Ubicom Holdings. Inc. · TSE:3937
Ubicom — FY2025 Q2 Earnings Presentation
41 slides from Ubicom's earnings presentation, Nov 6, 2025
Slide 1: FY2025 Q2 Financial Results Materials
Ubicom Holdings, Inc. (Prime Market of TSE: 3937) FY2025 Q2 Financial Results Materials November. 6, 2025
Slide 2: Table of Contents
Table of Contents 01 Overview of Consolidated Financial Results (P/L) for FY2025 Q2 P.3 02 Medical Business P.4 03 Technology Consulting Business P.17 04 Preparation for Transition to the Tokyo Stock Exchange Standard Market P.25 05 Dividend Policy P.28 06 Business Forecast ＆ Performance Trends P.30
Slide 3: Overview of Consolidated Financial Results (P/L) for FY2025 Q2
Overview of Consolidated Financial Results (P/L) for FY2025 Q2 ➀ Performance Highlights (Q2) Operating income, ordinary income, and net income all reached record highs in the second quarter. ② Structural Reforms in Technology Consulting Business Since Q4 of FY2024, U.S. tariffs have been imposed. To
Slide 4: Medical Business
Medical Business 4
Slide 5: Medical Business: Segment Performance Overview for FY2025 Q2
Medical Business： Segment Performance Overview for FY2025 Q2 ・Both sales revenue and operating profit reached record highs, reflecting steady growth through solid accumulation. ・Revenue and profit growth was achieved while absorbing temporary expenses such as integration costs (PMI) associated with
Slide 6: Medical Business: Trends in Sales Revenue
Medical Business：Trends in Sales Revenue ・Our company achieved accelerated sales growth of +18.2% year-on-year, underpinned by stable growth through our recurring model and the contribution of ISM, which became part of our group in July. ・This signifies that the M&A strategy has transitioned into a
Slide 7: User's Trend of the Core Solution Mighty Series
AI×Subscription Model User’s Trend of the Core Solution「Mighty」Series The implementation of workstyle reforms for medical doctors in April 2024 has led to an acceleration of digital transformation in the medical industry. While focusing on converting existing users, the number of users is steadily i
Slide 8: The Tailwind created by Social issues and Political measures
The Tailwind created by Social issues and Political measures (Market environment) Increasing deficits of medical institutions and social security spending cuts: three growth opportunities arising from structural challenges Increasing deficits in The coverage rate of e-medical Business fields aligned
Slide 9: Strengths of the Medical Business
The flagship product of the “Mighty” series, which leverages AI to enhance operational efficiency in healthcare institutions Strengths of the Medical Business 【For doctors】AI-oriented EMR Diagnosis Input Support & Input Verification System for Doctors By linking with electronic medical records, th
Slide 10: Medical Business: Growth Strategies
Medical Business ～Growth Strategies～ 10
Slide 11: Long-Term Strategy: M&A Strategy (Nationwide Sales Distributor M&A)
Long-Term Strategy: M&A Strategy (Nationwide Sales Distributor M&A) To maximize profitability in medical business between 2025 and 2030, We will promote a shift to a direct sales model through group-wide M&A initiatives. Q2 Progress: 1 company group has joined (ISM). Negotiations are already ongoing
Slide 12: Impact of M&A Strategy Execution (KPI Changes)
Impact of M&A Strategy Execution (KPI Changes) Over the five years from 2025 to 2030, we will execute 8 to 10 M&A deals with the aim of increasing the group's direct sales ratio. ＜Factors contributing to LTV ※1 improvement＞ Content Measurement details Increase of unit ①Inclusion of agency profits in
Slide 13: Strengthening the Revenue Structure through M&A of Sales Agencies
Strengthening the Revenue Structure through M&A of Sales Agencies By acquiring sales distributors through M&A, we are shifting from a distributor-based model to a direct sales model within the Group, thereby enhancing our revenue structure. Medical Institution Distributor Medical Institution Groupin
Slide 14: Short-Term Strategy: Tactics after the acquisition of ISM Corporation
Short-Term Strategy：Tactics after the acquisition of ISM Corporation Utilizing ISM's solid customer base. Fukuoka Prefecture's regional medical network, “Tobiumenet” ※includes 835 affiliated medical institutions Conducting new business development through a “Group In Commemorative Campaign” targetin
Slide 15: Key Strategies for the Short to Medium Term
Key Strategies for the Short to Medium Term Key measures for the current fiscal year in the From this fiscal year onwards, we will medical business accelerate growth investment with a focus • M&A strategy (acquiring distributors nationwide) on M&A strategy. We aim to diversify revenue sources throug
Slide 16: Scenario for Mid-to-Long-Term Growth in the Medical Business
Scenario for Mid-to-Long-Term Growth in the Medical Business To achieve mid-to-long-term growth, we will combine the organic growth of stable stock-type businesses with the Non-linear growth through M&A strategies. Business Growth Strategy Image M&A Target: 8 to 10 companies by 2025 and 2030 Creatio
Slide 17: Technology Consulting Business
Technology Consulting Business 17
Slide 18: Technology Consulting Business: Overview by Segment for Q2 of FY2025
Technology Consulting Business： Overview by Segment for Q2 of FY2025 (Business Performance) • In the second quarter of this fiscal year, both sales and operating income fell below the levels of the same period last year due to multiple one-off factors. However, we have already launched small-scale i
Slide 19: Technology Consulting Business FY2025 Policy
Technology Consulting Business FY2025 Policy With a view to further growth in FY2025 3Q and beyond, measures to strengthen profitability over the medium to long term, while anticipating short-term cost 8,000 increases, will be implemented. 7,000 01 Continue strategic order selection with a focus on
Slide 20: Technology Consulting Business: Growth Strategies
Technology Consulting Business ～Growth Strategies～ 20
Slide 21: Building an AI-Driven Development Framework Leveraging watsonx
Building an AI-Driven Development Framework Leveraging watsonx (Mid-to-Long-Term Strategy) As a core partner of IBM Japan, we are leveraging the enterprise business AI platform ※ “watsonx” to build an AI Center at our Philippines base. This initiative represents a strategic shift from a traditional
Slide 22: About AI-driven development model
About AI-driven development model 【Background for Adopting watsonx in AI-Driven Development Model】 Significant Growth Potential • AI-powered models enable the automation of development processes, significantly reducing development time. • As a result, scalable growth that was previously unattainable
Slide 23: Technology Consulting Business – Growth Strategy (Short-Term Strategy)
Technology Consulting Business – Growth Strategy (Short-Term Strategy) We aim to strengthen our revenue base to secure the achievement of our targets. By expanding existing businesses and accelerating integrated group operations, we will reinforce our earnings foundation. These initiatives will driv
Slide 24: Technology Consulting Business – Growth Strategy (Mid-to-Long-Term Strategy)
Technology Consulting Business – Growth Strategy (Mid-to-Long-Term Strategy) Entering the “Modernization Market” with mid-to-long-term preparations in anticipation of increasing demand for the renewal of social infrastructure Overview of the Modernization systems Strategy Market Opportunity: due to
Slide 25: Preparation for Transition to the Tokyo Stock Exchange Standard Market
Preparation for Transition to the Tokyo Stock Exchange Standard Market 25
Slide 26: Preparation for Transition to the Tokyo Stock Exchange Standard Market
Preparation for Transition to the Tokyo Stock Exchange Standard Market ― Strategic Shift Toward “Offensive” Growth Acceleration ― We have initiated preparations to obtain approval for transitioning from the Tokyo Stock Exchange Prime Market to the Standard Market. This move represents a strategic, “o
Slide 27: Preparation for Transition to TSE Standard Market: Technology Consulting Strategy
Preparation for Transition to the Tokyo Stock Exchange Standard Market ■ Strategy for Technology Consulting Business:AI Strategy Centered on IBM’s “watsonx” • We are building an AI-driven development framework centered on IBM’s advanced AI platform “watsonx”. • As a strategic partner of IBM Japan, w
Slide 28: Dividend Policy
Dividend Policy 28
Slide 29: Dividend Policies to Enable Shareholders to Share in the Benefits of Growth
Dividend Policies to Enable Shareholders to Share in the Benefits from the Growth of Our Company 【Dividend Policies】 ① While concerns over U.S. tariffs had been raised, their actual impact is currently expected to be more limited than initially anticipated. In light of the steady performance of our
Slide 30: Business Forecast & Performance Trends
Business Forecast ＆ Performance Trends 30
Slide 31: Business Forecast and Performance Trends
Business Forecast and Performance Trends Full-scale start of （Unit：million yen） 3,5 00 Operating income 営業利益 the second growth phase 12,400 Operating income from New Businesses, Alliances, and M&A 今後の新規事業・業務提携・M&Aによる営業利益 3,0 00 10,400 Sales 売上高 2,5 00 April, 2022 8,4 00 Moved to TSE Prime Market Dec
Slide 32: Appendix
Appendix 32
Slide 33: Our Business Model: A Model for Resolving Social Issues in Japan
Our Business Model: A Model for Resolving Social Issues in Japan, A Developed Country Facing Challenges 01 Medical Business 02 Technology Consulting Business Reforming the workstyle of Addressing the shortage medical professionals of 787,000* IT engineers Improving the profitability Mission by 2030
Slide 34: Medical Business: Revenue Recognition Methods (Billing Methods)
Medical Bussiness：Revenue Recognition Methods (Billing Methods) License revenue for the Mighty series adopts a “instalment recognition” method. With the increase in contract numbers, sales steadily accumulate on a monthly basis, achieving revenue stabilization. Furthermore, the AI × subscription mod
Slide 35: Strengthening OEM supply: Expanded sales of Mighty QUBE Hybrid
Strengthening OEM supply : Expanded sales of Mighty QUBE® Hybrid in the clinic market Start OEM supply to “medicalforce” cloud-based EMR system for private clinics provided by medicalforce Inc. Promoting sales expansion of Mighty QUBE® Hybrid in the clinic market. This OEM is the second partnership
Slide 36: A new value and differentiation strategy created by Designed Lab-type Development
A new value and differentiation strategy created by the「Designed Lab-type Development」 【 Risks and Concerns of Conventional Offshore Development 】 In case the of setting up an offshore base In case the of conventional Lab-type development Client Offshore development company Client’s Site Client Lab
Slide 37: Promotion of Group Businesses Based on Social Significance
Promotion of Group Businesses Based on Social Significance Considering business and capital alliances with leading global companies for the second growth phase Provision of solutions that are beneficial to three key areas: pressing need for workstyles Growing demand due to the reforms for medical do
Slide 38: ESG: For sustainable growth of business, society, and client companies
ESG：For sustainable growth of business, society, and client companies Goals Concrete Activities Related SDGs ・To make the electric power consumed at E ・To reduce CO2 emissions the head office 100% derived from renewable energy ・Global partnership ・Investment in equipment of subsidiaries in the Phili
Slide 39: Corporate Profile
Corporate Profile ■Corporate name: Ubicom Holdings, Inc. (Prime Market of TSE: 3937) ■Strategic markets: healthcare, finance, public services, automobiles, manufacturing, robotics, etc. ■Business description: Technology Consulting Business In order to solve the problem of shortage of IT engineers an
Slide 40: Cautionary Note Regarding Forward-Looking Statements
Cautionary Note Regarding Forward-Looking Statements The materials and information provided in this announcement include forward-looking statements based on our current estimates and expectations at this point of time. Such forward-looking statements are subject to various risks and uncertaintie
Slide 41: Holdings, Inc.
Holdings, Inc. = fe) Q Q =) 41