Recomm Co., Ltd. · TSE:3323

Recomm — Q3 FY2025/9 Earnings Presentation

57 slides from Recomm's earnings presentation, Aug 8, 2025

Slide 2: Contents
Contents 1 FY 2025/9 Q3 financial results summary P３ 2 Topics （2025.4.1 to 2025.6.30） P13 3 Full-year plans and dividend forecasts P17 4 Growth strategy P27 5 Summary of medium-term management plan and progress thereof P32 6 Appendix P37 © 2025 RECOMM Co., Ltd. All rights reserved. 2
Slide 3: FY 2025/9 Q3 financial results summary
FY 2025/9 Q3 financial results summary 3
Slide 4: FY 2025/9 Q3 financial results summary
FY 2025/9 Q3 financial results summary [Summary] ◆Sales revenue and profit before tax reached record highs. ◆Sales and profit in overseas solutions businesses were up sharply. ◆As of the third quarter, operating profit, profit before tax, net income, and EBITDA were up sharply, already exceeding the
Slide 5: FY 2025/9 Q3 financial results summary
FY 2025/9 Q3 financial results summary Sales revenue Operating profit 9,907 million yen 284 million yen Unadjusted Change +134 million yen Same period the 150 million yen (YoY) （189.4%) Same period previous year Change +1.697 million yen the previous 8,210 million yen (YoY) （120.7%） year Adjusted *1
Slide 6: Main causes of changes in adjusted operating profit
Main causes of changes in adjusted operating profit 350 (Unit: million yen) 300 55 284 250 96 200 150 147 100 50 0 36 (50) (50) (100) Changes in operating profit Cutting directors’ Operating profit from existing businesses remuneration and personnel for FY2025/9 Q3 Adjusted operating profit Changes
Slide 7: FY 2025/9 Q3 financial results summary (results by segment)
FY 2025/9 Q3 financial results summary (results by segment) (Unit: million yen) FY 2024/9 Q3 FY 2025/9 Q3 Change YoY Sales revenue 8,210 9,907 +1,697 120.7% Overseas solutions businesses 4,580 6,480 +1,900 141.5% Domestic solutions businesses 3,194 2,981 (213) 93.3% BPR business 435 445 +10 102.3% S
Slide 8: FY 2025/9 Q3 financial results (overseas solutions business)
FY 2025/9 Q3 financial results (overseas solutions business) (Unit: million yen) FY 2024/9 Q3 FY 2025/9 Q3 Change YoY Sales revenue 4,580 6,480 +1,900 141.5% Segment profit 171 392 +221 229.2% Sales revenue Segment profit 7,000 6,480 430 420 410 392 • The effects of adding a Singapore subsidiary to
Slide 9: FY 2025/9 Q3 financial results (domestic solutions business)
FY 2025/9 Q3 financial results (domestic solutions business) (Unit: million yen) FY 2024/9 Q3 FY 2025/9 Q3 Change YoY Sales revenue 3,194 2,981 (213) 93.3% Segment profit 267 63 (204) 23.6% Adjusted segment profit 67 63 (4) 94.0% Sales revenue Segment profit • Sales revenue was down while adjusted s
Slide 10: FY 2025/9 Q3 financial results (BPR business)
FY 2025/9 Q3 financial results (BPR business) (Unit: million yen) Q3 FY 2024/9 Q2 Q3 FY 2025/9 Q2 Change YoY Sales revenue 2,361 435 445 2,303 +10 (57) 102.3% 97.6% Segment profit (1) 23 10 38 (13) +41 43.5% - Sales revenue Segment profit 500 499 498 497 • Sales revenue remained almost flat because
Slide 11: Balance Sheet
Balance Sheet (Unit: million yen) Previous Total assets: 12,653 million yen Up 7 million yen Current interim consolidated fiscal consolidated Other financial assets were up 120 million yen because of year Change accounting period September 30, putting overseas idle funds into term deposits. Cash Jun
Slide 12: Financial standing: Equity ratio, Statements of Cash Flows
Financial standing: Equity ratio, Statements of Cash Flows Operating cash flow became negative as a result of 330 million Equity ratio: 38.5% yen in profit before tax, an increase of 191 million yen in inventories, a decrease of 174 million yen in other current assets, and the payment of 160 million
Slide 13: Topics (2025.4.1 to 2025.6.30)
Topics (2025.4.1 to 2025.6.30) 13
Slide 14: Initiatives to enhance human capital management
Initiatives to enhance human capital management 1 *The following describes actual results before FY 2024 and figures in the FY 2025 plan. Younger employees seconded overseas (FY 2025 figures are planned) Enhancement of HR development 8 10 persons 6 persons • Annual completion rate of a 100-hour trai
Slide 15: Initiatives to enhance human capital management 2: Assignment of new graduate employees in 2025
Initiatives to enhance human capital management 2: Assignment of new graduate employees in 2025 New graduate employees joining the company on April 1, 2025, took three months’ training, and then eight employees were assigned to domestic sales while two employees were assigned to overseas sales. Earl
Slide 16: 45th sales contest entered
Start of RECOMM Champions Cup toward expansion of year-end sales revenue 45th sales contest entered by all sales staff of the entire group RECOMM Champions Cup • Increasing sales motivation • Development of top sales staff • Increase in sales revenue • Enforcement of sales capabilities of the entire
Slide 17: FY 2025/9 Full-year plans and dividend forecasts
FY 2025/9 Full-year plans and dividend forecasts 17
Slide 18: New record highs on all indicators
FY 2025/9 (full-year plans) New record highs on all indicators SALES REVENUE (Unit: million yen) FY 2024/9 FY 2024/9 FY 2025/9 FY 2025/9 YoY (Full year YoY 14,800 (Q3 Actual) (Q3 Actual) (full-year plans) actual) 11,687 Sales revenue 8,210 9,907 120.7% 11,687 14,800 126.6% FY 2024/9 FY 2025/9 Operat
Slide 19: FY 2025/9 plans (causes of changes in operating profit)
FY 2025/9 plans (causes of changes in operating profit) 1,000 (Unit: million yen) 900 800 +62 700 700 +100 600 +200 500 Main details of reduced selling and administrative expenses • Lower officer compensation 400 +69 • System integration • Other expenses 269 300 200 Operating profit (+431) 100 - Ope
Slide 20: Prospect for achieving FY 2025/9 plans
Prospect for achieving FY 2025/9 plans The company achieved a record operating profit of 384 million yen for FY 2018/9 Q4. Therefore, the company expects that it is highly likely to achieve operating profit of 406 million yen for FY 2025/9 Q4. Q1-Q3 Cumulative (Unit: million yen) results Only Q4 In
Slide 21: Initiatives to achieve the full-year plans for the year ending September 2025
Initiatives to achieve the full-year plans for the year ending September 2025 1. Enhancing sales of global strategic products worldwide (Robo Worker & SPACECOOL) Increasing operating P/H* by expanding the SPACECOOL product lineup and strengthening the quantity of sales activities Expanding the sales
Slide 22: FY 2025/9 plans (by segment)
FY 2025/9 plans (by segment) (Unit: million yen) FY 2024/9 FY 2024/9 FY 2025/9 FY 2025/9 (Q3 Actual) (Q3 Actual) YoY (Full year (full-year plans) YoY actual) Sales revenue 8,210 9,907 120.7% 11,687 14,800 126.6% Overseas solutions businesses 6,618 4,580 6,480 141.5% 9,000 136.0% Domestic solutions b
Slide 23: FY 2025/9 plans (overseas solutions business)
FY 2025/9 plans (overseas solutions business) (Unit: million yen) FY 2024/9 FY 2025/9 FY 2024/9 FY 2025/9 (Q3 Actual) (Q3 Actual) YoY (Full year actual) (full-year plans) YoY Sales revenue 4,580 6,480 141.5% 6,618 9,000 136.0% Segment profit 171 392 229.2% 342 625 182.7% <Measures for achieving full
Slide 24: FY 2025/9 plans (domestic solutions business)
FY 2025/9 plans (domestic solutions business) (Unit: million yen) FY 2024/9 FY 2025/9 FY 2024/9 FY 2025/9 (Q3 Actual) (Q3 Actual) YoY (Full year actual) (full-year plans) YoY Sales revenue 3,194 2,981 93.3% 4,471 5,000 111.8% Segment profit Adjusted 67 63 94.0% 423 295 69.7% <Measures for achieving
Slide 25: FY 2025/9 plans (BPR business)
FY 2025/9 plans (BPR business) (Unit: million yen) FY 2024/9 FY 2025/9 FY 2024/9 FY 2025/9 (Q3 Actual) (Q3 Actual) YoY (Full year actual) (full-year plans) YoY Sales revenue 435 445 102.3% 599 800 133.6% Segment profit 23 10 43.5% 30 70 233.3% <Measures for achieving full-year plans> • Growing custo
Slide 26: Dividend: 1.6 yen
Dividends Dividend: 1.6 yen 1.6 yen/share 1.6 yen/share 1.6 yen/share Commemorated dividend 0.5 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 2025/9 projected © 2025 RECOMM Co., Ltd. All rights reserved. 26
Slide 28: 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 29: 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 development New business Stage 1 Customer development and capture Developing
Slide 30: Global specialized trading company vision: Status of advancement to stage 3 by country
Global specialized trading company vision: Status of advancement to stage 3 by country September 2023 SLWE joins the Recomm Group Start of entry into the local electrical parts market NEXT FUTURE in Malaysia October 2021 SLWL joins the Recomm Group Start of entry into the local LED market in Malaysi
Slide 31: Global specialized trading company vision: Introduction of strategic products
Global specialized trading company vision: Introduction of strategic products 2020 2024 Air purifiers ReSPR Radiative cooling Acquired exclusive material SPACECOOL sales rights in eight Launch of domestic overseas markets and overseas sales Began exclusive sales of the Japanese edition of 2024 Robo
Slide 32: Summary of medium-term management plan and progress thereof
Summary of medium-term management plan and progress thereof （FY 2025/9 to FY 2027/9） © 2025 RECOMM Co., Ltd. All rights reserved. 32
Slide 34: Vision: Progress of sales DX × M&A
Vision: Progress of sales DX × M&A M&A Sales DX subsidiaries Promoting digital transformation (DX) of sales Transplanting sales DX to Growing Groupwide through sales activities new Group firms added earnings foundations based on a customer through M&As relationship management (CRM) system Progress i
Slide 35: Priority initiatives by individual business
Priority initiatives by individual business Overseas solutions Domestic solutions BPR business businesses businesses •Establishment of new •National human resource •New development development sales methods development •Increasing percentage of specializing in specific •More precise targeting of sto
Slide 38: Company overview
Company overview Characteristics of RECOMM Co., Ltd. Company name (RECOMM CO., LTD.) employees As of June 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 Representative Hid
Slide 39: Operating companies in individual businesses
Operating companies in individual businesses The Group consists of seven operating companies in Japan and 16 overseas companies in three businesses (as of June 30, 2025) Overseas: 16 facilities in nine countries BPR business RECOMM Business Solutions (Dalian) *1 Overseas solutions businesses RECOMM
Slide 40: 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 41: 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 42: 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. IT solutions Carbon-neutral solutions BPR* Provision of IT devices and cybersecurity Helping corporate customers to achieve carbon Promoting c
Slide 43: Our competitive advantages
Our competitive advantages 1 Global one-stop solutions Deepening relations of trust with customers • Advancing into eight countries overseas and building long- • Offering consistent products and services in every country • BPO contracting also available in addition to IT devices and eco products las
Slide 44: 2025–2027 Medium-Term Management Plan
2025–2027 Medium-Term Management Plan 44
Slide 45: 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 46: Goals
2025-2027 Medium-Term Management Plan Goals ⚫ We will do business aiming to achieve the following three targets by FY 2027/9. Ratio of operating Sales revenue profit to sales ROE CAGR revenue 20％ 10％ 20％ or higher or higher or higher 46
Slide 47: Issues and policies in formulating the new Medium-Term 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 48: Sales productivity
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 49: 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 50: 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 51: 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 52: 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 53: 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 54: 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 55: 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 56: 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 57: 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

RECOMM — Q3 FY2025/9 Earnings Presentation on 6ix

Recomm — Q3 FY2025/9 Earnings Presentation

Slide 1: FY 2025/9 Q3 Financial Results Highlights

Slide 2: Contents

Slide 3: FY 2025/9 Q3 financial results summary

Slide 4: FY 2025/9 Q3 financial results summary

Slide 5: FY 2025/9 Q3 financial results summary

Slide 6: Main causes of changes in adjusted operating profit

Slide 7: FY 2025/9 Q3 financial results summary (results by segment)

Slide 8: FY 2025/9 Q3 financial results (overseas solutions business)

Slide 9: FY 2025/9 Q3 financial results (domestic solutions business)

Slide 10: FY 2025/9 Q3 financial results (BPR business)

Slide 11: Balance Sheet

Slide 12: Financial standing: Equity ratio, Statements of Cash Flows

Slide 13: Topics (2025.4.1 to 2025.6.30)

Slide 14: Initiatives to enhance human capital management

Slide 15: Initiatives to enhance human capital management 2: Assignment of new graduate employees in 2025

Slide 16: 45th sales contest entered

Slide 17: FY 2025/9 Full-year plans and dividend forecasts

Slide 18: New record highs on all indicators

Slide 19: FY 2025/9 plans (causes of changes in operating profit)

Slide 20: Prospect for achieving FY 2025/9 plans

Slide 21: Initiatives to achieve the full-year plans for the year ending September 2025

Slide 22: FY 2025/9 plans (by segment)

Slide 23: FY 2025/9 plans (overseas solutions business)

Slide 24: FY 2025/9 plans (domestic solutions business)

Slide 25: FY 2025/9 plans (BPR business)

Slide 26: Dividend: 1.6 yen

Slide 27: Growth strategy

Slide 28: Basic strategy: Global specialized trading company vision

Slide 29: Global specialized trading company vision: Stage by country

Slide 30: Global specialized trading company vision: Status of advancement to stage 3 by country

Slide 31: Global specialized trading company vision: Introduction of strategic products

Slide 32: Summary of medium-term management plan and progress thereof

Slide 33: Goals

Slide 34: Vision: Progress of sales DX × M&A

Slide 35: Priority initiatives by individual business

Slide 36: Becoming a global leading B2B solution provider group

Slide 37: APPENDIX

Slide 38: Company overview

Slide 39: Operating companies in individual businesses

Slide 40: RECOMM by the numbers

Slide 41: Company History

Slide 42: Business overview (product lineup)

Slide 43: Our competitive advantages

Slide 44: 2025–2027 Medium-Term Management Plan

Slide 45: Basic strategy: Global specialized trading company vision

Slide 46: Goals

Slide 47: Issues and policies in formulating the new Medium-Term Plan

Slide 48: Sales productivity

Slide 49: Sales DX overview

Slide 50: Priority measures in domestic businesses

Slide 51: Priority measures in overseas businesses

Slide 52: Priority measures at overseas M&As

Slide 53: Priority measures in the DX business (RPA)

Slide 54: Priority measures in administrative sections

Slide 55: Business model: One-stop provider of five solutions

Slide 56: Evolution from a sales company to a B2B solutions provider

Slide 57: Forward-looking statements