Slide 1: FY2025 Second Quarter Financial Results Presentation
FY2025 Second Quarter Financial Results Presentation EUCALIA Inc. 証券コード：286A
Slide 2: INDEX
INDEX 1 EUCALIA Group Overview 2 FY2025 Second Quarter Results 3 FY2025 Financial Forecast 4 Appendix 2
Slide 3: EUCALIA Group Overview
1 EUCALIA Group Overview 1 EUCALIA Group Overview 2 FY2025 Second Quarter Results 3 FY2025 Financial Forecast 4 Appendix 3
Slide 4: Vision/Mission
Vision/Mission VISION Industrialization of Healthcare. MISSION Realize Ideal State of Medical and Nursing Care through Transformation. 4
Slide 5: EUCALIA's "Sanpo-Yoshi" Worldview
EUCALIA’s “Sanpo-Yoshi” Worldview EUCALIA Group aims to create a “good for all three sides (Sanpō Yoshi)” ecosystem in healthcare. By excelling in each of these areas, the Company seeks to benefit all parties – healthcare providers, healthcare professionals, and patients – thereby building a sustain
Slide 6: Addressing Root Causes ー Transforming Hospitals' Culture
Addressing Root Causes ー Transforming Hospitals’ Culture Transforming the fundamental challenge of the hospital and healthcare industry—the "physician-centered culture"—by introducing a "flat structure" to drive innovation in the healthcare sector. Hierarchy in Japanese Hospitals1 The World EUCALIA
Slide 7: Five Key Issues in Japan's Healthcare Industry
Five Key Issues in Japan’s Healthcare Industry The starting point is that hospitals are not managed properly, which undermines their function as a social infrastructure for patients, the medical professionals who work there, and ultimately, society. Over 70% of Delay in developing a 2 FIVE ISSUES In
Slide 8: Five Key Themes for Change
Five Key Themes for Change To realize innovation, we have established five themes of transformation. We are developing our business in each area in accordance with the transformation themes. 2 FIVE THEMES Optimization of hospital operations 1 FIVE THEMES Separation of medical care and 4 FIVE THEMES
Slide 9: Market Opportunities｜Macro Trend
Market Opportunities｜Macro Trend Increasing number of hospitals in serious cash-flow difficulties due to repayment of the emergency loan from Welfare And Medical Service Agency (WAM) and renovation of aging buildings Great majority of hospitals run at a loss Environment surrounding hospital manageme
Slide 10: Business Model｜Support System
Business Model｜Support System Unique business model supports restructuring and sustainable growth of hospitals with cash-flow difficulties Services Recurring revenue Operations Business guidance fee improvement support Outsourcing fee Sale and leaseback Real estate rent Business of real estate model
Slide 11: Business Model｜Wide-Range of Management Support Lineup
Business Model｜Wide-Range of Management Support Lineup Strong cash-flow generation capacity through i) flexibility to provide solutions to various management issues faced by hospitals, and ii) continuing commitment to improving client performance over the ultra-long term (10 years or more) Consultin
Slide 12: EUCALIA's Business Domains
EUCALIA's Business Domains Developing businesses broadly and deeply along the healthcare value chain,with hospital management support as the core business 12
Slide 13: Unique Growth Strategy Based on "Medical and Nursing Front Lines"
Unique Growth Strategy Based on “Medical and Nursing Front Lines” Aiming to grow the asset-light business and realize the continuous M&A through leveraging the medical and nursing care assets held by our Total medical management support business and senior related business Synergies Growth Image1 Se
Slide 14: FY2025 Second Quarter Results
2 FY2025 Second Quarter Results 1 EUCALIA Group Overview 2 FY2025 Second Quarter Results 3 FY2025 Financial Forecast 4 Appendix 14
Slide 15: Executive Summary
Executive Summary Overall Performance Remained Solid vs. Initial Plan • Continued proactive hiring from the first quarter. In addition, we made up-front investments to expand our business domains, including the joint development of Japanese-language, conversational generative-AI healthcare agent wi
Slide 16: FY2025 First Half Consolidated Results
FY2025 First Half Consolidated Results FY2025/12 FY2024/12 First Half First Half (cumulative) YoY (Amount) ／ YoY (%) （¥Mn） (cumulative) 1Q 2Q Net Sales 9,415 10,520 4,677 5,843 +1,105 +11.7% Gross profit 4,135 4,751 2,061 2,689 +615 +14.9% Margin 43.9% 45.2% 44.1% 46.0% - - Operating profit 1,061 1,
Slide 17: FY2025 First Half Consolidated Results - Segment Breakdown
FY2025 First Half Consolidated Results - Segment Breakdown FY2025/12 FY2024/12 First Half First Half (cumulative) YoY (Amount) ／ YoY (%) （¥Mn） (cumulative) 1Q 2Q ■Total medical 3,002 3,059 1,284 1,775 +57 +1.9% Segment Net Sales management support ■Senior related business 3,302 3,690 1,734 1,956 +38
Slide 18: FY2025 First Half Consolidated Results - Supplementary Information
FY2025 First Half Consolidated Results - Supplementary Information Consolidated Results Supplementary Information ・・・Q2 contribution Total medical Advanced medical FY2025/12 management support Others Senior related business equipment business B （¥Mn） First Half 3,690 3,551 （¥Mn） (cumulative) 1Q 2Q 3
Slide 19: Key Segment Highlights - Total medical management support business
Key Segment Highlights (as of the 2nd Quarter) - Total medical management support business - KPI｜Number of Affiliated Hospitals Key Topics （Number） Negotiations underway to increase affiliated hospitals Following the expansion of lending limits by the Welfare and Medical Service Agency (WAM), some p
Slide 20: Key Segment Highlights - Senior related business
Key Segment Highlights (as of the 2nd Quarter) - Senior related business - KPI｜Occupancy Rate Key Topics Number of ：Existing homes （％） ： Nursing Homes ：Newly added homes Operation of 91.1% 91.6% 92.8% 92.9% 1 Nursing Homes Occupancy at existing homes is recovering steadily; rebuilding phase at 13 11
Slide 21: Operating Policy for the Second Half to Achieve Targets
Operating Policy for the Second Half to Achieve Targets12 In response to temporary changes in the external environment, we will partially revise our operating plan for 2H. Temporary change in the (Actual) external environment (Plan) Following the expansion of lending 1Q – 2Q limits by the Welfare an
Slide 22: Consolidated Balance Sheet Highlights
Consolidated Balance Sheet Highlights We will continue to invest for business growth while maintaining a high level of financial soundness. As of FY2024/12 year-end As of end-2Q FY2025/12 Millions of yen (¥) Millions of yen (¥) Current assets Liabilities Current assets Liabilities Cash and Deposits
Slide 23: FY2025 Financial Forecast
3 FY2025 Financial Forecast 1 EUCALIA Group Overview 2 FY2025 Second Quarter Results 3 FY2025 Financial Forecast 4 Appendix 23
Slide 24: FY2025 Financial Forecast
FY2025 Financial Forecast FY2025/12 FY2024/12 Business Policy for 2025 （¥Mn） Forecast YoY Change Continue Organic Growth Net Sales 19,833 23,721 +3,888 +19.6% We will continue business growth focused on expanding the number of affiliated hospitals in our Total Medical Management Support Business. In
Slide 25: FY2025 Forecast – Segment Breakdown
FY2025 Forecast – Segment Breakdown FY2025/12 FY2024/12 Expansion Centered on Affiliated Hospitals （¥Mn） Forecast YoY Change Accelerate growth by increasing the number of affiliated hospitals and expanding external consulting services. ■Total medical • Expecting approximately 5–8 new affiliated hos
Slide 26: M&A and Capital/Business Alliance Activities
M&A and Capital/Business Alliance Activities Announced Capital/Business Alliances with 9 Companies since January 2025 Before IPO After IPO 2005-2024 2025- 1 2 3 8 9 10 11 Capital and business Business acquisition Stock acquisition Stock acquisition Capital and business Capital and business Capital a
Slide 27: Direction of M&A/Alliances in Growth Strategy
Direction of M&A/Alliances in Growth Strategy Our M&A and partnership strategy is guided by the goal of enhancing our service lineup around our core business with affiliated hospitals, thereby pursuing added value that is unique to only EUCALIA can provide. Human Capital Community-based Integrated
Slide 28: Synergy with Existing Businesses – New M&A/Alliances (2025)
Synergy with Existing Businesses – New M&A/Alliances (2025) Company Name Business Description Status Synergy Area Objectives Operates and develops "mitsucari," an • Total medical • Capital and business alliance • Enhance medical and nursing facility HRTech solution that maximizes management (announ
Slide 29: Synergy with Existing Businesses – New M&A/Alliances (2025)
Synergy with Existing Businesses – New M&A/Alliances (2025) Company Name Business Description Status Synergy Area Objectives Inheritance-focused real estate • Total medical • By collaborating with Gplus, build a services—consulting; brokerage, • Stock acquisition (announced on management comprehens
Slide 30: Synergy with Existing Businesses – New M&A/Alliances (2025)
Synergy with Existing Businesses – New M&A/Alliances (2025) Company Name Business Description Status Synergy Area Objectives • Total medical • Leverage group-wide collaboration Operates the home-visit nursing (including this company) to create safe • Stock acquisition (announced on management servi
Slide 31: New Subsidiaries from M&A / Capital & Business Alliances (1/2)
New Subsidiaries from M&A / Capital & Business Alliances (1/2) Product / DX Human Capital Solutions (HR) ZEROMEDICAL, INC. Epigno Corporation Web marketing, healthcare consulting, and welfare-related services. Management systems for medical and nursing-care institutions; consulting. Expected busines
Slide 32: New Subsidiaries from M&A / Capital & Business Alliances (2/2)
New Subsidiaries from M&A / Capital & Business Alliances (2/2) Community-based Integrated Care (Facilities) Community-based Integrated Care (Senior Services) Solcias Series Gplus Co., Ltd. Medistep Inc. (Solcias-Sakura and four other sites) Real-estate services Operates home-visit nursing stations a
Slide 33: Capital and Business Alliance with Hippocratic AI Inc.
Capital and Business Alliance with Hippocratic AI Inc. Product / DX Through a strategic partnership with Hippocratic AI Inc., a pioneer and global leader in generative-AI healthcare agent, we aim to improve patient outcomes and address physician shortages by providing hospitals nationwide with conve
Slide 34: Appendix
4 Appendix 1 EUCALIA Group Overview 2 FY2025 Second Quarter Results 3 FY2025 Financial Forecast 4 Appendix 34
Slide 35: Company Profile
Company Profile Company Name EUCALIA Inc. Established February, 2005 Kasumigaseki Bldg. 19F, 3-2-5 Kasumigaseki, Chiyoda-ku, Tokyo 100- Address 6019, Japan Share Capital 8,534 Million Yen (As of March, 2025) Stock Code 286A Stock Listings Growth Market of the Tokyo Stock Exchange Certification & Acc
Slide 36: History of EUCALIA Group
History of EUCALIA Group1 Achieving growth based on hospital management support business, the foundation of the company,combined with new business development and M&A 2005～ 2010～ 2020～ Focus on restructuring and changing Expansion into related areas Further expansion medical field M&A M&A Business d
Slide 37: List of Group Companies
List of Group Companies 1,2 ：Total medical management support ：Senior Related Business ：Advanced Medical Equipment Business ：Others Business succession and M&A Consolidated Medical Advisors Co.,Ltd 100% support Hospital management support Consolidated STRUKT Co.,Ltd. Architectural and structural des
Slide 38: Highly Sophisticated Professional Team
Highly Sophisticated Professional Team1 Aiming to realize the continuous growth of hospitals and us through unlocking the potential of hospitals and satisfying the client needs by EUCALIA’s professional working team Strategic Purchasing / Clinical planning Procurement 47 16 • Pharmacists 6 8 Experie
Slide 39: Affiliated Hospital Support Model
Affiliated Hospital Support Model¹ Introduction Build-Up Stabilization Cash-out stage / risk of insolvency Return to profit, improve cash flow Higher profitability, growth CAPEX Management (Affiliated Hospital Profit Improvement Illustration) Phase Management- Improvement Strategic Planning Team Med
Slide 40: Revenue Model for Supporting Affiliated Hospitals
Revenue Model for Supporting Affiliated Hospitals As we deepen management-improvement efforts and broaden the scope of support, revenue per client expands. The majority of revenue is recurring. Revenue Formula Revenue Composition per Affiliated Hospital Financial Figures Revenue Revenue per Affiliat
Slide 41: List of Affiliated Hospitals
List of Affiliated Hospitals1 Kinki/Chugoku regions Hokkaido/Tohoku Region 【Osaka】 【Hokkaido】 【Miyagi】 • Hara Hospital • Sapporo Central Hospital • Munakata Yasuhiko Clinic ※ • Seiyuu Hospital • Atsuta Central Clinic ※ • Ishibashi Hospital 【Hyogo】 • Asahiyama Hospital • Maikodai Hospital • Miki Ment
Slide 42: Management Team
Management Team President and Representative Chairman and Director Director Director FURUKAWA Jun MISAWA Hideo NISHIMURA Yoshikazu • The founder of EUCALIA Inc. • Joined Goldman Sachs Japan Co. in 1998 • Acute care doctor • Certified Public Accountant • Joined EUCALIA Inc. in 2020 after served as •
Slide 43: Trends in Full-year Consolidated Operating Performance
Trends in Full-year Consolidated Operating Performance Profit attributable to Net Sales Operating profit owners of parent （¥Mn） （¥Mn） （¥Mn） YoY Change Gains on sales ＋9.9％ YoY Change of real estate, etc. 19,833 ＋20.7％ 2,292 18,054 YoY Change 16,616 ＋92.7％ 2,025 1,899 Gains on sales of real estate, e
Slide 44: Segment Performance Highlights (FY2022–FY2024)
Segment Performance Highlights (FY2022–FY2024) Growing profit in each segment from FY2022/12 to FY2024/12, particularly in total medical management support NetSales / Operating profit Total medical Senior related business Advanced medical equipment management support Others business High growth & p
Slide 45: Disclaimer
Disclaimer This presentation material has been prepared by EUCALIA Inc. (the “Company”) solely for informational purposes regarding the Company and does not constitute an offer or solicitation to buy or sell any securities in Japan, the United States, or any other jurisdiction. Securities of the Com
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