Persol Holdings Co. Ltd. · TSE:2181

Persol — Investor Day (July 2026)

80 slides from Persol's investor day presentation, Jul 6, 2026

Slide 1: IR DAY 2026 Mid-term Management Plan FY2028: SBU Strategy
IR DAY 2026 Mid-term Management Plan FY2028: SBU Strategy PERSOL HOLDINGS CO., LTD. July 6, 2026 Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.
Slide 2: Index
01 Mid-term Management Plan FY2028 Overview P3 02 Career SBU P9 03 Technology SBU P20 INDEX 04 BPO SBU P36 05 Staffing SBU P49 06 Technology Strategy P66 Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved. 2
Slide 3: IR DAY 2026 Mid-term Management Plan FY2028
IR DAY 2026 Mid-term Management Plan FY2028 Taro Mineo Executive Officer CSO July 6, 2026 Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.
Slide 4: Taro Mineo
PERSOL HOLDINGS Executive Officer CSO Taro Mineo Career profile 1994: Joined Intelligence, Ltd. (current PERSOL CAREER CO., LTD.) Driving growth in businesses such as IT consulting, outsourcing, placement, and job recruitment media 2016: Appointed Representative Director and President at Intelligenc
Slide 5: Business Positioning to Enhance Corporate Value
Business Positioning to Enhance Corporate Value Redefining business positioning toward 2030 and beyond, based on market growth potential and competitive advantage in the AI era Mid- to long-term corporate value trends Positioning and direction of each business in the (Conceptual Diagram) Mid-term Ma
Slide 6: The Frontline Worker Market as PERSOL Group's Next Growth Portfolio
The Frontline Worker Market as PERSOL Group’s Next Growth Portfolio Targeted business domain Frontline Worker domain Frontline jobs where workers are in charge of onsite operations and contact with customers/users Why this domain 1 Structural labor shortages Persistent shortages due to low AI substi
Slide 7: A Frontline Worker Platform Leveraging PERSOL's Strengths
A Frontline Worker Platform Leveraging PERSOL’s Strengths We integrate our existing customer and talent bases, deep on-site insights and multiple HR service functions with AI and data to expand the value we deliver. In addition to short-term talent acquisition, we provide value by supporting workfor
Slide 8: AI-driven value creation cycle
AI-driven value creation cycle AI continuously collects individual data and monitors real-time situations, enabling automated and continuous delivery of optimal career-aligned recommendations without human involvement. - - Data accumulation and Continuous acquisition high-speed learning of personal
Slide 10: Yu Senoo
PERSOL HOLDINGS Executive Officer Career SBU Lead Yu Senoo Career profile 2000: Joined Intelligence, Ltd. (current PERSOL CAREER CO., LTD.) 2010: Executive Officer at Intelligence, Ltd. (current PERSOL CAREER CO., LTD.) 2015: Director at Tempstaff Technologies Co., Ltd. (current PERSOL CROSS TECHNOL
Slide 11: Basic Information About the Career SBU
Basic Information About the Career SBU Placement Job recruitment media Others Placement business for experienced Main personnel ■Job postings Side job, freelancer support business (junior, mid-career, high-income and ■Direct recruiting executive-level personnel) Main brands ■Job postings: When a com
Slide 12: Our Market View and Competitive Advantages
Our Market View and Competitive Advantages Our understanding of the market • Over the next two to three years, the tendency of companies’ selective hiring will continue • Human resources in the high-income group who can be immediately useful will continue to be in high demand • Over the mid- to long
Slide 13: Things to Be Achieved under Mid-term Management Plan FY2028
Things to Be Achieved under Mid-term Management Plan FY2028 Implementing an AI model in the placement business to shift to a high-growth and high-profitability business structure KGI Revenue +7-10% YoY (FY2028) Adjusted EBITDA margin of 20% or more • Shift to a highly productive placement business m
Slide 14: Strategy (1) Shifting to a Human × Proprietary Data × AI Model
Strategy (1) Shifting to a "Human × Proprietary Data × AI" Model for Higher Productivity and Outcomes Why • The strong compatibility of the matching business and AI The significance of • Against the backdrop of advancements in AI, we will work to achieve business growth by creating new value efforts
Slide 15: The Placement Business Model Realized with AI Utilization
The Placement Business Model Realized with AI Utilization • AI agents, including AI counseling, deliver broader, higher-quality career support • Increasing the counseling rate enables outreach to previously untapped candidates, driving higher conversion rates 04 Offer acceptance / 01 Registration 02
Slide 16: AI-driven Transformation of the Hiring Process: Job Seekers
AI-driven Transformation of the Hiring Process: Job Seekers Scale up our candidate support capacity through AI, driving higher placement counts and conversion rates Counseling Job offering Resume creation Scheduling Post-offer support AI Instant Counseling AI Job Offering / AI Document Creation AI S
Slide 17: Strategy (2) Strengthening High-Income Segment
Strategy (2) Strengthening High-Income Segment Why • For the high-income group, we have achieved high revenue growth in the past three years, and relatively high The significance of market growth is expected to continue in the future efforts • Enhance touchpoints with both clients and job seekers th
Slide 18: High-income Segment Expansion and Revenue Growth Targets
High-income Segment Expansion and Revenue Growth Targets Expansion of services for high-income segment Revenue growth target Demand for highly skilled talent is increasing in line Placement of high-income group: CAGR over 10% with the growing complexity of management HiPro: CAGR over 20% (CAGR from
Slide 19: Initiatives for Placement of High-income Segment
Initiatives for Placement of High-income Segment • In response to strong hiring demand in the high-income segment, established a 360-degree recruitment consultant organization capable of deep understanding of needs • Optimize the brand strategy of doda/doda X and strengthen marketing communication t
Slide 21: Shinji Masaki
PERSOL HOLDINGS Executive Officer Technology SBU Lead Shinji Masaki Career profile 1997: Joined Tempstaff Co., Ltd. (current PERSOL TEMPSTAFF CO., LTD.) 2011: Head of Biomedical Business Division 2012: Executive Officer, Head of East Japan Business Division 2015: Director at Tempstaff Co., Ltd. (cur
Slide 22: Basic Information About Technology SBU
Basic Information About Technology SBU Diverse Service Models and Business Domains Value Delivered Creating better work Improving productivity 28.0% opportunities for for individuals and engineers organizations Revenue 41.0% by service IT/DX solution Engineering IT/DX solution Engineering Registered
Slide 23: Case Studies
Case Studies Engineering AI-related Initiatives Development of AI tools to Development of our original improve sales operations electric tractor efficiency and enhance sales (AI Designed) skills Implementation of robotics For manufacturer: utilizing Physical AI Transforming veteran know-how in manuf
Slide 24: Our Market View and Competitive Advantages
Our Market View and Competitive Advantages Our understanding of the market • Strong demand for productivity improvement continues to drive a shortage of engineers, with the engineering dispatch and outsourcing market expected to grow over the medium to long term. • Advancements in AI drive demand fo
Slide 25: Things to Be Achieved under Mid-term Management Plan FY2028
Things to Be Achieved under Mid-term Management Plan FY2028 Enhancing profitability through sustained high revenue growth and expansion into high value-added domains KGI Revenue CAGR: 10% (FY2028) Adjusted EBITDA margin: 10% • Improve profitability in a sustainable manner by shifting to a solution-b
Slide 26: Make it happen: Technology SBU targets
Make it happen Technology SBU 10% 12% Adjusted EBITDA margin [FY2028] [FY2030] Financial Indicators Revenue CAGR 10% [FY2023 → FY2028] Non- Pay increase rates financial (employees) Inflation rate + 1.0% Indicators Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved. 26
Slide 27: FY2028 Goals (Financial Targets)
FY2028 Goals (Financial Targets) We aim to achieve our target adjusted EBITDA margin while maintaining sales growth Technology SBU (FY2028 target) 10％ Adjusted EBITDA margin: 10％ Revenue CAGR 14％ Revenue CAGR: *CAGR for FY25 to 28 12％ 10 % FY25 FY28 FY30 8％ FY23 Company B Company A 6％ Company D 4％ C
Slide 28: Our Market View
Our Market View With the added value structure of the market shifting from "volume" to "higher sophistication and scarcity value," Technology SBU also needs to transform its portfolio in response. Sustained growth in demand for engineers in Japan Supply- • Against a backdrop of growing needs for AX,
Slide 29: Shift in Business Model Driven by Expected AI Impact
Shift in Business Model Driven by Expected AI Impact Based on the view that value will increase in upstream and downstream processes due to AI impact, we execute business activities aligned with this shift in value Midstream processes such as “design, development, and operations” will shrink Value a
Slide 30: Competitive Advantages
Competitive Advantages Integration of “AI × Physical” enabled by a diverse pool of engineers and strong on-site execution capabilities backed by deep customer understanding On-site execution capabilities Integration of “AI × Physical” based on deep customer understanding Engineers with manufacturing
Slide 31: Policy on Strategies for Growth toward 2030
Policy on Strategies for Growth toward 2030 Capturing structural market changes driven by AI adoption, we will advance and expand our solution business while entering new industries and domains to establish a high-growth trajectory toward 2030 Strategic Initiatives • Raising the level of generative
Slide 32: Strategy (1) Shift to a Solution-driven Business
Strategy (1) Shift to a Solution-driven Business Why • Market value is shifting from “volume” to “higher value-added,” and delays in AI adoption represent The significance the greatest risk of efforts • Transition from a “labor-based” model to a “high value-added solution-driven” model is essential
Slide 33: Strategy (2) Expansion into New Industries and Domains
Strategy (2) Expansion into New Industries and Domains Why • In addition to deepening our presence in productivity improvement markets, entering new high- The significance growth domains will further accelerate growth toward 2030 of efforts • Expand into new industries and domains • Continue to expa
Slide 34: The Path to Achieving Our Targets (Financial Figures)
The Path to Achieving Our Targets (Financial Figures) Through (1) scaling revenue, (2) improving gross profit margin and (3) reducing SG&A ratio, we will achieve a revenue CAGR of 10% and an adjusted EBITDA margin of 10% by FY2028 Revenue Gross profit margin SG&A ratio Expanding the market ✓ Roll-ou
Slide 35: Make it happen: Technology SBU targets
Make it happen Technology SBU 10% 12% Adjusted EBITDA margin [FY2028] [FY2030] Financial Indicators Revenue CAGR 10% [FY2023 → FY2028] Non- Pay increase rates financial (employees) Inflation rate + 1.0% Indicators Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved. 35
Slide 37: Kazuyuki Ichimura
PERSOL HOLDINGS Executive Officer BPO SBU Lead Kazuyuki Ichimura Career profile 2000: Joined Tempstaff Co., Ltd. (current PERSOL TEMPSTAFF CO., LTD.) In charge of sales for temporary staffing business 2003: Special Corporate Sales Department In charge of solution sales to major corporate clients 200
Slide 38: Basic Information About BPO SBU
Basic Information About BPO SBU Sales Composition by Business Professional business HR consulting • Supporting action on all kinds of issues related BPO business (Operations) to people and organizations Technology consulting Core business support services • End-to-end support from conceptualization
Slide 39: Our Market View and Competitive Advantages
Our Market View and Competitive Advantages Our understanding of the market • Against a backdrop of labor shortages, the demand for BPO has continued to rise as a means to supplement resources • At the same time, advances in technology have accelerated business transformation, and the role of BPO con
Slide 40: The Positioning of AI in Business Processes and its Impact on PERSOL's Business
The Positioning of AI in Business Processes and its Impact on PERSOL's Business Capabilities in human-driven domains remain our strongest asset, and the shift to AI serves as a tailwind Business Processes Business Design, Framework and Policy Development and Operation ：Current areas of service Desig
Slide 41: Things to Be Achieved under Mid-term Management Plan FY2028
Things to Be Achieved under Mid-term Management Plan FY2028 Human × AI: Transitioning from a labor-intensive model to enhance profitability KGI Adjusted EBITDA margin: 8% (FY2028) • Promote business automation and significantly enhance the productivity of business processes by How implementing AI-in
Slide 42: Strategy (1) Implementing AI-driven Operations to Enhance Productivity
Strategy (1) Implementing AI-driven Operations to Enhance Productivity Why • Leveraging deep business and customer insight along with business design and enhancement The significance capabilities as strengths, we have established the foundations needed to drive AI utilization of efforts • Demonstrat
Slide 43: Rollout of Services Based on Our In-house AI Track Record
Rollout of Services Based on Our In-house AI Track Record Our internal operations serve as a proving ground, simultaneously driving both operational improvements and new service development Req Advances in technology u Rollout of services ction de irem sele fin sk iti e Ta o nt n ris ffect a k E Ben
Slide 44: Examples of Business Process Automation Services
Examples of Business Process Automation Services Using AI and technology, we provide overall process automation for operations that have traditionally been handled by people. Conceptual Image of Marketing Process Automation 1 2 3 4 5 6 7 8 9 10 Extraction and analysis of Creation and viewing of Coor
Slide 45: Examples of Business Process Automation Services
Examples of Business Process Automation Services The process for determining the content of inquiries is automated through a "listening AI agent." Conversation with a listening AI agent My PC is running slowly so I cannot get my work done Display of published questions and Do you feel your computer
Slide 46: Strategy (2) Shifting the Value of Human Role from Execution to Design and Enhancement
Strategy (2) Shifting the Value of Human Role from "Execution" to "Design and Enhancement" • With many routine tasks being replaced with AI, the value of BPO is shifting to high value-added Why domains such as business design and enhancement The significance • By shifting human resources currently s
Slide 47: Characteristics and Strengths
Characteristics and Strengths We will maximize the value of human resources by creating a cycle of three capabilities - process design, human resource development, as well as organizational and human resources management skills - and combining them with technology Process Design Technology By workin
Slide 48: Enhancing the Added Value of Human Resources through AI Utilization Skills
Enhancing the Added Value of Human Resources through the Acquisition of AI Utilization Skills We will systematically enhance AI utilization skills with a fully-integrated program spanning conceptualization to organizational adoption Individual Organizational Concept phase Base phase adoption phase a
Slide 50: Kazunari Kimura
PERSOL HOLDINGS CO., LTD. Executive Officer Staffing SBU Lead Kazunari Kimura Career profile 1991: Joined Tempstaff Co., Ltd. (current PERSOL TEMPSTAFF CO., LTD.) 2006: Representative Director and President at TEMPSTAFF CAREER Co., Ltd. (current PERSOL TEMPSTAFF CO., LTD.) 2012: Executive Officer at
Slide 51: Basic Information About Staffing SBU
Basic Information About Staffing SBU Breakdown of Revenue Breakdown of Revenue Breakdown of Revenue by Job Type by Company Size*¹ by Industry*¹ Clerical staffing is the primary revenue driver, The Staffing SBU does business with The Staffing SBU has built a client portfolio led by our core operating
Slide 52: Our Market View and Competitive Advantages
Our Market View and Competitive Advantages Our understanding of the market • In the temporary staffing market for clerical work, there is growing demand for staff who are able to use high-level digital skills to generate results. • The market has shifted to an environment where the ability to enhanc
Slide 53: Environment Surrounding the Staffing SBU
Environment Surrounding the Staffing SBU We need to change as a leading company in the market we serve Outlook for the Clerical Temporary Staffing Market (Unit: Billion Yen) Breakdown by Type of Employment 2,310 2,330 2,077 Temporary staffing accounts for 2.2% of the total workforce, which numbers a
Slide 54: Strategic Framework of the Staffing SBU
Strategic Framework of the Staffing SBU Driving business growth by addressing social issues and creating changes in the way of working Expand Market Share Improve Profitability Expand market share by providing choices for Improve profitability by maximizing the value a wide range of employment oppor
Slide 55: Strategic Framework of the Staffing SBU: Expand Market Share
Strategic Framework of the Staffing SBU: Expand Market Share Driving share growth by offering a wide range of employment choices Evolution of Business Expansion of Growth Areas • Maximization of LTV through optimal matching by human • Strengthening the development of staff with high-level combined w
Slide 56: Strategic Framework of the Staffing SBU: Improve Profitability
Strategic Framework of the Staffing SBU: Improve Profitability Maximizing value provided through "Human × Digital" to drive profitability Enhanced Capabilities and Automation Value of Human Involvement through Digitalization • Contextual insight (deep, fundamental perspective built • Comprehensivene
Slide 57: Things to Be Achieved under Mid-term Management Plan FY2028
Things to Be Achieved under Mid-term Management Plan FY2028 We will achieve expanded market share and improved profitability with a business model transformation that combines human and digital technologies. KGI Adjusted EBITDA margin: over 6% (FY2028) • Through optimum matching that combines the st
Slide 58: Strategy (1) Optimum matching combining human strengths with digital technologies
Strategy (1) Optimum matching combining human strengths with digital technologies Why • To enable the sustained growth of staff and companies by walking alongside individuals on their career The significance journey and cultivating the talent businesses need of efforts • Rather than simply matching
Slide 59: Strategy (1) Optimum matching combining human strengths with digital technologies
Strategy (1) Optimum matching combining human strengths with digital technologies Rather than simply matching job seekers to job openings at a certain point in time, we utilize digital technologies to achieve matching that enhances the market value of job seekers over the long term. Career optimizat
Slide 60: Strategy (2) Solving Problems Based on Customer Contact Point Data
Strategy (2) Solving Problems Based on Customer Contact Point Data Why • To build new service models and organizational/training structures to realize solutions to customer issues, and The significance create value beyond the traditional staffing supply model. of efforts How • Solve the human resour
Slide 61: Strategy (2) Solving Problems Based on Customer Contact Point Data
Strategy (2) Solving Problems Based on Customer Contact Point Data Solve the human resources issues faced by customers in their frontline operations in a practical and phased manner, dealing with both the work itself and the training of human resources. Problem solving that leverages the unique stre
Slide 62: Strategy (3) Developing Markets in Construction and Physical Work Fields
Strategy (3) Developing Markets in Construction and Other Fields Involving Physical Work Where Demand Is Growing Why • To resolve a supply-demand gap in the labor market by developing and expanding a labor market The significance that will face human resource supply issues even as AI and digitalizat
Slide 63: Strategy (3) Developing Markets in Construction and Physical Work Fields
Strategy (3) Developing Markets in Construction and Other Fields Involving Physical Work Where Demand Is Growing • In the clerical and administrative staffing market, our core market, we will expand our market share by cultivating human resources with high-level digital skills, for which demand is e
Slide 64: Grand Design for FY2030
Grand Design for FY2030 While ensuring profit in existing markets, we will expand growth by solving customer issues and cultivating new areas of operation. Collaboration and Optimal coordination allocation Strengthening Light work Construction and cultivation Provision of solutions of high-demand to
Slide 65: Vision for the Staffing SBU
Vision for the Staffing SBU Vision Work and Smile Value Proposition of the Provide working people with possibilities, insight and options, achieving Staffing SBU Work and Smile through ongoing engagement Maximum employment Priority Themes Development of fans opportunities Number of better work SBU M
Slide 66: A New Technology Strategy for AI-First Business Transformation
IR DAY 2026 A New Technology Strategy for AI-First Business Transformation Yuta Tsuge Executive Officer CIO/CAIO July 6, 2026 Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.
Slide 67: Yuta Tsuge
PERSOL HOLDINGS Executive Officer CIO/CAIO Yuta Tsuge Career profile 2006: Joined Intelligence, Ltd. (current PERSOL CAREER CO., LTD.), where he was in charge of corporate sales 2011: In charge of drawing up and implementing business strategies at Business Planning/Sales Planning (*Also responsible
Slide 68: Key Messages in Today's Presentation
Key Messages in Today's Presentation 1 Overview of Our New Technology Strategy 2 AI Investment Priorities Across the Group 3 Execution Framework Supporting Our AI Strategy Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved. 68
Slide 69: Key Messages in Today's Presentation
Key Messages in Today's Presentation 1 Overview of Our New Technology Strategy 2 AI Investment Priorities Across the Group 3 Execution Framework Supporting Our AI Strategy Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved. 69
Slide 70: Overview of Our New Technology Strategy
Overview of Our New Technology Strategy Aiming to realize an AI-first business transformation, we have formulated a new technology strategy centered on three key themes Toward an era of "new work" — where AI and GOAL humans collaborate Toward a world full of personal authenticity in Shifting to AI-f
Slide 71: Key Messages in Today's Presentation
Key Messages in Today's Presentation 1 Overview of Our New Technology Strategy 2 AI Investment Priorities Across the Group 3 Execution Framework Supporting Our AI Strategy Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved. 71
Slide 72: Group-wide AI Investment Policy
Group-wide AI Investment Policy Our policy is to combine assessments along the two axes of "impact" and “time to realization" with SBU characteristics to make AI investments from areas with a high likelihood of investment returns AI policy for each SBU Group-wide optimization policy Staffing Assess
Slide 73: Key AI Initiatives in Each SBU
Key AI Initiatives in Each SBU For the Staffing and Career SBUs, we will actively invest across all areas, while in the BPO, Technology and Asia Pacific SBUs, we will focus on top-priority areas to secure reliable returns. Centralized aggregation and prioritization Determination of AI of AI investme
Slide 74: AI-related Investments and Returns
AI-related Investments and Returns Under the current mid-term management plan, we expect total investments of approx. 19.0 billion yen, generating returns of approx. 33.0 billion yen (base case) and approx. 43.0 billion yen (upside case). AI investments will be reviewed annually based on technologic
Slide 75: Key Messages in Today's Presentation
Key Messages in Today's Presentation 1 Overview of Our New Technology Strategy 2 AI Investment Priorities Across the Group 3 Execution Framework Supporting Our AI Strategy Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved. 75
Slide 76: Strengthening Human Resource and Organizational Capabilities
Initiatives for Implementation of an AI-First Strategy: Strengthening Human Resource and Organizational Capabilities Enhance the execution of the AI strategy through a workforce of 2,000 technology professionals and the establishment of a Group AI Division Building a Group-wide Technology-oriented h
Slide 77: Acquisition of Global Advanced AI Technologies
Initiatives for Implementation of an AI-First Strategy: Acquisition of Global Advanced AI Technologies Leveraging Gojob’s industry-leading AI technologies to deliver superior quality and drive step-change growth ● Overview of the Gojob Platform ● Integration into PERSOL’s Business (Plan) • A tempora
Slide 78: Work and Smile
“Work and Smile” “A new way of working” where AI and human collaborate Expanding individual freedom and potential, toward a world where individuality thrives Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved. 78
Slide 79: Disclaimer
Disclaimer The statements concerning PERSOL HOLDINGS’s future business performance in this materials such as earnings forecasts are based on information currently available and certain assumptions deemed to be reasonable by PERSOL HOLDINGS, and do not guarantee that these figures will be achieved. A

Persol Holdings — Investor Day (July 2026) on 6ix

Persol — Investor Day (July 2026)

Slide 1: IR DAY 2026 Mid-term Management Plan FY2028: SBU Strategy

Slide 2: Index

Slide 3: IR DAY 2026 Mid-term Management Plan FY2028

Slide 4: Taro Mineo

Slide 5: Business Positioning to Enhance Corporate Value

Slide 6: The Frontline Worker Market as PERSOL Group's Next Growth Portfolio

Slide 7: A Frontline Worker Platform Leveraging PERSOL's Strengths

Slide 8: AI-driven value creation cycle

Slide 9: IR DAY 2026 Career SBU

Slide 10: Yu Senoo

Slide 11: Basic Information About the Career SBU

Slide 12: Our Market View and Competitive Advantages

Slide 13: Things to Be Achieved under Mid-term Management Plan FY2028

Slide 14: Strategy (1) Shifting to a Human × Proprietary Data × AI Model

Slide 15: The Placement Business Model Realized with AI Utilization

Slide 16: AI-driven Transformation of the Hiring Process: Job Seekers

Slide 17: Strategy (2) Strengthening High-Income Segment

Slide 18: High-income Segment Expansion and Revenue Growth Targets

Slide 19: Initiatives for Placement of High-income Segment

Slide 20: IR DAY 2026 Technology SBU

Slide 21: Shinji Masaki

Slide 22: Basic Information About Technology SBU

Slide 23: Case Studies

Slide 24: Our Market View and Competitive Advantages

Slide 25: Things to Be Achieved under Mid-term Management Plan FY2028

Slide 26: Make it happen: Technology SBU targets

Slide 27: FY2028 Goals (Financial Targets)

Slide 28: Our Market View

Slide 29: Shift in Business Model Driven by Expected AI Impact

Slide 30: Competitive Advantages

Slide 31: Policy on Strategies for Growth toward 2030

Slide 32: Strategy (1) Shift to a Solution-driven Business

Slide 33: Strategy (2) Expansion into New Industries and Domains

Slide 34: The Path to Achieving Our Targets (Financial Figures)

Slide 35: Make it happen: Technology SBU targets

Slide 36: IR DAY 2026 BPO SBU

Slide 37: Kazuyuki Ichimura

Slide 38: Basic Information About BPO SBU

Slide 39: Our Market View and Competitive Advantages

Slide 40: The Positioning of AI in Business Processes and its Impact on PERSOL's Business

Slide 41: Things to Be Achieved under Mid-term Management Plan FY2028

Slide 42: Strategy (1) Implementing AI-driven Operations to Enhance Productivity

Slide 43: Rollout of Services Based on Our In-house AI Track Record

Slide 44: Examples of Business Process Automation Services

Slide 45: Examples of Business Process Automation Services

Slide 46: Strategy (2) Shifting the Value of Human Role from Execution to Design and Enhancement

Slide 47: Characteristics and Strengths

Slide 48: Enhancing the Added Value of Human Resources through AI Utilization Skills

Slide 49: IR DAY 2026 Staffing SBU

Slide 50: Kazunari Kimura

Slide 51: Basic Information About Staffing SBU

Slide 52: Our Market View and Competitive Advantages

Slide 53: Environment Surrounding the Staffing SBU

Slide 54: Strategic Framework of the Staffing SBU

Slide 55: Strategic Framework of the Staffing SBU: Expand Market Share

Slide 56: Strategic Framework of the Staffing SBU: Improve Profitability

Slide 57: Things to Be Achieved under Mid-term Management Plan FY2028

Slide 58: Strategy (1) Optimum matching combining human strengths with digital technologies

Slide 59: Strategy (1) Optimum matching combining human strengths with digital technologies

Slide 60: Strategy (2) Solving Problems Based on Customer Contact Point Data

Slide 61: Strategy (2) Solving Problems Based on Customer Contact Point Data

Slide 62: Strategy (3) Developing Markets in Construction and Physical Work Fields

Slide 63: Strategy (3) Developing Markets in Construction and Physical Work Fields

Slide 64: Grand Design for FY2030

Slide 65: Vision for the Staffing SBU

Slide 66: A New Technology Strategy for AI-First Business Transformation

Slide 67: Yuta Tsuge

Slide 68: Key Messages in Today's Presentation

Slide 69: Key Messages in Today's Presentation

Slide 70: Overview of Our New Technology Strategy

Slide 71: Key Messages in Today's Presentation

Slide 72: Group-wide AI Investment Policy

Slide 73: Key AI Initiatives in Each SBU

Slide 74: AI-related Investments and Returns

Slide 75: Key Messages in Today's Presentation

Slide 76: Strengthening Human Resource and Organizational Capabilities

Slide 77: Acquisition of Global Advanced AI Technologies

Slide 78: Work and Smile

Slide 79: Disclaimer