / CSV / IT Compl
Slide 36: Sales/revenue and number of employees
Sales/revenue and number of employees Revenue Since going public in 2006, sales have grown along with the number of employees Employee （Million yen） 14 consecutive years of revenue growth. Last five years CAGR (compound annual growth rate): 13.1%. （People） 26,000 3,500 April 2022 24,424 24,000 Trans
Slide 37: Disclaimer
Disclaimer Forward-looking statements such as business plans and earnings forecasts contained in this document are based on information available to us at this time that we believe to be reasonable. These forward-looking statements are subject to various uncertainties, including market conditions an
Slide 38: Cautionary Statement
Cautionary Statement This document has been translated from a part of the Japanese original for reference purposes only. In the event of any discrepancy between this translated document and the Japanese original, the original shall prevail. For IR inquiries Members Co., Ltd. Corporate Planning Offic
Slide 39: Leading social change together with customers through DX field support
Leading social change together with customers through DX field support If you have any questions regarding this document, please contact us at the following. Members Co., Ltd. Group Corporate Planning Office https://x.com/Members_IR https://www.members.co.jp/contact/ https://www.members.co.jp/ https