Corporate Story (GA technologies Co., Ltd.)

Transcript

1. Corporate Story June, 2025 (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. 24 P. 49 P. 80 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 189.8 billion yen / 29% Consolidated revenue / growth rate Core business profit margin 12.4% Number of days for matching 4 days CCC Cash Conversion Cycle 21.0 days Market share and customer satisfaction Online property viewing booking/ tenant application/electronic contracts services Business efficiency improvement service for real estate agencies Inter-agency distribution website *1) As of the end of October 2024 *2) Results of the "Apartment Investment Sales Performance Survey" conducted by Tokyo Shoko Research Co., Ltd. in March 2024 *3) "2024 Rental Real Estate Market Customer Trends Survey" by Leasing Management Consulting Co., Ltd. (March 4, 2024) n=386 *4) [Survey implementation organization] Sangyo Marketing Consulting Co., Ltd. [Survey period] February 21, 2024 to April 8, 2024 [Survey period] February 21, 2022 to April 8, 2022 [Survey target] Real estate agents listed in the real estate agent directory, mainly in prefectural capitals and ordinance-designated cities that have introduced customer management systems. [Survey method] Telephone survey + fax survey [Number of surveys] 2,900 phone surveys, 426 mailed surveys [Number of valid responses] 145 (*Companies that have implemented CRM systems in rental brokerage) [Analysis] Comparison was made between the four systems with the most valid responses. *5) As of the end of 1Q 2025 • Degree of satisfaction with revenue • Degree of satisfaction with support system • Rate of usage by real estate agencies (for 3 consecutive years) • Inter-agency website for management companies • User-friendly inter-agency website • Japan • Kingdom of Thailand • United States of America • Malaysia 7 countries/regions Number of employees 1,645 • People's Republic of China • Taiwan • Hong Kong No. 1 in rate of usage by real estate agencies for 3 consecutive years Revenue from investments in pre-owned condominiums and number of matches No.1 for 5 consecutive years *2) *3) *1) *3) No.1 No.1*4) *5) *1) *1) *1) *1) Revenue from investments in newly-built and pre-owned condominiums and number of matches No.1 for 2 consecutive years *2)
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 through Online Real Estate Value proposition Business model Profit structure (Net revenue) Real estate buy/sell Management/ Leasing Business domain Real estate data Rental management and brokerage/ Sales brokerage Rental management and brokerage Data services Stock structure No. of introduced companies ×monthly fee Recurring structure No. of downloads×commission Online transaction Online buy/sell matching Flow structure No. of contracts × commission Subscription Property management Stock structure Managed properties × commission For rental management companies/real estate agencies Vertical SaaS Stock structure No. of customers × monthly fee Lifeline services Recurring structure Number of introductions × 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 Average of top 20 companies in the sales ranking of listed domestic real estate companies ① Market size: High growth potential through asset-light strategy 1. Company highlights RENOSY Marketplace has achieved a short inventory turnover period through matching, even when compared to its domestic and overseas competitors 注1) 27 days 303 days 4 days *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 2024. 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 FY24 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 2024 *8) Based on our research *2) *1) 157 days 44 days Inventory cycle period 80 days Number of days for matching Cross-border global marketplace Online one-stop solution （Investment, Management, Leasing） 〇 〇 ✕ ✕ ✕ ✕ RENOSY Online Real Estate Overseas peers *3) *6) *4) *5) *7) *7) *8) *8) ④ Growth trajectory ③ Technology ② Timing ① Market size
9. 9 Opening up real estate investment with “Real x Technology”, and making it easy and accessible, to develop and acquire new customers and create a new market 0 200 400 600 800 1,000 1,200 1,400 1,600 1,800 FY18 FY19 FY20 FY21 FY22 FY23 FY24 A Co. B Co. C Co. D Co. E Co. F Co. G Co. *1,2) Creating a market for real estate investment without competing for market share with other companies *1) Selected listed companies that handle pre-owned compact condominiums for investment and non-listed companies with a certain level of sales. For companies A to E, sales were estimated based on the percentage of pre-owned compact condominiums for investment as stated in financial statements, explanatory materials, securities reports, etc. For companies F to G, we used sales figures disclosed on company websites, etc. （Revenue: Hundred million yen） ① Market size: Market creation through RENOSY 1. Company highlights ④ Growth trajectory ③ Technology ② Timing ① Market size
10. 10 FY24.10 results FY23.10 results 注1) Achieving sales growth in a short period of time with the strength of AI Real Estate GA technologies Number of years in business 11 years In just 11 years since its founding, it has become 13th in sales Average number of years in business of top 20 companies in the sales ranking of listed domestic real estate companies 62 years Revenue ranking of domestic listed real estate companies 2024*1) *2) Sales ranking (Million yen) 1 Mitsui Fudosan 2,383,289 2 Mitsubishi Estate 1,504,687 3 Open House Group 1,148,484 4 Tokyu Fudosan Holdings 1,003,047 5 Sumitomo Realty & Development 967,692 *1) The top 20 companies in terms of revenue (excluding GA) listed in the revenue ranking of domestic listed real estate companies 2024, 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 2024 *1) ① Market size: Characteristics and strengths of the AI Real Estate 1. Company highlights 13 GA technologies 189,883 14 GA technologies 146,647 ④ Growth trajectory ③ Technology ② Timing ① Market size
11. 11 Expansion of ARR and market share in a short period by utilizing our strengths ITANDI BB + ranked No. 1 in utilization rate by real estate agencies*1) Usage rates of Naikenyoyaku-kun and Moushikomiuketsuke-kun are over 90% *1) Leasing Management Consulting " 2024 rental real estate market customer trend survey" (2024/3/4) n=386 *2) Made referencing “SaaS listed companies ARR Ranking updated October 2023” (https://note.com/_funeo/n/nacafb1b3dfe0). ARR for ITANDI from FY24.10 Full-year financial results ARR ranking of listed SaaS companies (as of Oct. 2024) *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 SANSAN INC Whole company 36.3 34.0 2 RAKUS CO LTD Cloud business 36.0 40.1 3 Appier Group INC Whole company 30.3 35.0 4 CYBOZU INC Cloud-related business 28.0 32.0 5 FREEE KK Whole company 26.2 18.5 6 INFOMART CORP Whole company 26.1 26.8 7 PLUS ALPHA CONSULTING CO LTD Whole company 14.2 13.6 8 SMS CO LTD Elderly Care Operators (Kaipoke) 11.7 25.2 9 BENGO4.COM INC Whole company 11.3 24.0 10 SAFIE INC Whole company 10.8 40.1 11 PLAID INC Consolidated 10.2 26.4 12 KAONAVI INC Whole company 9.5 25.1 13 HENNGE KK HENNGE ONE business 8.7 29.2 14 kubell Co Ltd Chatwork business 8.2 24.6 15 SMAREGI INC Monthly fee of Cloud Services 7.4 25.1 16 MEDLEY INC Medical platform 6.6 29.2 17 PKSHA Technology Inc CloudSign 6.5 24.6 18 SORACOMINC Recurring 6.4 38.8 19 Link and Motivation Inc Motivation Cloud series 6.2 41.6 20 Human Technologies, Inc. Whole company 5.5 15.0 21 ULURU.CO.,LTD Whole company 5.1 16.7 22 YAPPLI INC App platform business 4.5 23.8 23 ITANDI Whole company 4.5 71.8 24 WANTEDLY INC Flow revenue 4.5 27.7 25 AI INSIDE INC Recurring 4.2 19.7 26 TEAMSPIRIT INC Whole company 4.0 14.1 27 NULAB INC/JAPAN Whole company 4.0 11.8 28 SPIDERPLUS & CO ICT business 4.0 6.2 29 TEAMSPIRIT INC Whole company 3.9 6.2 30 Finatext Holdings Ltd Whole company 3.6 19.0 93.8％“1) 95.3％“1) Utilization rate by real estate agencies No.1*1) Naikenyoyaku-kun Denshikeiyaku-kun Moushikomiuketsuke-kun ④ Growth trajectory ③ Technology ② Timing ① Market size
12. 12 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
13. 13 The target market size is expanding through product lineup expansion and further international expansion 1. Company highlights Properties that fall short of the specifications or location criteria by investors SAM 6.9 trillion yen TAM approx. 38 trillion yen 1 FY24 Revenue 147billion yen Pre-owned condominiums in the metropolitan area ① Market size: RENOSY Marketplace path to market share expansion FY24 Revenue 20.3 billion yen Newly-built condominiums Pre-owned condominium buildings FY24 Revenue 5.8 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) 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 *1） *3,5） *3,5） *2,4) *6) *4,7) Domestic rental housing market Entered Entered Entered Entered Entered Entered Entered ④ Growth trajectory ③ Technology ② Timing ① Market size
14. 14 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 29K units (0.1%) Strategy for expanding market share Number of products introduced 545K units (28.3%) *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 April 30, 2025 *1） *4） *2) *3) *4)
15. 15 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: Real Estate Transaction Improvement Organization “Statistics on Registered Real-Estate Broker at the End of Fiscal Year 2021” *3) Source: Yano Research nstitute Ltd. ”PropTech Market 2024” T M 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. 114Kcompanies （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 ① Market size: ITANDI target market size 1. Company highlights ④ Growth trajectory ③ Technology ② Timing ① Market size
16. 16 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
17. 17 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
18. 18 34.4% 36.8% 37.9% 37.4% 38.3% 38.7% 40.0% 41.0% 41.6% 42.3% 0 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Newly-built residential properties Estimated volume of pre-owned residential property Pre-owned residential property ratio *1) Source: Japan ssociation of Real Estate gents “Regarding the Regional Estimates of Existing Home Sales Volume” – Reiwa Y6; *2) Pre-owned residential property sales as a percentage of total residential property sales; *3) Pre-owned residential property sales %. Ministry of Land, nfrastructure, Transport and Tourism “Regarding the utilization of existing residential properties market” – Reiwa Y2; (Units) *2) (Ref.) 2018 *3) 81.0% 85.9% 69.8% Circulation of pre-owned real estate is on the rise, with significant room for growth compared to other countries Comparison of pre-owned residential property sales *1) ② Timing: Increase in the ratio of pre-owned residential properties 1. Company highlights ④ Growth trajectory ③ Technology ② Timing ① Market size
19. 19 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） Online viewing booking Online 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
20. 20 1. Company highlights *1) Ranking of pre-owned compact condominiums based on the results of the "Apartment Investment Sales Performance Survey" conducted by Tokyo Shoko Research Co., Ltd. in March 2024. *2) Asset management balance of RENOSY ASSET MANAGEMENT. As of the end of October 2024. *3) Cumulative number of AI assessments as of the end of October 2024. No. of transactions No.1 for 5 consecutive years No. of AI assessments Over 35K Sell Assets under management 505.2 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
21. 21 ③ Technology: ITANDI 1. Company highlights Real-time inter-agency distribution website Rate of usage of online tenant application/ electronic contract by real estate agencies No.1 for 3 consecutive years Rate of usage by real estate agencies No.1 for 3 consecutive years CRM service for real estate agencies Services supporting management companies’ search for tenants and management of properties No. 1 inter-agency website for management companies 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) *2) *1) “2024 Rental Real Estate Market Customer Trends Survey” by Leasing Management Consulting Co., Ltd. (March 4, 2024) n=386 *2) [Survey organization] Sangyo Marketing Consulting Co., Ltd. [Survey period] February 21st to April 8th, 2024 [Survey period] February 21st to April 8th, 2022 [Survey target] Real estate agents listed in the real estate agent directory, mainly in prefectural capitals and designated cities that have introduced customer management systems. [Survey method] Telephone interview survey + fax questionnaire [Number of interviews] 2,900 phone interviews, 426 mailed questionnaires [Number of valid responses] 145 (companies that have introduced CRM systems in rental brokerage) [Analysis] Comparison made between the four systems with the most valid responses. Management Brokerage ④ Growth trajectory ③ Technology ② Timing ① Market size ④ Growth trajectory ③ Technology ② Timing ① Market size
22. 22 1,888 -454 1,020 2,173 3,945 9,861 10,234 16,519 22,622 30,734 63,070 74,867 113,569 146,647 189,883 Revenue, gross profit and business profit all showed growth, reaching record highs in FY24.10 JGAAP IFRS JGAAP IFRS JGAAP IFRS FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 ④ Growth trajectory: Consolidated results trends 1. Company highlights Revenue Gross profit Business profit *1) Numbers in FY20.10 are based on operating profit *2) For FY23.10 and FY24.10, the Company is finalizing the provisional accounting treatment for the business combination, and each figure for the fiscal year ending October 31, 2023 and the fiscal year ending October 31, 2024, 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 (Million yen) (Million yen) (Million yen) +32％ CAGR （FY20-FY24） +33％ CAGR （FY20-FY24） +20％ CAGR （FY20-FY24） ④ Growth trajectory ③ Technology ② Timing ① Market size ④ Growth trajectory ③ Technology ② Timing ① Market size *1,2)
23. 23 3,474 6,357 9,071 8,711 13,747 17,725 22,584 80 79 409 734 2,113 4,162 358 610 934 1,698 2,695 3,645 106 201 355 109 385 3,474 6,850 9,861 10,234 16,519 22,622 30,734 FY18.10 FY19.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 Others ITANDI Subscription Online transaction ❶ ITANDI Subscription 11.9% 13.5% Online transaction 73.5% Flow Stock (Million yen) IFRS J-GAAP (reference) Margin expansion Shifted to a structure that enhances profitability by strategically accumulating ① stock business Additionally, measures to improve profitability are being actively pursued by ② improving commissions and ③ enhancing the product lineup ④ Growth trajectory: Transformation of profit structure to expand margins 1. Company highlights Development of high margin business Expansion of product lineup Reduction of commission through direct procurement Subscription, ITANDI ❶ ❷ ❸ ❹ *2) *2) Profit structure of GA Group ❷❸ ❹ Others 1.3% ❶ *1) Subscription: RENOSY Asset Management, Core Asset Management, RENOSY Thailand, RW OpCo *2) Online transaction: RENOSY segment excluding Subscription *1) *1) ④ Growth trajectory ③ Technology ② Timing ① Market size ④ Growth trajectory ③ Technology ② Timing ① Market size
24. Business model 2
25. 25 RENOSY Marketplace
26. 26 Guaranteed quality This differs from the conventional marketplace model, in which service quality is completely delegated to the supplier. The managed marketplace leverages expertise with technology, with service quality controlled by the provider Expensive products Procure ment Seller Buyer Offering products with guaranteed quality Seller Buyer Conventional marketplace Managed marketplace Low-cost products and daily necessities Providing a simple space for trade The RENOSY model managed marketplace 2. Business model RENOSY Marketplace
27. 27 RENOSY building an ecosystem Expansion of product lineup to meet a wide range of needs RENOSY Marketplace ecosystem 550,000 people By accumulating RENOSY members’ customer assets, an ecosystem between sellers (selling) and buyers (purchasing) will be created, and the ecosystem will be strengthened by further expanding the product lineup Purchase Sell Newly-built condos Pre-owned condos House purchases Foreign real estate Land plots Pre-owned apartments Newly-built apartments Repeat purchases Sale of purchased property 2. Business model RENOSY Marketplace RENOSY Marketplace ecosystem *1) As of FY25.10 2Q *1)
28. 28 LTV Time Sell purchased properties Acquisition of new members RENOSY member Loyal customer Online inquiry Member registration Initial purchase Subscription Repeat purchase RENOSY Marketplace monetization points 2. Business model RENOSY Marketplace Maintaining contact with customers through owner apps and financial services to create loyal customers
29. 29 RENOSY Marketplace business model 2. Business model RENOSY Marketplace 2 1 4 3 184.7 billion yen Revenue Owner app Online Subscription Sales revenue Property purchase Stock Flow 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 21 days Inventory cycle 27 days *1) Virtuous cycle with network effect The revenue base is composed of flow and stock 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 flow and stock, enhancing our competitive advantage as a marketplace Online purchase Online sale Flow *1,2) Expansion of product lineup Managed properties 32,452 units *1) AI assessment Sale property information 3 trillion yen *1,3) *1) As of the end of October 2024 *2) Only pre-owned compact condominiums are included as properties *3) 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.
30. 30 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. Number of members from marketing impressions (people) Total number of members (people) As a result of efficient digital marketing, the total number of RENOSY stock members has increased to approximately 500,000 Number of stock members and impressions *1,2) 24,965 38,987 53,009 62,310 77,835 128,457 59,323 98,058 257,440 325,034 398,697 519,353 FY19.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10
31. 31 6,357 8,581 8,186 11,867 13,775 18,053 1,226 2,606 2,931 490 525 649 701 651 4 227 480 80 79 409 734 1,521 2,527 592 1,634 218 459 6,438 9,151 9,121 14,482 19,838 26,747 39,286 63,070 73,095 110,843 143,169 184,784 FY19.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 ② Expansion of transaction volume 2. Business model RENOSY Marketplace 注 1 ) *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 Revenue and gross profit (Million yen) *1,2) RENOSY Marketplace revenue Luxury apartments Newly-built compact condominiums Pre-owned compact condominiums Apartment Subscription (Domestic) Subscription (Overseas) Overseas Stacked bar chart: RENOSY Marketplace gross profit
32. 32 3,927 5,997 9,366 13,406 17,879 26,602 5,850 1,924 3,404 5,191 7,066 8,849 18,321 FY19.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 ③ Expansion of property management 2. Business model RENOSY Marketplace 注 1 ) 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) 32,452 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
33. 33 By focusing on matching high-quality properties, we can ensure the quality of the marketplace 843,698 1,389,864 1,826,826 2,338,692 3,003,736 7.1% 6.6% 6.0% 5.5% 5.2% FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 Amount of property information inflow/ property matching ratio *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. *3) Calculation method: Purchase amount ÷ property information acquisition amount 2. Business model RENOSY Marketplace ④ Expansion of circulation volume Amount of property information inflow (Million yen) Property matching ratio *1,2,3)
34. 34 4,146 2,879 4,947 6,564 8,885 9,151 9,121 14,482 19,755 26,747 61,793 73,095 110,843 143,169 184,784 RENOSY Marketplace full-year results trends FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 (Million yen) (Million yen) (Million yen) JGAAP IFRS JGAAP IFRS JGAAP IFRS FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 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 +32％ CAGR （FY20-FY24） +45％ CAGR （FY20-FY24） +21％ CAGR （FY20-FY24）
35. 35 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
36. 36 ITANDI
37. 37 Business overview 2. Business model ITANDI ITANDI operates in business domains such as rental management, rental brokerage, sales brokerage and data service Realtime website between real estate agents Marketing CRM support for sales brokerage Interactive voice response service to check on properties Suite of DX services for real estate agents Market research and analysis system for newly built condominiums Download service for data on condominiums Buy/Sell Rental Data Acquired in Jan. 2024 Acquired in Aug. 2024
38. 38 Buy/Sell domain Expansion of product lineup in the rental and buy/sell domains 2. Business model ITANDI In the rental domain, we will develop a comprehensive product lineup, and in the buy/sell domain, we plan to expand our product lineup by leveraging group synergies and expand our coverage area through development Rental domain Store visit Property confirmation Viewing booking Tenant application Contract Renewal/ termination Restoration Rental management Customer attraction Contact with sellers Appraisals Contact with buyers Buyer sales Showing Contract Performance / customer management Attraction of sellers Attraction of buyers Naikenyoyaku-kun Denshikeiyaku-kun Naisokouji-kun Nyukyoshakanri-kun Moushikomiuketsuke-kun Bukka-kun Nibyou-de-bukkaku Pamphlet cloud Mansion summary Kanri cloud
39. 39 Monetization point 2. Business model ITANDI By introducing multiple products from peripheral to core operations, we will promote the efficiency of business flows and continuously accumulate profits, maximize LTV and achieve low churn Time Accumulation of the number of products introduced by a single customer Expanding coverage ratio Product A Product A Product A Product B Product B Product C Promote DX by going deep into customers’ operations Maximizing LTV No. of products Product A Product B Product C Product D Overall coverage rate of workflow due to increase in number of new product introductions
40. 40 ITANDI business model 2. Business model ITANDI 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 Rental Product expansion Buy/Sell Platform model beyond SaaS
41. 41 33％ 29％ 11％ 27％ 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 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q Over 4 3 products 2 products 1 product ① Increase in number of customers 2. Business model ITANDI (Company) Total number of customers FY22.10 FY21.10 FY23.10 FY24.10 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 1Q, all SaaS products in ITANDI BB+, including "ITANDI Management Cloud" and "Naisoukouji-kun," as well as Housmart's "PropoCloud" and RENOSY X's SaaS products have been added to the calculation. For ITANDI BB+ SaaS products, the data was calculated retrospectively from FY21.10 1Q to FY23.10 4Q, so the data will differ from the data disclosed on and before FY23.4Q *2) Includes figures for Mercury from FY24.10 4Q. The Mercury values ​​added to each item are approximate values
42. 42 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 (%) 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 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 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 FY22.10 FY21.10 FY23.10 FY24.10 Avg. Last 12mos. 0.37% *1,2)
43. 43 ② Increase in share of ITANDI product usage 2. Business model ITANDI 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 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY22.10 FY21.10 FY23.10 FY24.10 The number of products introduced is increasing due to the growth of existing businesses and the expansion of products through M&A 注1) Number of products introduced (Product) *1,2) *1) From FY24.10 1Q, all SaaS products in ITANDI BB+, including "ITANDI Management Cloud" and "Naisoukouji-kun," as well as Housmart's "PropoCloud" and RENOSY X's SaaS products have been added to the calculation. For ITANDI BB+ SaaS products, the data was calculated retrospectively from FY21.10 1Q to FY23.10 4Q, so the data will differ from the data disclosed on and before FY23.4Q *2) Includes figures for Mercury from FY24.10 4Q. The Mercury values ​​added to each item are approximate values
44. 44 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 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 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 FY22.10 FY21.10 FY23.10 FY24.10 Applications using lifeline services Ongoing use of the online tenant application service promoted an increase in lifeline services *1)
45. 45 716,000 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 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 FY22.10 FY21.10 FY23.10 FY24.10 ITANDI BB page views have increased year after year, and network effects have grown exponentially *1)
46. 46 758 792 901 888 1,107 1,217 1,341 1,505 1,735 1,794 1,817 1,824 2,323 2,333 2,385 3,331 158 331 205 270 401 656 440 469 587 1,127 740 802 1,024 1,651 1,102 1,182 916 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 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY22.10 FY21.10 FY23.10 FY24.10 ARR trend 2. Business model ITANDI (Million yen) Lifeline services & Product pay-as-you-go fees SaaS monthly fee ARR ARR also grew significantly through the increase in online tenant applications *1) Annual Recurring Revenue, calculated by multiplying the month-end MRR at the end of each quarter by 12 *2) From FY24.10 1Q, all SaaS products in ITANDI BB+, including "ITANDI Management Cloud" and "Naisoukouji-kun," as well as Housmart's "PropoCloud" and RENOSY X's SaaS products have been added to the calculation. However, since this was not reflected in the breakdown of monthly SaaS fees, the data was calculated retrospectively in FY24.3Q to FY24.1Q and 2Q. For ITANDI BB+ SaaS products, the data was calculated retrospectively from FY21.10 1Q to FY23.10 4Q, so the data will differ from the data disclosed on and before FY23.4Q *3) Includes figures for Mercury from FY24.10 4Q. The Mercury values ​​added to each item are approximate values *1,2,3)
47. 47 84 1 281 702 1,316 610 934 1,698 2,695 3,645 812 1,170 2,046 3,202 4,513 ITANDI full-year results trends 2. Business model ITANDI FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 (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 +54％ CAGR （FY20-FY24） +56％ CAGR （FY20-FY24） +99％ CAGR （FY20-FY24）
48. 48 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 ①ARPU ②Customer 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 T ND ’s tenant recruitment support business headquarters as of the end of October 2024 / 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)
49. 3 Growth strategy and management indicators
50. 50 Medium-term Business Plan 2026
51. 51 Future vision FY24.10 – FY26.10 FY23 FY22 Medium-term Business Plan 2026 FY21 Carry out the structural reform for sustainable growth Towards a new growth track Making real estate transactions easily with 1-click 146.6 billion yen 2.1 billion yen 74.8 billion yen -0.04 billion yen The medium-term business plan was formulated to plot a new growth track based on structural reform for sustainable growth The position of the Medium-term Business Plan 2026 (FY24.10~FY26.10) (Announced June 13, 2024) 3. Growth strategy and management indicators Medium-term Business Plan 2026 Revenue 323 billion yen Business profit 10 billion 1 click!
52. 52 FY23.10 Actual FY24.10 Plan FY25.10 Plan FY26.10 Plan Consolidated Revenue 146,647 185,000 248,000 323,000 Growth rate 29.1% 26.2% 34.1% 30.2% Gross profit 22,622 30,030 41,000 54,100 Gross profit margin 15.4% 16.2% 16.5% 16.7% Business profit 2,173 3,700 6,000 10,000 Business profit margin 1.5% 2.0% 2.4% 3.1% 146,647 323,000 Revenue (Million yen) 2.2X FY23 FY26 (Plan) 22,622 54,100 2.4X FY23 FY26 (Plan) 2,173 10,000 4.6X FY23 FY26 (Plan) Gross profit (Million yen) Business profit (Million yen) CAGR 30% CAGR 34% CAGR 66% EPS growth (Yen) 27.5 135 5X FY23 FY26 (Plan) CAGR 70% Medium-term Business Plan 2026 Medium-term Business Plan 2026 (Announced June 13, 2024) 3. Growth strategy and management indicators Medium-term Business Plan 2026 (Million yen)
53. 53 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)
54. 54 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
55. 55 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
56. 56 702 890 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
57. 57 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
58. 58 Medium-term Business Plan 2026 progress status 3. Growth strategy and management indicators Medium-term Business Plan 2026 *1) Calculated based on the TAM of 1.5 trillion yen for the used compact apartment market at the time of the announcement of the “Medium-term Business Plan 2026” *2) LTM base *3) See latest earnings presentation for details RENOSY Market- place Online transaction Market share 20% 9.5% 13.9% Recognition rate 70% 40.1% 49.4% Subscription Managed units 50K 17K 38K Business profit margin (domestic) 25% 13.4% 23.6% ITANDI ITANDI Market share 37% 26.0% 28.3% No. of introduced products 15K 8K 14K Sales brokerage Market share 10% 0.6% 6.4% 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 6.0billion yen Data Data monetization Revenue 2billion yen 0billion yen 1.7billion yen Category Major KPI 41% 63% 94% 96% 33% 56% 88% 62% Progress Status As of FY25.2Q Target 21% FY24.10 FY26.10 100% *1,2) *3) *4) *2) The progress rate of key KPIs is generally on track, and efforts will continue toward early achievement As of FY23.10 Actual 33% 33% Present FY25.10 50% *2)
59. 59 Overseas business development and PropTech data business
60. 60 Illustration of overseas business model and profitability 3. Growth strategy and management indicators Overseas business development ⚫ Enter with solid stock businesses ⚫ Accumulate local expertise ⚫ Earn stable profits Stable earnings Steadily accumulate stock revenue Build a global platform and accelerate growth through network effects Property management Property procurement Step 1: Stock Step 2: Flow ⚫ Leverage acquired expertise ⚫ Develop incremental growth via highly profitable flow revenue Profit increase with flow High profit Step 3: Network effect expansion While securing stable revenue from stock businesses, we will invest know-how, knowledge and profits into flow business to accelerate growth and expand the network effect globally
61. 61 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 45, with overseas revenue growing around 15 times in the past two 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 45 locations - people 10people 62people 243 people - – million Approx. 0.25 billion 3.7 billion FY18.10 FY20.10 FY22.10 FY24.10 +40% +2,150% +292% +1,480% +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
62. 62 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 2024 *4) Figures as of July 2024; *5) Figures as of April 2024 281 companies *3) 860 companies / approx. 2,000 stores *5) 3,146 companies *5) 200 companies *5) 2,817 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 120,000 real estate companies nationwide, the company is already providing SaaS services to a total of approximately 7,400 customers *1,2)
63. 63 GA 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 FY24.10 *4) Calculated and estimated reference to the FY22 cancellation rate for those who ITANDI’s “Moushikomi uketsuke-kun” service based on the number of the contract Annual number of applications Revenue 184.7B yen Annual transaction amount Annual tenant application Moushikomiuketsuke-kun Approx. 7M units Approx. 1.5T yen Approx. 2.7M 1.1M Data held (FY24.10) C. 12% of transacted amount Data held (FY24.10) C. 41% of move-in applications GA 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 （FY24.10） 49％ of condominiums *1) *2) *4) *3)
64. 64 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
65. 65 M&A strategy and results
66. 66 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
67. 67 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 1,898 (Hundred million yen) FY24 FY23 FY22 FY21 FY20 FY19 FY18 201 392 630 748 1,135 1,466 Revenue
68. 68 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
69. 69 Improvement of KPI indicators from post-M&A to present 3. Growth strategy and management indicators M&A strategy and results 工事受注件数 1反響あたり売上高 営業利益 営業利益 営業利益 2.6x 2.8x 3.3x 8.6x 71 187 FY19.10 FY24.10 △51 392 FY19.10 FY24.10 3.1 8.9 FY19.12 FY24.10 126 411 FY20.6 FY24.10 117 1,006 FY21.10 FY24.10 Improved performance of M&A target companies in the past in a speedy manner Number of construction received Operating profit Sales per response Operating profit Operating profit After joining the group (Million yen) Became profitable (Million yen) (Ten thousand yen) (Contracts) (Million yen) Before joining the group
70. 70 213 461 812 1,170 2,046 3,202 4,513 5,900 *1) ITANDI‘s annual revenue in FY18.5 before joining GA Group was compared with ITANDI segment annual revenue (forecast) in FY25.10*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 30%+ as of October 24, 2024 were selected as reference companies. Estimated PSR range for the domestic SaaS industry to be 4-6x by referring to the median expected PSR (5x) for each company, which was calculated by dividing the market cap as of October 24, 2024 by the Bloomberg Consensus. The references and estimated PSRs are as follows: Kanamic Network (3939) 5.2x, Money Forward (3994) 6.6x, Appier Group (4180) 4.7x, SpiderPlus (4192) 3.2x, BASE (4477) 1.7x, Freee (4478) 4.9x, Medley (4480) 4.3x*4) Added Housmart's PropoCloud and 2byo-de-bukkaku in FY24.10 1Q 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 (FY24.10) (Million yen) (Million yen) 2,800 5,900 4.0 - 6.0 times 23,600 - 35,400 8.4 - 12.6 times ARR (million yen) Cumulative number of customers (Companies) Churn rate (%) Unit economics (Multiplier) No. of products (Units) 509 800 1,125 1,917 252 566 1,135 1,893 6 10 10 11 0.73 0.43 0.47 14.0 28.0 25.5 - - 4,513 4,503 12 0.37 41.0 2,529 2,681 12 0.59 26.2 *4) FY18.5 FY19.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 FY25.10 (Plan) 27.6 times Annual revenue *1) (Million yen) Equity value…(1) FY25.10 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
71. 71 Trend of non-organic gross profit ratio 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 FY17.10 FY18.10 FY19.10 FY20.10 FY21.10 FY22.10 FY23.10 FY24.10 Non-organic gross profit Organic gross profit Non-organic ratio Non-organic gross profit as a percentage of total gross profit increased to 42.6% in 8 years Non-organic gross profit CAGR is high at 136% *1) Calculated under JGAAP from FY10/2017 to FY10/2020, and under IFRS from FY10/2021 onward. Organic revenue is the sum of revenue of existing compact condominiums and subscriptions, and non-organic revenue is the sum of revenue from other businesses *1) Non-organic revenue CAGR （FY17~FY24） (Million yen) +136% 3. Growth strategy and management indicators M&A strategy and results 98.2％ 98.8％ 91.3％ 87.8％ 78.4％ 67.1％ 8.7％ 12.2％ 21.6％ 16,519 10,234 9,861 3,522 6,850 1,753 1.2％ 58.9％ 22,622 41.1％ 32.9％ 1.8％ 57.4％ 42.6％ 30,734 Non-organic to gross profit ratio trend *1)
72. 72 Finance strategy and management indicators
73. 73 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
74. 74 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
75. 75 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 Acquisition of treasury shares 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” ⚫ Agile implementation based on the Company’s share price level, the market environment, capital costs, and capital reserves Disciplined capital allocation High Priority
76. 76 CCC (Cash Conversion Cycle) 15.3days 20.5days 21.0days 0.5days (Million yen) FY22.10 FY23.10 ① FY24.10 ② Amount of change ② - ① Current assets Cash & cash equivalents 11,842 17,452 19,325 1,873 Inventories*2) 8,056 10,183 13,950 3,767 (Turnover period*3) (20.6days) (26.8days) (27.7days) (0.8days) Trade receivables*4) 667 867 1,253 386 (Turnover period*3) (1.5days) (1.9days) (2.0days) (0.1days) Others 2,296 2,637 4,100 1,463 Non-current assets 32,348 30,210 38,419 8,209 Total assets 55,211 61,352 77,049 15,697 Liabilities Trade payables*5) 2,073 3,516 4,070 554 (Turnover period*2) (6.8days) (8.2days) (8.7days) (0.5days) Others 33,832 37,250 49,813 12,563 Equity Share capital 7,238 7,262 7,372 110 Retained earnings -33 989 2,745 1,756 Others 12,100 12,332 13,047 715 Total liabilities and equity 55,211 61,352 77,049 15,697 Summary of balance sheet 3. Growth strategy and management indicators Finance strategy and management indicators Low working capital (Strict control of Cash Conversion Cycle 〈CCC 〉 ) Stable financial base (Sound capital-to-asset ratio) Shareholder return policy (Total shareholders return (TSR)) *1) *6) *7) *1) For FY23.10 and FY24.10, the Company is finalizing the provisional accounting treatment for the business combination, and each figure for the fiscal year ending October 31st, 2023 and the fiscal year ending October 31st, 2024, 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)
77. 77 19,302 20,559 22,823 11,842 17,452 19,325 35％ 34％ 30％ 24% 29% 34% 39% 44% 49% 54% 59% 0 5,000 10,000 15,000 20,000 25,000 FY22.10 FY23.10 FY24.10 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 FY23.10 and FY24.10, the Company is finalizing the provisional accounting treatment for the business combination, and each figure for the fiscal year ending October 31, 2023 and the fiscal year ending October 31, 2024, 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
78. 78 We consider long-term increase of share price is essential that we prioritize the most on revenue growth to maximize future cash flow. While in the short-term, the payment of the dividend is not decided from shareholder return perspective 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 In the short-term, the payment of the dividend is not decided from shareholder return perspective. However, is will be considered in the future 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
79. 79 Medium-term target FY24.10 Actual FY23.10 Actual Capital-to-asset ratio Cash Conversion Cycle （CCC） Revenue growth rate Gross profit margin Continuous revenue 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 29.1% 56.5% 20.5days 34% 15.4% 29.5% 40.9% 21.0days 30% 16.2% 12.4% 9.3% *1) For FY23.10 and FY24.10, the Company is finalizing the provisional accounting treatment for the business combination, and each figure for the fiscal year ending October 31, 2023 and the fiscal year ending October 31, 2024, 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 20% ｰ
80. Appendix 4
81. 81 GA Group’s value creation story
82. 82 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
83. 83 Building a world leading company that inspires and impresses people with the power of technology and innovation 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 3.6 billion Net assets 23.1 billion Growth investment Digital marketing Employees (non-consolidated/consolidated) Domestic and overseas bases Tech engineers*1) Global personnel*1) 7 countries 51 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 2.5 billion 5.3 billion 265 243 655/1,487 189.8 billion 30.7 billion 21 days 36% 100% 3.9 billion 18% 18% 16% 29% Value creation model 4. Appendix GA group’s value creation story
84. 84 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 41.1％ 42.6％ M&A non-organic ratio (Non-organic gross profit ratio) Stock business gross profit 4.2billion 7.8billion 5,621deals 6,658deals FY23 FY24 Value creation process:Approach to enhancing enterprise value through business strategies 4. Appendix GA group’s value creation story
85. 85 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 (FY24) ･ 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% 97% 60% 18% Value creation process: Approach to enhancing enterprise value through HR strategies 4. Appendix GA group’s value creation story Achievements in personnel promotion YoY +7% Promotion (Position) Promotion (Grade) YoY +21% Provision of growth opportunities 55 times Number of In-house training Total number of participants 430 people Women: Men: *1) Includes group companies with the same personnel system as GA alone. Conducted twice a year. *2) GA alone. Percentage of women in managerial positions or above *1) *2)
86. 86 ESG / Sustainability
87. 87 ・ 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
88. 88 The Group proclaims Our Ambition as “Building a world leading company that inspires and impresses people with the power of technology and innovation”. 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
89. 89 Environment conscious business activities After Before Reduction of 11.77 million sheets of paper for the entire group (one year from April 1, 2023 to the end of March 2024) 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 14.99 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 Paperless transactions through real estate DX leading to decrease of approx. 14.99 million sheets of paper annually Efforts for ESG ～Environment～ 4. Appendix ESG / Sustainability Consideration for the global environment
90. 90 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 3 stars as “eruboshi certification” Received an award in the climate creation category at the famione Conference Certified as Health and Productivity Management Organization 2024 (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
91. 91 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. 4 internal directors President, Representative Director, Executive Officer and CEO Ryo Higuchi Fumio Sakurai Vice President, Director, Executive Officer and CSO 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) 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)
92. 92 ESG data 4. Appendix FY24 FY24 FY24 Scope1 0 Scope2 455 Scope1,Scope2 total 455 Electricity consumption (kwh) 957,275 CO2 emissions per sales （t/hundred million） 0.0024 Number of directors 8 people Number of female directors 1 people Ratio of outside directors 62.5% No. of employees 1,169 people 1,371 people 1,743 people No. of full-time employees 967 people 1,090 people 1,487 people No, of non-full-time employees 202 people 281 people 256 people Percentage of female employees 38.5% 40.1% 38.4% Average age (full- time employees) 30.49 years old 31.27 years old 31.60 years old Childcare leave usage rate (by gender) Male：45.8% Female：100% Male：80.0% Female：100% Male：96.5% 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 15.6% 17.3% 13.6% Ration of female in leadership positions 15.7% 23.8% 18.3% FY23 FY22 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) Non-consolidated number of GA technologies *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)
93. 93 Company overview 4. Appendix Established March 12, 2013 Head Office 40F Sumitomo Fudosan Roppongi Grand Tower, 3-2-1 Roppongi, Minato-ku, Tokyo Capital 9,938,101,016 yen (April 30, 2025) Number of employees*1) 1,645 people (April 30, 2025) Business Description ・Development and operation of the AI real estate investment service RENOSY ・Development of SaaS type of BtoB PropTech products Directors President, Representative Director, Executive Officer, and CEO: Ryo Higuchi Vice President, Director, Executive Officer, and CSO: 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: Tomohisa Matsuba, Toshiro Kuwahara, AI Shoji *1) Excluding officers, contract employee, part-time workers, and interns at consolidated subsidiaries.
94. 94 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/ir/