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GA technologies Co.,Ltd. Corporate Story

GA technologies
December 11, 2024

GA technologies Co.,Ltd. Corporate Story

GA technologies

December 11, 2024
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  1. 3 Table of contents P. 4 P. 21 P. 46

    P. 77 1. Company highlights 2. Business model 3. Growth strategy and management indicators 4. Appendix
  2. 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 Net revenue 31.8 billion yen Core business profit margin 12.7% 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. • Degree of satisfaction with revenue • Degree of satisfaction with support system • Rate of usage by real estate agencies (for 2 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 1,487 • People's Republic of China • Taiwan • Hong Kong No. 1 in rate of usage by real estate agencies for 2 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) *1) *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)
  3. 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
  4. 7 ④ Growth trajectory Unique business model with high entry

    barriers 1. Company highlights Growth Driver Profitability Productivity Management Investment High Development Property sales High ①Market size ②Timing ③Technology Traditional firms Business practices Laws Scattered small companies Barriers of transformation Leasing 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 ③ Technology ② Timing ① Market size Online Real Estate
  5. 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
  6. 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
  7. 10 FY24.10 results FY23.10 results 注1) Achieving sales growth in

    a short period of time with the strength of Online 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 Online 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
  8. 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 363.1 34.0 2 RAKUS CO LTD Cloud business 360.0 40.1 3 Appier Group INC Whole company 303.0 35.0 4 CYBOZU INC Cloud-related business 279.6 32.0 5 FREEE KK Whole company 262.3 18.5 6 INFOMART CORP Whole company 260.9 26.8 7 PLUS ALPHA CONSULTING CO LTD Whole company 141.6 13.6 8 SMS CO LTD Elderly Care Operators (Kaipoke) 116.8 25.2 9 BENGO4.COM INC Whole company 113.0 24.0 10 SAFIE INC Whole company 107.6 40.1 11 PLAID INC Consolidated 102.3 26.4 12 KAONAVI INC Whole company 95.1 25.1 13 HENNGE KK HENNGE ONE business 86.7 29.2 14 kubell Co Ltd Chatwork business 81.6 24.6 15 SMAREGI INC Monthly fee of Cloud Services 73.8 25.1 16 MEDLEY INC Medical platform 66.0 29.2 17 PKSHA Technology Inc CloudSign 65.3 24.6 18 SORACOMINC Recurring 64.1 38.8 19 Link and Motivation Inc Motivation Cloud series 61.6 41.6 20 Human Technologies, Inc. Whole company 55.0 15.0 21 ULURU.CO.,LTD Whole company 51.1 16.7 22 YAPPLI INC App platform business 45.4 23.8 23 ITANDI Whole company 45.1 71.8 24 WANTEDLY INC Flow revenue 44.6 27.7 25 AI INSIDE INC Recurring 41.6 19.7 26 TEAMSPIRIT INC Whole company 40.0 14.1 27 NULAB INC/JAPAN Whole company 39.9 11.8 28 SPIDERPLUS & CO ICT business 39.6 6.2 29 TEAMSPIRIT INC Whole company 38.4 6.2 30 Finatext Holdings Ltd Whole company 35.8 19.0 93.8%注1) 95.3%注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
  9. 12 1. Company highlights ① Market size: Growth expansion image

    for the world that GA Group aims for No. of rental units under management nationwide 19.25M units *1) Market size used in formulating the Medium-term Business Plan 2026 announced in June 2024. *2) Estimated based on Tokyo Kantei Co., Ltd.'s "Press Release: Capital Area New and Used Condominium Market" (January 2021), Tokyo Kantei Co., Ltd.'s "Press Release: Market Trends for New and Used Condominiums (Capital Area)" (May 2021), registered property data from the East Japan Real Estate Transaction Organization, and the performance of the top 10 investment real estate companies. *3) Compiled from the Ministry of Internal Affairs and Communications and the Ministry of Economy, Trade and Industry's "2016 Economic Census - Activity Survey Results." *4) The numerator used is our company's sales revenue (actual or forecast) from used compact condominiums. *5) Market share is calculated by adding our company's number of managed units (number of subscription contracts) to the number of managed units managed by rental management companies that have been introduced to ITANDI’s “Moushikomiuketsuke-kun” (actual or forecast). RENOSY Marketplace (Pre-owned compact condominiums) Rental management DX Market Investment properties ¥1.5 T FY28 ・Expansion of buying and selling within the Marketplace Expansion of repeat buyers Promotion of Seller DX ・Expansion of recognition ・Enactment of the revised Real Estate Brokerage Act Promotion of Purchaser DX ・Use of digital marketing 2.5% (¥37.5B) FY24 FY19 ・Expansion of units managed through M&A ・Deposit transfer Promotion of M&A Expansion of third party ・Expansion of third party by ITANDI Start of rental DX ・First party ・M&A of ITANDI (rental management DX) FY28 FY24 FY19 0% (3,927 units) 28.7% (¥184.7B) (¥430B) 12.3% 47.1% 27.3% (9,070K units) (5,270K units) Revenue Units under management GA Group's strategy to expand market share *4) *5) *1,2) *3) ④ Growth trajectory ③ Technology ② Timing ① Market size
  10. 13 2021: Digital reform bills enacted, including amendments to the

    Real Estate Brokerage Act The Arrival of Online Real Estate With the legal reform in 2022, online real estate transactions became possible, making us a pioneer and leading company in the “Online Real Estate" industry The birth of Online Securities 1998: Matsui Securities 2022 2021 2008 2000 1998 The birth of Online Insurance 2008: Lifenet Insurance Company 2008: AXA Direct Life Insurance The birth of Online Banking 2000: Japan Net Bank (now PayPay Bank) Online Securities Online Banking Online Insurance Online Real Estate May 2022: Digitization of various contracts, including real estate sales contracts and explanations of important matters *1) *2) *3) *4) *1) See Matsui Securities website (www.matsui.co.jp/first/merit/history/) *2) See Japan Net Bank website (www.japannetbank.co.jp/company/15th/) *3) See Lifenet Insurance Company website (www.lifenet-seimei.co.jp/profile/history/) *4) See AXA Direct Life Insurance website (www.axa-direct.co.jp/company/official_info/pr/2019/190125.html) ② Timing: The advent of Online Real Estate 1. Company highlights ④ Growth trajectory ③ Technology ② Timing ① Market size
  11. 14 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
  12. 15 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 Association of Real Estate Agents “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, Infrastructure, 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
  13. 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) 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 1. Company highlights ④ Growth trajectory ③ Technology ② Timing ① Market size ④ Growth trajectory ③ Technology ② Timing ① Market size
  14. 17 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
  15. 18 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 2 consecutive years Rate of usage by real estate agencies No.1 for 2 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
  16. 19 1,888 -454 1,020 2,173 4,056 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) In FY23.10, the Company finalized the provisional accounting treatment for the business combination, and each figure for the fiscal year ended October 31, 2022, reflects the details of the finalization of the provisional accounting treatment. (Million yen) (Million yen) (Million yen) +32% CAGR (FY20-FY24) +33% CAGR (FY20-FY24) +21% CAGR (FY20-FY24) ④ Growth trajectory ③ Technology ② Timing ① Market size ④ Growth trajectory ③ Technology ② Timing ① Market size
  17. 20 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
  18. 23 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
  19. 24 RENOSY building an ecosystem Expansion of product lineup to

    meet a wide range of needs RENOSY Marketplace ecosystem 510,000 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
  20. 25 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
  21. 26 An increase in the number of members will lead

    to an increase in transaction volume and the number of properties managed, which will further increase the number of sales, strengthening network effects as we aim to establish our position as a marketplace RENOSY Marketplace business model 2. Business model RENOSY Marketplace *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 2014, AI valuation amount, and balance of assets under management at RENOSY ASSET MANAGEMENT. Purchase information received from real estate companies is calculated by multiplying the number of property information acquisitions by the average sales amount for each year. Quality and quantity- guaranteed marketplace Matching 4 days CCC 21 days Inventory cycle 27 days 2 Expansion of RENOSY members 1 Digital marketing Number of inquiries: Approx. 100,000/year Improved customer experience for seller and buyer 4 Expansion of property management 3 Online purchase Managed properties 32,452 units Owner app Online subscription Stock 184.7 billion yen Flow Expansion of product lineup Online sale Flow 3 trillion yen Sale property information AI assessment *1) *1,2) *1) *1,3) *1) Revenue Virtuous cycle with network effect Expansion of transaction volume Approx. Expansion of circulation volume
  22. 27 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 510,000 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
  23. 28 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
  24. 29 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
  25. 30 By expanding our customer base, we are able to

    obtain information on a wide range of properties on the supply end, and by focusing on purchasing 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 Property information acquisition amount / property procurement 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: Property information acquisition amount ÷ purchase amount 2. Business model RENOSY Marketplace ④ Expansion of circulation volume Property information acquisition amount (Million yen) Property procurement ratio *1,2,3)
  26. 31 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)
  27. 32 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
  28. 34 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
  29. 35 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
  30. 36 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
  31. 37 ITANDI business model 2. Business model ITANDI The increase

    in the number of adopting companies and product usage will lead to an increase in the number of listed properties on ITANDI BB and page views, generating platform power with exponential profit growth potential Expansion of business domain Increase in number of customers 1 Increase in usage of ITANDI products 3 Increase in 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
  32. 38 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
  33. 39 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)
  34. 40 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
  35. 41 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)
  36. 42 716,000 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)
  37. 43 758 792 901 888 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)
  38. 44 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)
  39. 45 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 ITANDI’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)
  40. 48 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!
  41. 49 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)
  42. 50 Core business profit margin Aim for core business profit

    margin of approximately 20% 17.9% 9.4% 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 23,130 30,960 42,300 55,900 Growth rate 34.2% 33.9% 36.6% 32.2% Business profit 2,173 3,700 6,000 10,000 Core business profit margin 9.4% 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)
  43. 51 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
  44. 52 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
  45. 53 702 890 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
  46. 54 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
  47. 55 Medium-term Business Plan 2026 progress status 3. Growth strategy

    and management indicators Medium-term Business Plan 2026 RENOSY Market- place Online transaction Market share 20% 9.5% 12.3% Recognition rate 70% 40.1% 49.9% Subscription Managed units 50K 17K 32K Business profit margin (domestic) 25% 13.4% 17.6% ITANDI ITANDI Market share 37% 26.0% 27.4% No. of introduced products 15K 8K 13K 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 3.7billion yen Data Data monetization Revenue 2billion yen 0billion yen 1.4billion yen Category Major KPI Progress status As of FY24.10 Target FY24.10 FY25.10 FY26.10 100% 50% *1) *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) P. 29 Number of subscription contracts *3) See P. 53 *4) P. 40 Number of products introduced *5) See P. 58 *2) *3) *4) *3) *5) As of FY23.10 Actual Progress for all major KPIs are on track, mostly progressing as planned in the first year of the medium-term plan 27% 45% 36% 72% 33% 29% 72% 62% 13% 33% 33% Present
  48. 57 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
  49. 58 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 243people - – million Approx. 0.25billion 3.7billion 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
  50. 59 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)
  51. 60 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)
  52. 61 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
  53. 63 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
  54. 64 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
  55. 65 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
  56. 66 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 3.2 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
  57. 67 213 461 812 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
  58. 68 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)
  59. 70 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
  60. 71 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
  61. 72 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
  62. 73 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 4,173 1,536 Non-current assets 32,348 30,210 38,427 8,217 Total assets 55,211 61,352 77,130 15,778 Liabilities Trade payables*5) 2,073 3,516 4,102 586 (Turnover period*2) (6.8days) (8.2days) (8.7days) (0.5days) Others 33,832 37,250 49,776 12,526 Equity Share capital 7,238 7,262 7,372 110 Retained earnings -33 989 2,831 1,842 Others 12,100 12,332 13,047 715 Total liabilities and equity 55,211 61,352 77,130 15,778 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, the Company is finalizing the provisional accounting treatment for the business combination, and each figure for the fiscal year ending October 31st, 2022, 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)
  63. 74 19,302 20,559 22,843 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, the Company is finalizing the provisional accounting treatment for the business combination, and each figure for the fiscal year ending October 31st, 2022, 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
  64. 75 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
  65. 76 Medium-term target FY24.10 Actual FY23.10 Actual Capital-to-asset ratio Cash

    Conversion Cycle (CCC) Revenue growth rate Consolidated gross profit ratio 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 ratio 20% ー 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% 12.7% 9.3%
  66. 79 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
  67. 80 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 23.2 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% 4.0 billion 22% 18% 16% 29% Value creation model 4. Appendix GA group’s value creation story
  68. 81 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
  69. 82 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% 15% 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)
  70. 84 ・ 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
  71. 85 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
  72. 86 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
  73. 87 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
  74. 88 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 5 independent outside 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 Saori Sato Outside Director (Auditory and supervisory committee member) 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
  75. 89 Property suggestions Sales Division Finance Division Financial Institutions Submit

    screening information via My Page In-house developed loan screening support system Chinese Wall (loan screening that does not pass through the Sales Division) Guaranteed high security by no human operation after the submission of screening information from the customer RENOSY License granted to those who complete training In addition, the strengthening of training for Sales Division managers Real Estate Notary National qualification in real estate dealing Regular follow-ups Implemented once every 2 weeks Also holding occasional compliance training Customer Preventing the occurrence of significant complaints etc. Customer Contracts Division Sales Division Property contract Property suggestions Owner (customer) Outsourced third-party organization Call center Utilizing apps Contracts Division Providing sufficient explanation, confirming level of understanding of content, etc. Our loan screening and governance/compliance measures when entering into a contract 4. Appendix Finance Division independent of Sales Division 1 Linking information to prevent falsification in in-house 2 Training for the Sales Division from in- house lawyers and those in business divisions working full-time in judicial affairs Implemented once every 3 months 3 Property contracts by a specialist contracts team that differs from the Sales Division in that its members hold real estate licenses 4 When entering into contracts, using third-party organizations to provide explanations and confirm levels of understanding 5 Regular contact with owners (customers) regarding their concerns and to check their circumstances (utilizing call centers and apps) 6
  76. 90 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% 15.7% 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)
  77. 92 Items Major Risks Potential of being actualized and timing

    Revealed impact when actualized Risk Countermeasures Business environment: About the real estate transaction market In the real estate industry, to which our group belongs, is affected by trends in the real estate transaction market due to changes in economic trends, interest rate levels, land price levels, etc. Therefore, trends in the real estate transaction market may affect our clients' willingness to invest in real estate, which in turn may affect our group's business performance and the financial position. Middle/ mid-to-long term High We recognize that there is a reasonable possibility that such risks may materialize due to a cooling down of the real estate transaction market. In order to reduce these risks, our Group monitors trends in the real estate market and strives to build a system that can respond flexibly to such trends. Business Activities and Services Offered: About the competition In the real estate industry, to which our group belongs, there are many competitors. We also recognize that the M&A brokerage business is a business with comparatively low barriers to entry as no licenses or permits or qualifications are required. If we are unable to differentiate ourselves sufficiently due to the entry of other companies into the market and competition intensifies, our business performance and financial position may be affected by price competition, customer defection, a decrease in the number of sales, and an increase in procurement prices. Middle/ mid-to-long term High We recognize that there is a reasonable possibility that such risks may materialize due to increasing competition. In order to reduce these risks, our Group is using “RENOSY,” a comprehensive real estate platform utilizing IT, to differentiate itself from other companies. Moreover, in the M&A brokerage DX business, we will seek to differentiate ourselves from our competitors by using the knowhow we have accumulated in real estate DX in areas, including the utilization of AI. We intend to continue to strengthen our differentiation from other companies by improving the functions of "RENOSY“, through DX of the M&A brokerage and other measures. Business Activities and Services Offered:When the rental property is vacant Our group provides a whole range of services, including leasing and management of investment properties that we have sold, and we have rent guarantee contracts with our clients who have purchased investment properties for a portion of such rental properties in the case of vacancies. Although our group has taken measures to reduce the vacancy rate, if vacancies increase, the cost of rent guarantees may increase, which may affect our group's business performance and financial position. low/ mid-to-long term High We believe that this risk is unlikely to materialize because the investment properties we sell are condominiums for single persons located close to train stations in major metropolitan areas in Japan, mainly Tokyo, but the risk may change in the future as the demographics of Japan change over the medium to long term. However, we consider that there is a possibility that such risks may change in the future as Japan's demographics change over the medium to long term. In order to reduce these risks, we are taking various measures, such as using AI technology to identify and sell investment properties with low vacancy risk and restore them to their original condition in a short period of time. Business Activities and Services Offered:About Technological innovation, etc. The IT technology field in which RENOSY provides its services is rapidly advancing and if our group's technology or services were to lose competitiveness due to technological innovation beyond our group's expectations, our group's business performance and financial position could be affected. low/ mid-to-long term High Although we always try to operate our business by introducing the most advanced IT technology to our services, we recognize that the direction and speed of technological progress in IT technology are difficult to predict and that there is a reasonable possibility that such risks will materialize. To reduce such risks, we take measures such as continuously hiring engineers with the latest technology and conducting continuous company training. Business Activities and Services Offered:About Securing and training human resources Since our group has both online and actual operations, we recognize that hiring and training excellent personnel for future business expansion and securing the number of personnel needed for business growth are critical issues. However, there is a possibility that we may not be able to secure the necessary human resources, or that the human resources we have trained may not be able to fully contribute to our group's business. In such cases, our group's business performance and financial position may be affected. low/ mid-to-long term High We recognize that there is always a certain degree of possibility that such risks may occur, and that if such risks do occur, they will have a commensurate impact on the growth of our group in particular. In order to reduce these risks, Our group's policy is to actively recruit personnel from a wide range of employment channels and to develop human resources through training programs and other means. Business Activities concerning business development overseas The Group is currently conducting business in Thailand and China and is considering expanding into Singapore and other Southeast Asian and North American countries in the future. In conducting business overseas, various factors, such as legal systems, business practices, labor-management relations, economic trends, and exchange rate fluctuations that differ from those in Japan, as well as other political and social factors, are expected to arise, which may affect the Group's performance. Middle/ mid-to-long term High There is always a certain degree of possibility that such risks will occur, and we recognize that if they do occur, there will be a corresponding impact, particularly on the growth of our Group. In order to reduce these risks, our Group believes that we can do so by establishing a governance system after expanding overseas and by establishing a system for timely understanding changes in legal systems, political, economic, and social conditions. * For other risks, please refer to " Business and Other Risks" in the Securities Report. Perceived risk ① 4. Appendix Perceived risk and countermeasures
  78. 93 * For other risks, please refer to " Business

    and Other Risks" in the Securities Report. Perceived risk ② 4. Appendix Perceived risk and countermeasures Items Major Risks Potential of being actualized and timing Revealed impact when actualized Risk Countermeasures Business activities and services offered:About legal risks In the real estate industry, to which our group belongs, is subject to legal regulations such as the “Real Estate Brokerage Act,” “Construction Business Act,” “National Land Use Planning Act,” “Building Standards Act,” “City Planning Act,” “Act on Building Unit Ownership, etc.,” “Act on Advancement of Proper Condominium Management,” “Act on Land and Building Leases” and “ Act on Proper Management of Rental Housing, etc.” etc. Our group is committed to complying with these legal regulations. Although our group strives to comply with these legal regulations, the occurrence of legal violations or the enactment of new laws or amendments to laws and regulations could restrict the Group‘s business activities and affect the Group’s operating results and financial position. The M&A brokerage business is currently not subject to much restriction by the regulatory authorities such as permits and licenses; however, M&A transactions are likely to be impacted by various laws and regulations including the Financial Instruments Act, the Companies Act and various tax laws. The enactment, revision or abolition of laws and regulations in the future that impacts the expansion or promotion of M&A transactions may affect the business results and financial position of the Group. Our group has obtained the following permits and licenses in the course of conducting business activities, and there are currently no reasons for the revocation of any of these permits or licenses. However, should these permits or licenses be revoked for any reason in the future, the Group's business performance and financial position could be affected. low/ mid-to-long term High The Legal Division leads the company's efforts to comply with various legal regulations, and the Risk Management and Compliance Committee promotes risk management and compliance plans. Therefore, we consider the likelihood of such risks materializing to be low. However, we recognize the risk of legal infringement as an extremely important risk that could lead to extremely serious problems. In order to reduce such risks, the Legal Department as well as the Compliance Sub- committee, which is directly under the Risk Management and Compliance Committee, is constantly updating itself on revisions to laws and regulations of each company, and at the start of new businesses, the Legal Department has established a system of compliance checks and checks in cooperation with outside attorneys to prevent violations of law and other regulations. In addition, the Legal Department plays a central role in regularly conducting compliance training related to each department and group company to raise awareness of compliance within the Group. Business activities and services offered:About information management The Group holds personal information of its members and owners and is subject to the "Act on the Protection of Personal Information". In addition, RENOSY X Co., Ltd develops systems on order and provides services to financial institutions, and is required to establish and operate a system that complies with the "FISC (Financial Information Systems Center)" security standards. If such information were leaked for any reason, the RENOSY Group's business performance and financial position could be affected due to loss of trust, suspension of transactions, claims for damages, etc. low/ mid-to-long term High Our group has established and is operating a personal information protection management system, and its subsidiaries that develop systems have established and are operating a management system that satisfies the FISC security standards and IS027001. Although the likelihood of such risks materializing is low, we recognize the possibility of an extremely serious problem if an information leak were to occur. Our group has acquired Privacy Mark and ISMS certifications, and is taking measures to continuously educate employees on the importance of handling various types of information through in-house training and other means. M&A Our group's policy is to continue to conduct mergers and acquisitions as necessary when it is an effective means of continuously increasing corporate value or when significant synergistic effects can be expected, such as establishing superiority in the market in a short period of time. However, if there are inadequacies in the research and considerations, or if there are significant changes in the market environment or competitive environment after the acquisition, the acquired business may not develop as planned, or the invested funds may not be recovered, and goodwill impairment or additional expenses may be incurred. In such cases, the group's performance, growth prospects, and business development may be significantly affected. low/ mid-to-long term High As our group continuously conducts M&A, we recognize that there is a small possibility that such risks may materialize. In accordance with investment management regulations, our group thoroughly examines market trends, customer needs, other company’s performance, financial condition, technological superiority, market competitiveness, and our group's business portfolio of the counterparty company, etc. In addition, the Investment Committee is held to select investment targets, determine research policies, and conduct research and examination in making investment decisions. The Company recognizes that such risks can be reduced by holding investment committee meetings to select investment targets, determine research policies, and conduct research and examination in making investment decisions.
  79. 94 List of major Group Companies 4. Appendix Company name

    Shareholding ratios Date of acquisition/establishment Business ITANDI Inc. 100% November 2018 Provision of ITANDI BB+, the SaaS series for rental companies, and ITANDI BB, an inter-agency website Modern Standard Inc. 100% January 2020 Provides luxury rental brokerage and real estate transaction services, mainly dealing in luxury condominiums and tower condominiums in Tokyo RENOSY FINANCE Inc. 100% Established: November 2018 Provides a one-stop lending service for renovation expenses for real estate owners RENOSY X Inc. 100% Established: November 2019 Develops and operates the MORTGAGE GATEWAY by RENOSY mortgage loan application platform service, etc. RENOSY ASSET MANAGEMENT Inc. 100% November 2018 Various management plans by subscription (flat-rate usage) for real estate owners Shenjumiaousuan Inc. 100% October 2020 Operates the Shenjumiaosuan Co., Ltd. platform for matching investors in Greater China with real estate in Japan GA technologies (Shanghai)Co., Ltd. 100% October 2020 Provides technical services, technical development, technical consulting, etc. in the areas of information technology and computer technology Partners Co., Ltd. 100% June 2021 Real estate Seller DX services on the online real estate marketplace RENOSY Ricordi Inc. 100% March 2022 Services utilizing newly built compact condominiums RENOSY (Thailand) Co.,Ltd. 100% May 2022 Operation of rental platform “dearlife” for expatriates in Thailand MtechA Inc. 100% Established: August 1, 2022 Provides the MtechA M&A brokerage service that enables DX using AI and other technologies Dangonet Co., Ltd. 100% September 2022 Development and operation of Chintai Meijin, core software for rental management business Spica Consulting Inc. 51.5% July 2023 Provides completely industry-specific M&A brokerage services Core Asset Management Inc. 100% December 2023 Various management plans by subscription (flat-rate usage) for real estate owners Housmart Inc. 100% January 2024 Operation of PropoCloud, real estate sales support SaaS RW OpCo, LLC 100% March 2024 Develops the Renters Warehouse online investment property marketplace and provides property management services GA technologies Taiwan Co., Ltd. 100% Established: March 2024 Provides RENOSY services to investors in Taiwan MERCURY Inc. 55.4% August 2024 Operates Realnet, a real estate marketing platform that uses large volumes of real estate data with the latest technologies, and provides marketing services, including market surveys and analyses and sales support, in the real estate industry RENOSY Malaysia SDN. BHD. 100% Established: September 2024 Operates rental brokerage business for expatriates and real estate sales and management business in Malaysia *1) *2) *3) *5) *1) Indicates the month and day of the acquisition unless it says "established"*2) In April 1, 2024, the Company name was changed from RENOSY PLUS Co., Ltd.*3) Company name changed from Regal Lease Guarantee Corporation to RENOSY ASSET MANAGEMENT Corporation in May 2020*4) 100% of voting rights are indirectly held by the Company*5) As of the end of August 2024 *4)
  80. 95 Company overview 4. Appendix Established March 12, 2013 Head

    Office 40F Sumitomo Fudosan Roppongi Grand Tower, 3-2-1 Roppongi, Minato-ku, Tokyo Capital 7,372,966,541 yen (October 31, 2024) Number of employees*1) 1,487 people (October 31, 2024) Business Description ・Development and operation of the online real estate investment service brand 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 Outside Director: Ken Kutaragi, Piotr Feliks Grzywacz Outside Director Audit and Supervisory Committee Member: Tomohisa Matsuba, Toshiro Kuwahara, Saori Sato *1) Excluding officers, contract employee, part-time workers, and interns at consolidated subsidiaries.
  81. 96 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 :[email protected] :https://www.ga-tech.co.jp/ir/