Corporate Story (GA technologies Co., Ltd.)

Transcript

1. Corporate Story March, 2026 (Securities code: 3491)
2. 2 OUR AMBITION（PURPOSE / MISSION） テクノロジー×イノベーションで 驚きと感動を生み、 世界を前進させる。 Spark excitement and inspiration by fusing technology with innovation to propel the world forward.
3. 3 Table of contents P. 4 P. 21 P. 47 P. 75 1. Company highlights 2. Business model 3. Growth strategy and management indicators 4. Appendix
4. 1 Company highlights
5. 5 Overview of GA technologies 1. Company highlights Establishment 2013 Listed in: 2018 Listed exchange TSE Growth Market 248.9 billion yen / 31% Consolidated revenue / growth rate Core business profit margin 16.4% Number of days for matching 4 days CCC Cash Conversion Cycle 16.1 days Market share and customer satisfaction Online property viewing booking/ tenant application/electronic contracts services Number of managed properties in the US SFR market Total number of units managed nationwide • Japan • Kingdom of Thailand • United States of America • Malaysia 7 countries/regions Number of employees 1,690 • People's Republic of China • Taiwan • Hong Kong No. 1 in rate of usage by real estate agencies for 3 consecutive years No. 1 in the country *2) *4) *1) *5) No.2 *6) *7) *1) *1) *1) *1) *3) ITANDI annual tenant application Over 1 million for 2 consecutive years Investment property purchase No. 1 in the country for 2 consecutive years *1) As of the end of FY25.10 *2) https://ssl4.eir-parts.net/doc/3491/tdnet/2579289/00.pdf *3) https://ssl4.eir-parts.net/doc/3491/tdnet/2733578/00.pdf *4) https://ssl4.eir-parts.net/doc/3491/tdnet/2583592/00.pdf *5) Period: April 1, 2024 to March 31, 2025 *6) https://www.prweb.com/releases/Renters_Warehouse_Announces_New_Chief_Strategy_Officer_Greg_Rand/prweb16018946.htm SFR: Abbreviation for Single-Family Rental. Refers to standard detached houses with land. *7) As of end of FY26.1Q Revenue from investments in pre-owned condominiums and and apartments number of matches
6. 6 Business model and profit structure Providing unique real estate services through a one-stop online platform Providing a transparent, easy and convenient sequence of real estate procedures AI Real Estate Value proposition Business model Profit structure (Net revenue) Real estate buy/sell Management/ Leasing Business domain Business-to-Business Platform Rental management and brokerage/ Sales brokerage Subscription Recurring structure No. of stores ×monthly fee Online buy/sell matching Marketplace structure No. of contracts × commission Property management Recurring structure Managed properties × commission Vertical SaaS Lifeline services Recurring structure (Vertical SaaS) No. of customers × monthly fee Recurring structure (Lifeline services) Number of referral customers × commission 1. Company highlights
7. 7 ④ Growth trajectory Unique business model with high entry barriers 1. Company highlights ③ Technology ② Timing ① Market size AI and technology platforms By integrating the property investment, property management and leasing businesses into a single online platform, unique competitiveness has been developed and high barriers to entry have been put up. Future growth will be focused on expanding business operations based on ①market size, ②timing and ③technology as growth drivers Growth Driver Profitability Productivity Management Investment High Development Property sales High ①Market size ②Timing ③Technology Real estate industry Business practices Laws Scattered small companies Barriers to transformation Leasing AI Real Estate Leasing/Management Buy/Sell RENOSY Marketplace ITA N DI Subscr iption Productivity A few major companies dominate development and property sales, which are highly profitable Overcoming the barriers to transformation and integrating property investment, management, and leasing into a single online platform to achieve high productivity UI/UX LTV AI and technology platforms enhance UI/UX・LTV, and productivity
8. 8 FY25.10 results FY24.10 results Achieving sales growth in a short period of time with the strength of AI Real Estate GA technologies Number of years in business 12 years In just 12 years since its founding, it has become 10th in sales Average number of years in business of top 20 companies in the sales ranking of listed domestic real estate companies 63 years Revenue ranking of domestic listed real estate companies 2025*1) *2) Sales ranking (Million yen) 1 Mitsui Fudosan 2,625,363 2 Mitsubishi Estate 1,579,812 3 Open House Group 1,336,468 4 Tokyu Fudosan Holdings 1,150,301 5 Sumitomo Realty & Development 1,014,239 *1) The top 20 companies in terms of revenue (excluding GA) listed in the revenue ranking of domestic listed real estate companies 2025, operated by Living Technologies Inc., were compiled by the Company after obtaining the full-year revenue figures for each company‘s most recent fiscal year from Bloomberg *2) Years since foundation calculated as of October 2025 *1) ① Market size: Characteristics and strengths of the AI Real Estate 1. Company highlights 10 GA technologies 248,947 13 GA technologies 189,883 ④ Growth trajectory ③ Technology ② Timing ① Market size
9. 9 93.8%*1) 94.5%*1) Viewing booking system Tenant application system Expansion of ARR and market share in a short period by utilizing our strengths ITANDI rental management ranked No. 1 in utilization rate by real estate agencies *1) The “Viewing booking system” and “Tenant application system” have a usage rate exceeding 90%. *1) Source: Leasing Management Consulting Co., Ltd. “How Will the Rental Housing Market Change? Trend Analysis for 2025 *2) Made referencing “SaaS listed companies ARR Ranking updated October 2025” (https://*.com/_funeo/n/nd89233fa5900). ARR for ITANDI from FY25.10 Full-year financial results ARR ranking of listed SaaS companies (as of Oct. 2025) *2) ① Market size: Expanding market share through leveraging the strengths of vertical SaaS 1. Company highlights Rank Company Name Aggregation scope ARR (Billion Yen) ARR growth rate (%/ YoY) 1 RAKUS CO LTD Cloud business 45.6 26.5 2 SANSAN INC Whole company 43.8 24.6 3 Appier Group INC Whole company 38.9 28.0 4 Money Forward, Inc. Group SaaS ARR 36.3 30.0 5 FREEE KK Whole company 34.4 31.8 6 CYBOZU INC Cloud-related business 34.4 31.0 7 INFOMART CORP Whole company 18.2 22.3 8 PLUS ALPHA CONSULTING CO LTD Whole company 14.2 21.5 9 SMS CO LTD Elderly Care Operators (Kaipoke) 12.9 14.0 10 SAFIE INC Whole company 12.9 25.7 11 BENGO4.COM INC Whole company 12.8 29.6 12 PLAID INC Consolidated 11.4 20.2 13 HENNGE KK HENNGE ONE business 10.7 31.5 14 SMAREGI INC Monthly fee of Cloud Services 9.4 42.8 15 MEDLEY INC Medical platform 8.7 18.0 16 PKSHA Technology Inc CloudSign 8.4 31.1 17 kubell Co Ltd Chatwork business 7.8 8.6 18 SORACOMINC Recurring 7.4 19.7 19 Link and Motivation Inc Motivation Cloud series 6.4 17.1 20 Human Technologies, Inc. Whole company 6.4 25.8 21 ULURU.CO.,LTD Whole company 5.2 15.3 22 NEOJAPAN Inc. Whole company 5.2 34.3 23 Toyokumo, Inc. Standalone 5.0 60.2 24 YAPPLI INC App platform business 4.9 10.2 25 ITANDI Whole company 4.8 33.0 26 SPIDERPLUS & CO ICT business 4.8 22.0 27 Finatext Holdings Ltd Whole company 4.7 31.3 28 Cyber Security Cloud, Inc. Whole company 4.6 30.8 29 TEAMSPIRIT INC Whole company 4.4 15.1 30 AI INSIDE INC Recurring 4.3 7.9 Utilization rate by real estate agencies No.1*1) ④ Growth trajectory ③ Technology ② Timing ① Market size
10. 10 In the Japanese real estate media business, while many players participate in a small market, the market targeted by our company has no dominant players, offers significant room for technology intervention, and is a vast and attractive yet immature market. Leveraging our capital-efficient business model and technology-based differentiation, we aim to establish an overwhelming position 38trillion yen Approx. 111.2 billion yen Small Low Oligopoly Large Dominant players absent High Profit per transaction Market structure Potential for technology integration Advertising media expenses for domestic real estate AD Domestic real estate investment market (Rental housing) Approx. 342x dominated by several big players Approx. 1. Company highlights *1) Source: Dentsu Inc., "2023 Japan Advertising Expenditures" *2) Source: Japan’s real estate investment market size of investment grade real estate by use, NLI Research Institute Real Estate Investment Report (July 18, 2023) *2) *1） ④ Growth trajectory ③ Technology ② Timing ① Market size ① Market size: Domestic investment real estate market
11. 11 The target market size is expanding through product lineup expansion and further international expansion 1. Company highlights ① Market size: RENOSY Marketplace path to market share expansion ④ Growth trajectory ③ Technology ② Timing ① Market size A Properties that fall short of the specifications or location criteria by investors SAM 6.9 trillion yen TAM approx. 38 trillion yen 1 FY25 Revenue 180billion yen Pre-owned condominiums in the metropolitan area FY25 Revenue 25.1 billion yen Newly-built condominiums Pre-owned condominium buildings FY25 Revenue 10.3 billion yen Pre-owned apartment buildings Newly-built apartment buildings Pre-owned detached houses Newly-built detached houses Expand share within pre-owned condominium market Expanding and accelerating buying and selling in the Marketplace 2 Expansion of product lineup Catering to increasingly diverse investor needs by expanding the product lineup 3 Expansion of overseas properties Overseas properties included in product lineup SAM 1.5 trillion yen Pre-owned compact condominiums in the metropolitan area 1 2 US SFR investment market 3 TAM approx. 581 trillion yen Domestic real estate investment market Approx. 77trillion yen Newly-built condominium buildings Overseas investment real estate market *1） *3,5） *3,5） *2,4) *6) *4,7) Domestic rental housing market Entered Entered Entered Entered Entered Entered Entered Entered FY25 Revenue 4.2 billion yen *1) Source: Japan’s real estate investment market size of profitable real estate by use, NL Research nstitute Real Estate nvestment Report (July 18, 2023) *2) Source: Japan’s real estate investment market size of investment grade real estate by use, NLI Research Institute Real Estate Investment Report (July 18, 2023) *3) Estimated with reference to results released by Tokyo Kantei Co.,Ltd.: Press release Newly built / existing apartments market size of Tokyo metropolitan area (Jan. 2021), Tokyo Kantei Co.,Ltd.: Press release Newly built / existing apartment logistics change of Tokyo metropolitan area (May 2021), Data of registered properties released by Real Estate Information Network for East Japan, Data from top 10 companies in the property investment industry *4) TAM: Total Addressable Market (The largest size of the market that RENOSY Marketplace business could potentially capture) *5) SAM: Serviceable Available Market (size of the market targeted by RENOSY Marketplace business) *6) SFR: Single-Family Rental (Single family rental properties are one-unit, detached rental properties. An SFR detached home often comes with a yard and garage.) *7) Nuveen Real Estate “Single-Family Demand”, converted at $1 = ¥145.24
12. 12 ① Market size: Subscription and ITANDI path to market share expansion 1. Company highlights ④ Growth trajectory ③ Technology ② Timing ① Market size RENOSY and ITANDI have significant potential to increase the number of subscription contracts and the number of products introduced Number of rental units under management nationwide 19.25M units Number of subscription contracts ⚫ Expansion through M&As ⚫ Expansion of third party by ITANDI ⚫ First party ⚫ Expansion through M&As ⚫ Change of management 35K units (0.2%) Strategy for expanding market share Number of products introduced 5.50M units (28.6%) *1) Source: Zenkoku Rental Housing News “What is the rental housing market - Market structure and Issues deciphered by data”. (April 24, 2023) *2) The number of units managed owned by RENOSY owners *3) The number of ITANDI Management SaaS products introduced *4) As of end of October 2025 *1） *2） *2)
13. 13 ① Market size: ITANDI target market size 1. Company highlights ④ Growth trajectory ③ Technology ② Timing ① Market size Introduction to Zennichi Members (40% share) Introduction to All Clients in Japan (100% share) Overall PropTech market derived from existing SaaS business Existing + New Products + Others Average Revenue Per User Others + α Data sales, collaboration and Lifeline service, etc. Existing Products ¥ 40K - ¥ 170K *1) Price range of products for both property management companies, and rental agency *2) Source: General Incorporated Foundation Real Estate Transaction Promotion Organization “Statistics on Real Estate Transaction Agents and Licensed Real Estate Transaction Agents as of the End of Fiscal Year 2024” *3) Source: Yano Research Institute Ltd. ”PropTech Market 2024” TAM includes the following business areas: [B2C] Media, Matching (including iBuyer), Design/Construction, Cloud Funding, Sharing [B2B] Matching, Business Support, Value assessment, VR/AR, IoT (Cloud Camera/image analysis) *4) SAM＝Total ARR for each products＝①ARR of existing products for brokerage companies＋②ARR of existing products for management companies＋③ARR of new products for management companied ①ARR of existing products for brokerage companies ＝ Number of brokerage companies × ARPU②ARR of existing products for management companies ＝ Number of management companies × ARPU③ARR of new products for management companies ＝ Number of management companies × ARPU number od brokerage companies ＝ Number of real estate contractors × brokerage companies rate/number of management companies ＝ number of real estate contractors × Percentage of management companies ※ There is overlap because some cases are concurrently engaged in other businesses. *5) SOM＝SAM×40% *1） Approx. 132Kcompanies （Registered real estate broker） Number of target clients *2） Market size we are currently targeting SAM ¥ 363 B Serviceable Available Market TAM ¥ 2.3 T Total Addressable Market SOM ¥ 145 B Serviceable Obtainable Market *3） *5） *4） New Products ~ ¥ 290 K Aiming to expand market share by offering new products and data sales services in the sales brokerage domain
14. 14 ② Timing: The dawn of AI Real Estate 1. Company highlights ④ Growth trajectory ③ Technology ② Timing ① Market size Generative AI era Second digitalization era First digitalization era Analog era Knowing Searching Comparing Considering Applying Signing Managing Digital management Face-to-face consultation Telephone consultation Paper media, including magazines Electronic media, including the Web Advertising delivered through the Web and social media Leading the generative AI era as a front-runner in the second digitalization era In the real estate industry, where face-to-face, paper-based transactions have long been the norm, we are driving a structural paradigm shift by fully digitizing processes —from user communication to contracts and property management —through the power of technology. Looking ahead, the integration of generative AI is expected to dramatically enhance both user experience and operational efficiency, further reinforcing our competitive edge Online consulting for user requests AI-powered proposals and automatic consultations Automatically sharing personalized information Face-to-face written contracts signing Face-to-face written contracts signing Face-to-face electric contracts signing AI-agent facilitated web meetings with electronic contracts Analog management Analog management 24-hour support through the app, with AI-powered value maximization proposals
15. 15 17.9% 12.1% 8.4% 8.1% 8.2% 7.5% 7.8% 6.4% 53.3% 49.6% 43.0% 39.4% 38.3% 39.0% 38.8% 35.9% 71.0% 69.0% 67.4% 67.0% 65.6% 62.7% 59.6% 57.9% 77.8% 77.3% 75.6% 75.1% 75.1% 74.6% 71.7% 67.9% 77.6% 78.6% 79.8% 80.5% 80.0% 80.2% 80.0% 80.0% 1983 1988 1993 1998 2003 2008 2013 2018 ② Timing: Declining homeownership ratio among young demographics 1. Company highlights – 30 30 – 39 40 – 49 50 – 59 60+ *1) Source: Annual Health, Labour and Welfare report – Reiwa Y2; Declining homeownership ratio among people in their 20s and 30s The homeownership ratio in Japan is on the decline, with rental demand expanding among younger demographics Trend of homeownership ratio by age group *1) (Age) ④ Growth trajectory ③ Technology ② Timing ① Market size
16. 16 A one-of-a-kind business model that uses technology to integrate a series of processes into a one-stop operation Rental 1.0 Investment real estate 3.0 One-stop digital operation (Rent/Lease/ Management） Viewing booking Tenant applications Automatic coordination with guarantee company Inquiry office visit Real estate information collection Electronic contract Renewal/Check out Construction management Billing management Property management Landlord management Rental 3.0 (Buy/Sell） WEB negotiation Online application Loan application Digital Marketing Real estate information collection Online insurance application Electronic contract Digital operations management AI property assessment Online mediation application Online sales contract Investment real estate 1.0 Mainly paper and calls Mainly paper and calls One-stop digital operation Investment real estate 2.0 Partly digitized ▲ ▲ ▲ ▲ ▲ ▲ Rental 2.0 ▲ Partly digitized ③ Technology: A simple solution utilizing technology ④ Growth trajectory ③ Technology ② Timing ① Market size ④ Growth trajectory ③ Technology ② Timing ① Market size 1. Company highlights
17. 17 1. Company highlights *1) https://ssl4.eir-parts.net/doc/3491/tdnet/2579750/00.pdf *2) Asset management balance of RENOSY ASSET MANAGEMENT. As of the end of October 2025. *3) Cumulative number of AI assessments as of the end of October 2025. No. of transactions No.1 for 5 consecutive years No. of AI assessments Over 48K Sell Assets under management 663.8 billion yen *1) *2) Realized one-stop online customer support and ranked No. 1 in number of investment property transactions for 5 consecutive years ③ Technology: RENOSY Marketplace *3) Investment Management ④ Growth trajectory ③ Technology ② Timing ① Market size ④ Growth trajectory ③ Technology ② Timing ① Market size
18. 18 Rate of usage of Property Viewing Appointment/ Tenancy Applications/ electronic contract by real estate agencies No.1 for 3 consecutive years ③ Technology: ITANDI 1. Company highlights A real-time website among real estate agencies Rate of usage by real estate agencies No.1 for 3 consecutive years A marketing-focused CRM made for leasing agencies Operational support services for leasing management agencies By using technology to improve analog business processes in the real estate industry, we have achieved No. 1 position in both management and brokerage domains *1) *2) *1) Management Brokerage ④ Growth trajectory ③ Technology ② Timing ① Market size ④ Growth trajectory ③ Technology ② Timing ① Market size Management / Brokerage *1) https://corp.itandi.co.jp/news_posts/1361 *2) Target period: 1 April 2023 to 31 March 2025 Annual tenant application Over 1 million applications for 2 consecutive years
19. 19 -454 1,020 2,173 3,870 7,288 10,234 16,519 22,622 30,734 42,163 74,867 113,569 146,647 189,883 248,947 Revenue, gross profit and business profit all showed growth, reaching record highs in FY25 JGAAP IFRS JGAAP IFRS JGAAP IFRS ④ Growth trajectory: Consolidated results trends 1. Company highlights Revenue Gross profit Business profit *1) For FY25.10, we finalized the provisional accounting treatment for the business combinations, and each figure for FY25.10 reflects the details of the finalization of the provisional accounting treatment (Million yen) (Million yen) (Million yen) ④ Growth trajectory ③ Technology ② Timing ① Market size ④ Growth trajectory ③ Technology ② Timing ① Market size *1,2) FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 +35% CAGR （FY21-FY25） +42% CAGR （FY21-FY25）
20. 20 GA Group’s repeatable and stable revenue generation capability ④ Growth trajectory ③ Technology ② Timing ① Market size ④ Growth trajectory ③ Technology ② Timing ① Market size 1. Company highlights Revenue from repeatable matching transactions. Over 60% of owners hold two or more properties, achieving a structure for continuous transactions through high- satisfaction service delivery. Maximizes customer LTV while creating a stable revenue base. Repeatable transaction revenue The GA Group‘s revenue model is built on a structure predicated on repeatable transactions in RENOSY, and functions as real estate business infrastructure. With stable earnings from ITANDI and subscriptions, it has a profit structure where revenue accumulates over time. Driven by the expansion of RENOSY's highly continuous revenue, approximately 60% of group revenue consists of recurring-related revenue originating from repeatable transactions. *1) FY25.10 period *2) Revenue generated when the same owner conducts a second or subsequent transaction within the marketplace. Profit structure based repeatable transactions 63% *2) Provides products that serve as business infrastructure for real estate companies. Covers a series of flows in leasing operations through multiple products comprehensively, achieving high stickiness by deeply integrating into operations. Structure that generates continuous revenue. ITANDI recurring revenue Profit structure centered on commissions from the management of owner assets traded on the marketplace. Generates stable and long-term revenue by increasing the number of managed properties. Subscription revenue GA Group's sustainable and stable profit generation Others 2.0 % 11.4 % ITANDI Recurring Revenue First transactions Revenue 35.3 % *2) Repeatable transaction revenue 35.6 % *1) Subscription Revenue 16.1 % Recurring-related revenue Recurring Recurring Recurring Revenue from matching purchasers and sellers through the AI real estate investment service RENOSY platform. Marketplace profit structure that maintains high growth potential through efficient matching using AI and an end-to-end online transaction experience. First transaction revenue Marketplace
21. Business model 2
22. 22 RENOSY Marketplace
23. 23 RENOSY Marketplace business model 2. Business model RENOSY Marketplace A virtuous cycle business model where efficient digital marketing drives membership growth, leading to increased transaction volume and subscription numbers, which in turn further boost sales and strengthen network effects. This approach builds a robust revenue base from both transactional and recurring, enhancing our competitive advantage as a marketplace 2 1 4 3 250.9 billion yen GMV Owner app Online Subscription Sales revenue Property purchase Recurring Marketplace Digital marketing Number of inquiries: Approx. 100,000/year *1) Expansion of RENOSY members Expansion of circulation volume Expansion of property management Expansion of transaction volume Quality and quantity- guaranteed marketplace Matching 4 days CCC 16 days Inventory cycle 22 days *1) Virtuous cycle with network effect The revenue base is composed of transactional and recurring Online purchase Online sale *1) Expansion of product lineup Managed properties 44,239 units *1) AI assessment Sale property information 4 trillion yen *1,2) *1) As of the end of October 2025 *2) Calculation method for property information acquisition amount: The total of purchase information received from real estate companies during the fiscal year ending October 2024, AI valuation amount, and balance of assets under management at RENOSY ASSET MANAGEMENT. Purchase information received from real estate companies is an estimated value calculated by multiplying the number of property information acquisitions by the average sales amount for each year *3) Investment Property Sales Performance by Tokyo Shoko Research (as of March 2025) *4) Cost of Sales Survey for Investment Real Estate Companies by Tokyo Shoko Research (October 2025 Survey) *3) *4) Marketplace
24. 24 Overview of the RENOSY Marketplace 2. Business model RENOSY Marketplace RENOSY Marketplace operates as a real estate marketplace designed around a high-liquidity structure with a continuous participation of buyers and sellers. By leveraging this liquidity, we achieve a short transaction cycle of only 16 days. By enhancing this “repeatable transaction,” we establish a revenue model with improved earnings visibility. ⚫ Sales model driven by sales personnel Structure ⚫ Platform-based model connecting buyers and sellers efficiently ⚫ Searching buyers and selling after acquiring properties Sales method ⚫ Buyers and sellers constantly participate in the platform ⚫ Prolonged because sales activities start after acquiring properties Lead time ⚫ Shortened due to efficient matching ⚫ Securing gross profit through price appreciation during the inventory holding period Source of earnings ⚫ Securing gross profit through the accumulation of transactions by high inventory turnover ⚫ Difficult to improve capital efficiency due to prolonged inventory periods Capital efficiency ⚫ High capital efficiency with minimized inventory through a high-turnover model ⚫ Number of sales personnel required to approach many customers. ⚫ Financial strength to hold inventory over the long term Growth drivers ⚫ CCC indicating high-speed matching ⚫ RENOSY stock members and property information inflow indicating platform power *1) CCC (Cash Conversion Cycle). As of FY25.10: Inventory turnover days + Receivables turnover days - Accounts payable turnover days Traditional real estate investment sales model RENOSY Marketplace Provider Property acquisition Sale Customer Customer Customer Sale Sale Real estate agency RENOSY members Property information provider Quickly matching purchaser and seller Providing liquidly to the real estate market （Case-by-case/Stock-based） （Integrated customer acquisition and execution）
25. 25 Competitive advantage of the RENOSY Marketplace 2. Business model RENOSY Marketplace A real estate transaction model designed around a high turnover rate of 22 cycles per year, enabling high capital efficiency while mitigating interest rate and market risks through demand-driven rapid matching Average of top 20 companies in the sales ranking of listed domestic real estate companies 16days 365days Matching days *1) Overseas real estate comparisons 144days CCC (Cash Conversion Cycle) 80days *2) 4days 44days*5) *3) *7) *6) *7) *4) Turnover (365days÷CCC) Impact of Market/Interest Rates 22cycles 1cycle 3cycles *7) *6) High turnover ensuring transactions are completed before market risks materialize Extended inventory holding periods expose transactions to price fluctuations and rising interest rates AI real estate Limited impact Real estate sales agent Extended inventory holding periods increase exposure to price adjustments and interest rate hikes. *1) Top 20 companies by sales in the "Domestic Listed Real Estate Company Sales Ranking 2024" operated by Living Technologies Co., Ltd. (excluding GA) *2) Overseas comparison companies: Opendoor, Offerpad *3) As of the end of October 2025. The period from posting on RENOSY to application *4) Refer to the number of days from registration to closing of a used condominium in the "Trends of the Metropolitan Real Estate Distribution Market (2023)" document from the East Japan Real Estate Transaction Organization, a public interest incorporated foundation *5) Average value of two companies [Acquisition method] Opendoor: Obtained the number of days on market in 2024 from https://www.realestatewitch.com/opendoor-reviews-and-how-it-works/?utm_source=chatgpt.com#how-it-works, Offerpad: Obtained the number of days on market from IR materials posted on the website *6) Inventory turnover period in the October FY25 period *7) We obtained financial information for the most recent fiscal year of each company from Bloomberg and compiled it by our company. As of the end of October 2025 *8) Based on our research Opendoor/Offerpad Domestic real estate comparisons
26. 26 Amazon 1st party business Real estate agency Business Investment real estate marketplace Comprehensive consumer goods marketplace Purchase and sale of investment real estate Platform type Network effects Point Point Point Business model comparison (1/2) RENOSY's business model is designed as a marketplace model within the real estate sector, possessing economic characteristics similar to those of cross-industry marketplace operators AI real estate Marketplace Providing one-stop online service from property acquisition to sales Yes Owners/stock members and property information inflows mutually reinforce each other Very short Achieving CCC16 Days through AI-powered rapid Matching Yes Not a platform Search for purchaser and seller for each transaction No More listings do not improve sales efficiency Long Long-term inventory due to purchaser search after property acquisition Yes Marketplace Providing end-to-end coverage from purchase through settlement and delivery Yes Mutual growth of product volume and buyers Extremely short Negative CCC due to long payment cycles *1) Yes *1) As of the end of October FY25 Marketplace with continuous buyer–seller engagement Like Amazon, it enables end-to-end transactions by matching buyers and sellers, creating a self-reinforcing cycle on both sides of the marketplace Supply & demand expansion through network effects Like Amazon, a mechanism where sales efficiency improves as scale expands Outstanding capital efficiency with a 16-day CCC enabled by AI utilization High-speed turnover minimizes inventory risk and achieves extremely high capital efficiency Inventory CCC Capital efficiency Our Strengths 01 02 03 2. Business model RENOSY Marketplace 01 Point 02 03
27. 27 Real estate portal Zillow/Rightmove/Scout24/Hemnet Real estate agency Business Investment real estate marketplace Property information portal site Purchase and sale of investment real estate Platform type Network effects Business model comparison (2/2) A structure that integrates both “customer acquisition platform” and “high-speed transaction execution” within a single model. By incorporating both functions, we establish a unique market position that achieves both short CCC and high capital efficiency AI real estate Portal An advertising-driven model that attracts users through extensive property listings Yes The number of listed properties and users mutually amplify each other N/A No Inventory CCC Capital efficiency Marketplace Yes Growth driven by property inflow and member count Very short Achieving CCC16 Days through AI-Powered quickly Matching Yes *1) Providing one-stop online service from property acquisition to sales Not a platform No More listings do not improve sales efficiency Long Long-term inventory due to purchaser search after property acquisition Yes Search for purchaser and seller for each transaction *1) As of the end of October FY25 Our Strengths Point Point Point Massive inflow of customer/property data comparable to major portals Similar to large property portals, the system continuously connects a large amount of property information with an extensive user base Expansion of network effects directly drives transaction volume growth Like a portal, the network effect strengthens, leading directly to higher transaction volumes as scale increases Ensuring revenue certainty and speed through inventory ownership By holding inventory in-house, transactions can be controlled end-to-end, eliminating revenue uncertainty and ensuring faster execution 01 02 03 01 Point 02 03 2. Business model RENOSY Marketplace
28. 28 RENOSY's continuous and stable revenue generation capability RENOSY's business model is built on repeatable transactions originating from existing customers, creating a structure where transactions accumulate over time. With repeatable transactions accounting for 60% of the matching composition, approximately 60% of owners hold multiple properties due to this high continuity. This repeatable transaction structure extends to the GA Group's overall revenue base, driving the expansion of a high-continuity revenue ratio. First transactions 40% Repeatable transactions 60% Transaction composition （First / Repeatable） 1unit 42% 2units 31% 3units 14% 4units 6% Over 5units 7% Composition of owners by number of properties owned Owners with multiple properties A revenue structure of continuously accumulating transactions *1) FY25.10 period. Ratio of initial transactions versus repeat transactions (second and subsequent transactions) by the same owner. *2) As of the end of FY25.10. Proportion of properties held per owner. *3) FY25.10 period. Revenue generated when the same owner conducts a second or subsequent transaction within the marketplace. *1） *2） 58% 2. Business model RENOSY Marketplace
29. 29 59,323 98,058 257,440 325,034 398,697 519,353 606,427 FY19.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 ① Accelerating new customer acquisition 2. Business model RENOSY Marketplace *1) Includes the increase due to the merger with Modern Standard. *2) The RENOSY member stock figures from FY21.10 1Q onwards in the graph differ from the number of members announced up to FY22.10 1Q due to a change in the definition of calculation from FY22.10 2Q. As a result of efficient digital marketing, the total number of RENOSY stock members has increased to approximately 600,000 Number of stock members *1,2) （People）
30. 30 843,698 1,389,864 1,836,826 2,338,962 3,003,746 4,182,199 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 The increased inflow of property listings drives the growth of RENOSY stock members, which in turn attracts further property information, creating a virtuous cycle. Through the manifestation of network effects, the platform’s power continues to strengthen. Amount of property information inflow *1) Calculation method for property information acquisition amount: The total of purchase information received from real estate companies annually, AI appraisal amount, and the balance of assets under management at RENOSY ASSET MANAGEMENT. Purchase information received from real estate companies is an estimate calculated by multiplying the number of property information acquisitions by the average sales amount for each year. *2) Only used compact apartments are included in the property calculation. 2. Business model RENOSY Marketplace ④ Expansion of circulation volume (Million yen) *1,2,3)
31. 31 6,357 8,581 8,186 11,867 11,465 14,910 17,110 1,768 2,116 2,912 541 1,026 1,517 1,226 2,606 2,931 4,091 490 525 649 701 651 1,436 4 227 480 1,340 218 459 1,364 80 79 409 734 1,521 2,527 3,918 592 1,634 2,904 6,438 9,151 9,121 14,482 19,838 26,747 36,724 FY19.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 ② Expansion of transaction volume 2. Business model RENOSY Marketplace *1) From FY24.10 1Q, Shenjumiaousuan has been reclassified to RENOSY Marketplace. Due to the segment change, figures for the cumulative period of FY23.10 have been reclassified and displayed according to the new segment classification. *2) In order to accurately show gross profits on pre-owned compact condominiums, the gross profits for Seller DX from the FY23.10 full-year financial results presentation have been added to pre-owned compact condominiums from the current full-year financial results presentation. IFRS JGAAP Expand the product lineup to meet the needs of a diverse range of customers. Leverage RENOSY marketplace's No.1 position in pre-owned compact condominiums and aim for further growth among new products as well Net revenue (Gross profit) (Million yen) *1,2) Luxury apartment Newly-built compact condominiums Pre-owned compact condo- Family type (~50㎡) Apartment Subscription (Domestic) US business Asia business Pre-owned compact condo (30~50㎡) Pre-owned studio (~30㎡)
32. 32 3,927 5,997 9,366 13,406 17,879 26,602 35,501 5,850 8,738 1,924 3,404 5,191 7,066 8,849 18,321 23,666 FY19.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 ③ Expansion of property management 2. Business model RENOSY Marketplace Number of subscription contracts (contracts) Number of owners (people) *1) Total number of owners in Japan and overseas. Domestic: Includes Core Asset Management Co., Ltd. figures from FY24.10 1Q. Overseas: Includes RW OpCo owners and units under management from FY24.10 2Q. Number of owners / number of subscription contracts Overseas Domestic *1) 44,239 The number of owners and subscription contracts increased, ensuring a stable source of income The number of overseas subscriptions increased due to recent M&A 32,452
33. 33 2,879 4,947 6,564 8,885 12,659 9,121 14,482 19,755 26,747 36,724 73,095 110,843 143,169 184,784 241,420 RENOSY Marketplace full-year results trends (Million yen) (Million yen) (Million yen) JGAAP IFRS JGAAP IFRS JGAAP IFRS 2. Business model RENOSY Marketplace Both revenue and gross profit have reached new record highs over the past three years Revenue Gross profit Segment profit +34% CAGR （FY21-FY25） +41% CAGR （FY21-FY25） +45% CAGR （FY21-FY25） FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 *1) For FY25.10, we finalized the provisional accounting treatment for the business combinations, and each figure for FY25.10 reflects the details of the finalization of the provisional accounting treatment *1)
34. 34 Strategy aimed at expanding profit margin by producing network effects through an enhance product lineup and expanded market share while reducing advertising and personnel expenses Implementation of Purchaser DX RENOSY Marketplace medium- to long-term strategy 2. Business model RENOSY Marketplace Implementation of Seller DX Expansion of Marketplace Past Strategy stage Present Future （%） （Time） Gross profit margin ratio SG&A ratio Margin expansion Driver for growth of gross profit margin ratio ①Expansion of product lineup ②Realization of the network effect due to expansion of market share ③Increased contract success rates due to the increased recognition Driver for reduction of SG&A ratio ①Decrease in personnel expense ratio due to an increase in repeat customers ②Decrease in advertising expense ratio due to increased recognition
35. 35 ITANDI
36. 36 ITANDI business model The increase in the number of companies and product usage leads to growth in the number of listings and PVs on ITANDI BB, generating platform power. By enabling the entire process of “searching, applying, contracting, and moving in” to be completed in a one-stop manner, ITANDI is positioned as infrastructure beyond SaaS, with the potential for exponential profit growth Expansion of business domain Increase in number of customers 1 Increase in usage of ITANDI products 3 Increase in market share of ITANDI product usage 2 Increase in ITANDI BB listed properties and page views 4 Expansion of coverage areas and operations Increase in value through increase in data volume Improved convenience due to increased comprehensiveness Provision of suggestions through data analysis etc. Use the data utilization know-how of Mercury, which joined the group in August 2024 Further operational efficiency support through data utilization ④ Global strategy Platform model beyond SaaS A marketing-focused CRM made for real estate sales agencies Operational support services for rental management agencies A marketing-focused CRM made for rental brokerage agencies Brokerage Rental Buy/Sell 2. Business model ITANDI Data （Under preparation)
37. 37 Rental management Overview of the ITANDI Prospective tenants Next-generation B2B platform SaaS for real estate rental agencies A one-stop suite of operation svupport products for the entire real estate transaction process Request Property proposal Rental brokerage Property research Operation support Property information Operation support Complete real estate rental management and brokerage operations online Rental management Rental brokerage ITANDI consists of two core pillars: a platform that connects property management and brokerage companies in real-time, and a suite of problem-solving products that continuously feed data into the platform throughout the entire rental process. By establishing a high-barrier business model as an "industry-wide infrastructure" that goes beyond simple software, we create a powerful network effect where expanding market share on both sides mutually amplifies value. 2. Business model ITANDI
38. 38 Settlement Inspection Repair Rental management Restoration Tenant management Contract Tenant application Viewing Reservations Property Proposals Property Listing ITANDI’s resilience against AI One-stop suite of products for rental operations Move to the property Property construction Regulations and business customs in the real estate industry 1 Moat 1 ⚫ We deeply intervene in real estate operational processes, where preceding and succeeding steps are closely interconnected. ⚫ While AI can handle isolated, single tasks, it remains difficult for AI to complete a whole series of processes as a packaged solution. One-stop support Under industry-specific regulations and business practices, real estate transactions are complex processes that involve physical touchpoints between properties and people—from property listing and contracts to post-move-in repairs and settlements. ITANDI products are designed based on this entire transaction process, serving as an integrated operational infrastructure for leasing workflows that goes beyond efficiency at the task level. By building a highly "sticky" transaction structure through the continuous accumulation and synchronization of transaction data and workflows, ITANDI has established its position as essential core infrastructure for real estate operations—one that is difficult to replace by AI tools that only automate specific functions. Moat 2 ⚫ Our product functions effectively as an interface that connects the physical front lines with the digital world. ⚫ Processes that involve physical construction or movement have clear limits to the support that can be provided by AI, which operates only within a closed digital environment. The Inevitable Physical Intersection Moat 3 ⚫ Detailed industry-specific regulations and business practices are deeply integrated into the product design. ⚫ General-purpose AI cannot handle these industry-specific business practices and complex regulatory requirements. Real estate industry expertise 3 2 Inspect the property Move into the property Property construction Rental management Rental brokerage 2. Business model ITANDI
39. 39 717 848 1,022 1,172 1,385 1,544 1,744 1,943 2,194 2,398 2,635 2,902 3,518 3,795 4,027 4,503 4,694 4,799 4,994 5,211 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q over4 3 2 1 38% 24% 10% 28% ① Increase in number of customers 2. Business model ITANDI (Company) Total number of customers Leverage the strengths of vertical SaaS and steadily expand the number of products introduced to maintain the number of customers introduced to 3 or more products at over 60% Approximately 62% has been introduced to more than 3 products *1,2) *1) From FY24.10 Q1, calculated by adding all SaaS products within ‘ TAND Rental Management’ & ‘ TAND Rental Brokerage’ – including the ‘ TAND Rental Management’ core system suite and the ‘ TAND Rental Management’ maintenance system – plus the SaaS products ‘ TAND Sales PropoCloud’ and RENSOY X from the ‘ TAND Sales’ business. For the SaaS products within ‘ TAND Rental Management’ & ‘ TAND Rental Brokerage’, calculations were also made retrospectively for the period from FY21.10 Q1 to FY23.10 Q4. Therefore, these figures differ from data disclosed prior to FY23.10 Q4. *2) Includes Mercury Co., Ltd. from FY24.10 Q4. * that figures for Mercury Co., Ltd. are approximate values. Translated with DeepL.com (free version) FY22.10 FY21.10 FY23.10 FY24.10 FY25.10
40. 40 ① Low churn rate 2. Business model ITANDI *1) Calculated as last 12 months average monthly churn rate based on number of implemented products. Monthly churn rate = Number of cancellations in the current month / Number of installed products at the end of the previous month *2) Includes figures for Mercury from FY24.10 4Q. The Mercury values ​​added to each item are approximate values (%) Churn rate Churn rate showed signs of improvement, attributable to a rise in the ratio of companies that were introduced to more than one product Avg. Last 12mos. 0.44% *1,2) FY22.10 FY23.10 FY24.10 FY21.10 FY25.10 0.49 0.44 0.40 0.42 0.45 0.45 0.33 0.35 0.37 0.35 0.36 0.40 0.39 0.42 0.40 0.40 0.37 0.38 0.38 0.38 0.43 0.44 0.44 0.41 0.42 0.41 0.43 0.43 0.47 0.49 0.53 0.53 0.49 0.49 0.48 0.47 0.46 0.48 0.47 0.47 0.44 0.40 0.38 0.39 0.37 0.40 0.40 0.42 0.42 0.40 0.40 0.41 0.43 0.45 0.45 0.43 0.44 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
41. 41 ② Increase in share of ITANDI product usage 2. Business model ITANDI The number of products introduced is increasing due to the growth of existing businesses and the expansion of products through M&A Number of products introduced (Product) *1,2) FY22.10 FY21.10 FY23.10 FY24.10 FY25.10 1,830 2,205 2,643 3,043 3,551 3,994 4,697 5,442 6,222 6,889 7,553 8,482 9,959 11,051 11,961 13,144 14,155 14,726 15,318 15,431 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q *1) From FY24.10 Q1, calculated by adding all SaaS products within ‘ TAND Rental Management’ & ‘ TAND Rental Brokerage’ – including the ‘ TAND Rental Management’ core system suite and the ‘ TAND Rental Management’ maintenance system – plus the SaaS products ‘ TAND Sales PropoCloud’ and RENSOY X from the ‘ TAND Sales’ business. For the SaaS products within ‘ TAND Rental Management’ & ‘ TAND Rental Brokerage’, calculations were also made retrospectively for the period from FY21.10 Q1 to FY23.10 Q4. Therefore, these figures differ from data disclosed prior to FY23.10 Q4. *2) Includes Mercury Co., Ltd. from FY24.10 Q4. * that figures for Mercury Co., Ltd. are approximate values. Translated with DeepL.com (free version)
42. 42 ③ Increase in usage of ITANDI products 2. Business model ITANDI (Contracts) *1) Of the number of online tenant applications, the number of applications using the lifeline service (billing based on customer referral fees) is listed Applications using lifeline services Ongoing use of the online tenant application service promoted an increase in lifeline services *1) 27,094 45,776 40,980 50,006 70,113 95,820 71,430 75,259 103,250 133,674 95,752 100,889 133,467 180,560 127,621 132,875 169,812 222,562 153,853 154,888 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY22.10 FY21.10 FY23.10 FY24.10 FY25.10
43. 43 716,000 1,418,000 2,211,000 2,673,000 3,345,000 4,255,000 4,730,400 6,514,000 7,846,000 9,835,000 9,260,000 9,039,000 10,151,000 12,550,000 10,359,000 11,019,841 13,531,224 18,214,455 17,396,365 19,111,482 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q ④ Increase in ITANDI BB page views 2. Business model ITANDI (PV) *1) Page views are counted via system integration with Google Analytics ITANDI BB page views ITANDI BB page views have increased year after year, and network effects have grown exponentially *1) FY22.10 FY21.10 FY23.10 FY24.10 FY25.10
44. 44 ARR trend 2. Business model ITANDI (Million yen) ARR ARR also grew significantly through the increase in online tenant applications *1,2) 263 273 287 307 342 358 389 416 478 503 531 526 577 594 628 694 621 633 664 710 495 519 614 581 766 859 952 1,089 1,257 1,291 1,286 1,298 1,324 1,308 1,290 1,290 1,267 1,259 1,254 1,298 320 324 361 372 423 418 421 426 102 107 107 975 959 959 953 945 158 331 205 270 401 656 440 469 587 1,127 740 802 1,024 1,651 1,102 1,182 1,383 2,135 1,483 1,463 916 1,123 1,105 1,158 1,509 1,873 1,781 1,974 2,323 2,921 2,557 2,626 3,346 3,985 3,487 4,513 4,652 5,404 4,775 4,843 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q ⚫ Lifeline services ⚫ Product pay-as-you-go fees FY21.10 FY25.10 FY22.10 FY23.10 FY24.10 SaaS monthly fee Other*2) ⚫ SaaS monthly fee *1) Monthly Recurring Revenue. Calculated 3-month average for each quarter from FY24.10 2Q and therefore different from the data presented in earlier financial results briefing materials *2) Includes figures for Mercury from FY24.10 4Q. The Mercury values ​​added to each item are approximate values
45. 45 1 281 702 1,316 1,367 934 1,698 2,695 3,645 4,798 +54% CAGR （FY21-FY25） +50% CAGR （FY21-FY25） +432% CAGR （FY21-FY25） FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 ITANDI full-year results trends 2. Business model ITANDI (Million yen) JGAAP IFRS JGAAP IFRS JGAAP IFRS Both revenue and gross profit have expanded Segment profit has also shown significant growth (Million yen) (Million yen) Revenue Gross profit Segment profit 1,170 2,046 3,202 4,513 6,586
46. 46 ITANDI medium- to long-term strategy 2. Business model ITANDI Increase in ARPU for existing customer base (Market share 60～70%) Increase in ARPU for existing customers ① ARPU ② Customer ①Increase in ARPU×②Increase in customers For enterprises that already have a high market share, we aim to up-sell to improve ARPU, and for SMBs, we aim to leverage the All Japan Real Estate Federation alliance to increase the number of companies while maintaining low customer acquisition costs and simultaneously aiming to improve ARPU Potential for market share growth Enterprise customer ① Up-sell of management system ① Cross-sell and up-sell of ITANDI’s existing products ② Product collaboration with All Japan Real Estate Federation SMB customer Acquire new customers by reducing CAC *1) Enterprise customers: Management companies with 5,001 or more rental units under management. Calculation basis: Number of enterprise contracts with TAND ’s tenant recruitment support business headquarters as of the end of October 2025 / Number of companies with 5,001 units under management in the National Rental Housing Newspaper's "Rental Management and Owner Trends Databook 2024-2025" *1) Rental management Rental brokerage Rental management Sales brokerage Data
47. 3 Growth strategy and management indicators
48. 48 Medium-term Business Plan 2026
49. 49 Core business profit margin Aim for core business profit margin of approximately 20% 17.9% 9.3% Core business profit margin 2.4X CAGR 34% Net revenue (Million yen) 12.0% 14.2% FY23.10 Actual FY24.10 Plan FY25.10 Plan FY26.10 Plan Core business profit margin Net revenue 23,316 30,960 42,300 55,900 Growth rate 35.5% 33.9% 36.6% 32.2% Business profit 2,173 3,700 6,000 10,000 Core business profit margin 9.3% 12.0% 14.2% 17.9% FY23 FY26 (Plan) FY24 (Plan) FY25 (Plan) 23,310 55,900 Medium-term Business Plan 2026 (Announced June 13, 2024) 3. Growth strategy and management indicators Medium-term Business Plan 2026 FY23 FY26 (Plan) (Million yen) *1) Figures for FY23.10 have been retroactively adjusted due to a partial change in the calculation method for the Others segment in FY25.10. *1)
50. 50 Solidify the realization of the medium-term business plan with the strategy to utilize the strengths of the business so far Strengthening of technology strategy ・RENOSY Investment condominiums No.1 ・ITANDI Real estate agency usage rate No.1 Rental tenant application share 40% Strength ・Top-class SFR online marketplace in the US ・Top-class in number of Thailand rental brokerage deals ・Acquisition of the wealthy class in Greater China ・Domestic, overseas technology personnel rate of 16% ・Retaining the last-one-mile data ・Employs several prominent engineers in the business Establish a foundation for expanding cross-border transactions at the 3 locations, United States, Asia, and Europe Acquire new revenue sources and scale business using tech *1) https://ssl4.eir-parts.net/doc/3491/tdnet/2437813/00.pdf *2) Leasing Management Consulting " 2024 rental real estate market customer trend survey" (2024/3/4) n=386 *3) Based on the estimated number of rental brokerage deals in 2023 of 1.78 million from the “Rental Brokerage and Tenant Trends Databook 2024” published by the National Rental Housing Newspaper, the number of applications for occupancy was calculated to be 2.65 million based on ITANDI‘s cancellation rate from application to contract of 33%, and the percentage was estimated based on ITANDI’s annual electronic application for occupancy of 1.07 million *4) https://ssl4.eir-parts.net/doc/3491/tdnet/2382171/00.pdf *5) Calculated share based on earnings information from Ministry of Commerce, Thailand *6) April 30, 2024 Strengthening of the core business Overseas expansion of core business Creation of the third pillar of profit Completion of the real estate DX ecosystem Acceleration of globalization *1) *2) *3) *4) *5) *6) Strategy and position Provide a one-stop online operation for sell, buy, lease, rent in the real estate investment domain and acquire overwhelming market share Medium-term Business Plan 2026 basic strategy and positioning (Announced June 13, 2024) 3. Growth strategy and management indicators Medium-term Business Plan 2026
51. 51 6,606 8,880 12,100 16,500 CAGR 36% （FY23- FY26) (Million yen) 143,169 180,500 241,400 313,700 FY23 FY24 (Plan) FY25 (Plan) FY26 (Plan) YoY 2.2times 30.0 % 33.7 % 26.1 % RENOSY Online transaction RENOSY Subscription (Domestic) Focus points Important KPI FY23 FY24 (Plan) FY25 (Plan) FY26 (Plan) YoY 36.4 % 36.3 % 34.4 % 2.5times RENOSY Marketplace Acquire overwhelming market share Completion of the real estate DX ecosystem ・Expansion of market share in the main pre- owned condominium market ・Strengthening of customer attraction through digital marketing ・Strengthening of acquisition of real estate sales using AI assessment ・Expansion of managed units including non- organic expansion ・Improvement of productivity utilizing the economies of scale ・Market share over 20% ・Recognition rate over 70% ・Direct procurement ratio over 50% ・Managed units over 50,000 ・Business profit margin over 25% Specific initiatives *1) The annual transaction value is estimated at 1.5 trillion yen, based on Tokyo Kantei Corporation's “Metropolitan Area New and Used Condominium Market Size (January 2021)” and “Metropolitan Area New and Used Condominium Status Flow (May 2021)”, property data registered with the Real Estate Information Network for East Japan, and the results of the top 10 investment property companies *2) Ratio of the number of seller contracts of investment and residential properties in the RENOSY marketplace divided by the number of purchase contracts of investment and residential properties in the RENOSY marketplace *1) *2) CAGR 30% （FY23- FY26) Revenue Business profit (Million yen) Medium-term Business Plan 2026 RENOSY Marketplace (Announced June 13, 2024) 3. Growth strategy and management indicators Medium-term Business Plan 2026
52. 52 702 890 1,120 1,460 ・Expand market share for sales brokerage SaaS usage ・Realization of high growth rate due to the strengthening of sales FY23 FY24 (Plan) FY25 (Plan) FY26 (Plan) YoY CAGR 38% （FY23- FY26) 2.6 times FY23 FY24 (Plan) FY25 (Plan) FY26 (Plan) YoY 2.1 times CAGR 28% （FY23- FY26) 42.4 % 41.5 % 30.2 % 30.4 % 25.8 % 26.8 % ・Expand market share for rental management SaaS usage in focus areas ・Cultivating platform power and realizing cross-selling effects ・Nationwide market share of 37% (7.2 million units using the product) ・Over 15,000 products introduced Medium-term Business Plan 2026 ITANDI (Announced June 13, 2024) 3. Growth strategy and management indicators Medium-term Business Plan 2026 ・Nationwide market share of around 10% (Approximately 120,000 sales contracts) ・Business revenue CAGR of over 50% *1) The share was calculated by assuming that 7.2 million units are managed using rental management SaaS out of the 19.25 million units managed nationwide based on the results of the 2016 Economic Census of Activities conducted by the Ministry of Internal Affairs and Communications and the Ministry of Economy, Trade and Industry *2) The estimated number of FRK existing homes in circulation nationwide is 630,000, which is estimated from the number of ownership transfer registrations, etc., but since there are sales contracts and purchase contracts, the number of contracts is doubled, and 1.26 million is used as the denominator when calculating the market share. https://www.frk.or.jp/information/2023chiikibetsu_kisonjyutaku.pdf *1) *2) Focus points Specific initiatives Important KPI ITANDI Acquire overwhelming market share Completion of the real estate DX ecosystem ITANDI Sales brokerage (Housmart etc.) (Million yen) (Million yen) Revenue Business profit 3,202 4,170 5,900 8,400
53. 53 US/European market Asian market Group synergy Data monetization Strengthening of technology Investment in technology Establish a foundation for expanding cross-border transactions Acquire new revenue sources Acceleration of globalization Strengthening of technology strategy Focus points Specific initiatives Important KPI ・Acceleration of profit growth of US- based RW OpCo ・Expansion of locations ・Strengthening of customer acquisition (Cumulative number of brokerage deals) ・Expansion of locations ・Strengthening of cross-border real estate transactions ・Business profit rate 10% ・1 country⇒3 countries ・Overseas revenue over 10 billion yen ・Data monetization ・Strengthening recruitment and training of technology personnel ・More than 2 billion yen in revenue from data utilization business ・20% increase in deal success rate ・Over 90% of routine rental management tasks reduced ・Over 10% in technology investment (against net revenue) ・ AI-powered optimal proposals for customers ・ Formalization and automation of personal business know-how ・Approximately 20,000 deals⇒Approximately 25,000 deals ・5 countries and regions ⇒8 countries and regions *1) Cumulative number of rental brokerage deals since 2012 *2) The deal success rate for pre-owned compact condominiums (number of deals ÷ number of sales negotiations). *1) *2) Medium-term Business Plan 2026 Globalization & Technology (Announced June 13, 2024) 3. Growth strategy and management indicators Medium-term Business Plan 2026
54. 54 Medium-term Business Plan 2026 progress status 3. Growth strategy and management indicators Medium-term Business Plan 2026 The progress rate of key KPIs is generally on track, and efforts will continue toward early achievement RENOSY Market- place Online transaction Market share 20% 9.5% 16.8% Recognition rate 70% 40.1% 60.0% Subscription Managed units 50K 17K 45K Business profit margin (domestic) 25% 13.4% 28.2% ITANDI ITANDI Market share 37% 26.0% 28.5% No. of introduced products 15K 8K 16K Sales brokerage Market share 10% 0.6% 7.2% Global US/European market Expanded countries 3countries 0countries 1country Asia market Expanded countries and locations 8countries and locations 5countries and locations 6countries and locations Group synergy Overseas revenue 10billion yen 1.1billion yen 10billion yen Data Data monetization Revenue 2billion yen 0billion yen 1.7billion yen Category Major KPI Progress Status As of FY26.1Q Target FY24.10 FY26.10 100% *1,2) *1) Calculated based on TAM of 1.5 trillion yen as of the announcement of Medium-term Business Plan 2026. Market share was calculated as revenue from RENOSY as a percentage of 1.5 trillion *2) LTM base *3) See the number of subscription contracts on p.30 of the FY26 Q1 earnings presentation materials *4) See the number of products introduced on p.37 of the FY26 Q1 earnings presentation materials *3) *4) *2) As of FY23.10 Actual FY25.10 50% *2) Present 33% 88% 74% 23% 33% 87% 67% 69%
55. 55 Overseas business development and PropTech data business
56. 56 Illustration of overseas business model and profitability 3. Growth strategy and management indicators Overseas business development ⚫ Enter with solid recurring businesses ⚫ Accumulate local expertise ⚫ Earn stable profits Stable earnings Steadily accumulate recurring revenue Build a global platform and accelerate growth through network effects Property management Property procurement Step 1: Recurring model Step 2: Transactional model ⚫ Leverage acquired expertise ⚫ Develop incremental growth via highly profitable transactional revenue Profit increase with transaction High profit Step 3: Network effect expansion While securing stable revenue from recurring businesses, we will invest know-how, knowledge and profits into transactional business to accelerate growth and expand the network effect globally
57. 57 The overseas business has expanded to 7 countries and regions in North America and the ASEAN region. The number of overseas locations has expanded to 40, with overseas revenue growing around 428 times in the past three years Trajectory of expansion of the overseas business 3. Growth strategy and management indicators Overseas business development 1 country/ region 4countries/ regions 5countries/ regions 7countries/ regions - location 1location 2locations 40 locations - people 10people 62people 322 people - - million Approx. 0.25 billion 10.7 billion FY18.10 FY20.10 FY22.10 FY25.10 +40% +2,000% +519% +4,280% +25% +100% +520% +300% *1) *2) *3) Countries/regions Number of overseas locations Overseas employee ratio Overseas revenue *1) Figures for FY24.10 are estimates as of the end of the fiscal year *2) Japan, China, Hong Kong, Taiwan, Thailand, United States, Malaysia *3) Number of full-time employees at Shenjumiaosuan Inc., GA technologies (Shanghai)Co., Ltd., RENOSY(Thailand) Co., Ltd. and RW Opco, LLC(estimated) , RENOSY Malaysia SDN., GA technologies Taiwan Co., LTD. *4) Revenue of Shenjumiaosuan Inc., GA technologies (Shanghai)Co., Ltd., RENOSY(Thailand) Co., Ltd. and RW Opco, LLC (estimated). RW Opco LLC
58. 58 Expansion of business support SaaS services domain 3. Growth strategy and management indicators PropTech data business Development & sales *1) The number of real estate companies nationwide is quoted from the results of the Ministry of Land, Infrastructure, Transport and Tourism‘s FY20 Enforcement Status Survey of the Real Estate Transaction Business Act; *2) The total service provision figures are calculated simply using basic cumulative figures; *3) Figures as of February 2025 *4) Figures as of July 2024 *5) Figures as of October 2025 *6) Figures as of April 2024 286 companies *3) 860 companies / approx. 2,000 stores *5) 200 companies *6) 3,208 companies*3) 143 companies/ 740 stores *4) Sales brokerage Rental brokerage Property management Investment & management GA Group provides business support SaaS services to a wide range of real estate domains Of the approximately 130,000 real estate companies nationwide, the company is already providing SaaS services to a total of approximately 8,600 customers *1,2) 4,000 companies *5)
59. 59 GA technologies Group’s competitive edge of transaction data strategy 3. Growth strategy and management indicators PropTech data business Real estate investment data Real estate data Condominiums data owned by GA Group Number of condominiums in Japan Approx. 3.4M units Rental brokerage data *1) Figures as of the end of 2022 from the Ministry of Land, Infrastructure, Transport and Tourism's "Trends in the Number of Condominiums for Sale *2) The annual transaction value is estimated at 1.5 trillion yen, based on Tokyo Kantei Corporation's “Metropolitan Area New and Used Condominium Market Size (January 2021)” and “Metropolitan Area New and Used Condominium Status Flow (May 2021)”, property data registered with the Real Estate Information Network for East Japan, and the results of the top 10 investment property companies *3) RENOSY Marketplace revenue for FY25.10 *4) National Rental Housing News Based on the 2023 rental brokerage transaction volume (estimated) of 1.78 million from the “Rental Brokerage & Tenant Trends Data Book 2024,” tenant applications were calculated at 2.65 million using ITANDI's cancellation rate of 33% from application to contract. The proportion was estimated from ITANDI's annual electronic tenant applications of 1.07 million. Annual number of applications Revenue 241.4B yen Annual transaction amount Annual tenant application Approx. 7M units Approx. 1.5T yen Approx. 2.6M 1.07M Data held (FY25.10) C. 16% of transacted amount Data held (FY24.10) C. 40% of move-in applications GA technologies Group owns data on approximately 50% of compact condominiums and approximately 40% of annual tenant applications, giving it a strong competitive advantage in the real estate tech field Data held （FY25.10） 49% of condominiums *1) *2) *4) *3) Tenant application system
60. 60 GA Group’s positioning in the data strategy 3. Growth strategy and management indicators PropTech data business Data quantity Degree of digitization High Low Small Large Small and medium-sized real estate data tech companies Many other general real estate companies Existing data holding companies Position to be achieved by GA Group Positions of each company in the real estate data industry The company aims to establish a unique position in the industry through its abundant data volume and advanced digitalization
61. 61 M&A strategy and results
62. 62 Overview of M&A strategy 3. Growth strategy and management indicators M&A strategy and results Utilize M&A for the purpose of new business entry and expansion of existing businesses (area expansion, product expansion, customer acquisition) etc. Priorities of M&A strategy Market Product / Service New Existing New Expansion of product lineup （Add on strategy） New business (Diversification strategy) Strengthening of business foundation (Personnel acquisition / cost cut etc.) (Area / channel expansion strategy) Roll-up New business domain New business domain 2 2 1 New business domain 2 Market share expansion / overseas expansion
63. 63 M&A track record 3. Growth strategy and management indicators M&A strategy and results A total of 14 M&A transactions have been carried out, promoting ① roll-up of existing businesses and ② entry into new domains Add on strategy Overseas strategy Expansion of area / channel Diversification strategy Roll-up 1 New business domain 2 Total14M&A deals (Hundred million yen) FY24 FY23 FY22 FY21 FY20 FY19 FY18 201 392 630 748 1,135 1,466 Revenue 1,898 2,489 FY25 *1) Absorption-type merger by ITANDI in November 2025 *1)
64. 64 Expansion of business domain through M&A 3. Growth strategy and management indicators M&A strategy and results Through active M&A, we have expanded the product lineup in the RENOSY business and strengthened the management division. In the SaaS business, we have expanded our coverage area by expanding our product lineup Investment real estate Rental real estate Real estate SaaS Other (M&A brokerage) Overseas Pre-owned Newly-built Apartment Land use Renovation Sales Procurement Management New business domain Roll-up *1) Absorption-type merger by ITANDI in November 2025 *1)
65. 65 Improvement of KPI indicators from post-M&A to present 3. Growth strategy and management indicators M&A strategy and results 営業利益 営業利益 2.5x 14.5x Improved performance of M&A target companies in the past in a speedy manner Operating profit Operating profit After joining the group (Million yen) (Million yen) (Ten thousand yen) Before joining the group 営業利益 Operating profit Became profitable (Million yen) Sales per response 2.3x 営業利益 1.5x Subscription contracts (Contracts) 126 316 FY20.6 FY25.10 117 1,696 FY21.10 FY25.10 Operating profit △51 457 FY19.10 FY25.10 Became profitable (百万円) Revenue per respose 3.1 6.9 FY19.12 FY25.10 2.3倍 (Ten thousand yen) 5,850 8,738 FY24.10 FY25.10
66. 66 213 461 812 1,170 2,046 3,202 4,513 6,586 8,400 *1) ITANDI‘s annual revenue in FY18.5 before joining GA Group was compared with ITANDI segment annual revenue (forecast) in FY26.10 *2) Calculated based on the Company's acquisition price of ITANDI shares*3) From among major listed SaaS companies in Japan, the companies whose annual revenue growth rate (calculated by dividing the Bloomberg Consensus of revenue by the annual revenue of the most recently disclosed annual financial results) was 40%+ as of December 4, 2025 were selected as reference companies. Estimated PSR range for the domestic SaaS industry to be 3.4-5.4x by referring to the median expected PSR (4.4x) for each company, which was calculated by dividing the market cap as of December 4, 2025 by the Bloomberg Consensus. The references and estimated PSRs are as follows: Rakus (3923) 7.1x, Kanamic Network (3939) 4.1x, PKSHA Technology (3993) 3.2x, Plus Alpha Consulting (4071) 4.8x, Visional(4194) 4.2x, Finatext Holdings (4419) 4.5x, Smaregi (4431) 4.0x, Obic Business Consultant (4733) 12.6x, Cybozu (4776) 4.3x, eWell (5038) 12.0x ITANDI equity value trends 3. Growth strategy and management indicators M&A strategy and results Successfully increased value continuously after M&A. Continue to aim to increase equity value ITANDI's key performance and equity value At the time of the acquisition Latest FYE (FY26.10) (Million yen) (Million yen) 2,800 8,400 3.4 – 5.4 times 28,500～45,300 10.2～16.2倍 ARR (million yen) Number of customers (Companies) No. of products (Units) 39.4X Annual revenue *1) (Million yen) Equity value…(1) FY26.10 Forecast revenue ... (2) Estimated PSR…(3) (2) x (3) Estimated equity value ... (4) (4) / (1) Increase in equity value *3) 2018.11 Joined GA Group FY18.5 FY19.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 FY26.10 (Forecast） Churn rate (%) (Products) Number of products introduced 509 800 1,158 1,974 252 566 1,172 1,943 6 10 10 11 0.73 0.37 0.43 - 3.0 5.4 - - 4,513 4,503 14 0.37 13.1 2,626 2,902 12 0.49 8.4 4,843 5,211 14 0.45 15.7
67. 67 Finance strategy and management indicators
68. 68 Strategy to maximize the enterprise value (1/2) プラットフォーム の提供価値 ⚫ Resolving asymmetry in business information through customer-oriented objectives ⚫ Improved convenience and productivity through the digitalization of industry Long-term policy With the maximizing of free cash flow in the long-term as our management objective, in the medium-term, we are aiming to maximize gross profit through improved value, with marketplace business and SaaS business as focal points ⚫ Maximizing free cash flow in the long-term Financial objectives (Medium-term policy) ⚫ Expanding gross profit with the backing of ongoing sales growth from market- place business and SaaS business (expanding sources of free cash flow) Marketplace business SaaS business No. of transactions Profit per transaction No. of customers Sales per customer Business KPI Value of providing business/platforms 3. Growth strategy and management indicators Finance strategy and management indicators
69. 69 Strategy to maximize the enterprise value (2/2) 1 2 3 6 5 4 Maximizing gross profit ⇒ Strengthening ability to generate FCF Raising profitability through operational optimization Growth in midterm sales/profits Improved credit/rating Improved evaluation from the capital market Balance in between growth investment ⇔ reduction in interest-bearing debt (R&D/CAPEX/M&A) ⚫ Strengthening the ability to generate Free cash Flow(FCF) through expansion of user base and growth in gross profit ⚫ Raising profitability level through operational optimization ⚫ Further expansion of gross profit through reinvestment of profits generated Cycle to Improve enterprise value (visual representation) Cycle of enterprise value improvement Generate a cycle to improve enterprise value by aiming to maximize gross profit *1) R&D（Research and Development）CAPEX(Capital Expenditure) :Capital expenditures to maintain and enhance asset value M&A（Mergers and Acquisitions） *1） 3. Growth strategy and management indicators Finance strategy and management indicators
70. 70 3. Growth strategy and management indicators Finance strategy and management indicators Business investment We will aggressively invest our cash sources, such as operating cash flow(CF) and interest- bearing debt, primarily on business investment and M&A to accelerate our growth M&A Shareholder returns Cash Allocation Cash Sources Operating CF from profitable business Interest- bearing debt Equity ⚫ Increasing operating cash flow through expansion of gross profit - Emphasizing the soundness of unit economics ⚫ In principle, utilize Japan’s current low- interest environment by balancing the soundness of balance sheet ⚫ Consider based on factors such as the Company’s share price level, the market environment, necessity of fund procurement for the achievement of strategy ⚫ Investing within an appropriate range while monitoring operating CF levels - Aim to increase growth investment while reducing operational costs ⚫ Execute M&A that is necessary for the future without delay ⚫ Emphasizing synergy - Extensive customer base/network - Strengthening profitability/ability to generate CF - Leverage strength of “Real × Tech” ⚫ Prioritize investments necessary for future growth while securing sufficient funds to ensure stable and continuous dividends. ⚫ Flexible share buybacks Disciplined capital allocation High Priority
71. 71 Summary of balance sheet 3. Growth strategy and management indicators Finance strategy and management indicators *1) For FY25.10, we finalized the provisional accounting treatment for the business combinations, and each figure for FY25.10 reflects the details of the finalization of the provisional accounting treatment *2) Inventories *3) Averages during the applicable period are used for inventory, operating credit, and operating liabilities when calculating turnover time *4) Trade and other receivables *5) Trade and other payables *6) CCC（Cash Conversion Cycle）= Inventory turnover days + Receivables turnover days - Accounts Payable Turnover days- *7) Total Shareholder Return (TSR) CCC (Cash Conversion Cycle) 20.5days 21.0days 16.1 days -5.1 days (Million yen) FY23.10 FY24.10 ① FY25.10 ② Amount of change ② - ① Current assets Cash & cash equivalents 17,452 19,325 30,365 11,039 Inventories*2) 10,183 13,950 11,682 -2,267 (Turnover period*3) (26.8days) (27.7days) (22.6days) (-5.1days) Trade receivables*4) 867 1,253 1,285 32 (Turnover period*3) (1.9days) (2.0days) (1.9days) (-0.2days) Others 2,637 4,100 5,466 1,365 Non-current assets 30,210 38,573 33,565 -5,002 Total assets 61,352 77,203 82,365 5,162 Liabilities Trade payables*5) 3,516 4,070 5,434 1,364 (Turnover period*2) (8.2days) (8.7days) (8.4days) (-0.3days) Others 37,250 49,892 45,482 -4,410 Equity Share capital 7,262 7,372 9,962 2,590 Retained earnings 989 2,691 6,576 3,885 Others 12,332 13,176 14,908 1,732 Total liabilities and equity 61,352 77,203 82,365 5,162 Light working capital (Strict control of CCC（Cash Conversion Cycle )) Stable financial base (Sound capital-to-asset ratio) Shareholder return policy (Total shareholders return (TSR)) *1) *6) *7)
72. 72 20,559 22,703 30,832 17,452 19,325 30,365 34% 29% 37% 24% 29% 34% 39% 44% 49% 54% 59% 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 FY23.10 FY24.10 FY25.10 Net assets Cash and cash equivalents Cash-to-asset ratio Capital-to-asset ratio By maintaining a sound capital-to-asset ratio and the level of cash and cash equivalents at hand, we will maintain our stable financial base Target of capital-to-asset ratio: 30%~40% level to be maintained for the time being (Million yen) *1) For FY25.10, we finalized the provisional accounting treatment for the business combinations, and each figure for FY25.10 reflects the details of the finalization of the provisional accounting treatment. Cash-to-asset ratio refers to the equity ratio attributable to owners of the parent company *1) A stable financial base (Sound capital-to-asset ratio) 3. Growth strategy and management indicators Finance strategy and management indicators
73. 73 We will prioritize growth investments while achieving medium- to long-term stock price appreciation and enhancing TSR (Total Shareholder Return), while maintaining a fundamental policy of shareholder returns through stable and continuous dividends. Capital gain (Profit from higher share price) Income gain (Dividend profit) Aiming for a long-term increase of share price by maximizing revenue and gross profit Continuing stable dividends distribution Aiming for a payout ratio of 10% TSR (Total Shareholders Return) Profitability ratio from equity investment Dividend + Capital gain Shareholder return policy 3. Growth strategy and management indicators Finance strategy and management indicators
74. 74 Medium-term target FY25.10 Actual FY24.10 Actual Capital-to-asset ratio Cash Conversion Cycle （CCC） Revenue growth rate Gross profit margin Continuous growth 30% 20% ｰ Within 30days Aim for the level of 30 ｰ 40% SaaS revenue growth rate Continuous revenue growth 30 ｰ 40% Core business profit margin Objectives for financial figures 3. Growth strategy and management indicators Finance strategy and management indicators 20% ｰ 36.6% 40.9% 21.0days 29% 16.2% 12.2% 39.0% 45.9% 16.1days 37% 16.9% 16.4% *1) For FY25.10, we finalized the provisional accounting treatment for the business combinations, and each figure for FY25.10 reflects the details of the finalization of the provisional accounting treatment. Cash-to-asset ratio refers to the equity ratio attributable to owners of the parent company
75. Appendix 4
76. 76 GA Group’s value creation story
77. 77 We manage our businesses based on the following management mechanism GA group roadmap OUR AMBITION Group Action Guidelines/HR vision Execution by members responsible for business and culture models Management vision Business model/ Business strategy Culture model/ HR strategy Customer Experience (CX) Employee Experience (EX) Group action guidelines (GA VALUES)/HR vision Management vision Culture model/ HR strategy 1 3 4 Business model/ Business strategy 2 ･ Action guidelines: Clarify specific actions required of members ･ HR vision: Clarify company commitments to members ･ Formulate a vision that shows the direction of Group-wide management ･ Formulate a Group-wide strategy and establish each business’ strategic direction ･ Formulate business portfolio strategy and business plans tied to management vision ･ Formulate each business strategy and plan based on Group-wide strategy ･ Formulate a long-term (10-year) strategy that anticipates changes in the business environment ･ Guarantee action guidelines/HR vision in HR strategy/programs ･ Establish frameworks to reproduce good culture 5 GA group roadmap ･ Formulate a roadmap and, while being mindful of timeline, create a framework to realize both CX and EX by having members who embody our values and culture execute business strategy and HR strategy Value creation framework: Management mechanism 4. Appendix GA group’s value creation story
78. 78 Spark excitement and inspiration by fusing technology with innovation to propel the world forward. Input Output Real estate transaction DX Rental management/ brokerage DX Real estate online matching Increase enterprise value M&A brokerage DX Management mechanism OUR AMBITION Group action guidelines (GA VALUES)/ HR vision Execution by members responsible for business and culture models Management vision Business model/ strategy Culture model/ HR strategy Customer Experience Employee Experience <OUR AMBITION - Realizing our basic philosophy> Financial capital Non-financial capital Financial capital Non-financial capital Operating cashflow 15.9 billion Net assets 30.8 billion Growth investment Digital marketing Employees (non-consolidated/consolidated) Domestic and overseas bases Tech engineers*1) Global personnel*1) 7 countries 56 locations Rate of return from childcare leave*2) Female manager ratio*2) Tech engineer ratio*1) Revenue Revenue growth rate Gross profit growth rate Cash conversion cycle Global personnel ratio*1) Outcome Industrial transformation through DX *1) Consolidated *2) Non-consolidated Gross profit Business profit 2.7 billion 5.7 billion 316 321 662/1,665 248.9 billion 42.1billion 16 days 37% 100% 7.2 billion 17% 18% 19% 31% Value creation model 4. Appendix GA group’s value creation story
79. 79 ｖ ｖ ｖ ｖ ｖ ｖ ・Expand recognition through digital marketing and increase intent to use ・Encourage buying and selling of repeat customers ･ Increase recurring revenue in an aim to improve revenue stability ･ Strengthen business foundation and transform profit structure ･ Achieve synergy with M&A companies ･ Strengthen M&A for continuous business growth Increase customer satisfaction Increase business value Increase financial value Aim to enhance enterprise value through structural reform toward sustainable growth Business model/strategy Strengthen business management ･ Formulate medium- to long-term strategies for major businesses ･ Formulate a planned budget ･ Build a strict performance management framework ･ Thoroughly manage weekly KPIs ･ Develop a framework for understanding progress towards performance targets, including group companies, in a timely manner ･ Formulate a financial strategy ･ Introduce management indicators for financial soundness ･ Achieve business growth with financial discipline Medium-term targets Increase enterprise value Financial improvement initiatives Primary measures Key KPIs Expansion of the Marketplace Strengthen recurring revenue business Aggressive M&A Expansion of the Marketplace Strengthen recurring revenue business Aggressive M&A Formulate a medium-term management plan Develop a weekly KPI management framework Formulate financial strategy, set indicators Formulate a medium- term management plan Develop a weekly KPI management framework Formulate financial strategy, set indicators Revenue growth rate Gross profit ratio 20%～ Cash conversion cycle Capital-to-asset ratio 30% Within 30 days 30-40% No. of Marketplace contracts 42.6% 48.5% M&A non-organic ratio (Non-organic gross profit ratio) Stock business gross profit 7.8billion 11.6billion 6,658deals 7,747deals FY24 FY25 Value creation process:Approach to enhancing enterprise value through business strategies 4. Appendix GA group’s value creation story
80. 80 Establish mechanisms for maximizing performance Build an environment that maximizes performance ･ Expand career/growth/development support measures for personnel who contribute to business growth Job satisfaction/ diversity Increase employee satisfaction Increase non- financial value Increase enterprise value Safety and security Health Culture and community Recruitment Development Reallocation Evaluation compensation Aim to enhance enterprise value by maximizing employee performance Recruitment Development Reallocation ･ Obtain matched human resources by strengthening referral recruitment ･ Strengthen recruitment attractiveness with GA recruiters ･ Formulate and implement promotion and development plans ･ Expand training and support tools for managers ･ Create a simple and easy-to-understand company-wide compensation system ･ Actively place based on HR portfolio ･ Promote transfers to support growth and career Non-financial improvement initiatives Main measures Safety and security Health Growth and careers Key KPIs (FY25) ･ Provide childcare support (leave, allowance, support) ･ Establish various LGBTQ programs ･ Strengthen horizontal community Childcare leave usage rate Sick leave return rate Percentage of decision- making roles filled by women ･ Introduce flextime ･ Conduct stress checks twice a year Evaluation compensation Growth and careers Culture and community 100% 91% 100% 17% Value creation process: Approach to enhancing enterprise value through HR strategies 4. Appendix GA group’s value creation story Achievements in personnel promotion YoY +6% Promotion (Position) Promotion (Grade) YoY +16% Provision of growth opportunities 16 times Number of In-house training Total number of participants 313 people Women: Men: *1) Includes group companies with the same personnel system as GA standalone. Conducted twice a year. *2) GA standalone. Percentage of women in managerial positions or above *1) *2)
81. 81 ESG / Sustainability
82. 82 ・ Low productivity analog work ・ Information asymmetry ・ Poor user experience ・Contributing to the SDGs through business (reducing emissions by digitizing documents, etc.) ・Getting prepared with real estate in an age of longevity (asset formation) ・Housing problems due to declining birthrate and aging population Social issues Real estate issues Consideration for the global environment Creating a safe and secure trading environment Contributing to society through sports Contribution to sustainable urban development Creating rewarding workplaces Strong governance and compliance GA Group sustainability strategy Issues addressed by the GA Group 4. Appendix ESG / Sustainability
83. 83 The Group proclaims Our Ambition as “Spark excitement and inspiration by fusing technology with innovation to propel the world forward”. Our business is real estate, which is a large, socially meaningful field that involves everyone in society. While solving real estate issues with an approach that utilizes technology, working on solutions for larger social issues, and generating services and products that provide value, we will continue to contribute to the sustainable development of society. Solving real estate issues ・ Low productivity and analog work ・ Unbalanced information ・ Poor user experience Solving social issues ・ Contributing to SDGs through our business (e.g., reducing emissions by digitizing paperwork) ・Utilizing real estate to prepare for the era of longevity (asset formation) ・Housing problems caused by the declining birthrate and aging population Undertaking environmentally conscious business activities The Group aims to build an environment in which real estate investment is more familiar. By providing various online services, such as RENOSY and ITANDI, we will strive to contribute to reducing the burden on the environment—for example, by cutting back on unnecessary travel and going paperless—and to sustainable growth in society and the economy. Contributing to society and fulfilling our responsibility to create the future through our business activities The active participation of every employee is essential for improving our business activities. We will use technology and all kinds of systems to remove various restrictions, such as those of time, place, gender, age, nationality, and changes in life stages, and provide a location and environment that enables the active participation of all employees. Our aim is for the contributions of individuals to lead to the growth of the company as a whole and to the growth of society. Managing with effective governance while creating new value Along with maximizing corporate value, the Group is striving to increase long-term, stable value for shareholders. We will build an internal system that enables prompt and rational decision-making and business execution. We will also earnestly work on preventing corruption and strengthening corporate governance. Our way of thinking regarding ESG and sustainability 4. Appendix ESG / Sustainability Environment Social Governance
84. 84 Environment conscious business activities After Before Reduction of 15.94 million sheets of paper for the entire group (one year from April 1, 2024 to the end of March 2025) The number of Group companies working to go paperless through DX in the real estate industry has increased, including ITANDI, which provides “Denshikeiyaku-kun,” the use of which expanded after implementation of the revised Real Estate Brokerage Act in May 2022, RENOSY, which is promoting online real estate transaction procedures, RENOSY ASSET MANAGEMENT, which is responsible for digitizing occupancy management, and Shenjumiaosuan, which operates the largest Japanese real estate platform for Greater China, contributing to a reduction of 15.94 million sheets of paper for the Group as a whole Contribution to sustainable urban development Based on three themes as sustainability activities, GA technologies and RENOSY ASSET MANAGEMENT to realize measures to contribute to sustainable community development through revitalization and minimal renovation of existing properties. Pre-owned condominium sales Reducing vacancies with minimum renovation for rental condominiums Achieved a reduction of approximately 15.94million sheets of paper through paperless operations enabled by technology utilization Efforts for ESG ～Environment～ 4. Appendix ESG / Sustainability Consideration for the global environment
85. 85 Contribute to society and fulfill our responsibility to create the future through our business activities The GA Group aims to conduct highly transparent real estate transactions with technology, providing the following trading platforms and systems to improve market soundness MORTGAGE GATEWAY Loan screening platform to prevent data tampering Various systems and initiatives have been implemented to allow a diverse range of work styles and encourage active participation so that employees can work in a healthy way, with pride and enthusiasm. Such efforts have been highly rated We support people who continue to challenge themselves to achieve their dreams in the field of sports by supporting professional sports teams, educational institutions, and hiring para-athletes. We also work to foster a sports culture within the company Kawasaki Frontale top sponsor Para-athlete employees Sports Yell Company Awarded 3 stars in the Nikkei Smart Work Management Survey Awarded 2 stars as “eruboshi certification” Received an award in the climate creation category at the famione Conference Certified as Health and Productivity Management Organization 2026 (Large corporate sector) Efforts for ESG ～Social～ 4. Appendix ESG / Sustainability Contributing to society through sports Creating rewarding workplaces Creating a safe and secure trading environment Yomiuri Giants Official Life Design Partner
86. 86 5 independent outside directors In addition to the existing governance system, a team in charge of incident response called GA-CSIRT (Computer Security Incident Response Team) has been established. Also strengthening its focus on cybersecurity In order to achieve sustainable development and maximize corporate value, the Group will carry out sound and transparent management that respects all stakeholders and will enable prompt and rational decision-making and business execution. Compliance training etc. also been conducted on a regular basis. The majority are outside directors due to strengthened governance of the Board of Directors. Moreover, in view of the diversity of management and the globalization of economic activities, the Board is composed of directors who are diverse in terms of gender, nationality, and age, etc. 3 internal directors President, Representative Director, Executive Officer and CEO Ryo Higuchi Dai Higuchi Director and Senior Managing Executive Officer Ken Kutaragi Outside Director Piotr Feliks Grzywacz Outside Director Tomohisa Matsuba Toshiro Kuwabara Outside Director (Auditory and supervisory committee member) Outside Director (Auditory and supervisory committee member) (Full-time) Creating new value through Technology x Innovation while managing with good governance Efforts for ESG ～Governance～ 4. Appendix ESG / Sustainability Strengthening governance in the security field Building a governance system Masanori Goto Director and Managing Executive Officer CTO Ai Shoji Outside Director (Auditory and supervisory committee member)
87. 87 ESG data 4. Appendix FY25 FY25 FY25 Scope1 0 Scope2 508 Scope1,Scope2 total 508 Electricity consumption (kwh) 1,205,231 CO2 emissions per sales （t/hundred million） 0.0020 Number of directors 9 people Number of female directors 1 people Ratio of outside directors 55.5% No. of employees 1,371 people 1,743 people 1,981 people No. of full-time employees 1,090 people 1,487 people 1,665 people No, of non-full-time employees 281 people 256 people 316 people Percentage of female employees 40.1% 38.4% 35.9% Average age (full- time employees) 31.27 years old 31.60 years old 31.76 years old Childcare leave usage rate (by gender) Male：80.0% Female：100% Male：96.5% Female：100% Male：90.9% Female：100% Return to work rate after childcare leave (by gender) Male：100% Female：100% Male：100% Female：100% Male：100% Female：100% Job turnover rate 17.3% 13.6% 11.0% Ration of female in leadership positions 23.8% 18.3% 17.0% FY24 FY23 Environment Social Governance *1) Calculation applies to Tokyo headquarters only *2) Scope1 is out of calculation *3) Scope 2 is carbon dioxide emissions from electricity use in offices. CO2 factor： 0.0004457t-CO2/kWh. Results based on Location-based *4) Consolidated (board members, full-time workers, part time workers, contract employees) *5) Consolidated (board members and full-time workers ) *6) Consolidated (part-time, contract employees) *7) Consolidated *8) Consolidated (full-time workers) *9) Non-consolidated number of GA technologies. Due to change in recording for 1 person from FY22 to FY23, percentage of FY22 differs from previously disclosed number *10) GA technologies standalone and companies within the same group that share the same personnel system *11) Non-consolidated number of GA technologies (full-time workers). FY23,FY24: Number of workers who left ÷ enrolled employees at the start of the period (or end of the last period) x 100. FY22: Number of employees that left out of enrolled employees at the start of the period *12) As of October 31, 2024 *1,12) *12) *12) *4) *10) *9) *3) *2) *5) *6) *7) *8) *11)
88. 88 Company overview 4. Appendix Established March 12, 2013 Head Office 40F Sumitomo Fudosan Roppongi Grand Tower, 3-2-1 Roppongi, Minato-ku, Tokyo Capital 9,965,872,616 yen (January 31, 2026) Number of employees*1) 1,690 people (January 31, 2026) Business Description ・Development and operation of the AI real estate investment service RENOSY ・Development and operation of B2B platform ‘ TAND ’ for the real estate industry ・Development of platform businesses within the PropTech sector Directors President, Representative Director, Executive Officer, and CEO: Ryo Higuchi Chairman and Strategic Advisor: Fumio Sakurai Director and Senior Managing Executive Officer: Dai Higuchi Director and Managing Executive Officer, and CTO: Masanori Goto Outside Director: Ken Kutaragi, Piotr Feliks Grzywacz Outside Director Audit and Supervisory Committee Member: Toshiro Kuwahara (Full-time), Tomohisa Matsuba, Ai Shoji *1) Excluding officers, contract employee, part-time workers, and interns at consolidated subsidiaries.
89. 89 Disclaimer This material contains forward-looking statements, which are based on current expectations, forecasts and assumptions that involve risks. These forward-looking statements contain uncertainties, and actual results may differ substantially from these statements. These risks and uncertainties include general industry and market conditions as well as Japanese and international economic conditions such as changes in interest rates and exchange rates. GA technologies has no obligation to update or correct the forward-looking statements contained in this material, regardless of any new information, future events, etc. Contact IR Email IR website ：ir@ga-tech.co.jp ：https://www.ga-tech.co.jp/en/ir/