Slide 1: FY2026 2nd Quarter Financial Results Presentation Materials
2026.08.12 FY2026 2nd Quarter Financial Results Presentation Materials ROBOT PAYMENT INC. TSW Growth Market 4374
Slide 2: Contents
Contents 01 Financila Highlights 3 02 FY2026 2nd Quarter Corporate Results 5 03 FY2026 2nd Quarter Results by Business Segment 13 04 Business Highlights 22 05 Growth Strategy Update 29 06 Expenses 36 Appendix 39 2
Slide 3: Financial Highlights
oN ROBOT PAYMENT Financial Highlights
Slide 4: FY2026 2nd Quarter Results
FY2026 2nd Quarter Results Cumulative sales for the second quarter grew 14.3% year-over-year, and the company is making steady progress toward its earnings forecast. FY2026 2Q FY2025 2Q FY2026 FY2026 Unit: Million JPY YoY Change Achievement Rate of Result Result Forecast the Forecast Net Sales 1,562
Slide 5: FY2026 2nd Quarter Corporate Results
02 FY2026 2nd Quarter Corporate Results 5
Slide 6: Revenue Trend (Quarterly)
Revenue Trend (Quarterly) Driven by recurring revenue(Note), revenue grew by 11.1% year-over-year. (Revenue / Unit: million yen) +11.1% Spot Revenue 1000 881 904 Recurring Revenue 834 861 814 800 714 742 748 678 600 847 866 889 400 793 820 695 723 732 660 200 0 24/12 2Q 24/12 3Q 24/12 4Q 25/12 1Q 25
Slide 7: Operating Profit Trend (Quarterly)
Operating Profit Trend (Quarterly) Operating income fell 1.4% year-over-year as investments in new business initiatives and hiring continued, but progress is on track as planned. (Operating Profit / Unit: million yen) 300 -1.4% 224 218 225 221 200 172 160 148 116 99 100 0 24/12 2Q 24/12 3Q 24/12 4Q
Slide 8: KPI Dashboard
KPI Dashboard All products are growing steadily and continue to achieve record-high sales. Corporate Number of Accounts Customer Unit Price (Note 3) Subscription Pay Billing Management Robo （Unit: AC） 9,631 9,992 （Unit: yen） 9,167 104,850 106,681 8,074 6,946 93,575 8,661 8,897 29,286 8,253 83,831 27
Slide 9: Balance Sheet
Balance Sheet Change from End of 2Q FY2025 End of FY2025 End of 2Q FY2026 (Unit: million yen) Previous FY-End Current Asset 6,961 7,175 6,673 -501 Non-Current Asset 509 1,340 1,578 +237 Total Assets 7,469 8,515 8,251 -264 Current Liabilityes 6,421 7,221 6,708 -513 Non-Current Liabilities 0 0 0 ー Tot
Slide 10: About Deposits (Cash Flow Overview)
About Deposits (Cash Flow Overview) Customer revenues are first deposited to us by banks and card companies, then remain with us for up to 50 days before being remitted to our clients. This is due to the mismatch between the inflow cycle from payment operators (15th-cut end-of-month payment / month-
Slide 11: About Deposits (Impact on the Balance Sheet)
About Deposits (Impact on the Balance Sheet) While customer funds remain with us, our balance sheet shows increases in cash and deposits held. When those funds are remitted to clients, the corresponding cash and deposits decrease. When deposits are retained Assets Liabilities/Equity Deposits receive
Slide 12: About Equity Ratio
About Equity Ratio Excluding deposits unique to our business model, our effective equity ratio stands at 70.9％. We have no long-term borrowings and maintain a highly secure financial position. This strong capital base enables sustainable long-term growth and flexible business expansion going forward
Slide 13: FY2026 2nd Quarter Results by Business Segment
03 FY2026 2nd Quarter Results by Business Segment 13
Slide 14: FY2026 2nd Quarter Segment Results Subscription Pay
03-1 FY2026 2nd Quarter Segment Results Subscription Pay 14
Slide 15: Subscription Pay Revenue Trend (Quarterly)
Subscription Pay Revenue Trend (Quarterly) Driven by strong new orders and increased transaction volumes from existing customers, the average revenue per customer also rose, up 9.5% year-over-year. (Revenue / Unit: million yen) Spot Revenue +9.5% Recurring Revenue 600 546 521 527 499 508 500 455 450
Slide 16: Subscription Pay Key KPI Trends ❶ (Quarterly)
Subscription Pay Key KPI Trends ❶ (Quarterly) Average revenue per customer increased year-over-year, and the number of accounts remained steady. ARPU Number of Accounts (Average Revenue Per Customer / Unit: JPY) (Number of accounts / Unit: accounts) +6.6% +2.7% 19,724 20,000 19,025 19,394 10,000 18,
Slide 17: Subscription Pay Key KPI Trends ❷ (Quarterly)
Subscription Pay Key KPI Trends ❷ (Quarterly) Transaction volume increased by 8.9% due to growth in the number of accounts and the expansion of our customers' businesses. The number of payment transactions has stabilized following the initial impact of the mandatory implementation of 3D Secure in th
Slide 18: FY2026 2nd Quarter Segment Results Billing Management Robo
03-2 FY2026 2nd Quarter Segment Results Billing Management Robo 18
Slide 19: Billing Management Robo Revenue Trend (Quarterly)
Billing Management Robo Revenue Trend (Quarterly) Revenue increased by 13.5% year-over-year due to higher average revenue per customer and an increase in the number of new customers. (Revenue / Unit: million yen) 400 Spot Revenue +13.5% Recurring Revenue 352 355 350 338 324 313 285 295 300 277 257 2
Slide 20: Billing Management Robo Key KPI Trend ❶ (Quarterly)
Billing Management Robo Key KPI Trend ❶ (Quaterly) Average revenue per customer increased by 1.7% compared to the same period last year. New customer acquisitions remained steady, with the total number of customers up 12.6% year-over-year. ARPU Number of Accouts (Average Revenue Per Customer / Unit:
Slide 21: Billing Management Robo Key KPI Trend ❷ (Quarterly)
Billing Management Robo Key KPI Trend ❷ (Quaterly) Both the total amount billed and the number of invoices issued increased significantly compared to the same period last year. Invoice Amount Number of Invoices Issued (Invoice Amount/Unit: million yen) (Number of Invoices Issued/Unit: thousand invoi
Slide 22: Business Highlights
LN ROBOT PAYMENT Business Highlights
Slide 23: Progress on 2026 Business Strategy
Progress on 2026 Business Strategy Progress is going well for both existing and new business initiatives. 2026 Business Strategy 2026 2Q Progress • QR Payment API Development. Subscription Pay • Expand payment functions; provide payments to new industries. • Expanding B2B Credit Card Payment Sales a
Slide 24: Yoshio Hirako Appointed Strategic Advisor for Finance Services
Topic Company-wide Yoshio Hirako Appointed Strategic Advisor for Finance Services Accelerating the launch of new businesses by overseeing strategies and providing practical support for obtaining advanced certifications and licenses. Yoshio Hirako Appointed Strategic Advisor for Finance Services. Pur
Slide 25: Billing Management Robo & Receivables Collection Robo
Topic Billing Management Robo & Receivables Collection Robo Integrating the Billing Management Robo and the Receivables Collection Robo automate the entire process from invoice issuance to collection reminders. Release of the “Receivables Collection Robo Automatic Integration Connector” option for i
Slide 26: Subscription Pay & Billing Management Robo
Topic Subscription Pay & Billing Management Robo Billing Management Robo Dramatically Streamlines Accounting Workflows for Partial Payments New “Reconciliation by Invoice Line Item” Feature Released. Our “Subscription Pay” and “Billing Management Robot” services were selected as “Leaders”—the highes
Slide 27: Subscription Pay Secures Top Market Share
Topic Subscription Pay “Subscription Pay” Secures the No. 1 Market Share in the Subscription Management Market for the Fourth Consecutive Year. “Subscription Pay,” a service provided by our company, ranked first in revenue share by vendor in the subscription management market, according to the marke
Slide 28: Capital and Business Alliance with RAKUS Co., Ltd.
Capital and Business Alliance with RAKUS Co., Ltd. Entered into a capital and business alliance agreement with RAKUS Co., Ltd. on August 12, 2026 Aiming to expand sales, grow the customer base, and increase transaction volume through the OEM provision of “Billing Management Robo” Business alliance p
Slide 29: Progress on the Growth Story
05 Progress on the Growth Story 29
Slide 30: Product Development Areas
Product Development Areas In its full-year financial results for the fiscal year ending December 2025, the company outlined the following product rollout strategy to address a wide range of financial challenges. Reprinted from the financial results presentation materials disclosed on February 12, 20
Slide 31: Current Product Rollout Status
Current Product Rollout Status “Receivables Collection Robo” to Be Released in March 2026 Near-term launches planned for “Cross-Border Remittance DX” and “RBF (Future Receivables Factoring)” Payment Infrastructure that Frees Commerce Remittance Flow Billing Flow Domestic Transactions Domestic Transa
Slide 32: Product Value That Continues to Grow Through AI and Data
Product Value That Continues to Grow Through AI and Data In its full-year financial results for the fiscal year ending December 2025, the company demonstrated that the value of its products will continue to improve by training AI with data, as follows: Reprinted from the financial results presentati
Slide 33: Areas Where AI Will Be Used to Enhance Product Functionality
Areas Where AI Will Be Used to Enhance Product Functionality Identification of Target Areas for AI Adoption. MCP Server Workflow Contract Mgmt / Credit Assessment Billing Cycle Setup Payment Execution Document Issuance Accumulated data Customer attributes, contract terms, payment logs Payment delay
Slide 34: Areas where AI is used to enhance product functionality
Areas where AI is used to enhance product functionality Finalized the features to be developed in the target areas and defined a new customer value proposition. Domain Implementation Details New Value Proposition • An integration platform that provides operational • Enables information verification
Slide 35: AI Product Map
AI Product Map To realize product value that continues to evolve through AI and data, we will establish detailed schedules for key themes, verify ROI and feasibility, and promote implementation and improvement in phases. 2026 2027 AI × Product Key Themes Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun J
Slide 36: Expenses
LN ROBOT PAYMENT Expenses
Slide 37: Key Expense Trends (Quarterly)
Key Expense Trends (Quarterly) We are making investments in line with Long-Term Management Strategy, which aims for high growth rates based on the premise of sustained revenue and profit growth. Advertising & Promotion Expenses Salaries & Benefits Development Expenses (Unit: million yen) (Unit: mill
Slide 38: Headcount Trend by Job Function
Headcount Trend by Job Function A policy to optimize the number of hires in accordance with our HR policy. Sales Marketing / Customer Succes Engineer Admin 170 154 157 148 141 141 140 35 132 136 127 30 33 124 30 118 119 29 30 27 31 27 29 29 48 26 28 37 40 42 38 40 40 39 35 26 29 31 27 42 42 45 21 21
Slide 39: Appendix
Appendix Materials designed to provide a deeper understanding of our business and strategy 39
Slide 40: Our Growth Story
oN ROBOT PAYMENT Our Growth Story
Slide 41: Growth Story -Contents-
❶ Business model further strengthened by AI Growth Story ❷ Accelerated expansion for exponential revenue growth -Contents- ❸ Payback concept for existing business investments ❹ Market Growth Potential 41 41
Slide 42: Business model further strengthened by AI
1 Business model further strengthened by AI 42
Slide 43: Revenue structure not affected by per-user (ID-based) pricing
Revenue structure not affected by per -user (ID-based) pricing With the spread of AI, tasks previously operated by multiple people may be replaced by AI, potentially reducing the number of required user IDs. Because only a small portion of our revenue comes from ID-based fees, any impact would be li
Slide 44: AI-Irreplaceable Business Model
AI-Irreplaceable Business Model Payments require clear accountability and human judgment, and involve legal and financial risk—making AI replacement impossible. For areas often considered AI-replaceable, we enhance functionality by embedding AI ourselves—so even if AI players enter, we can deliver e
Slide 45: Continuously Growing Product Value with AI + Data
Continuously Growing Product Value with AI + Data Payment and behavioral data accumulated over 25 years since founding will continue to grow. By training AI on this large-scale data, our products keep improving, and our value as payment infrastructure continues to increase. Workflow Contract Mgmt /
Slide 46: A business model that makes it difficult for competitors to enter the market
A business model that makes it difficult for competitors to enter the market Launching a payment service involves numerous challenges related to systems, operations, and contracts, making it difficult for new entrants to break into the market. Payment processing is a key strength that Requirements f
Slide 47: Accelerated expansion for exponential revenue growth
2 Accelerated expansion for exponential revenue growth 47
Slide 48: Corporate Purpose Statement
Corporate Purpose Statement Break down the three barriers blocking commerce —and make Japan strong again Japan’s economy has struggled to escape deflation since the early 1990s—often described as the “lost 30 years.” Innovation and the creation of growth industries have lagged, and a shrinking workf
Slide 49: Growth Strategy
Growth Strategy By expanding the areas where we can solve money-related challenges, we will break down the barriers of “customs,” “inefficiency,” and “credit.” Payment Infrastructure that Frees Commerce Remittance Flow Billing Flow Domestic Transactions Domestic Transaction Receipt of Quotation/ Con
Slide 50: Accelerated expansion to grow revenue exponentially
Accelerated expansion to grow revenue exponentially Cross-sell multiple products across our expanded business and customer base. Layer on finance services to drive accelerated revenue growth. Phase 3 Phase 2 Phase 1 Business expansion that adds revenue on top of Phase 1 Business expansion that adds
Slide 51: Revenue Growth Logic by Phase Expansion
Revenue Growth Logic by Phase Expansion As we expand by phase, incremental revenue is layered on in each phase —driving accelerated revenue growth. Revenue Phase 3 Phase 3 Accounts × Transaction Volume × Cross-sell rate × (Number of business lines)² × Finance fee rate Phase 2 Phase 2 Accounts × ARPU
Slide 52: Payback concept for existing business investments
3 Payback concept for existing business investments 52
Slide 53: Expected Payback from Investing in Existing Businesses
Expected Payback from Investing in Existing Businesses If we invest in the Payment Business and Financial Cloud Business, payback is expected in 2.9 years (returns exceed investment) based on past results. (Investment) Previous-year Payment Business 40m (ARPA) operating cash flow JPY 1.6m/month = ×
Slide 54: Market Growth Potential
oy ROBOT PAYMENT Market Growth Potential
Slide 55: Market Size: Subscription Pay
Market Size: Subscription Pay Our assumed market share in online payments is around 0.50%. The online payment service market continues to grow, expanding room for adoption. Estimated Market Size of Subscription Pay as of 2025※1 ※2 Trends in the E-Commerce Payment Services Market※2 Total Card Industr
Slide 56: Market Size: Billing Management Robo
Market Size: Billing Management Robo Billing Management Robo holds 0.7% share, leaving large growth potential. Domestic Subscription market expansion will further accelerate adoption. Estimated Market Size for Invoice Management Robo as of 2023※1 Trends in the Domestic SaaS Market Size※2 Number of B
Slide 57: Market Size: Billing Outsourcing Robo / 1click Postpay
Market Size: Billing Outsourcing Robo / 1click Postpay The factoring market is small within the B2B payment market. The BNPL market is steadily expanding, offering high potential for product growth. Estimated Market Size of Market Trends of Buy Now, Pay Later (BNPL) Services※2 Invoice “Marunage” Rob
Slide 58: Market Size: Receivables Collection Robo
Market Size: Receivables Collection Robo The domestic receivables collection market has significant room to expand. The market is steadily growing, providing strong expansion potential for our product. Estimated market size for Receivables Collection Robo as of 2021※1 Domestic receivables collection
Slide 59: Market Size: Cross-Border Remittance DX
Market Size: Cross-Border Remittance DX The cross-border transactions market represents a large share of the B2B payments market. The import sector in particular is steadily expanding, leaving substantial room to grow the product. Estimated market size for Overseas Remittance DX (as of 2024)※1 Trend
Slide 60: Market Size: RBF
Market Size: RBF The RBF market is still small within the overall funding landscape. The market is steadily expanding, leaving significant room to grow the product. Estimated RBF market size (as of Aug 2025)※1 RBF service market size trend※2 (Unit: JPY trillions) B2B payments market 3.0 CAGR※3 2.9 2
Slide 61: Overview of Our Products
oN ROBOT PAYMENT Overview of Our Products
Slide 62: Our Products
Our Products Solving business challenges through payment infrastructure サブスクペイ 請求管理ロボ ファクタリングロボ Professional for Enterprise for SaaS Product Lineup Customer Automation and Outsourced Invoice Management / Data Integration / Customizability / Preventing Unpaid Invoices Post-payment Invoice Optimizatio
Slide 63: Subscription Pay
Subscription Pay Providing Customer Management and Recurring Billing Functions Needed for All Subscription Businesses Customer Management Functions Payment Functions Customer Management Database Recurring Billing System Data Data Data • Secure acquisition of Integration Integration Integration Exter
Slide 64: Subscription Pay Professional
Professional Subscription Pay Professional Supporting revenue maximization in subscription businesses through customer management and analysis, preventing churn through customer engagement and improving LTV. ①Immediately usable ②Engage Based on ③ Maximize after implementation Data Revenue Applicatio
Slide 65: Billing Management Robo – Product Overview
Billing Management Robo – Product Overview Automate monthly billing operations from invoice issuance to collection, reconciliation, and receivables management in one streamlined workflow. Customer & Contract Payment Payment Receivables Journal Entry & Invoice Issuance Management (Collection) Reconci
Slide 66: Invoice Management Robo for Enterprise
for Enterprise Invoice Management Robo for Enterprise Solving challenges specific to large enterprises by combining high-volume processing, security, and operational support. Meeting the Needs Enhanced Performance for High-Volume Invoicing, > of Large Enterprises with a Dedicated Support Team • Able
Slide 67: Receivables Collection Robo
Receivables Collection Robo Digitizing the “collection” process after invoicing to support companies' cash flow “Receivables Collection Robo” is a digital infrastructure for debt collection and reminders that supports business growth. It covers a wide range of collection methods, allowing you to fre
Slide 68: Billing Management Robo
Billing Management Robo Complete outsourcing from credit screening to collections with 100% accounts receivable guarantee Application Credit Screening Invoicing Collection Payment Every 5business days End-of-Month Payment Submit Credit customer & Invoice Data Real-Time Status Confirmation 100%Accoun
Slide 69: 1click Postpay Product Overview
1click Postpay Product Overview Enable payment deadline extensions by settling invoice payments (bank transfers) with credit cards When a buyer company receives an invoice for a bank transfer, they can settle it using a credit card. By using a credit card, they can extend the Selling Buying Card Com
Slide 70: Factoring Robo for SaaS Product Overview
for SaaS Factoring Robo for SaaS Product Overview Monetize up to one year of monthly SaaS usage fees in advance • Monetize monthly SaaS usage fees in as few as 5 business days, up to 1 year of receivables at once • Delegates all billing operations including credit screening, invoice issuance and sen
Slide 71: Pricing Structure
Pricing Structure Fee based on total receivable Fee based on transaction amount (factoring fee) From 2% 2.65％～ volume (spread) Variable Variable Settlement revenue based Spread fee Costs Costs on invoice amount Fee based on number of ¥7 processing transactions Storage based on number of Charged per
Slide 72: Selected Clients Using Subscription Pay
Selected Clients Using Subscription Pay Utilized by various companies in their subscription businesses Internet Services / Content Media / Advertising Education Rental Donations Others 72
Slide 73: Case Studies: Subscription Pay
Case Studies: Subscription Pay Utilizing for Customer Management and Recurring Payments in Subscription Businesses Customer Management Recurring Payment Function Function OLD ROOKIE Co., Ltd. PRESIDENT Inc. Monthly subscription fee for Monthly subscription fee newsletter content by figures such for
Slide 74: The Evolution of Subscription Pay
The Evolution of Subscription Pay Subscription Pay Professional is equipped not only with features to manage subscription billing but also with functionalities essential for business growth. Going forward, the service aims to contribute to customer expansion by supporting multiple industries and lev
Slide 75: Companies Using Billing Management Robo
Companies Using "Billing Management Robo" Primarily used by companies with subscription-based business models generating monthly invoices SaaS / Cloud Services Media / Advertising Others BtoC Services Consulting / Advisory Systems / Infrastructure 75
Slide 76: Case Studies: Billing Management Robo
Case Studies: Billing Management Robo Solving challenges related to recurring billing Stable Business Operations New Business Development GMO GlobalSign Holdings K.K. Nittetsu Kowa Real Estate Co., Ltd. Industry: IT Services Industry: Real Estate Employees: 996 Development Employees: 536 Challenges:
Slide 77: Our Strengths
oN ROBOT PAYMENT Our Strengths
Slide 78: A business model and customer structure that enable stable growth
A business model and customer structure that enable stable growth The business model and customer structure that enable stable growth consist of the following 4 elements. ①The total revenue generated by customers acquired each year does not decline and continues to accumulate permanently. ②Because n
Slide 79: Total revenue from newly acquired customers accumulates sustainably
Total revenue from newly acquired customers accumulates sustainably without declining each year. Revenue by Contract Year Revenue by Contract Year in the Payment Business in the Financial Cloud Business Revenue layers remain consistently thick Revenue layers remain consistently thick （contract years
Slide 80: A revenue model where ARPU increases every year
Total revenue from newly acquired customers accumulates sustainably without declining each year. A revenue model where ARPU increases every year The pricing model consists of fixed and usage-based fees. In addition to proactive proposals to increase fixed fees, variable fees such as transaction char
Slide 81: Existing Customer MRR > Churned Customer MRR
Total revenue from newly acquired customers accumulates sustainably without declining each year. Existing Customer MRR > Churned Customer MRR The increase in MRR from existing customers exceeds the total MRR lost due to churn, so total revenue does not decrease Image of MRR Increase 30 110 • The chu
Slide 82: Because new market entry by competitors is difficult, we can continuously acquire new customers
② Because new market entry by competitors is difficult, we can continuously acquire new customers Sales Transition by Contract Year (Illustrative) We operate in a business domain with high barriers to entry, making new competitor entry difficult. As our organization expands, we are able to increase
Slide 83: Structure That Does Not Depend on High-Value Specific Customers
③Structure That Does Not Depend on High-Value Specific Customers With a customer base of over 9,000 companies forming a long-tail structure, there is minimal reliance on a few high-value customers. Number of Customers per Product Distribution Image of Revenue per Customer In terms of revenue per cus
Slide 84: A Customer Structure That Maintains Stable Revenue Amid External Changes
④Customer Structure That Maintains Stable Revenue Even Amid External Environmental Changes A Customer Structure That Maintains Stable Revenue Even Amid External Environmental Changes Customer Industries in the Payment Customer Industries in the Financial Business Cloud Business Daily Goods / Food /
Slide 85: Stable Business Growth Unaffected by External Environmental Changes
④Customer Structure That Maintains Stable Revenue Even Amid External Environmental Changes Stable Business Growth Unaffected by External Environmental Changes 3,256 Revenue Trends of 2 Main Products （Unit: Millions of Yen） 2,762 Billing Management Robo COVID-19 1,269 SubscPay Pandemic 2,214 Billing
Slide 86: Long-Term Management Strategy for Exponential Future Growth
Long-Term Management Strategy for Exponential Future Growth 86
Slide 87: Strategy Overview
Strategy Overview Due to the slowdown in revenue growth, the company came to be seen as “uninspiring.” We have therefore renewed our strategy, aiming to realize our CPS. 2022 Medium-Term 2023 Medium-Term Long-Term Management Plan Management Plan Management Strategy Focused on increasing Focus on bot
Slide 88: Strategy Overview
Strategy Overview To Break Away from Being a “Boring Company” with Low Revenue Growth Rate Why has the revenue growth rate stagnated? Long-Term Management Strategy Because clear execution standards for growth investment We will invest in new businesses, existing were not in place, we could not inves
Slide 89: Capital Allocation policy based on operating CF
Capital Allocation policy based on operating CF With no allocation standards under the profit-first policy, growth investment was minimal. We have now set clear operating cash flow allocation standards in line with net asset growth. Profit-First Allocation New Growth Allocation Standard Standard (70
Slide 90: Growth Investment Decision Criteria
Growth Investment Decision Criteria Investments will be made based on clear standards. Investment Decision Criteria Years until annual operating CF turns positive：within 5 years New Businesses Years until cumulative operating CF turns positive：within 10 years Existing Years until annual operating CF
Slide 91: Growth Investment Decision Criteria: New Business
Growth Investment Decision Criteria New Business Investment Criteria Investment Decision Criteria Image Criteria Annual Operating CF Operating CF Years until annual operating CF turns positive: Cumulative Operating CF Within 5 years Annual operating Increase in CF turns positive Years until cumulati
Slide 92: Growth Investment Decision Criteria: Existing Businesses
Growth Investment Decision Criteria Existing Businesses Investment Criteria Investment Decision Criteria Image Criteria Annual Operating CF Operating CF Years until annual operating CF turns positive: Cumulative Operating CF Within 3 years Annual operating Increase in CF turns positive Years until c
Slide 93: Growth Investment Decision Criteria: M&A
Growth Investment Decision Criteria M&A Investment Criteria Investment Decision Criteria Image Criteria Annual Operating CF Operating CF Years until cumulative operating CF exceeds goodwill: Cumulative Operating CF – Goodwill Within 5 years (within the goodwill amortization period) ※By setting the c
Slide 94: Growth Investment Decision Criteria: CVC
Growth Investment Decision Criteria CVC Investment Criteria Investment Decision Criteria Image Investment Criteria unrealized Unrealized gains at that point gains Unrealized gains exceed investment amount: Unrealized gains - investment amount Within 5 years Increase in Unrealized gains exceed the in
Slide 95: Net Assets Growth Illustration
Net Assets Growth Illustration Net assets build up every year, enabling larger M&A/CVC.* (1) Capital allocation framework based on prior-year operating cash flow Net assets trend Net assets at prior year-end Business investment Increase in net assets in the current year Investment capacity for M&A/C
Slide 96: Accelerated Business Growth
Accelerated Business Growth By FY2035, revenue growth can be +14.4pt higher than the profit-focused scenario through business investment, and potentially reach +30% with additional M&A.* Revenue Growth Trend +30.0% +30% With M&A, we can +24.7% M&Aで更なる成長率UPを狙う Revenue growth under the profit-focused
Slide 97: Accelerating Business Growth: Net Sales
Accelerating Business Growth As of FY2035, revenue is expected to be 1.75x vs. the profit-focused scenario* through business investment, and 2.65x with additional M&A. Net Sales Profit-focused scenario* (Revenue) ¥ 21.0billion Projected revenue with business investment M&A Additional revenue upside
Slide 98: Accelerating Business Growth: Operating Profit
Accelerating Business Growth As of FY2035 (Dec), operating profit is expected to be 1.33x vs. the profit-focused scenario* through business investment, and 1.72x with additional M&A. Operating Profit Profit-focused scenario* (Revenue) ¥ 3.1billion Projected revenue with business investment M&A Addit
Slide 99: Financial Policy
Financial Policy To achieve sustainable growth and enhance corporate value, we establish basic policies of financial soundness, disciplined management, and capital efficiency. Maintaining a Sound Financial Base 01 Maintain an adjusted equity ratio of 50% or higher to ensure long-term financial stabi
Slide 100: Upgrading to the Prime Market
Upgrading to the Prime Market Aiming for Transition to the Prime Market 2-3 years Toward Prime Market Listing Our Preparation Thresholds Ordinary Profit approx. ¥1.25 billion Net Assets approx. ¥4.0 billion 100
Slide 101: Organization & Talent Strategy
Organization & Talent Strategy Supporting Strategy with Organization and Talent Aim for a Dramatic Improvement in Productivity We aim to build a lean and efficient organization where the net MRR increase per employee exceeds the overall company’s net MRR growth. Recruitment Strategy HR Enhancement C
Slide 102: Key Risks in Our Business Expansion and Our Response Policy
Key Risks in Our Business Expansion and Our Response Policy Key Risks in Business Execution and Related Impacts Likelihood Impact Measures to Address Key Risks Risk of Underperformance in New Businesses We mitigate risks by strictly managing progress against milestones If the progress of new busines
Slide 103: Please Register for Our Email Newsletter and Official LINE Account
Please Register for Our Email Newsletter and Official LINE Account To help investors and shareholders, as well as a wide range of stakeholders, better understand and stay engaged with our company, we have launched an Email Newsletter and an Official LINE Account. We kindly ask for your registration.
Slide 104: Disclaimer
Disclaimer Handling of This Document This document contains forward-looking statements that are based on information available at the time of preparation. Such statements are not guarantees of future results and involve risks and uncertainties. Actual outcomes may differ materially from these forwar