Slide 1: FY2026/5 Full Year Financial Results
FY2026/5 Full Year Financial R esults Gunosy 株式会社 Inc.G u n o s y TSE Standard (6047) 東 証 ス タ ン ダ ー ド （証券コード：6047）
Slide 2: Index
INDEX 1. Overall Picture and FY2026/5 Summary P 03 2. Business Overview by Portfolio P 23 3. E S G I n i t i a t i ve s P 38 4. C om pany P r o f i l e P 41 5. B u s i n e s s S e g m e n t s O ve r vi e w P 47 (C) Gunosy Inc. All Rights Reserved. 2
Slide 3: Overall Picture and FY2026/5 Summary
Overall picture and FY26 summary Overall Picture and FY2026/5 Summary (C) Gunosy Inc. All Rights Reserved. 3
Slide 4: Executive Summary: FY2026/5 Full-Year Results
Executive Summary FY2026/5 Full-Year Results Full-Year Progress vs. Revised Plan YoY Net sales 6,441 Million yen 99.9％ 105.6％ Operating profit 186 Million yen 74.4％ -389 Million yen EBITDA 336 Million yen 84.0％ -242 Million yen • FY2026/5 net sales were in line with the revised full-year plan, refle
Slide 5: Variance Factors Against the Revised FY2026/5 Full-Year Earnings Forecast
Variance Factors Against the Revised FY2026/5 Full-Year Earnings Forecast Domestic media market conditions tracked in line with the downside scenario incorporated into the revised second-half plan. Compared with the revised plan, the extended upfront investment phase at GH resulted in operating prof
Slide 6: Medium- to Long-Term Business Environment Highlights
Medium- to Long-Term Business Environment Highlights We remain confident in slice's medium- to long-term growth potential. At the same time, responding to AI- driven changes and mitigating the revenue risk arising from the termination of the business alliance with KDDI will be among the highest-prio
Slide 7: Termination of the Business Alliance Agreement with KDDI
Termination of the Business Alliance Agreement with KDDI We have decided to terminate the business alliance agreement with KDDI for au Service Today (scheduled for March 31, 2027). We recognize the resulting risk of lower revenue from FY2028/5 onward as one of the highest-priority management issues
Slide 8: Direction of Reform through AI
Direction of Reform through AI We will continue to focus on the growth of slice, while promoting a shift to a business structure where AI serves as a growth driver and advancing productivity reforms through AI utilization. Organizational Direction for the Next Medium-Term Management Plan Policy (1)
Slide 9: Strategy (1): slice Business Overview
Strategy (1) | Growth centered on slice's growth slice Business Overview A s a d i g i t a l b a n k , i t h a s a c h i e ve d b o t h i n n o va t i o n a n d d i s c i p l i n e , w i t h n e t p r o f i t r e a c h i n g 0 . 8 2 b i l l i o n ye n , t u r n i n g p r o f i t a b l e f o r t h e
Slide 10: slice Key KPI Status
Strategy (1) | Growth centered on slice's growth slice Key KPI Status C o n t i n u in g t o o p e r a t e t h e b u s i n e s s wi t h a b a l a n c e o f p r o f i t a b i li t y, l i q u i d i t y, a n d c a p i t a l s o u n d n e s s . Key KPI Status As of March 2026 KPI Overview and Assessment
Slide 11: Gunosy | Changes in the Media Landscape
Policy 2: Transforming Our Business Structure with AI as a Growth Driver Gunosy | Changes in the Media Landscape We believe the rapid advancement of AI is fundamentally changing the way users consume and discover information. Optimally deliver information to people around the world The market enviro
Slide 12: Gunosy | Redefining Our Domain
Policy 2: Transforming Our Business Structure with AI as a Growth Driver Gunosy | Redefining Our Domain As users shift from traditional news experiences centered on reading to entertainment-driven information experiences, we aim to transform Gunosy into a media platform that fosters deep and lasting
Slide 13: Example | Participatory Prediction-Based News Experience
Policy 2: Transforming Our Business Structure with AI as a Growth Driver Example | Participatory Prediction-Based News Experience By enabling users to predict and discuss future outcomes based on news and see how they turn out, we aim to create an experience that not only fosters deeper user engagem
Slide 14: Game8 | Growth Strategy
Policy 2: Transforming Our Business Structure with AI as a Growth Driver Game8 | Growth Strategy Game media is inherently difficult to replace with AI alone. Building on this strength, we will leverage AI to redefine the user experience, expand our business, and drive medium- to long-term growth. Ch
Slide 15: Transforming to an AI-Native Operating Model
Policy 3: Transforming into an AI-Native Organization Transforming to an AI-Native Operating Model Rather than introducing AI into existing workflows on a piecemeal basis, we will redesign our workflows and organizational structure around AI, driving higher productivity and better decision-making ac
Slide 16: AI-Driven Productivity Transformation
Strategy 3 | Transforming Management as an AI-Native Company AI-Driven Productivity Transformation Through digital transformation (DX) and the use of AI, we have already achieved approximately ¥40 million in annual cost savings. Going forward, we aim to strengthen our structural profit-generating ca
Slide 17: BtoB Service Expansion
Policy (3) | Transformation to AI Native Corporate Management BtoB Service Expansion B u i l d i n g o n o u r e xp e r i e n c e i n a c h i e vi n g P M F f o r I R H u b , we a i m t o c o n t r i b u t e n o t o n l y t o c o s t r e d u c t io n b u t a lso t o re ve n u e g ro wt h b y c o m m
Slide 18: Medium-Term Financial Guidance | As of FY2027/5
Medium-Term Financial Guidance | As of FY2027/5 Changed the basic story for achieving EBITDA FY2027/5 is positioned as a structural reform phase Accordingly, financial goals have been changed Previous Medium-Term Financial Goals: As of FY2027/5 Business Investment Prioritizing the transition to a bu
Slide 19: FY2027/5 Full-Year Plan
FY2027/5 Full-Year Plan Although our current earnings capacity would allow us to generate approximately ¥400 million in operating profit, we will prioritize transforming our business structure so that AI becomes a key growth driver. Accordingly, we plan to make strategic investments within the range
Slide 20: FY2027/5 Earnings Forecast
FY2027/5 Earnings Forecast R e g a r d i n g o p e r a t i n g p r o f i t , b a s e d o n a l e ve l c o m p a r a b l e t o t h e r e s u l t s f o r t h i s f i s c a l ye a r, we a n t i c i p a t e a l a n d i n g o f 5 0 - 2 5 0 m i l l i o n ye n , d e p e n d i n g o n t h e l e ve l o f i n
Slide 21: FY2027/5 Shareholder Return Policy
FY2027/5 Shareholder Return Policy W h il e p r i o r i t i zi n g c a p i t a l a l l o c a t i o n t o wa r d s t r u c t u r a l r e f o r m s wh e r e A I s e r ve s a s a g r o wt h d r i ve r, we wi l l m a i n t a in a b a s e d i vi d e n d o f 3 % D O E , t a k i n g i n t o a c c o u n t o
Slide 22: BS Overview and Future Policy
BS Overview and Future Policy A i m i n g t o r e f l e c t B S va l u e a p p r o p r i a t e ly i n s h a r e h o l d e r va l u e , l e d b y t h e p o t e n t i a l o f s l i c e . BS Overview Total assets As of the end of May 12.49 billion yen Point 2026 slice continues to have Liabilities extr
Slide 23: Business Overview by Portfolio: Core Cash Area
Business Overview by Portfolio Business Overview by Portfolio Core Cash Area (C) Gunosy Inc. All Rights Reserved. 23
Slide 24: Core Cash Area | Portfolio Sales
Core Cash Area | Portfolio Sales S e t t l e d i n a d o wn s i d e s c e n a r i o d u e t o t h e d o wn t u r n i n t h e d o m e s t i c m e d i a m a r k e t , a s i n c o r p o r a t e d i n t o t h e R e vi s e d P l a n ( 2 H ) . Highlights (FY2026/5) Portfolio Sales Trend Core media*1 (mill
Slide 25: Core Cash Area | Portfolio EBITDA
Core Cash Area | Portfolio EBITDA G e n e r a t e d 1 , 1 6 6 m i l l i o n ye n i n E B I T D A i n F Y 2 0 2 6 / 5 . P r o m o t i n g a s h i f t t o a b u s i n e s s s t r u c t u r e wh e r e A I i s a g r o wt h d r i ve r a n d d r i vi n g p r o d u ct i vi t y r e f o r m s t h r o u g h A
Slide 26: Business Overview by Portfolio: Cash-Flow Accretive M&A Area
Business Overview by Portfolio Business Overview by Portfolio Cash-Flow Accretive M&A Area (C) Gunosy Inc. All Rights Reserved. 26
Slide 27: G Holdings (GH) | Progress Summary
G Holdings (GH) | Progress Summary A d va n c i n g d e ve l o p m e n t t o wa r d m a xi m i zi n g l o n g - t e r m r e ve n u e , wh i l e c a r e f u ll y a s s e s s i n g o p t i m a l release timing for each title. Titles Released Key Features In-house release model June 30, 2026 Release Ha
Slide 28: M&A | Revised Strategy and Financial Guidelines
M&A | Revised Strategy and Financial Guidelines As part of our AI-focused portfolio realignment, we are revising our M&A strategy by narrowing our target areas and applying more selective investment criteria. Revision of Our M&A Strategy Financial Guidelines Realigning Our Corporate Maintain Our Exi
Slide 29: Business Overview by Portfolio: High-Growth Option Area
Business Overview by Portfolio Business Overview by Portfolio High-Growth Option Area (C) Gunosy Inc. All Rights Reserved. 29
Slide 30: High-Growth Option Area | Capital Allocation Status
High-Growth Option Area | Capital Allocation Status Strategically and flexibly allocate capital to areas with strong mid- to long-term growth potential. Capital investments are made in slice, SC (Store & Commerce) business, IR Hub, and other businesses based on their respective timelines and growth
Slide 31: slice | Business Scale Expansion – Deposit Growth
slice | Business Scale Expansion – Deposit Growth M a i n t a i n e d a p p r o x i m a t e l y 4 0 0 K n e w a c c o u n t o p e n i n g s p e r m o n t h . D e p o si t h a s g r o wn a t a n a n n u a l i z e d p a c e o f a p p r o x i m a t e l y 2 . 5 x f o l l o wi n g t h e m e r g e r. A t
Slide 32: slice | Business Scale Expansion – AUM Growth
slice | Business Scale Expansion – AUM Growth A f t e r t h e p u b li c r e l e a s e o f t h e c r e d i t c a r d , s t a b l e g r o wt h h a s c o n t i n u e d , a n d c o n t i n u e d AU M grow th w ithin the scope of financial stability is expected going forw ard . Based on abundant funds r
Slide 33: slice | Profitability Status — Gross Revenue and Revenue Efficiency
slice | Profitability Status — Gross Revenue and Revenue Efficiency P r o f i t a b i l i ty p e r A U M h a s r e m a i n e d l a r g e l y s t a b l e a f t e r t h e m e r g e r. G r o s s R e ve n u e i s e xp e c t e d t o c o n t i n u e g r o wi n g i n l i n e wi t h t h e i n c r e a se i n
Slide 34: slice | Profitability Status: Debt Profile and Cost of Funds
slice | Profitability Status: Debt Profile and Cost of Funds F o l l o wi n g t h e m e r g e r, t h e f u n d i n g s t r u c t u r e h a s b e e n s h i f t i n g f r o m h i g h - i n t e r e st b o r r o wi n g s t o l o we r - c o s t d e p o si t s a s d e p o s it s i n c r e a s e d . A s a
Slide 35: slice | Shareholding Status
slice | Shareholding Status E ve n a f t e r t h e m e r g e r, we h a ve m a i n t a i n e d a s h a r e h o l d i n g o f o ve r 1 2 . 6 5 % o n a f u l l y d i l u t e d b a s i s . As t h e l a r g e s t e x t e r n a l s h a r e h o l d e r, we support slice ’ s m i d - t o l o n g - t e r m g
Slide 36: Game8 | SC Business Current Progress
Game8 | SC Business Current Progress C o n t i n u in g t o e s t a b l i sh a f o o t h o ld i n a n e w m a r k e t wo r t h o ve r 2 t r i l l i o n ye n b y l e ve r a g i n g a u n i q u e position in user acquisition × user traffic. S t e a d y p r o g r e s s t o wa r d g r o wt h , i n c l u
Slide 37: New Business | IR Hub Progress Update
New Business | IR Hub Progress Update The cumulative number of contracted companies has continued to increase, growing fourfold since the beginning of FY2026/5. We have established a product-led growth cycle, providing a solid foundation for generating stable earnings from our B2B services going for
Slide 38: ESG Initiatives
ESG Initiatives ESG Initiatives (C) Gunosy Inc. All Rights Reserved. 38
Slide 39: Key ESG Initiatives
Key ESG Initiatives Designing appropriate governance with a focus on group 1 management Designing and operating board agendas to enhance 2 management precision Operating media with a commitment to providing a safe 3 advertising experience （C） Gunosy Inc. All Rights Reserved. 39
Slide 40: Designing Appropriate Governance for Group Management
1 Designing Appropriate Governance for Group Management Establishing an organizational management framework capable of supporting full-scale group management. We will continue to update our governance framework through constructive dialogue with capital markets. Key Committees in Group Management Bo
Slide 41: Company Profile
About Gunosy Company Profile (C) Gunosy Inc. All Rights Reserved. 41
Slide 42: Mission: Optimally deliver information to people around the world
MISSION Optimally deliver information to people around the world （C） Gunosy Inc. All Rights Reserved. 42
Slide 43: Management Team
Management Team T h e m a n a g e m e n t s t r u c t u r e f o r F Y 2 0 2 7 / 5 i s a s f o l l o ws . Representative Director and Chairman Representative Director Director Director Group Chief Executive Officer President Chief Operating Officer (COO) Chief Financial Officer (CFO) (CEO) Shinji Kim
Slide 44: Company History
Company History June 2016 April 2021 “Newslite” (formerly “au Service Today” NewsPass) released released November 2012 July 2018 Established Gunosy Inc. in Established Gunosy Capital and Roppongi, Minato-ku, Tokyo started investment business 2012 2015 2016 2017 2018 2019 2021 2022 2025 April 2015 De
Slide 45: Overview of Gunosy Inc.
Overview of Gunosy Inc. Basic Information ・ Company name Gunosy Inc. ・ Officers Representative Director and Shinji Kimura Chairman Group Chief Executive Officer ・ Representative Shinji Kimura (CEO) Representative Director and Kentaro Nishio Kentaro Nishio President Director Shunsuke Sawamura ・ Estab
Slide 46: From Gunosy Way to Gunosy Pride
From “Gunosy Way” to “Gunosy Pride” The concept of "Gunosy Way", which had been defined as a milestone for Gunosy to follow, was redesigned as "Gunosy Pride“, which inherits the original thoughts and concepts. 1 “Triple win” philosophy Benefit the customer, the user, and the world. Benefit yourself,
Slide 47: Business Segments Overview
About Business Details Business Segments Overview (C) Gunosy Inc. All Rights Reserved. 47
Slide 48: Breakdown of Net Sales
Breakdown of Net Sales *1 Group-wide net sales remained broadly flat year on year. （ Million yen） Others GH Game8 ADNW Gunosy Ads *2 2,400 192 168 194 153 457 295 451 142 203 244 420 280 36 31 390 295 271 35 29 1,600 257 381 29 32 369 470 254 445 40 201 295 227 247 26 264 25 201 168 456 501 572 634
Slide 49: Cost Structure
Cost Structure We will maintain our cost control policy to ensure efficient business operations across the Group. (Million yen) Ad network costs Server expenses Personnel espenses Rent expenses on land and buildings Advertising expenses Revenue *1 sharing *2 2,400 Others 2,187 GH costs 2,135 2,176 2
Slide 50: Business Model of Our Media Business
Business Model of Our Media Business We source content from external media (“content partners”) and provide services to users free of charge. Revenue is generated from advertisers through the sale of advertising space used to deliver ads to users. Provide content Content partner ¥ *1 Browse content
Slide 51: Media Business | Progress Summary of Gunosy's Key KPIs
Media Business | Progress Summary of Gunosy's Key KPIs S a l e s / D AU r e m a i n e d g e n e r a ll y m a i n t a in e d f r o m t h e p r e vi o u s q u a r t e r. O n t h e o t h e r h a n d , t h e D A U b a s e c o n t i n u e s t o d e c l i n e d u e t o t h e d o wn wa r d t r e n d i n t
Slide 52: Gunosy | Total Number of Active Users (MAU) and Advertising Industry Breakdown
Gunosy | T o t a l N u m b e r o f A c t i v e U s e r s ( M A U ) and Advertising Industry Breakdow n I n a d d i t io n t o c o n t i n u e d c o n t r o l o f a d ve r t i s i n g e xp e n s e s , t h e d o wn s i zi n g o f N e ws L i g h t a l s o contributed to a decrease in MAU. A d ve r t i
Slide 53: Game8 | Business Model
Game8｜Business Model Gate8 Inc. develops its business around monetizing advertising revenue through game walkthrough media services. The company provides a wide range of marketing solutions by employing diverse advertising strategies, including writing game walkthrough articles. Users Clients Provid
Slide 54: Game8 | Key KPIs
Game8 | Key KPIs Recovered from the deterioration of the domestic media market environment through strong performance in overseas media. W hile KPIs are subject to volatility depending on the status of game titles, they have remained solid. page views RPM While there is volatility depending on the s
Slide 55: slice Business Model
slice Business Model A financial services business based in India, known for its intuitive, digital-first design that has gained strong support among younger users. Following the merger with NESFB, the company has expanded its range of financial services, including the acceptance of deposits as a li
Slide 56: G Holdings (GH) | Results and Key Evaluation Points
G Holdings (GH)｜ Results and Key Evaluation Points Highly evaluated for its repeatable business model that delivers stable cash flow and strong capital efficiency. Through M&A, Gunosy achieved both stable cash flow generation across the Group and entry into growth areas such as anime and manga IP. A