Slide 1: Presentation of Financial Results for Fiscal 2025, Ended September 30, 2025
Presentation of Financial Results for Fiscal 2025, Ended September 30, 2025 DEAR LIFE CO., LTD. November 14, 2025
Slide 2: Overview of Financial Results: KPI Highlights
Overview of Financial Results KPI Highlights Profit attributable to owners of Property portfolio of acquired Consolidated ordinary profit parent projects ¥7,831 million ¥5,320 million ¥71.5 billion (up 68.2% YoY) (up 67.8% YoY) (down 16.2% YoY) Capital-to-assets ratio Earnings per share Record-high
Slide 3: Topics: Progress toward performance targets
Topics —Progress toward performance targets— (Millions of yen) 12,000 10,000 Ordinary profit: ¥ 7,831 million 10,000 7,831 (78.3% achievement rate against the target) 8,000 6,800 6,181 6,000 5,320 Profit attributable to owners of parent: 4,656 4,304 ¥ 5,320 million 4,000 3,170 (78.2% achievement rat
Slide 4: Topics: Dividend status and dividend policy
Topics —Dividend status and dividend policy— (Yen) Dividend payout ratio 70 63 80.0% 60 2 64.9% DOE taken into account from FY2024. 50 44 41 47 51.5% 60.0% 2 40 2 To commemorate record-high profit, the 30 42.6% 42.4% 41.9% 40.0% dividend was set at ¥ 63 per share (dividend 30 2 42 47 61 payout ratio
Slide 5: Index
Index 01. Operating Results & Financial Status 02. Real Estate Business 03. Sales Promotion Business 04. Performance Targets for FY2026 05. Shareholder Returns Policy 06. Appendix Consolidated Financial Statements Overview of the Dear Life Group’s Businesses Medium-Term Management Target: Challenge
Slide 6: 01. Operating Results & Financial Status
01. Operating Results & Financial Status 01. Operating Results & Financial Status 02. Real Estate Business 03. Sales Promotion Business 04. Performance Targets for FY2026 05. Shareholder Returns Policy 06. Appendix Consolidated Financial Statements Overview of the Dear Life Group’s Businesses Medium
Slide 7: Operating Results: Consolidated Statement of Income for FY2025
Operating Results —Consolidated Statement of Income for FY2025— Percentage Change from FY2024 FY2025 change from (Millions of yen) 2024 (1) (2) 2024 (2)–(1) {(2)–(1)}/(1) Net sales 46,880 78,505 31,625 67.5% Against the backdrop of a robust real estate Real Estate Business 42,826 74,569 31,743 74.1%
Slide 8: Financial Status: Consolidated Balance Sheet
Financial Status —Consolidated Balance Sheet— (Millions of yen) 50,000 45,000 Interest-bearing 40,000 liabilities Interest-bearing Cash and deposits 15,166 liabilities 18,653 Effectively responded to strong real estate 18,850 35,000 investment demand, with sales activities Cash and deposits 27,104 p
Slide 9: Financial Status: Cash Flow
Financial Status —Cash Flow— (Billions of yen) Recouped funds 800 from property Borrowing for property sales 700 acquisitions, +633 etc. +427 600 A favorable financing environment from financial institutions supported the Company’s purchasing activities. 500 400 Profit before Actively invested own f
Slide 10: 02 Real Estate Business
02 Real Estate Business 01. Operating Results & Financial Status 02. Real Estate Business 03. Sales Promotion Business 04. Performance Targets for FY2026 05. Shareholder Returns Policy 06. Appendix Consolidated Financial Statements Overview of the Dear Life Group’s Businesses Medium-Term Management
Slide 11: Real Estate Business: Segment Sales & Profit
Real Estate Business —Segment Sales & Profit— (Millions of yen) (Millions of yen) 80,000 74,569 10,000 70,000 9,000 Segment sales 8,619 8,000 60,000 ¥ 74,569 million 50,000 6,568 47,621 6,867 42,826 7,000 6,000 (up 74.1% YoY) 40,000 4,710 39,325 5,417 5,000 30,000 4,000 24,703 Segment profit ¥ 8,619
Slide 12: Real Estate Business: Purchasing activities
Real Estate Business —Purchasing activities— (Millions of yen) Real estate for sale Real estate for sale in process 90,000 80,000 70,000 Real estate balance at end of period Increase from acquisitions and Decrease ¥ 16,800 million 60,000 investments +55,593 from sales, etc. 50,000 -63,576 (down 32.2
Slide 13: Real Estate Business: Purchasing activities (location)
Real Estate Business —Purchasing activities— ・Tachikawa VII Project (Tachikawa City, Tokyo) ・DeLCCS Urawa (Saitama City, Saitama Prefecture), and others Outside 23 wards 5.9% Central 5 wards 23.5% Continued investment within Tokyo’s 23 wards as the number of 94.1％ single and DINK households Investme
Slide 14: Real Estate Business: Purchasing activities (station proximity)
Real Estate Business —Purchasing activities— ・Tachikawa VII Project ・DeLCCS Nagatacho More than 10 ・DeLCCS Wakamatsu-Kawada minutes ・DeLCCS Asakusa Kaminarimon, and others 1.5% 1-3 minutes 26.5% Carefully selected investments in highly Within 10 convenient real estate located within 10 minutes 98.5％
Slide 15: Real Estate Business: Purchasing activities (volume)
Real Estate Business —Purchasing activities (volume)— Carried out property acquisitions totaling ¥71.5 billion in DeLCCS Nihonbashi- DeLCCS Umeyashiki DeLCCS Morishita Hamacho property portfolio (project scale) Promoting further expansion in property portfolio while maintaining (Millions of yen) Ach
Slide 16: Real Estate Business: Purchasing activities (number of properties)
Real Estate Business —Purchasing activities (number of properties)— (Projects) 69 70 63 60 56 51 29 50 26 21 Large-scale projects valued at more than 17 40 36 ¥1 billion increased steadily. 33 Both the number and scale of projects 30 12 10 are increasing. 24 30 20 26 28 19 17 10 5 12 9 4 5 7 0 2020.
Slide 17: Real Estate Business: Selling Activities
Real Estate Business —Selling Activities— Incorporated Integrated real estate Railway companies, educational Others, 1.5% 1.5% companies, 4.6% institution, 1.5% Developer/sales companies General corporations for investment (Non-registered real condominiums, 15.4% estate brokers), 13.8% Family-focuse
Slide 18: Main Properties under Development
Real Estate Business —Main Properties under Development— Kagurazaka Bentencho Project 24 units Urban residential project with 5-minute walk from Waseda Station of Tokyo Metro Tozai Line 10-minute walk from Kagurazaka Station of Tokyo Metro Tozai Line Meets a wide range of needs from students to work
Slide 19: Main Income-Producing Properties under Development
Real Estate Business —Main Income-Producing DeLCCS Nihonbashi-Hamacho Project 25 residential units Properties under Development— 4-minute walk from Hamacho Station of Toei Shinjuku Line 7-minute walk from Suitengumae Station of Tokyo Metro Hanzomon Line A highly sought-after location offering both u
Slide 20: 03. Sales Promotion Business
03. Sales Promotion Business 01. Operating Results & Financial Status 02. Real Estate Business 03. Sales Promotion Business 04. Performance Targets for FY2026 05. Shareholder Returns Policy 06. Appendix Consolidated Financial Statements Overview of the Dear Life Group’s Businesses Medium-Term Manage
Slide 21: Sales Promotion Business: Segment Sales & Profit
Sales Promotion Business —Segment Sales & Profit— Net sales (Millions of yen) (Millions of yen) Staffing for the real estate industry 4,500 4,283 4,177 100 remained strong, supported by large-scale 4,053 3,936 orders from the condominium 79 development sector. 50 In addition, the high quality of our
Slide 22: 04. Performance Targets for FY2026
04. Performance Targets for FY2026 01. Operating Results & Financial Status 02. Real Estate Business 03. Sales Promotion Business 04. Performance Targets for FY2026 05. Shareholder Returns Policy 06. Appendix Consolidated Financial Statements Overview of the Dear Life Group’s Businesses Medium-Term
Slide 23: Performance Targets for FY2026
Performance Targets for FY2026 [Trends in ordinary profit from FY2023 onward] (Millions of yen) Ordinary profit target of ¥10 billion set for FY2026 16,000 15,000 12,000 10,000 7,834 8,000 6,181 4,656 4,000 Based on the Medium-Term Management Targets “Challenge 2028—Catch the Wave,” the following 0
Slide 24: 05. Shareholder Returns Policy
05. Shareholder Returns Policy 01. Operating Results & Financial Status 02. Real Estate Business 03. Sales Promotion Business 04. Performance Targets for FY2026 05. Shareholder Returns Policy 06. Appendix Consolidated Financial Statements Overview of the Dear Life Group’s Businesses Medium-Term Mana
Slide 25: Shareholder Returns Policy: Dividend targets and past implementation
Shareholder Returns Policy —Dividend targets and past implementation— (Yen) 70 63 64 80.0% 60 2 64.9% Targeting a dividend payout ratio of 40%, the 50 44 47 60.0% Company aims to provide stable dividends 41 51.5% 2 while taking into account business 40 42.6% 42.4% 2 performance and DOE. 30 41.9% 40.
Slide 26: 06. Appendix
06. Appendix 01. Operating Results & Financial Status 02. Real Estate Business 03. Sales Promotion Business 04. Performance Targets for FY2026 05. Shareholder Returns Policy 06. Appendix Consolidated Financial Statements Overview of the Dear Life Group’s Businesses Medium-Term Management Target: Cha
Slide 27: Appendix: Consolidated Income Statement
Appendix —Consolidated Income Statement— Percentage Change from FY2024 FY2025 change from 2024 2024 (Millions of yen) (1) (2) (2)–(1) {(2)–(1)}/(1) Net sales 46,880 78,505 31,625 67.5% Real Estate Business 42,826 74,569 31,743 74.1% Sales Promotion Business 4,053 3,936 -117 -2.9% Both the Real Estat
Slide 28: Appendix: Consolidated Balance Sheet
Appendix —Consolidated Balance Sheet— Component ratio Change compared (Millions of yen) FYE9/2024 FYE9/2025 at end of FY2025 to end of FY2024 Current assets 44,914 45,352 95.7% 1.0% Cash and deposits 18,653 27,104 57.2% 45.3% Real estate for sale in process 10,644 4,616 9.7% -56.6% Real estate for s
Slide 29: Overview of the Dear Life Group's Businesses
Overview of the Dear Life Group’s Businesses 01. Operating Results & Financial Status 02. Real Estate Business 03. Sales Promotion Business 04. Performance Targets for FY2026 05. Shareholder Returns Policy 06. Appendix Consolidated Financial Statements Overview of the Dear Life Group’s Businesses Me
Slide 30: Development and sale of real estate mainly in Tokyo
Overview of the Dear Life Group’s Businesses Development and sale of real estate mainly in Tokyo Development of urban residences and commercial buildings Hotel ownership and management Copyright （C） 2025 DEAR LIFE All rights reserved. 30
Slide 31: Overview of the Dear Life Group's Businesses: ID Inc.
Overview of the Dear Life Group’s Businesses Wide rollout of development of residences, apartments, and detached houses, design and construction, rental and sales brokerage, and management business mainly in Shinagawa and Ota wards Copyright （C） 2025 DEAR LIFE All rights reserved. 31
Slide 32: Overview of the Dear Life Group's Businesses: Staffing
Overview of the Dear Life Group’s Businesses Dispatches outbound-style call center staff to the finance/insurance sector, and sales/admin staff to the real estate industry Copyright （C） 2025 DEAR LIFE All rights reserved. 32
Slide 33: Overview of the Dear Life Group's Businesses: Self-storage
Overview of the Dear Life Group’s Businesses Provides business process outsourcing (BPO) services for the self-storage market (Equity-method affiliate: 3461 TSE Growth Market) Develops self-storage properties, etc. Copyright （C） 2025 DEAR LIFE All rights reserved. 33
Slide 34: Medium-Term Management Targets: Challenge 2028—Catch the Wave
Medium-Term Management Targets: Challenge 2028—Catch the Wave 01. Operating Results & Financial Status 02. Real Estate Business 03. Sales Promotion Business 04. Performance Targets for FY2026 05. Shareholder Returns Policy 06. Appendix Consolidated Financial Statements Overview of the Dear Life Grou
Slide 35: New Medium-Term Management Target: Challenge 2028
New Medium-Term Management Target Challenge 2028 —Catch the Wave Copyright (C) 2025 DEAR LIFE All rights reserved. 1
Slide 36: Contents
Contents ◇ Dear Life Group Management Philosophy 3 ✓ Sustainability 42 ◇ Long-Term Vision 2034 (30th Anniversary) 5 ✓ Financial Strategy and Capital Policy 44 ◇ Medium-Term Management Target “Challenge ・ Management conscious of cost of capital 45 2028” 8 and stock price ✓ Basic Policy and Framework
Slide 37: Dear Life Group Management Philosophy
Dear Life Group Management Philosophy Copyright (C) 2025 DEAR LIFE All rights reserved. 3
Slide 38: Dear Life Group Management Philosophy
Dear Life Group Management Philosophy We want everyone who encounters us to enjoy a richer and more fulfilling dear life Guided by our management philosophy, the Dear Life Group strives to realize and maximize the latent value that exists in various opportunities, enhancing satisfaction among all st
Slide 39: Long-Term Vision 2034 30th Anniversary
Long-Term Vision 2034 30th Anniversary Copyright (C) 2025 DEAR LIFE All rights reserved. 5
Slide 40: The Dear Life Group's Vision for Its 30th Anniversary
The Dear Life Group’s Vision for Its 30th Anniversary* Through its business activities, the Dear Life Group aims to create value that contributes to the development of a sustainable society and to enrich people’s lives. ➢Transform real estate from a physical asset into a social function View real es
Slide 41: Positioning of the New Medium-Term Management Target Challenge 2028
Positioning of the New Medium-Term Management Target “Challenge 2028” Through its business activities, the Dear Life Group aims to create value that contributes to the development of a sustainable society and to enrich people’s lives. Working backward from our vision for 2034, the Vision for 2034 ye
Slide 42: Challenge 2028: New Medium-Term Management Target
New Medium-Term Management Target Challenge 2028 —Catch the Wave Copyright (C) 2025 DEAR LIFE All rights reserved. 8
Slide 43: Challenge 2028: Basic Policy and Framework
Challenge 2028: Basic Policy and Framework Dear Life will strengthen initiatives aimed at realizing a sustainable society and pursue further growth as a real estate trading company. ➢ Management Indicators (Targets) Ordinary profit: ¥15.0 billion ROE: around 20% ROIC: around 12% Capital-to-assets ra
Slide 44: Management Indicators (Targets)
Challenge 2028 —Catch the Wave Management Indicators (Targets) Copyright (C) 2025 DEAR LIFE All rights reserved. 10
Slide 45: Management Indicators (Targets) KPIs
Management Indicators (Targets) KPIs Set ambitious targets for profitability, capital efficiency, and financial soundness, and work toward achieving them Breakthrough 2025 Challenge 2028 30th Anniversary —Catch the Wave FY2025 FY2026–FY2028 FY2035 Ordinary profit ¥7.83 billion ¥15.0 billion ¥30.0 bi
Slide 46: Management Indicators (Targets) Performance Trends: Ordinary Profit
Management Indicators (Targets) Performance Trends: Ordinary Profit Aim to raise the ordinary profit compound annual growth rate (CAGR) 15,000 from 19.7%* to 24% * Average annual growth rate over the ten years from FY2016 to FY2025 90,000 Performance Trends Ordinary profit (right axis) Net sales (le
Slide 47: Management Indicators (Targets): Transition of Financial Base
Management Indicators (Targets): Transition of Financial Base Aim to establish a sound and robust financial foundation by expanding and stabilizing our revenue base, enhancing capital efficiency through the optimization of our capital structure, and achieving a proper balance between shareholder ret
Slide 48: Challenge 2028: Business Strategy
Challenge 2028 —Catch the Wave Business Strategy Copyright (C) 2025 DEAR LIFE All rights reserved. 14
Slide 49: Business Strategy
Business Strategy Steady organic growth through investment in human resources × M&A to accelerate growth Category Theme ➢ Achieve organic growth focused on Tokyo’s 23 wards (expanding both scale and number of Real Estate Business projects) ➢ Optimize the real estate investment portfolio in line with
Slide 50: Business Strategy: Real Estate Business
Challenge 2028 —Catch the Wave Business Strategy Real Estate Business Copyright (C) 2025 DEAR LIFE All rights reserved. 16
Slide 51: Real Estate Business—External Environment (1)
Business Strategy: Real Estate Business—External Environment (1) ✓ Increase in single-person and two-person households in Tokyo ✓ Population growth in Tokyo’s 23 wards The average household size in Tokyo is expected to decline, while In contrast to Japan’s overall population decline, the population
Slide 52: Real Estate Business—External Environment (2)
Business Strategy: Real Estate Business—External Environment (2) ✓ Growing office demand in central Tokyo ✓ Rising land prices in Tokyo’s 23 wards Since 2023, office demand in central Tokyo has entered a recovery phase Land prices in Tokyo’s 23 wards continue to rise, driven by a return to city- fro
Slide 53: Real Estate Business—External Environment (3)
Business Strategy: Real Estate Business—External Environment (3) ✓ Rising construction costs ✓ Rising rents Construction costs are expected to continue increasing due to Rents are trending upward due to higher construction costs and labor shortages and higher material prices. inflation. ⇒ Limit risk
Slide 54: Real Estate Business—External Environment (4)
Business Strategy: Real Estate Business—External Environment (4) ✓ Rising condominium prices Sales prices of newly built condominiums continue to rise, and prices of pre-owned condominiums are also increasing. ⇒ Steady demand for residences in Tokyo 23 wards is expected to continue. New-build condom
Slide 55: Real Estate Business—External Environment (5)
Business Strategy: Real Estate Business—External Environment (5) ✓ Rising interest rates Although the negative interest rate policy has been lifted Summary of External Environment (Opportunities and and policy rates are rising, they remain low compared Risks) with other countries. ➢ While population
Slide 56: Business Strategy: Real Estate Business (1)
Business Strategy: Real Estate Business (1) Achieve organic growth focused on Tokyo’s 23 wards (expanding both scale and number of projects) Our Unique Investment Approach ➢ Focus investments exclusively in Tokyo—particularly in the Focus investment within Tokyo’s 23 wards, prioritizing 23 wards, wh
Slide 57: Business Strategy: Real Estate Business (1) Sales Initiatives
Business Strategy: Real Estate Business (1) Achieve organic growth focused on Tokyo’s 23 wards (expanding both scale and number of projects) Sales Initiatives ➢ Reorganize sales staff into small teams to enhance agility and ➢ Continue to focus on Tokyo’s 23 wards, where population strengthen informa
Slide 58: Business Strategy: Real Estate Business (2)
Business Strategy: Real Estate Business (2) Flexibly replace assets in line with business conditions to optimize the real estate investment portfolio Sales Initiatives ➢ In light of continued population inflow into central Tokyo, actively invest in asset types suited to each location’s ➢ Strengthen
Slide 59: Business Strategy: Sales Promotion Business
Challenge 2028 —Catch the Wave Business Strategy Sales Promotion Business Copyright (C) 2025 DEAR LIFE All rights reserved. 25
Slide 60: Sales Promotion Business—External Environment
Business Strategy: Sales Promotion Business—External Environment ➢ Labor shortages ➢ Diversification of work styles Due to factors such as a declining birthrate and aging population, As lifestyles and values evolve, employment types, working hours, and mismatches in hiring, and changing values, labo
Slide 61: Sales Promotion Business—External Environment
Business Strategy: Sales Promotion Business—External Environment ➢ Decline in real wages ➢ Advancement of AI Although wage increases are underway due to factors such as With the continued evolution of AI and IT, certain tasks may be higher minimum wages, they have not kept pace with rising automated
Slide 62: Business Strategy: Sales Promotion Business (1)
Business Strategy: Sales Promotion Business (1) Integrate expertise, educational capability, and brand strength to deliver added value to both companies and individuals, and aim to maximize human capital as a “Human Resource Strategy Partner.” ➢ Strategic linkage between recruitment and training Fee
Slide 63: Business Strategy: Sales Promotion Business (2)
Business Strategy: Sales Promotion Business (2) Evolve into a human resource-focused strategic company that delivers high value and high profitability High-Value- Improved Education / Improved Performance Added Talent Productivity Training Engagement Expansion Employee Cycle Customer Cycle Increase
Slide 64: Business Strategy: Strategic Investments
Challenge 2028 —Catch the Wave Business Strategy Strategic Investments Copyright (C) 2025 DEAR LIFE All rights reserved. 30
Slide 65: Strategic Investments—M&A Track Record (1)
Business Strategy: Strategic Investments—M&A Track Record (1) In October 2021, ID Inc. and ID Property Inc. became wholly owned subsidiaries. Millions of yen Performance of the ID Group 9,000 1,400 Net sales (left axis) Operating profit (right axis) ➢ Strengthened sales operations in the Jonan area
Slide 66: Strategic Investments—M&A Track Record (2)
Business Strategy: Strategic Investments—M&A Track Record (2) In January 2021, DLX HOLDINGS CO., LTD. (currently Arciel Co., Ltd.) became a subsidiary. Segment Performance of the Sales Promotion Business Millions of yen ➢ Expanded the scope and scale of the Sales Promotion Business through the acqui
Slide 67: Strategic Investments—Initiatives for Implementation
Business Strategy: Strategic Investments— Initiatives for Implementation Establish the M&A Promotion Office as an organization directly overseen by the Representative Director. Representative Director ➢ Establish the M&A Promotion Office with core members who Assignment / have led past M&A projects
Slide 68: Strategic Investments—Strategy (1)
Business Strategy: Strategic Investments—Strategy (1) Utilize M&A to accelerate and expand growth in existing businesses Sales Promotion Strategy Real Estate Business ➢ Focus investments on companies that can contribute to expanding the scope and scale of existing businesses by leveraging industry B
Slide 69: Strategic Investments—Strategy (2)
Business Strategy: Strategic Investments—Strategy (2) Enter new growth markets ➢ Capture growth opportunities and cultivate new To realize our management philosophy of “enriching the revenue pillars by entering emerging growth markets dear life of every person we encounter,” we are exploring through
Slide 70: Business Strategy: Human Capital Investments
Challenge 2028 —Catch the Wave Business Strategy Human Capital Investments Copyright (C) 2025 DEAR LIFE All rights reserved. 36
Slide 71: Human Capital Investments—Strategy
Business Strategy: Human Capital Investments—Strategy Our management philosophy centers on people. Both companies and society are made up of people, and the Dear Life Group continuously asks what it can do to enrich each person’s dear life, exploring and implementing a variety of initiatives in purs
Slide 72: Human Capital Investments—Key Initiatives (1)
Business Strategy: Human Capital Investments — Key Initiatives (1) ➢ Promoting the active participation of women We evaluate and determine positions and compensation based on transparent processes, regardless of gender. Ratio of women in management positions: FY2023: 16.7% FY2024: 25.0% Gender pay g
Slide 73: Human Capital Investments—Key Initiatives (2)
Business Strategy: Human Capital Investments—Key Initiatives (2) ➢ Improved Engagement We regularly monitor workplace conditions to ensure that diverse employees can thrive by leveraging their individual strengths and to foster a greater sense of purpose at work. ・Engagement survey: Conducted once a
Slide 74: Business Strategy: Digital Transformation (DX) Investments
Challenge 2028 —Catch the Wave Business Strategy Digital Transformation (DX) Investments Copyright (C) 2025 DEAR LIFE All rights reserved. 40
Slide 75: DX Investments—Strategy
Business Strategy: DX Investments—Strategy ・Strengthen functions of the DL property database that consolidates the Company’s proprietary real estate information ・Expand procurement and sales channels through the use of social media Utilizing the DL property database that consolidates the Company’s p
Slide 76: Sustainability
Challenge 2028 —Catch the Wave Sustainability Copyright (C) 2025 DEAR LIFE All rights reserved. 42
Slide 77: Sustainability: Materiality
Sustainability: Materiality Materiality Initiatives The Dear Life Group contributes to solving various social issues and promoting Environmentally conscious real Reduce environmental impact sustainable development through its E estate business Cut CO2 emissions business activities. Promote the advan
Slide 78: Financial Strategy and Capital Policy
Challenge 2028 —Catch the Wave Financial Strategy and Capital Policy Copyright (C) 2025 DEAR LIFE All rights reserved. 44
Slide 79: Management Conscious of Cost of Capital and Stock Price: ROE Analysis
Management Conscious of Cost of Capital and Stock Price: ROE Analysis ● Net income margin ➢ Over the past five years, ROE has averaged 18.9%, 12% 10% remaining at a high level. 8% ⇒ There is still room for improvement in profit margins 6% 4% and capital structure. 2% 0% FY2020 FY2021 FY2022 FY2023 F
Slide 80: Management Conscious of Cost of Capital and Stock Price: Strategy
Management Conscious of Cost of Capital and Stock Price: Strategy ➢ Current awareness and challenges 30.00% Cost of capital ROE ・Both ROE and ROIC have remained above the Company’s estimated cost of 25.00% capital and WACC 20.00% ・Further improvement in ROE can be achieved by enhancing profitability
Slide 81: Dialogue with Shareholders
Management Conscious of Cost of Capital and Stock Price: Dialogue with Shareholders ➢ Enhancing information disclosure ・Provide detailed KPIs and topics in financial briefing materials, including the status of property acquisitions (scale, number of projects, and investment distribution) ・Disclose d
Slide 82: Cash Flow Allocation
Cash Flow Allocation ➢ Strengthen funding capabilities and maximize investment in the Real Estate Business to realize the Group’s growth strategy ➢ Balance the enhancement of strategic and human capital investments with strengthened shareholder returns Cash Inflow Borrowings / Fund procurement ・Expa
Slide 83: Enhancement of Shareholder Returns: Dividends
Enhancement of Shareholder Returns: Dividends ➢Introduced the dividend on equity (DOE) ratio from the fiscal year ended September 30, 2024, targeting a dividend payout ratio of 40% ➢Provide stable and high-level dividends 80.0% １株あたり配当(円)(左軸) 配当性向(右軸) 60 64.9% 70.0% 59.0% 60.0% 45.4% 50.0% 42.6% 42.
Slide 84: Enhancement of Shareholder Returns: Share Buybacks
Enhancement of Shareholder Returns: Share Buybacks ➢ Conduct share buybacks flexibly when, after considering the Company’s performance, capital position, and stock market trends, it is determined that the share price is trading below the Company’s intrinsic value ➢ Implement buybacks appropriately w
Slide 85: Review of the Previous Medium-Term Management Plan Breakthrough 2025
Review of the Previous Medium-Term Management Plan “Breakthrough 2025” Copyright (C) 2025 DEAR LIFE All rights reserved. 51
Slide 86: Review of Breakthrough 2025 (1)
Review of the Previous Medium-Term Management Plan “Breakthrough 2025” (1) 1. Summary Net sales Ordinary profit Profit attributable to ROE ROA owners of parent FY2022 ¥51.9 billion ¥5.66 billion ¥4.19 billion 23.3% 17.7% FY2025 ¥78.5 billion ¥7.83 billion ¥5.32 billion 20.2% 16.6% Target － ¥10.0 bil
Slide 87: Review of Breakthrough 2025 (2): Real Estate Business
Review of the Previous Medium-Term Management Plan “Breakthrough 2025” (2) 2. Real Estate Business [Theme] ・Expand urban residence business volume and scale Net sales Segment profit Acquisition scale FY2022 ¥47.6 billion ¥6.5 billion ¥51.5 billion FY2025 ¥74.5 billion ¥8.6 billion ¥71.5 billion Incr
Slide 88: Review of Breakthrough 2025 (3): Sales Promotion Business
Review of the Previous Medium-Term Management Plan “Breakthrough 2025” (3) 3. Sales Promotion Business [Theme] ・Strengthen non-face-to-face sales and expand business areas ・Offer diverse work styles ・Strengthening governance Net sales Segment profit FY2022 ¥4.28 billion -¥0.08 billion FY2025 ¥3.93 b
Slide 89: Review of Breakthrough 2025 (4): Strengthening the Management Foundation
Review of the Previous Medium-Term Management Plan “Breakthrough 2025” (4) 4. Strengthening the Management Foundation [Theme] ・Enhance business profitability while improving capital efficiency and maintaining ROE of 18% or higher ・Develop next-generation management personnel ・Promote human capital m
Slide 90: Review of Breakthrough 2025: ESG Management
Review of the Previous Medium-Term Management Plan “Breakthrough 2025” 5. ESG Management [Theme] ・Environmentally conscious real estate development ・Promotion of health and productivity management ・Creating an attractive workplace ・Strengthening diversity and promoting compliance education ➢ Establi
Slide 91: Notes on the Handling of This Material
Notes on the Handling of This Material The forward-looking statements, including performance forecasts, contained in this document are based on information available to the Company as of November 1, 2025, and on certain assumptions deemed reasonable by the Company. These statements are not intended
Slide 92: Contact details for inquiries regarding this presentation
Contact details for inquiries regarding this presentation Corporate Strategy Unit, DEAR LIFE CO., LTD. Email: ir@dear-life.co.jp The forecast results and forward-looking statements described in this presentation are expectations of the Company’s management deemed reasonable based on information avai