Members Co., Ltd. · TSE:2130
Members — FY2026 3Q Earnings Presentation
38 slides from Members's earnings presentation, Feb 4, 2026
Slide 1: Presentation Material of FY2026 3Q Financial Results
Presentation Material of FY2026 3Q Financial Results Members Co., Ltd. (TSE 2130) Members Co., Ltd URL: https://www.members.co.jp/ Members Co.,Ltd.
Slide 2: Creating a history of new challenges
Creating a history of new challenges Mission Article 2 of the Articles of Incorporation Create a spiritually rich society through "MEMBERSHIP". Members view the basic concept of marketing as "what moves people," and Internet/digital technology as "what increases engagement between companies and peop
Slide 3: FY2026 3Q Results
FY2026 3Q Results Members Co.,Ltd. 3
Slide 4: Highlights of FY2026 3Q Cumulative Results
Highlights of FY2026 3Q Cumulative Results ◼ Value-added sales growth rate was +11.1% YoY due to the shift to DX field support positions progressing well. ◼ Operating profit improved significantly to 752 million yen ( +891 million yen YoY). 3Q Cumulative Results Due to the merger of subsidiaries in
Slide 5: FY2026 3Q P/L
FY2026 3Q P/L ◼ Value-added sales growth rate was +11.1% YoY, similar to 2Q. ◼ Gross profit was +43.9% YoY, and the gross margin improved steadily to 24.5% ( +5.7pt YoY). ◼ Operating profit was 752 million yen ( +891 million yen YoY), making steady progress toward the full-year plan. FY2025 FY2026 3
Slide 6: Revenue / Value-added Sales
Revenue / Value-added Sales ◼ Revenue: 17,648 million yen (YoY +10.1% ). ◼ Value-added sales: 17,036 million yen (YoY +11.1% ). Revenue (Until 25/3 3Q, consolidated. From 25/3 3Q, non-consolidated) Value-added Sales (Until 25/3 3Q, consolidated. From 25/3 3Q, non-consolidated) (million yen) (million
Slide 7: Operating profit / SG&A expenses/ratio/gross margin ratio
Operating profit / SG&A expenses/ratio/gross margin ratio ◼ Operating profit: 752 million yen (YoY +891 million yen ). Steady progress toward the full-year plan. ◼ Gross margin in the 3Q was +5.2 pt YoY due to an improvement in the occupancy rate and curbed hiring of new graduates. SG&A expense rati
Slide 8: Number of DCs/Number of New graduates & Mid-career Recruits / Turnover rate
Number of DCs/Number of New graduates & Mid-career Recruits / Turnover rate ◼ The number of DCs at the end of 3Q was 2,477, a decrease of (150) from the end of the previous period. With 2,390 DCs in their second year or more (+ 153 from the end of the previous year), the staffing base for short-term
Slide 9: Operating Ratio
Operating Ratio ◼ 3Q DC occupancy rate excluding 1st and 2nd year new graduates was 83.8% (YoY +1.7pt). Steady progress toward the year-end target of 85%. ◼ Occupancy rate for 2nd year new graduates was 73.7%, recovering to the same level as the previous year. ◼ Overall occupancy rate was 80.8% (YoY
Slide 10: Progress of FY2026 Policy / Goals
Progress of FY2026 Policy / Goals Members Co.,Ltd. 10
Slide 11: External Environment: Rapidly Expanding DX Market, Lack of Human Resources to Promote DX
External Environment: Rapidly Expanding DX Market, Lack of Human Resources to Promote DX The domestic DX (Digital Transformation) market is expected to expand to 9,266.6 billion yen*¹ in FY2030. In addition, many companies feel that there is a shortage of human resources to promote DX. 85.1% of comp
Slide 12: Establish DX field support position and competitive advantage
Establish DX field support position and competitive advantage Establish a unique position and competitive advantage of continuous in-house DX support with over 2,500 hands-on, client-dedicated teams of digital experts in response to customers' strong in-house production orientation. Problem of DX co
Slide 13: FY2026 Policy / Goals
FY2026 Policy / Goals Acceleration of the shift to a DX domain support position and establishment of field-centered, All-Hands management Key Strategy Goals Personnel development ◼ Promote the SINCA90 project and accelerate the development of DX personnel to DX talent ratio Full-year operating ratio
Slide 14: Accelerate of shift to DX field support position - DX ratio
Accelerate of shift to DX field support position-DX ratio/total value-added sales and number of DCs for specialty companies ◼ DX sales ratio (3Q only) was 54.4% (+ 9.0 pt YoY). Cumulative growth rate for 3Q remained high at +34.4% YoY, driving the acceleration of the shift to DX field support positi
Slide 15: Value-added sales and number of DCs of each business sector
Accelerate of shift to DX field support position- Value-added sales and number of DCs of each business sector ◼ Digital service development and data utilization support, the key to the shift to a DX field support position, maintained a high growth rate. ◼ The growth rates of all four businesses have
Slide 16: Launch of AI-driven development support services
Accelerate shift to DX field support position - Launch of AI-driven development support services / Promotion of internal AI utilization ◼ Through support from experts who treat AI as a true partner, Members Co., Ltd. has launched services to realize in-house development of AI driven development and
Slide 17: DX talent ratio/SINCA90 project
Accelerate of shift to DX field support position - DX talent ratio/SINCA90 project ◼ Strongly promoted the SINCA90 project. In addition to the development of PMO personnel, further accelerate the development of DX personnel to accompany customers, aiming for a DX talent ratio target of 90% or more i
Slide 18: PMO staff development / Increase in unit sales per person
Accelerate shift to DX field support position - PMO staff development / Increase in unit sales per person ◼ PMO personnel reached 1,053 at the end of 3Q ( +367 from the end of 2Q) against the target of 1,000 for this fiscal year. Company- wide efforts were successful, and the target was achieved ear
Slide 19: Maximize revenue per client
Accelerate of shift to DX field support position -Maximize revenue per client ◼ The number of companies with transactions of 100 million yen or more increased by 1 YoY to 52. Due to the strengthening of cross-selling, the number of target clients with 300 million yen or more increased by 2 YoY. Tota
Slide 20: Strengthening the Field Support System through M&A
Accelerating the Shift to DX Field Support Positions - Strengthening the Field Support System through M&A ◼ Acquired ajike Co., Ltd., which has strengths in the financial and public sectors, as a subsidiary. ◼ Strengthen DX field support by securing ajike's highly skilled DX personnel and enhancing
Slide 21: Establishment of decarbonized DX business/development of decarbonized DX human resources
Establishment of decarbonized DX business/development of decarbonized DX human resources ◼ The GX and CE markets continue to expand due to the effects of rapid climate change and international conditions. The decarbonized DX business also grew steadily. ◼ Conducted a survey on the actual status of C
Slide 22: Establish All-Hands Management Style - Employee Engagement and Shareholder Awareness
Establish All-Hands Management Style -Employee Engagement and Shareholder Awareness ◼ Establish a field-centered, All-Hands management style that operates as a team based on team management and team/individual vision in DX field support, and pursue a challenging culture and employee happiness. ◼ The
Slide 23: Improvement of Decarbonization Action Score/Employee Engagement Score/NPS
Establish All-Hands Management Style - Improvement of Decarbonization Action Score/Employee Engagement Score/NPS ◼ Conducted "Members Quest," a workshop for all employees, to continuously improve employee engagement. Continued to strongly promote the reinforcement of mission/vision management. ◼ The
Slide 24: Leading business transformation together with customers - DX Case Studies
Leading business transformation together with customers - DX Case Studies ◼ Established an in-house operation system for data infrastructure through support from data utilization experts - Hankyu Hanshin Properties Corp. ◼ Supported PoC/PoB through in-house development of web applications using gene
Slide 25: CSV Case Studies (1)
Leading Social Change with Customers - CSV Case Studies (1) SBI Shinsei Bank, Limited: Finance x Child Welfare Support "Cotora x Sustainability 2025" Project A new approach to value creation that captures the essence from the field and transforms daily actions into social and business value Client I
Slide 26: CSV Case Studies (2)
Leading Social Change with Customers - CSV Case Studies (2) OMRON SOCIAL SOLUTIONS CORPORATION Ridesharing Service – meemo Co-creation of a new public transportation system that eliminates mobility disadvantages through mutual assistance among residents Client Issues • Subcontracting to a developmen
Slide 27: Performance Targets / Shareholder Returns
Performance Targets / Shareholder Returns Members Co.,Ltd. 27
Slide 28: Accelerate shift to DX field support position - Performance Targets
Accelerate shift to DX field support position - Performance Targets ◼ DX sales ratio target of 55.0% for this fiscal year, 54.4% for 3Q alone (+9.0pt YoY). Boldly accelerate the shift to DX field support positions, aiming to establish a high-growth business with a value-added sales growth rate of ov
Slide 29: FY2026 Policy/Performance Targets
FY2026 Policy/Performance Targets ◼ Progress toward the 2H Cumulative Forecast as of the end of 3Q is progressing steadily, with value-added sales at 72.1% and operating profit at 53.7%. ◼ The operating profit ratio target for FY2026 is 5.7%, and a significant profit growth of +900 million yen YoY i
Slide 30: Shareholder Return
Shareholder Return ◼ Dividend for the FY 2026: 33.0 yen, with plans to increase the dividend for 14 consecutive fiscal years since the initial dividend payment. Plans to increase dividend by 1 yen per share in accordance with the policy of continuous dividend increase. ◼ Continues to pay a dividend
Slide 31: Company Profile
Company Profile Members Co.,Ltd. 31
Slide 32: Who we are?
Who we are? [The origin of the company's name] [Core Value] “MEMBERSHIP” Contribution Sincere The proliferation of digital infrastructure will shift market leadership from suppliers to consumers, and furthermore Contribute to society through our We are sincere to ourselves, our transform society int
Slide 33: Management Philosophy
[Management Philosophy] [Corporate Logo] A Triple Bottom Line (TBL) Company The “A Triple Bottom Line Company (TBL)" concept is the guiding principle for members to promote mission-based management. Dots representing independent digital creators Aiming to simultaneously achieve the three goals of co
Slide 34: Company Profile
Company Profile Mission Company name Members Co., Ltd. Create a spiritually rich society through Headquarters (Tokyo) Harumi Island Triton Square Office Tower X 37F (Reception on 35F) 1-8-10 “MEMBERSHIP” Harumi, Chuo-ku, Tokyo 104-6037 ・Nagoya Office ・Headquarters (Tokyo) ・Sabae Office Locations ・Sa
Slide 35: Sales/revenue and number of employees
Sales/revenue and number of employees Revenue Since going public in 2006, sales have grown along with the number of employees Employee （Million yen） 13th consecutive year of revenue growth. Last five years CAGR (compound annual growth rate): 16.6%. （People） 24,000 3,500 22,329 April 2022 22,000 Tran
Slide 36: Disclaimer
Disclaimer Forward-looking statements such as business plans and earnings forecasts contained in this document are based on information available to us at this time that we believe to be reasonable. These forward-looking statements are subject to various uncertainties, including market conditions an
Slide 37: Cautionary Statement
Cautionary Statement This document has been translated from a part of the Japanese original for reference purposes only. In the event of any discrepancy between this translated document and the Japanese original, the original shall prevail. For IR inquiries Members Co., Ltd. Corporate Planning Offic
Slide 38: In DX domain support. Leading social change together with customers
In DX domain support. Leading social change together with customers Members Co.,Ltd. Members Co.,Ltd.