Uluru Co., Ltd. · TSE:3979

Uluru — Q2 FY2025 Earnings Presentation

90 slides from Uluru's earnings presentation, Nov 14, 2024

Slide 1: Financial Results for the Second Quarter of FY Ending March 31, 2025
Financial Results For the Second Quarter of the Fiscal Year Ending March 31, 2025 Uluru Co., Ltd. Securities Code: 3979 November 14, 2024 *Financial data sheets in Excel format are available on our website (https://www.uluru.biz/ir/).
Slide 2: Contents
Contents 1 Executive Summary p.3 ２ Quarterly Consolidated Financial Highlights p.6 ３ Business Segment Highlights p.16 ４ Medium- and Long-Term Policies (Disclosed on May 14, 2024) p.38 ５ Appendix p.47 2 Copyright 2024© .Co.,Ltd. All rights reserved.
Slide 4: Executive Summary (Quarterly)
Executive Summary (Quarterly) (Million yen) Net Sales EBITDA and Operating Profit Whole ARR (Quarterly) (Quarterly) (NJSS, fondesk, en-photo) +15.2% YoY 〈 EBITDA 〉〈 Operating Profit 〉 +15.1% YoY 1,554 4,646 -48.1% YoY -59.3% YoY 174 118  Based on the medium- and long-term policies, The ARR of NJSS
Slide 5: Executive Summary (Cumulative)
Executive Summary (Cumulative) (Million yen) FY2025 2Q Business Item cumulative YoY Achievement Details Forecast results comparison rate (million yen) • Net sales grew as expected and reached a record high for the second quarter. Net sales 3,040 +15.1% 7,130 42.6% • EBITDA decreased YoY due to conti
Slide 7: Net Sales Trends
Net Sales Trends ● The highest quarterly net sales ever recorded for 2Q were achieved, increasing by 15.2% YoY. ● SaaS products such as NJSS, nSearch, fondesk, and en-photo grew, resulting in SaaS net sales increasing by 13.9% YoY. +15.2% (Million yen) 1,822 ■ The other net sales (OurPhoto, BPO, and
Slide 8: Sales Composition
Sales Composition ● SaaS services such as NJSS, nSearch, fondesk, and en-photo are the foundation of growth. 1.2% 0.7% 0.6% 0.4% 0.4% 25.0% 24.9% 21.9% 26.8% 30.6% 10.9% 11.5% 11.8% 12.2% Ratio of SaaS 8.3% 8.7% 11.3% 13.6% 14.0% 15.7% net sales * 76.2 % 51.1% 49.6% 49.1% 48.4% 51.0% FY2021 FY2022 F
Slide 9: ARR (Annual Recurring Revenue)
ARR (Annual Recurring Revenue) ● The ARR of NJSS, nSearch, and fondesk grew steadily. The entire ARR exceeded 4.6 billion yen. ARR: 4,646 (Million yen) ARR: 570 (OurPhoto not included) 0 ARR: 966 ARR: 3,109 (Including nSearch from 1Q of FY2024) 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q F
Slide 10: Gross Profit Trends
Gross Profit Trends ● Gross profit remained steady. ● Going forward, the plan is to maintain a gross profit margin of approximately 70% or higher and grow gross profit in line with sales growth. ■ Gross Profit (million yen) ｰ〇ｰGross Profit Margin (%) 74.7 73.8 71.1 72.7 72.2 72.0 72.1 70.2 70.1 69.9
Slide 11: EBITDA and Operating Profit Trends
EBITDA and Operating Profit Trends ● Both EBITDA and operating profit decreased YoY due to accelerated investment in human capital and advertising following 1Q in accordance with the medium- and long-term policies. ● While we invested aggressively in mass advertising for fondesk in the first half, w
Slide 12: Major Expense Trends
Major Expense Trends ● Continued to aggressively invest in Personnel expenses - SG&A (including hiring expenses) and Advertising expenses following 1Q in accordance with the medium- and long-term policies. ● Recorded M&A-related expenses of 16 million yen. Breakdown of M&A-related expenses of 16 mil
Slide 13: Employee Status (Including Temporary Employees)
Employee Status (Including Temporary Employees) ● In the previous fiscal year, hiring was restrained, but recruitment has progressed as planned in and after 1Q, increasing by 106 employees YoY. ● Hiring rate is expected to slow down in the second half of the fiscal year compared to the first half. (
Slide 14: Employee Status (Full-time Employees Only)
Employee Status (Full-time Employees Only) ● Although hiring was restrained in the previous fiscal year, it has been progressing as planned since 1Q, and the number of full-time employees increased by 55 YoY and 11 QoQ. ● The corporate department was also expanded, and the back-office tasks were str
Slide 15: Actively Developing AI-Based Services
Actively Developing AI-Based Services Improvement of Industry Search AI Recommendation Function Specification Preparation Support Function Function (September 2023) (October 2024) (October 2024) By using our own AI system that utilizes generative AI, Using NJSS's own AI, added a function that displa
Slide 18: NJSS｜Net Sales & ARR Trends (Quarterly)
NJSS｜Net Sales & ARR Trends (Quarterly) ● Net sales landed at a 11.2% increase YoY (of total net sales of 789 million yen, nSearch accounted for 23 million yen). ARR continues to grow steadily, up 12.9% YoY. ● Spot net sales, including Bidding BPO, remained flat from 1Q as they tend to be weighted t
Slide 19: NJSS｜Gross Profit Margin & EBITDA Trends (Quarterly)
NJSS｜Gross Profit Margin & EBITDA Trends (Quarterly) ● Gross profit margin declined slightly due to an increase in amortization of software developed. ● EBITDA increased due to lower investment in hiring and advertising expenses compared to 1Q. Gross Profit (including nSearch) EBITDA (including nSea
Slide 20: NJSS｜KPI Tree
NJSS｜KPI Tree ● Until the previous fiscal year, priority was placed on increasing net sales by growing the number of fee-paying contracts while controlling LTV. From the current fiscal year, however, the policy has been changed to aim at increasing net sales by improving ARPU while maintaining the p
Slide 21: NJSS｜Fee-paying Contracts Trends (Quarterly)
NJSS｜Fee-paying Contracts Trends (Quarterly) ● Steady increase in the number of NJSS and nSearch fee-paying contracts, up 9.9% YoY. ● Number of non-consolidated NJSS fee-paying contracts increased 10.1% YoY. NJSS & nSearch +9.9% (# of Contracts) 7,467 ■ nSearch (Upper Row) *nSearch" is also included
Slide 22: NJSS｜ARPU & Churn Rate Trends (Quarterly)
NJSS｜ARPU & Churn Rate Trends (Quarterly) ● The change to a policy of raising the unit price when acquiring new fee-paying contracts from the beginning of this fiscal year has led to an increase in new fee- paying contracts ARPU, and ARPU of NJSS has bottomed out. ● Bidding BPO tends to be weighted
Slide 23: NJSS｜LTV Trends (Quarterly)
NJSS｜LTV Trends (Quarterly) ● While LTV of NJSS increased slightly, overall LTV decreased slightly due to a decrease in ARPU of Bidding BPO. (Thousand yen) * Incl. Bidding BPO & not incl. nSearch 2,337 2,318 2,229 2,220 2,255 2,264 2,255 ■ LTV - Bidding BPO 2,189 2,208 2,196 2,189 2,153 ■ LTV - NJSS
Slide 24: Complete Renewal of Procurement Info
Complete Renewal of Procurement Info ● Complete renewal of Procurement Info, including UI/UX renewal and the addition of a “specification preparation support function” utilizing generative AI ● Expanding in the private-sector bidding market to date but will also promote full-fledged expansion in the
Slide 26: fondesk｜Net Sales and EBITDA Trends (Quarterly)
fondesk｜Net Sales and EBITDA Trends (Quarterly) ● The acquisition of paid contracts is progressing as expected, with net sales up by 16.9% YoY. ● EBITDA decreased YoY due to the implementation of mass advertising (TV commercials, taxi ads, etc.), which continued from 1Q. ● We plan to restrain advert
Slide 27: fondesk｜KPI Tree
fondesk｜KPI Tree ● Continuously improve services to increase the number of fee-paying contracts and reduce the churn rate. ARPU (Monthly sales per case) Net Sales × # of Existing Fee-paying contracts × # of Renewal Rate Fee-paying (1- Churn Rate) contracts + # of New Fee-paying contracts 27 Copyrigh
Slide 28: fondesk｜Fee-paying Contracts Trends (Quarterly)
fondesk｜Fee-paying Contracts Trends (Quarterly) ● The number of fee-paying contracts continued to grow against the backdrop of corporate promotion of digital transformation (DX), up 15.6% YoY. ● Investments in mass advertising (TV commercials, taxi ads, etc.) made in the first half of the fiscal yea
Slide 29: fondesk｜ARPU and Churn Rate Trends (Quarterly)
fondesk｜ ARPU and Churn Rate Trends (Quarterly) ● Ongoing product and service improvements have resulted in an average monthly churn rate of 1.2% over the past 12 months, the lowest ever recorded. ARPU (on a monthly basis) Churn Rate (Yen) (%) ■ Usage-based fee Fee revisions ■ Fixed fee 15,725 15,84
Slide 31: en-photo｜Net Sales and EBITDA Trends (Quarterly)
en-photo ｜ Net Sales and EBITDA Trends (Quarterly) ● Net sales per kindergarten and nursery school increased 25.3% YoY due to an increase in the ratio of dispatched photographers with a high unit price of photo sales. ● EBITDA was in the red due to progress in hiring personnel for future growth. How
Slide 32: en-photo｜KPI Tree
en-photo｜KPI Tree ● Maximize net sales by expanding net sales per kindergarten and nursery school through increasing newly contracted kindergartens and nursery schools via referrals from already contracted kindergartens and nursery schools, the number of photos uploaded per kindergarten and nursery
Slide 33: en-photo｜Contracted Kindergartens and Nursery Schools and Net Sales
en-photo ｜ Number of Contracted Kindergartens and Nursery Schools and Net sales (Quarterly) ● Fee-paying contracts steadily increased. ● Net sales per kindergarten and nursery school increased due to an increase in the ratio of dispatched photographers and growth in cross- selling products. ■ # of C
Slide 35: OurPhoto｜Photo Shoot Number Trends (Quarterly)
OurPhoto｜Photo Shoot Number Trends (Quarterly) ● Net sales growth in the photo studio industry as a whole, an adjacent field, remained sluggish due to the impact of high prices of commodities and other factors. ● Although the number of photo shootings was down 1.8% YoY due to the impact of the above
Slide 37: BPO｜Net Sales and EBITDA Trends (Quarterly)
BPO｜Net Sales and EBITDA Trends (Quarterly) ● BPaaS business net sales and recurring net sales increased, landing an increase of 21.2% YoY. ● EBITDA returned to the black. With the current favorable environment for orders, net sales and EBITDA are expected to increase from 3Q onward. Net Sales EBITD
Slide 39: Medium- and Long-Term Policies “ULURU Sustainable Growth”
Medium- and Long-Term Policies “ULURU Sustainable Growth” (Disclosed on May 14, 2024) ● Aim for continuous net sales and profit increase through disciplined investment in growth, centered on human capital investment, for the purpose of realizing the vision and the medium- to long-term growth of the
Slide 40: Medium- to Long-term Growth Plan
Medium- to Long-term Growth Plan (Disclosed on May 14, 2024) ● In addition to organic growth in existing businesses, aim for further growth through expansion into peripheral areas utilizing accumulated assets, creation of new businesses, and M&A. 3 Growth through Creation of New Businesses 4 Growth
Slide 41: Business Strategies
Business Strategies (Disclosed on May 14, 2024) ● To achieve medium- to long-term growth, the Company intends to pursue three specific business strategies. 1a Growth of Existing Businesses Growth in Peripheral Areas of A Expansion of the bidding market with NJSS as the core 2 Existing Businesses 1b
Slide 42: A. Expansion of the Bidding Market with NJSS as the Core
A. Expansion of the Bidding Market with NJSS as the Core (Disclosed on May 14, 2024) ● With NJSS as the core, the Company will capture a share of the bidding market through the development of peripheral services and horizontal development of the database. Bidding Markets for Private Companies Avg. C
Slide 43: B. Further Development of fondesk, en-photo, and BPO
B. Further Development of fondesk, en-photo, and BPO (Disclosed on May 14, 2024) • Growth potential in the • Lack of recognition kindergarten and nursery school • Growing need for DX in society Current Status & Market • Room for market development in photo-related market • Increase in SaaS products
Slide 44: C. M&A and Creation of New Businesses
C. M&A and Creation of New Businesses (Disclosed on May 14, 2024) ● To accelerate growth with a high probability of success, the Company will proactively pursue M&A and new business creation, prioritizing investment areas. Investment Past Achievements Priority And areas where the Company's unique as
Slide 45: Capital Allocation
Capital Allocation (Disclosed on May 14, 2024) ● Investment in human resources, M&A and other investments for medium- to long-term growth while also achieving stable shareholder returns. Future CF EBITDA Aim for 20% growth every Strategic Operating CF fiscal year. Investments/M&A: Approx. 85％・Human
Slide 46: Our Vision: Solve the Labor Shortage and Enrich People and Companies
Our Vision Solve the Labor Shortage and Enrich People and Companies Japan is now facing the major social problem of a labor shortage. The problem is worsening every day, with an expected loss of approximately 16 million workers and 69 trillion yen in the labor force by 2040. For the growth of Japane
Slide 48: Profit and Loss (Quarterly/Consolidated)
Profit and Loss (Quarterly/Consolidated) (Million yen) FY2025 2Q FY2024 2Q YoY FY2025 1Q QoQ Net sales 1,554 1,349 +15.2％ 1,485 +4.6％ NJSS 789 709 +11.2% 761 +3.6% fondesk 241 206 +16.9% 236 +2.0% Photo (en-photo and OurPhoto) 163 133 +22.6% 168 -3.2% BPO 353 291 +21.2% 313 +13.1% Cost of sales 464
Slide 49: Profit and Loss (Quarterly Cumulative/Consolidated)
Profit and Loss (Quarterly Cumulative/Consolidated) Cumulative Cumulative FY2025 Progress (Million yen) FY2025 2Q FY2024 2Q YoY forecast rate Net sales 3,040 2,641 +15.1％ 7,130 42.6% NJSS 1,550 1,382 +12.2% 3,400 45.6% fondesk 478 408 +17.2% 1,000 47.8% Photo (en-photo and OurPhoto) 331 289 +14.5% 8
Slide 50: Segment Information (Quarterly Cumulative/Consolidated)
Segment Information (Quarterly Cumulative/Consolidated) Corporate Crowd- expenses (Million yen) NJSS fondesk Photo Other CGS BPO Sourcing (Headquarters) Net sales 1,550 478 331 - 667 12 - EBITDA 713 20 -37 -45 5 -5 -368 EBITDA margin 46.0% 4.2% -11.5% - 0.8% - - Segment profit 653 19 -43 -45 -28 -5
Slide 51: Segment Net Sales, Profit, and EBITDA ①
Segment Net Sales, Profit, and EBITDA (Quarterly/Consolidated) ① (Million yen) FY2024 2Q FY2024 3Q FY2024 4Q FY2025 1Q FY2025 2Q Net sales 709 722 769 761 789 NJSS Profit 380 386 401 296 357 EBITDA 401 410 426 324 389 Net sales 206 214 211 236 241 fondesk Profit 61 75 69 4 15 EBITDA 61 75 69 4 15 Ne
Slide 52: Segment Net Sales, Profit, and EBITDA ②
Segment Net Sales, Profit, and EBITDA (Quarterly/Consolidated) ② (Million yen) FY2024 2Q FY2024 3Q FY2024 4Q FY2025 1Q FY2025 2Q Net sales 291 326 602 313 353 BPO Profit 25 28 130 -36 8 EBITDA 37 44 147 -20 25 Net sales 7 7 5 5 6 Crowd-Sourcing Profit -1 -2 -2 -1 -3 EBITDA -1 -2 -2 -1 -3 Net sales -
Slide 53: Expense Details (Quarterly/Consolidated)
Expense Details (Quarterly/Consolidated) (Million yen) FY2024 2Q FY2024 3Q FY2024 4Q FY2025 1Q FY2025 2Q Personnel expenses - 102 111 * 174 142 147 Cost of sales Ratio to net sales 7.6% 7.6％ 9.6％ 9.6％ 9.5％ Personnel expenses - SG&A (incl. hiring 361 383 * 392 494 480 expenses) Ratio to net sales 26.
Slide 54: Major Expenses Invested by Business Segment
Major Expenses Invested by Business Segment (Million yen) FY2024 2Q FY2024 3Q FY2024 4Q FY2025 1Q FY2025 2Q Personnel expenses - Cost of sales 14 12 *1 13 16 20 Personnel expenses - SG&A (incl. hiring expenses) 138 151 *1 161 222 198 NJSS Advertising expenses 55 48 38 86 77 System-related outsourcin
Slide 55: Changes in Number of Employees by Employment Type
Changes in Number of Employees by Employment Type 447 (# of Employees) 421 ■ Temporary employment ■ Permanent employment 357 338 344 341 346 185 318 324 331 170 301 280 262 138 134 133 146 247 132 137 124 130 222 118 210 219 106 202 92 85 75 77 69 72 251 262 199 201 206 207 213 211 183 194 194 162 1
Slide 56: Balance Sheet (Quarterly/Consolidated)
Balance Sheet (Quarterly/Consolidated) (Million yen) FY2025 2Q FY2024 QoQ FY2024 2Q YoY Current assets 3,845 4,367 -11.9% 3,403 +13.0% Cash and deposits 3,304 3,589 -7.9% 2,962 +11.5% Non-current assets 1,789 1,684 +6.3% 1,730 +3.4% Property, plant and equipment 231 219 +5.5% 226 +2.4% Intangible as
Slide 57: Cash Flow (Interim/Consolidated)
Cash Flow (Interim/Consolidated) 1st Half of 1st Half of (Million yen) FY2025 FY2024 CF from operating activities 238 768 Profit before income taxes 202 521 Depreciation 81 50 Amortization of goodwill 22 36 Increase due to contract liabilities 242 182 CF from investing activities -266 -182 CF from f
Slide 58: CGS Business-Bidding Information Flash Service - “NJSS”
CGS Business-Bidding Information Flash Service - “NJSS” ● A service that provide a database of bidding information ordered by public offices and other agencies. ● Hundreds of crowd workers collect information from approx. 8,500 bidding agencies, and the Company builds a database of information on b
Slide 59: Characteristics of NJSS
Characteristics of NJSS Providing Service with SaaS Model １ Providing a bid/offer database created by utilizing Crowd-Sourcing via the Cloud. It maintains a high gross profit margin (Gross profit margin: 92.0% in FY2023 and 92.4% in FY2024). Sales Are by Subscription ２ Sales are stock-based, consist
Slide 60: NJSS｜Bidding Information Search Service – “nSearch”
NJSS｜Bidding Information Search Service – “nSearch” ● On January 4, 2023, we acquired 100% of the outstanding shares of Brainfeed, Inc. which operates nSearch, a bidding information search service, for 270 million yen. Classification under revenue in the consolidated financial statements started on
Slide 61: NJSS｜Positioning/Differences & Synergies with nSearch
NJSS｜Positioning/Differences & Synergies with nSearch ● Aiming to maximize the market and expand market share by offering both NJSS and nSearch Positioning Differences and Synergies between nSearch and NJSS Fee (High) nSearch NJSS Synergies Reduce NJSS’ data-collection costs by leveraging nSearch's
Slide 62: NJSS｜NJSS’s Potential (How to think of TAM)
NJSS｜NJSS’s Potential (How to think of TAM) ● The number of both NJSS’s and nSearch’s fee-paying contracts combined is approximately 2% of the roughly 400,000 companies that have won bids, and approximately 10% of the roughly 70,000 companies that have unified qualifications for all ministries and a
Slide 63: NJSS｜Development of Peripheral Services
NJSS｜Development of Peripheral Services ● NJSS was introduced in September 2008 and has grown to become a pillar of the group’s sales. ● Focus on developing peripheral services to further expand the bidding market. Service Start Date Description URL A business support service that enables batch sear
Slide 64: Customer Journey
Customer Journey ● NJSS and nSearch cover only a part of the bidding business processes, and peripheral services covering other processes are also being developed. ● Also, utilizing the NJSS database, the Company is developing services for local governments. Market Analysis Bidding Service Project I
Slide 65: Bidding Market Overview
Bidding Market Overview Bidding Market Trends Ratio of Industries ● Stable market worth over 25 trillion yen per year * ● Construction, civil engineering, and other construction projects accounted for about 40% in terms of value. ● Orders other than construction, such as goods and ■ For non-SMEs ■ F
Slide 66: NJSS｜MRR
NJSS｜MRR +13.5% *Change in the *Change in the 254 254 259 261 calculation method calculation method 249 251 239 246 237 (Million yen) 227 229 230 232 233 235 221 224 213 217 203 205 195 197 199 Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug
Slide 67: CGS Business – “fondesk”
CGS Business – “fondesk” ● “A smart phone answering service starting at 10,000 yen per month.” ● Crowd workers receive incoming calls on behalf of the company and relay the messages via chat tools such as Slack, Chatwork, and Microsoft Teams. 3:10 PM the following call. 67 Copyright 2024© .Co.,Ltd.
Slide 68: fondesk｜Positioning/Strengths
fondesk｜Positioning/Strengths ● By having a human operator answer the phone, it is possible to provide services that match the needs of customers, which is difficult to do with an automated voice response system, and the simple service design makes the price competitive. ● In addition, by leveraging
Slide 69: fondesk｜Market Environment
fondesk｜Market Environment ● The COVID-19 pandemic (2020 - 2023) greatly expanded demand for teleworking. ● Following the transition to the category V infectious diseases of the novel coronavirus infection, companies are now following the trend toward a DX approach. Total Addressable Market (TAM) Su
Slide 70: CGS Business - “en-photo”
CGS Business - “en-photo” ● A photo sales system that drastically reduces time and effort of kindergartens, nursery schools, and parents. ● Providing added value by arranging for a crowd worker/photographer at kindergarten events. (free of charge) Photographer (crowd worker) 70 Copyright 2024© .Co.,
Slide 71: en-photo｜en-photo’s Potential (How to think of TAM)
en-photo｜en-photo’s Potential (How to think of TAM) ● Many public preschools have yet to introduce ICT tools, leaving ample room for growth. ● Not currently included in possible TAMs but may be expanded to include kids' sports clubs in the future. TAM # of Facilities 135,328 # of Students 22,605,914
Slide 72: CGS Business - “OurPhoto”
CGS Business - “OurPhoto” ● The on-site photography matching service OurPhoto. ● About 2,000 registered photographers (as of Nov. 2024) and clients who want to preserve their memories in photographs are matched on the OurPhoto website. OurPhoto deducts the commission from the shooting fee and pays t
Slide 73: BPO Business
BPO Business ● The Company is entrusted with non-core operations of our client companies and provides solutions by utilizing various resources such as domestic and overseas partner companies and crowd workers. ● The Company has particular strengths in scanning and data entry to digitize paper-based
Slide 74: Crowd-Sourcing Business
Crowd-Sourcing Business ● shufti, a crowd-sourcing platform, matches client companies which want to request work with crowd workers who want to work without restrictions on time and location. ● It has approximately 470,000 registered crowd workers (as of September 30, 2024). 74 Copyright 2024© .Co.,
Slide 75: ULURU｜Our Approach to ESG
ULURU｜Our Approach to ESG ● Numerous initiatives to solve social issues, such as contributing to government and municipal DX, promoting accessibility, and promoting women's activities ● Winner of multiple awards for services that contribute to society. Examples Awards Received for Social Contributio
Slide 76: ULURU｜Proactive IR Activities
ULURU｜Proactive IR Activities ● Actively conducting IR activities for institutional and individual investors to carefully explain the Company's growth potential and engage in constructive dialogue. ● Continuously disseminating useful IR information using IT tools such as X (formerly Twitter), note,
Slide 77: History of ULURU
History of ULURU ● Since launching a data entry specialty store in October 2003 that utilizes workers from home, we have consistently sustained our corporate growth by continuing to create businesses that solve labor shortages. Mar. 2024 Achievement of Medium- Term Management Plan Net sales (million
Slide 78: Review of Mid-Term Management Plan (Growth Process)
Review of Mid-Term Management Plan (Growth Process) ● As a result of the implementation of the medium-term management plan from FY2020 to FY2024 based on the concept of “enhancing corporate value over the medium to long term rather than pursuing short-term profits,” net sales grew 2.6 times compared
Slide 79: ULURU's Share Price and Financial Performance
ULURU's Share Price and Financial Performance ■ Share price ■ TSE Mothers index (up to Nov. 5, 2023)/TSE Growth Market index (Nov. 6, 2023 onwards) May 14, 2024 ■ TOPIX Achievement of Medium-Term (Million yen) Management Plan May 14, 2019 7,130 Formulation of Medium- Term Management Plan 5,937 4,029
Slide 80: Value Creation Process
Value Creation Process ● Guided by our philosophy of being a globally admired and supported company and our vision to alleviate labor shortages and enrich people and companies, we conduct business by leveraging our strengths. We strive to contribute to a sustainable society and help companies attain
Slide 81: Labor Shortage Solution Company - Decrease in Working Age Population
Labor Shortage Solution Company -Decrease in Working Age Population- ● Due to the declining birthrate and aging population, the working-age population in Japan is expected to decline by 16 million by 2040, resulting in a loss of 69 trillion-yen worth of the labor force. 〈Left axis〉〈Right axis〉 Tota
Slide 82: Labor Shortage Solution Company - Candidates to Replace Scarce Labor
Labor Shortage Solution Company -Candidates to Replace Scarce Labor- ● 69 trillion-yen labor force that will have disappeared by 2040 is expected to be replaced by crowd workers, elderly workers, and labor productivity improvement/DX. Complementary Labor Force Compensation per Worker Labor Shortage
Slide 83: Labor Shortage Solution Company - Toward Solving Social Issues
Labor Shortage Solution Company -Toward Solving Social Issues- ● As a “Labor Shortage Solution Company,” Uluru is going to solve the serious social issue of labor shortages through the use of crowd workers and DX. Areas we are currently working on Crowd Workers Crowd Workers Create and make availabl
Slide 84: Origin of Our Company Name
Origin of Our Company Name The world's largest monolith called "Uluru (Ayers Rock)" is located in the center of Australia. It is considered a sacred place by the Aboriginals, the indigenous people of Australia. When Tomoya Hoshi, the CEO of our company, traveled to Australia at the age of 20, he was
Slide 85: Management Team
Management Team Director Representative Director and Vice President Director Director Director Director Director and President President Uluru BPO. Co., Ltd. CISO Chief Culture Officer Co-CFO (Govtech Business* 1) Tomoya Hoshi Yuhei Okeyama Yosuke Nagaya Shinsuke Kobayashi Hirokazu Kondo Takahiko Wa
Slide 86: Skills Matrix for Directors and Auditors
Skills Matrix for Directors and Auditors ● A team of executives with optimal and well-balanced skill sets to achieve our mission of "Solve the Labor Shortage and Enrich People and Companies.” Business Strategy, Organization, HR, Independent General Marketing, and New Finance and Legal and Name Title
Slide 87: Shareholder Composition
Shareholder Composition ■ No. of Shares & Shareholders (As of Sep. 30, 2024) ■Major Shareholders(Based on shareholder registry as of September 30, 2024; shareholding ratios are rounded to two decimal places.) Total Number of Authorized Shares 11,199,200 Rank Name # of Shares Ratio* (%) Total Number
Slide 88: Stock Price Trends
Stock Price Trends Public Offering Price 1,500 yen FY2020 FY2021 FY2022 FY2023 FY2024 First Quotation 1,665 yen (Mar. 16, 2017) PSR 1.5 4.1 2.3 2.8 1.9 All-time High 2,800 yen (Jun, 1, 2017) PER - 317.9 - - 15.7 All-time Low 458.5 yen (Mar. 23, 2020) ROE - 1.9％ - - 29.4％ * Calculated using the stock
Slide 89: Glossary of Terms
Glossary of Terms Acronym of Crowd Generated Service which was coined internally. It refers to a service/services Abbreviation of Life Time Value. It is a calculation of how much one person, or one customer of a CGS created by utilizing crowd workers. In addition to our signature CGS, NJSS, a biddin
Slide 90: Notes
Notes As a general rule, figures in this report are rounded down, except for percentages, which are rounded to the nearest whole number. The materials and information provided in this announcement include so-called "forward-looking statements." These are based on current expectations, forecasts, and

Uluru — Q2 FY2025 Earnings Presentation on 6ix

Uluru — Q2 FY2025 Earnings Presentation

Slide 1: Financial Results for the Second Quarter of FY Ending March 31, 2025

Slide 2: Contents

Slide 3: Executive Summary

Slide 4: Executive Summary (Quarterly)

Slide 5: Executive Summary (Cumulative)

Slide 6: Quarterly Consolidated Financial Highlights

Slide 7: Net Sales Trends

Slide 8: Sales Composition

Slide 9: ARR (Annual Recurring Revenue)

Slide 10: Gross Profit Trends

Slide 11: EBITDA and Operating Profit Trends

Slide 12: Major Expense Trends

Slide 13: Employee Status (Including Temporary Employees)

Slide 14: Employee Status (Full-time Employees Only)

Slide 15: Actively Developing AI-Based Services

Slide 16: Business Segment Highlights

Slide 17: NJSS

Slide 18: NJSS｜Net Sales & ARR Trends (Quarterly)

Slide 19: NJSS｜Gross Profit Margin & EBITDA Trends (Quarterly)

Slide 20: NJSS｜KPI Tree

Slide 21: NJSS｜Fee-paying Contracts Trends (Quarterly)

Slide 22: NJSS｜ARPU & Churn Rate Trends (Quarterly)

Slide 23: NJSS｜LTV Trends (Quarterly)

Slide 24: Complete Renewal of Procurement Info

Slide 25: fondesk

Slide 26: fondesk｜Net Sales and EBITDA Trends (Quarterly)

Slide 27: fondesk｜KPI Tree

Slide 28: fondesk｜Fee-paying Contracts Trends (Quarterly)

Slide 29: fondesk｜ARPU and Churn Rate Trends (Quarterly)

Slide 30: en-photo

Slide 31: en-photo｜Net Sales and EBITDA Trends (Quarterly)

Slide 32: en-photo｜KPI Tree

Slide 33: en-photo｜Contracted Kindergartens and Nursery Schools and Net Sales

Slide 34: OurPhoto

Slide 35: OurPhoto｜Photo Shoot Number Trends (Quarterly)

Slide 36: BPO

Slide 37: BPO｜Net Sales and EBITDA Trends (Quarterly)

Slide 38: Medium- and Long-Term Policies

Slide 39: Medium- and Long-Term Policies “ULURU Sustainable Growth”

Slide 40: Medium- to Long-term Growth Plan

Slide 41: Business Strategies

Slide 42: A. Expansion of the Bidding Market with NJSS as the Core

Slide 43: B. Further Development of fondesk, en-photo, and BPO

Slide 44: C. M&A and Creation of New Businesses

Slide 45: Capital Allocation

Slide 46: Our Vision: Solve the Labor Shortage and Enrich People and Companies

Slide 47: Appendix

Slide 48: Profit and Loss (Quarterly/Consolidated)

Slide 49: Profit and Loss (Quarterly Cumulative/Consolidated)

Slide 50: Segment Information (Quarterly Cumulative/Consolidated)

Slide 51: Segment Net Sales, Profit, and EBITDA ①

Slide 52: Segment Net Sales, Profit, and EBITDA ②

Slide 53: Expense Details (Quarterly/Consolidated)

Slide 54: Major Expenses Invested by Business Segment

Slide 55: Changes in Number of Employees by Employment Type

Slide 56: Balance Sheet (Quarterly/Consolidated)

Slide 57: Cash Flow (Interim/Consolidated)

Slide 58: CGS Business-Bidding Information Flash Service - “NJSS”

Slide 59: Characteristics of NJSS

Slide 60: NJSS｜Bidding Information Search Service – “nSearch”

Slide 61: NJSS｜Positioning/Differences & Synergies with nSearch

Slide 62: NJSS｜NJSS’s Potential (How to think of TAM)

Slide 63: NJSS｜Development of Peripheral Services

Slide 64: Customer Journey

Slide 65: Bidding Market Overview

Slide 66: NJSS｜MRR

Slide 67: CGS Business – “fondesk”

Slide 68: fondesk｜Positioning/Strengths

Slide 69: fondesk｜Market Environment

Slide 70: CGS Business - “en-photo”

Slide 71: en-photo｜en-photo’s Potential (How to think of TAM)

Slide 72: CGS Business - “OurPhoto”

Slide 73: BPO Business

Slide 74: Crowd-Sourcing Business

Slide 75: ULURU｜Our Approach to ESG

Slide 76: ULURU｜Proactive IR Activities

Slide 77: History of ULURU

Slide 78: Review of Mid-Term Management Plan (Growth Process)

Slide 79: ULURU's Share Price and Financial Performance