Robot Payment Inc. · TSE:4374
Robot Payment — Q1 FY2026 Earnings Presentation
97 slides from Robot Payment's earnings presentation, May 12, 2026
Slide 1: FY2026 1st Quarter Financial Results Presentation Materials
2026.05.12 FY2026 1st Quarter Financial Results Presentation Materials ROBOT PAYMENT INC. TSW Growth Market 4374
Slide 2: Contents
C ont e n t s 01 Financila Highlights 3 02 FY2026 1st Quarter Corporate Results 5 03 FY2026 1st Quarter Results by Business Segment 13 04 Business Highlights 22 05 Expenses 28 Appendix 31 2
Slide 3: Financial Highlights
LN ROBOT PAYMENT Financial Highlights
Slide 4: FY2026 1st Quarter Results
F Y 202 6 1s t Q ua rt e r Re s ul t s 1Q revenue grew 17.8% year-over-year, while operating profit rose significantly by 40.4%. FY2026 1Q FY2025 1Q FY2026 FY2026 Unit: Million JPY YoY Change Achievement Rate of Result Result Forecast the Forecast Net Sales 748 881 +17.8% 3,683 23.9% Gross Profit 67
Slide 5: FY2026 1st Quarter Corporate Results
02 FY2026 1st Quarter Corporate Results 5
Slide 6: Revenue Trend (Quarterly)
Re v e n ue T re nd (Q ua rt e r ly ) Driven by recurring revenue (Note), revenue grew by 17.8% year-over-year. (Revenue / Unit: million yen) +17.8% Spot Revenue 1000 Recurring Revenue 881 834 861 814 800 714 742 748 678 627 600 820 847 866 400 732 793 695 723 607 660 200 0 24/12 1Q 24/12 2Q 24/12 3
Slide 7: Operating Profit Trend (Quarterly)
O p e ra t ing Pr of it T re nd ( Qu ar t e rl y) Operating profit grew by 40.4% year-over-year. (Operating Profit / Unit: million yen) 300 +40.4% 224 225 218 200 172 160 148 116 116 99 100 0 24/12 1Q 24/12 2Q 24/12 3Q 24/12 4Q 25/12 1Q 25/12 2Q 25/12 3Q 25/12 4Q 26/12 1Q 7
Slide 8: KPI Dashboard
K P I Da s hb oa rd 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） 9,489 9,908 （Unit: yen） 108,745 8,794 104,768 7,701 6,627 8,844 90,438 8,548 28,971 7,898 79,
Slide 9: Balance Sheet
B al a nce S he e t Change from End of 1Q FY2025 End of FY2025 End of 1Q FY2026 (Unit: million yen) Previous FY-End Current Asset 6,016 7,175 7,058 -117 Non-Current Asset 592 1,340 1,602 +262 Total Assets 6,607 8,515 8,660 +145 Current Liabilityes 5,456 7,221 7,294 +73 Non-Current Liabilities 5 0 0
Slide 10: About Deposits (Cash Flow Overview)
A b out D e p os it s ( C a sh F low O v e rv ie w) 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
Slide 11: About Deposits (Impact on the Balance Sheet)
A b out D e p os it s ( Im p a ct on t he Ba l anc e S he e t) 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/Equit
Slide 12: About Equity Ratio
A b out E q uit y Ra t io Excluding deposits unique to our business model, our effective equity ratio stands at 55.5％. 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
Slide 13: FY2026 1st Quarter Results by Business Segment
03 FY2026 1st Quarter Results by Business Segment 13
Slide 14: Segment Results: Subscription Pay
03-1 FY2026 1st Quarter Segment Results Subscription Pay 14
Slide 15: Subscription Pay Revenue Trend (Quarterly)
S ub s cr ip t io n Pa y Re v e nue Tr e nd ( Q ua rt e r ly ) Driven by strong new orders and increased transaction volumes from existing customers, the average revenue per customer also rose, up 17.0% year-over-year. (Revenue / Unit: million yen) Spot Revenue Recurring Revenue +17.0% 600 521 527 4
Slide 16: Subscription Pay Key KPI Trends 1
S ub s cr ip t io n Pa y K e y K PI T re nd s ❶ ( Q uar t e rl y ) 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) +12.6% +3.5% 20,000 19,025 19
Slide 17: Subscription Pay Key KPI Trends 2
S ub s cr ip t io n Pa y K e y K PI T re nd s ❷ ( Q uar t e rl y ) Transaction volume increased by 13.5% 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 implementat
Slide 18: Segment Results: Billing Management Robo
03-2 FY2026 1st Quarter Segment Results Billing Management Robo 18
Slide 19: Billing Management Robo Revenue Trend (Quarterly)
B i l l i n g M a n a g e m en t R o bo Re v en u e T re n d ( Q u a r t e rl y) Revenue increased by 19.4% 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 +19.4% Recurring Revenue 352 350 338 32
Slide 20: Billing Management Robo Key KPI Trend 1
B i l l i n g M a n a g e m en t R o bo K e y K P I T r en d ❶ ( Q ua t e rl y ) Average revenue per customer increased by 3.8% compared to the same period last year. New customer acquisitions remained steady, with the total number of customers up 12.4% year-over-year. ARPU Number of Accouts (Averag
Slide 21: Billing Management Robo Key KPI Trend 2
B i l l i n g M a n a g e m en t R o bo K e y K P I T r en d ❷ ( Q ua t e rl y ) 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 Invoic
Slide 22: Business Highlights
LN ROBOT PAYMENT Business Highlights
Slide 23: Progress on Business Strategy
P r ogr e s s on 202 6 B us ine ss S t r at e g y Progress is going well for both existing and new business initiatives. 2026 Business Strategy 2026 1Q Progress Subscription Pay • Expand payment functions; provide payments to new industries. • Beginning Development of Payment Method Expansion. serie
Slide 24: Company-wide Topic: Shareholder Benefits Program
Topic C om p a ny- w id e We have introduced a shareholder benefits program with March 31, 2027, as the initial record date. We have introduced a shareholder benefits program to express our gratitude for the ongoing support of our shareholders, and t o encourage continued support based on your confi
Slide 25: Launch of Receivables Collection Robo
Topic C om p a ny- w id e Maximize Collection Rates with Automated Debt Collection. ROBOT PAYMENT Launches “Receivables Collection Robo”. From experience-driven “craftsmanship” to a “collection system” based on proven success scenarios. Using patented technology that automatically optimizes collecti
Slide 26: ITreview Grid Award 2026 Winter Leader
To pic S u bs c r i p t i o n P a y & Bi l l i n g M a n a g em e nt Ro b o Billing Management Robo, Subscription Pay, Wins Top Honors at the “ITreview Grid Award 2026 Winter,” Securing the “Leader” Designation for the 13th Consecutive Term. Our “Subscription Pay” and “Billing Management Robot” solu
Slide 27: Reconciliation by Invoice Line Item Feature
Topic B ill ing Ma na g e me n t Rob o Billing Management Robo Dramatically Streamlines Accounting Workflows for Partial Payments New “Reconciliation by Invoice Line Item” Feature Released. This feature allows the system to handle the reconciliation of partial payments—a complex task that previously
Slide 28: Expenses
LN ROBOT PAYMENT Expenses
Slide 29: Key Expense Trends (Quarterly)
K e y Ex p e ns e Tr e nd s ( Q uar t e rl y ) 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
Slide 30: Headcount Trend by Job Function
He a d c ount T r e nd b y J ob F unc t ion A policy to optimize the number of hires in accordance with our HR policy. Sales Marketing / Customer Succes Engineer Admin 154 157 148 141 141 140 132 136 30 33 124 127 30 116 118 119 29 30 31 27 27 29 29 27 26 28 37 40 42 38 40 40 39 35 26 29 31 26 27 42
Slide 31: Appendix
Appendix Materials designed to provide a deeper understanding of our business and strategy 31
Slide 32: Our Growth Story
oy ROBOT PAYMENT Our Growth Story
Slide 33: 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 33
Slide 34: Business model further strengthened by AI
1 Business model further strengthened by AI 34
Slide 35: Revenue structure not affected by per-user pricing
Re v en u e st ru c t ur e no t a f f e c t ed by p er - u se r ( I D - b a s ed ) pr i c i n g 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-b
Slide 36: AI-Irreplaceable Business Model
A I - I rr e p la ce ab l e B us ine s s Mod e l 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
Slide 37: Continuously Growing Product Value with AI + Data
C o n t i n uo u s l y Gr o w i n g P ro d uc t V a l u e w i t h A I + D a t a 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 incre
Slide 38: A business model that makes it difficult for competitors to enter
A b us i n es s m od e l t h a t ma k es i t di f f i c u l t f o r c o m pe t i t o rs t o e n t e r t he m a r k e t 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 proces
Slide 39: Accelerated expansion for exponential revenue growth
2 Accelerated expansion for exponential revenue growth 39
Slide 40: 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 41: Growth Strategy
G ro wt h S t r at e g y 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 Quota
Slide 42: 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 43: Revenue Growth Logic by Phase Expansion
Re v e n ue G ro wt h L og ic b y Pha s e E xp a ns io n 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
Slide 44: Payback concept for existing business investments
3 Payback concept for existing business investments 44
Slide 45: Expected Payback from Investing in Existing Businesses
E xp e c t e d P a y ba c k f r o m I nv e st i n g i n Ex i s t i n g B u si n e ss e s 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) opera
Slide 46: Market Growth Potential
oy ROBOT PAYMENT Market Growth Potential
Slide 47: Market Size: Subscription Pay
Ma rk e t S iz e : S ub s c rip t i on Pa y 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 Tota
Slide 48: Market Size: Billing Management Robo
Ma rk e t S iz e : B il li ng Ma nag e m e nt R ob o 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 Si
Slide 49: Market Size: Billing Outsourcing Robo / 1click Postpay
M a r k e t S i z e : B i l l i n g O u t s o ur c i n g R o bo / 1 c l i c k 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) Se
Slide 50: 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 collectio
Slide 51: Market Size: Cross-Border Remittance DX
Ma rk e t S iz e : C r os s - B ord e r R e mi tt a nc e 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
Slide 52: Market Size: RBF
Ma rk e t S iz e : R BF 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 CAGR※3 2.
Slide 53: Overview of Our Products
oy ROBOT PAYMENT Overview of Our Products
Slide 54: 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 Outsourced Invoice Data Integration / Management / Customizability / Management and Post-payment Invoice Analysis / Action for Automation and O
Slide 55: 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 56: 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 57: 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 58: 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 59: 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 60: 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 61: 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 62: 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 63: 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 63
Slide 64: 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 65: 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 66: 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 66
Slide 67: 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 68: Our Strengths
oy ROBOT PAYMENT Our Strengths
Slide 69: 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 70: Revenue from newly acquired customers accumulates each year
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 71: 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 72: 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 73: New market entry by competitors is difficult
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 74: 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 75: Customer Structure That Maintains Stable Revenue
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 76: 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 2,762 2,214 Revenue Trends of 2 Main Products 1,061 （Unit: Millions of Yen） COVID-19 1,731 Pandemic 838 Billing Management Robo SubscPay Maru
Slide 77: Long-Term Management Strategy for Exponential Future Growth
Long-Term Management Strategy for Exponential Future Growth 77
Slide 78: 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 79: 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 80: 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 81: 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 82: 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 83: 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 84: 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 85: 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 86: 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 operatin g cash f low Net assets trend Net assets at prior year-end Business investment Increase in net assets in the current year Investment capacity for M&A
Slide 87: 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 88: 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 89: 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 90: 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 91: 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 91
Slide 92: 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 93: 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 94: Note
oy ROBOT PAYMENT Note
Slide 95: Multiplicative revenue growth through cross-selling
Multiplicative revenue growth through cross-selling Add-on Business Business A Business B Business C … Business N Number of Accounts Number of Accounts Number of Accounts (Business A) (Business A) (Business A) × × … × Business A Attach Rate (from Business A) Attach Rate (from Business A) Attach Rate
Slide 96: Email Newsletter and Official LINE Account Registration
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 97: 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