--- title: FY26/4 Full-Year Financial Results and FAQ date: 2026-07-24 company: Timee, Inc. ticker: 215A type: IR-Financial-Results lang: en --- # FY26/4 Full-Year Financial Results and FAQ for AI Reading Purposes ## FY26/4 Full-Year Financial Results Presentation --- (Page #1) ### Lead Sentence FY26/4 Full-Year Financial Results #### Details - June 11, 2026 - Timee, Inc. (215A) --- (Page #2) ### Lead Sentence From Defense to Offense #### Details (None) --- (Page #3) ### Lead Sentence Spreading Spot Work More Deeply and Widely. To further increase market penetration for spot work, we will resolve organizational bottlenecks arising from rapid growth and transition to a scalable structure. #### Details - Sales teams specialized by client size and industry. - **Large: Maximizing average client spend** - Responsible only for companies with the potential to generate 100M yen in monthly net sales. - By limiting the number of clients per sales representative, we have been gaining better on-site insight into key clients. - Coupled with enhancements to solutions and functions, we are providing more in-depth and frequent proposals. - **Mid-sized: Maximizing client touchpoints** - Client touchpoints have been increasing through diligent sales activities, including standardizing new-feature proposals and sessions to study utilization methods, etc. - Net sales have been recovering by transferring some clients from a large client team and increasing the number of touchpoints. - **Small: Establishing an efficient follow-up system by utilizing AI** - No sales organization for small clients has ever existed before. - Having established a new organization, we have doubled our productivity YoY through AI utilization (e.g., AI-automated calling). --- (Page #4) ### Lead Sentence Initiatives for Extensive Client Support through AI #### Details - **Drafting attractive job postings (Job posting know-how x AI)** - Through past BPR initiatives, we have created a wide range of tasks tailored for spot workers. By incorporating extensive job-posting expertise tailored to each case into our AI, the system can instantly generate drafts that attract applicants, from creating new listings to improving existing ones. - **Creating business manuals (Manual creation expertise x AI)** - By leveraging our expertise in creating manuals for spot workers, we can now easily generate them using AI. - **Proposing new tasks to spot workers (Vast database of job listings x AI)** - By referencing an enormous amount of spot work job data across various industries, the AI suggests additional tasks that can be handled through spot work. - (Image of AI-Generated Operations Manual (Strawberry harvesting work)) --- (Page #5) ### Lead Sentence Data that Empowers Workers’ Efforts #### Details - Number of jobs worked, Total hours worked, Experienced job categories, Qualifications, Reviews, Repeat rate, Positive ratings, Badge, Number of company favorites, Membership, Perfect attendance, Track record of difficult jobs - (Image of Timee Resume) --- (Page #6) ### Lead Sentence Expanding Possibilities, Evolving Products #### Details - Just by working through Timee, you will receive offers for various types of work. (Spot work, long-term part-time, and full-time). - (Image of job search and “Invites” feature on the app) --- (Page #7) ### Lead Sentence Full-scale Business Expansion Leveraging Accumulated “Trust” #### Details - **Timee Career Plus** - Net Sales YoY: 3.5x - (Quarterly graph of Timee Career Plus net sales trend (bar graph growing upwards from FY25/10 2Q to FY26/4 2Q. No specific figures given)) - **Long-term Part-time Hiring Support Plans** - Full-scale release this summer --- (Page #8) ### Lead Sentence The Evolution of Timee Career Plus #### Details - By adding a direct recruiting (DR) platform that promises high scalability and profitability, Timee Career Plus is moving into a new stage. - **Three Support Models** - **Career Advisor**: A Career Advisor (CA) will guide workers through the entire process, from introducing them to job openings to accepting a job offer. - **Hybrid**: A hybrid of CA and DR. Workers can find job openings, and CA will support them from applying for a job to accepting an offer. - **Direct Recruiting Platform**: Workers and companies handle the entire process directly, from job posting to offer acceptance. --- (Page #9) ### Lead Sentence Society Where Earned Trust Is Rewarded #### Details - (Loop diagram showing “Work Opportunities” and “Trust” accumulating in a spiral pattern) --- (Page #10) ### Lead Sentence FY26/4 Full-Year & 2Q Financial Results Summary #### Details (None) --- (Page #11) ### Lead Sentence Consolidated Operating Results: FY26/4 Full-Year (6 Months) #### Details - **Consolidated Operating Results: FY26/4 Full-Year (6 Months)** | **Unit: JPY MM** | **FY26/4 Revised Forecast** | **FY26/4 Actual** | **VS Forecast** | **YoY** | | --- | --- | --- | --- | --- | | **Net Sales** | 20,503 ~ 20,913 | 21,006 | 503 ~ 93 | +27.6% | | **Operating Profit** | 3,746 ~ 4,137 | 3,812 | 66 ~ -324 | +16.8% | | **Operating Profit Margin** | 18.3% ~ 19.8% | 18.1% | - | -1.6pt | | **Ordinary Profit** | 3,706 ~ 4,097 | 3,760 | 54 ~ -336 | +16.7% | | **Ordinary Profit Margin** | 18.1% ~ 19.6% | 17.9% | | -1.6pt | | **Profit Attributable to Owners of the Parent** | 2,754 ~ 3,021 | 2,439 | -314 ~ -582 | -4.9% | | **Profit Margin** | 13.4% ~ 14.4% | 11.6% | | -3.9pt | - Net sales exceeded the upper end of the forecast range, while operating profit came in within the forecast range. - Net sales exceeded the forecast, remaining strong across both spot work and non-spot work. In spot work, the logistics and retail industries continued to drive overall performance, while social care maintained high growth. The food industry continued to see negative YoY growth, but the decline narrowed. Growth in spot-work fees accelerated YoY. In non-spot work, both Timee Career Plus and Timee Solutions (formerly SukimaWorks) exceeded their forecasts. - Operating profit was in line with the forecast, although the profit margin decreased by 1.6pt YoY. We have positioned the one-year period from FY26/4 through the first half of FY27/4 as a preparation phase for accelerating growth, and will actively implement strategic investments. - As stated above, while the core business remained strong following 1Q, profit fell below the forecast range due to an impairment loss (0.35B yen) on Needer, a South Korean company in which we invested last year. --- (Page #12) ### Lead Sentence Consolidated Net Sales and Operating Profit Trends (12-month conversion from May to the following April) Net sales for the last 12 months (May 2025 - April 2026) were 38.83 billion yen (+25.7% YoY), and operating profit was 7.29 billion yen (+25.9% YoY, OPM 18.8%). In particular, net sales for the six-month period of FY26/4 exceeded the forecast, as both spot work and non-spot work remained strong. Despite strategic investments to accelerate growth, the OPM remained unchanged from the previous year. #### Details - (Quarterly stacked graph of Consolidated Net Sales and Operating Profit Trends) **Net Sales Quarterly Trends (Unit: JPY MM)** | **Period** | **May-Jul** | **Aug-Oct** | **Nov-Jan** | **Feb-Apr** | **Annual Total** | **YoY** | | --- | --- | --- | --- | --- | --- | --- | | **22/5-23/4** | 1,724 | 2,416 | 3,643 | 3,391 | 11,176 | | | **23/5-24/4** | 3,987 | 5,121 | 6,345 | 6,105 | 21,559 | +92.9% | | **24/5-25/4** | 6,574 | 7,855 | 8,642 | 7,817 | 30,890 | +43.3% | | **25/5-26/4** | 8,367 | 9,461 | 10,856 | 10,150 | 38,835 | +25.7% | **Operating Profit Quarterly Trends (Unit: JPY MM)** | **Period** | **May-Jul** | **Aug-Oct** | **Nov-Jan** | **Feb-Apr** | **Annual Total** | **Full-year OPM** | **YoY** | | --- | --- | --- | --- | --- | --- | --- | --- | | **22/5-23/4** | 205 | 343 | 235 | 671 | 1,456 | | | | **23/5-24/4** | 832 | 217 | 568 | 1,151 | 2,769 | 12.8% | +90.1% | | **24/5-25/4** | 1,073 | 1,454 | 1,413 | 1,851 | 5,793 | 18.8% | +109.2% | | **25/5-26/4** | 1,832 | 1,650 | 2,108 | 1,703 | 7,295 | 18.8% | +25.9% | --- (Page #13) ### Lead Sentence Consolidated Cost Trends Following 1Q, we continued to strictly implement our policy of making strategic investments in focus areas while maintaining disciplined investment in existing areas. Strategic investments in the logistics and social care industry exceeded the initial plan. Regarding cost items, worker marketing increased by 3.7pt YoY due to Field Manager initiatives and strategic investments in social care. The YoY increase in the Cost of Sales, following the trend from 1Q, was primarily due to the consolidation of Timee Solutions (formerly SukimaWorks). #### Details - **Status of Strategic Investments** - Reinvesting the surplus profit generated in 1Q into further strategic investments in the logistics (Field Manager initiatives) and the social care industries. - **Field Manager initiatives**: Continuing from 1Q, FM hiring in 2Q also exceeded the plan. As a measure to address the fill rate of locations where FMs are assigned, where the number of job openings is surging, we actively invested in worker marketing. - **Social care industry**: Following 1Q, we continued to actively invest in worker marketing during 2Q to improve the fill rate. - (Stacked bar chart of Cost Breakdown as % of Net Sales (Quarterly Trends) and line graph of break-even/OPM) **Cost Breakdown as % of Net Sales (Quarterly Trends)** | **Quarter** | **HR** | **Worker Marketing** | **Client Marketing** | **Commissions** | **Outsourcing** | **Cost of Sales** | **Others** | **OPM** | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | **FY23/10 2Q** | 33.6 | 15.2 | 3.1 | 2.6 | 6.1 | 4.9 | 14.8 | 19.8 | | **FY23/10 3Q** | 31.3 | 14.9 | 7.7 | 2.8 | 5.8 | 4.2 | 12.5 | 20.9 | | **FY23/10 4Q** | 30.3 | 13.0 | 22.6 | 2.8 | 10.0 | 4.0 | 13.1 | 4.3 | | **FY24/10 1Q** | 27.3 | 17.6 | 18.3 | 2.5 | 8.3 | 3.8 | 13.2 | 9.0 | | **FY24/10 2Q** | 30.5 | 8.4 | 17.0 | 3.0 | 7.5 | 5.0 | 9.9 | 18.9 | | **FY24/10 3Q** | 30.0 | 12.2 | 14.8 | 3.3 | 7.2 | 5.3 | 10.9 | 16.3 | | **FY24/10 4Q** | 26.0 | 22.3 | 7.4 | 3.0 | 5.4 | 4.9 | 12.5 | 18.5 | | **FY25/10 1Q** | 24.6 | 21.0 | 10.6 | 3.1 | 6.9 | 5.0 | 12.4 | 16.4 | | **FY25/10 2Q** | 29.9 | 13.5 | 7.7 | 3.6 | 6.2 | 5.7 | 9.7 | 23.7 | | **FY25/10 3Q** | 29.6 | 15.0 | 6.2 | 4.3 | 6.5 | 5.9 | 10.5 | 21.9 | | **FY25/10 4Q** | 26.9 | 23.5 | 5.8 | 4.5 | 6.7 | 5.7 | 9.5 | 17.4 | | **FY26/4 1Q** | 26.3 | 23.5 | 3.3 | 4.6 | 5.7 | 7.9 | 9.4 | 19.4 | | **FY26/4 2Q** | 29.6 | 17.2 | 5.7 | 4.7 | 6.9 | 8.7 | 10.5 | 16.8 | --- (Page #14) ### Lead Sentence FY26/4 Full-year (6-Month) Consolidated Operating Results by Service #### Details - **Consolidated Operating Results by Service** | **Unit: JPY MM** | **FY25/10 1H** | **FY26/4 Full-Year** | **Difference** | **YoY** | **VS Forecast** | | --- | --- | --- | --- | --- | --- | | **Net Sales (Consolidated)** | 16,460 | 21,006 | 4,546 | +27.6% | 100.4% ~ 102.5% | | Spot Work | 16,406 | 20,192 | 3,786 | +23.1% | 100.3% ~ 102.4% | | Non-Spot Work | 54 | 882 | 827 | +1,526.6% | 106.1% | | (Timee Career Plus) | 53 | 187 | 134 | +254.3% | 101.1% | | (Timee Solutions) | NA | 638 | NA | NA | 108.6% | | Consolidation Adjustments | | -68 | | | | | **Operating Profit (Consolidated)** | 3,264 | 3,812 | 547 | +16.8% | 92.2% ~ 101.8% | | Spot Work | 3,388 | 4,259 | 870 | +25.7% | 91.5% ~ 99.9% | | Non-Spot Work | -123 | -421 | -298 | - | - | | Consolidation Adjustments | | -24 | | | | --- (Page #15) ### Lead Sentence Spot Work: Steady Expansion of Net Sales Due to Severe Labor Shortage Overall, the strong performance from 1Q continued into 2Q. The logistics and retail industries drove overall performance, with YoY growth accelerating from the previous quarter. The food industry continued to see negative YoY growth, but the decline narrowed. Social care also maintained a high growth. The QoQ decline is due to seasonality (1Q is the peak season, while 2Q is the off-season). #### Details - (Stacked bar chart of Net Sales (Spot work fee) by industry) **Net Sales (Spot work fee, Quarterly) (Unit: JPY MM)** | **Quarter** | **Logistics** | **Retail** | **Food** | **Social care** | **Other** | **Total** | | --- | --- | --- | --- | --- | --- | --- | | **FY24/10 1Q** | 2,909 | 1,327 | 1,447 | - | 656 | 6,340 | | **FY24/10 2Q** | 2,540 | 1,497 | 1,370 | - | 684 | 6,093 | | **FY24/10 3Q** | 2,736 | 1,704 | 1,403 | - | 722 | 6,567 | | **FY24/10 4Q** | 3,420 | 1,965 | 1,464 | 177 | 807 | 7,835 | | **FY25/10 1Q** | 3,875 | 2,135 | 1,527 | 187 | 892 | 8,619 | | **FY25/10 2Q** | 3,356 | 2,035 | 1,327 | 253 | 792 | 7,766 | | **FY25/10 3Q** | 3,604 | 2,188 | 1,374 | 313 | 817 | 8,297 | | **FY25/10 4Q** | 4,176 | 2,404 | 1,384 | 366 | 1,020 | 9,352 | | **FY26/4 1Q** | 4,848 | 2,622 | 1,454 | 403 | 1,072 | 10,401 | | **FY26/4 2Q** | 4,321 | 2,519 | 1,307 | 467 | 964 | 9,580 | --- (Page #16) ### Lead Sentence Spot Work: Spot Work Fee Growth Accelerated YoY #### Details - (Line graph of Net Sales YoY Growth Rate (Spot work fee, Quarterly)) **Net Sales YoY Growth Rate (Quarterly) (Unit: %)** | **Quarter** | **Logistics** | **Retail** | **Food** | **Company-wide** | | --- | --- | --- | --- | --- | | **FY25/10 2Q** | +32.1% | +35.9% | -3.1% | +27.4% | | **FY25/10 3Q** | +31.7% | +28.4% | -2.1% | +26.3% | | **FY25/10 4Q** | +22.1% | +22.3% | -5.4% | +19.4% | | **FY26/4 1Q** | +25.1% | +22.8% | -4.8% | +20.7% | | **FY26/4 2Q** | +28.7% | +23.7% | -1.5% | +23.4% | --- (Page #17) ### Lead Sentence Spot Work Key KPIs: Company-wide Basis YoY growth in transaction volume, AAs, and transaction volume per AA accelerated QoQ. Logistics and retail are driving the overall growth in AAs. Transaction volume per AA increased steadily as our relationships with large clients deepened. The average take rate decreased slightly due to strategic discounts aimed at increasing transaction volume. The QoQ decreases in transaction volume, AAs, and transaction volume per AA were due to seasonal factors (1Q is the peak season, while 2Q is the off-season). #### Details - (Quarterly graphs of Transaction Volume / Average Take Rate, Number of Active Client Accounts, Transaction Volume per AA) **Company-wide Key KPIs (Quarterly)** | **Quarter** | **Transaction Vol. (JPY MM)** | **Active Client Accounts (Thousand)** | **Transaction Vol. per AA (JPY Thousand)** | | --- | --- | --- | --- | | **FY25/10 2Q** | 26,666 | 200 | 132 | | **FY25/10 3Q** | 28,367 | 215 | 131 | | **FY25/10 4Q** | 32,263 | 226 | 142 | | **FY26/4 1Q** | 36,172 | 241 | 149 | | **FY26/4 2Q** | 33,303 | 235 | 141 | *(*FY26/4 2Q YoY: Transaction Volume +24.9%, Number of Active Client Accounts +17.6%, Transaction Volume per AA +6.2%)* --- (Page #18) ### Lead Sentence Spot Work Key KPIs: Logistics Industry We concentrated sales resources on existing large clients with significant sales potential. In addition to deploying Field Managers, we have also enhanced solutions aimed at improving the productivity of spot workers. The YoY growth rate of transaction volume per AA has turned positive, and the YoY growth rate of total transaction volume has recovered to nearly +30%. #### Details - (Logistics Industry Quarterly graphs of Transaction Volume / Average Take Rate, Number of Active Client Accounts, Transaction Volume per AA) **Logistics Industry Key KPIs (Quarterly)** | **Quarter** | **Transaction Vol. (JPY MM)** | **Active Client Accounts (Thousand)** | **Transaction Vol. per AA (JPY Thousand)** | | --- | --- | --- | --- | | **FY25/10 2Q** | 11,731 | 37 | 316 | | **FY25/10 3Q** | 12,404 | 40 | 308 | | **FY25/10 4Q** | 14,549 | 44 | 327 | | **FY26/4 1Q** | 17,091 | 46 | 365 | | **FY26/4 2Q** | 15,226 | 46 | 324 | *(*FY26/4 2Q YoY: Transaction Volume +29.8%, Number of Active Client Accounts +26.5%, Transaction Volume per AA +2.6%)* --- (Page #19) ### Lead Sentence Spot Work: Solutions for Reducing the Burden of Onboarding Spot Workers and Increasing Productivity The logistics industry is seeing an accelerated shift from dispatch to spot work. While spot work offers cost advantages over traditional staffing, the burden of onboarding spot workers and their productivity levels have been bottlenecks for further adoption. However, in addition to Field Manager, we have created multiple solutions through product development to address these issues. #### Details - **Solutions for Reducing Onboarding Burden and Improving Productivity** - **Reduction of onboarding burden**: Field Manager, Supporter in charge of onboarding - **Visualization of proficiency levels**: Smart Groups Feature (Automatically creating groups of favorite workers based on pre-set conditions, Visualization of highly skilled workers, Recruiting individuals with specific required skills with pinpoint accuracy.) - **Removal of work restrictions for experienced workers**: Lifting the work limit with annual salary. - (Diagram illustrating the Smart Groups Feature) --- (Page #20) ### Lead Sentence Spot Work Key KPIs: Retail Industry Each KPI is progressing steadily. In addition to deepening daily usage through BPR, spot work is now being strategically integrated into major initiatives at company-wide level such as large-scale sales. Within sub-industries, drugstores in the expansion phase are performing well. #### Details - (Retail Industry Quarterly graphs of Transaction Volume / Average Take Rate, Number of Active Client Accounts, Transaction Volume per AA) **Retail Industry Key KPIs (Quarterly)** | **Quarter** | **Transaction Vol. (JPY MM)** | **Active Client Accounts (Thousand)** | **Transaction Vol. per AA (JPY Thousand)** | | --- | --- | --- | --- | | **FY25/10 2Q** | 6,913 | 70 | 97 | | **FY25/10 3Q** | 7,491 | 75 | 99 | | **FY25/10 4Q** | 8,314 | 79 | 104 | | **FY26/4 1Q** | 9,114 | 85 | 106 | | **FY26/4 2Q** | 8,789 | 83 | 105 | *(*FY26/4 2Q YoY: Transaction Volume +27.1%, Number of Active Client Accounts +17.8%, Transaction Volume per AA +7.9%)* --- (Page #21) ### Lead Sentence Spot Work Key KPIs: Social Care Industry Both transaction volume and AA maintained high YoY growth. While transaction volume per AA saw negative growth, this was driven by a shift in the client size mix due to an influx of small clients. Product development aimed at improving fill rate is progressing smoothly. Workers willing to work in the social care industry can now find social care jobs more easily on the app. #### Details - (Social Care Industry Quarterly graphs of Transaction Volume / Average Take Rate, *Number* of Active Client Accounts, Transaction Volume per AA) **Social Care Industry Key KPIs (Quarterly)** | Quarter | Transaction Vol. (JPY MM) | Active Client Accounts (Thousand) | Transaction Vol. per AA (JPY Thousand) | | --- | --- | --- | --- | | **FY25/10 2Q** | 845 | 9 | 93 | | **FY25/10 3Q** | 1,045 | 12 | 81 | | **FY25/10 4Q** | 1,227 | 15 | 81 | | **FY26/4 1Q** | 1,351 | 16 | 81 | | **FY26/4 2Q** | 1,566 | 18 | 84 | *(*FY26/4 2Q YoY: Transaction Volume +85.3%, Number of Active Client Accounts +104.5%, Transaction Volume per AA -9.4%)* --- (Page #22) ### Lead Sentence Spot Work: Strategic Business Alliance with Benesse Careeros (Social Care Industry) We have concluded an MOU for a strategic business alliance with Benesse Careeros, which operates an HR business specializing in elderly and medical care within the Benesse Style Care Group, a provider of elderly care and related services. By integrating the resources and expertise of both parties, we will accelerate the use of Timee in the elderly care industry. #### Details - **Details of Alliance** - **For Businesses (Timee Implementation Support)**: We provide comprehensive customer support and consultation, including manual creation and task breakdown proposals, leveraging know-how in nursing care business operations. - **For Workers (Providing opportunities for certification and skill development)**: We provide Benesse’s e-learning services and conduct online training for practical caregiving techniques that can be applied in the field. - **For Workers (Provision of recruitment services)**: Supporting long-term employment within the industry by providing Benesse Careeros’ recruitment and dispatch services. --- (Page #23) ### Lead Sentence Spot Work Key KPIs: Food Industry While each KPI continues to fluctuate, the YoY negative growth in transaction volume has recovered to nearly flat levels. By proposing solutions to management and corporate headquarters, we launched joint projects to address management challenges specific to each company, such as customer turnover rates and wait times. We have evolved to provide deeper solutions that are not affected by cost inflation. #### Details - (Food Industry Quarterly graphs of Transaction Volume / Average Take Rate, *Number* of Active Client Accounts, Transaction Volume per AA) **Food Industry Key KPIs (Quarterly)** | Quarter | Transaction Vol. (JPY MM) | Active Client Accounts (Thousand) | Transaction Vol. per AA (JPY Thousand) | | --- | --- | --- | --- | | **FY25/10 2Q** | 4,506 | 69 | 64 | | **FY25/10 3Q** | 4,684 | 72 | 64 | | **FY25/10 4Q** | 4,740 | 72 | 65 | | **FY26/4 1Q** | 4,994 | 76 | 65 | | **FY26/4 2Q** | 4,470 | 71 | 62 | *(*FY26/4 2Q YoY: Transaction Volume -0.8%, Number of Active Client Accounts +3.1%, Transaction Volume per AA -3.8%)* --- (Page #24) ### Lead Sentence Spot Work: Achieving a Stable and High Fill Rate The fill rate remained high at 87.0%. While the fill rate increased QoQ because 2Q is an off-season, it declined by 0.9pt YoY, primarily due to the number of job openings exceeding our forecast. #### Details - (Line graph showing quarterly trends of the Fill Rate (Matching Rate)) **Fill Rate (Matching Rate) Quarterly Trends (Unit: %)** | Fiscal Year | 1Q (Nov-Jan) | 2Q (Feb-Apr) | 3Q (May-Jul) | 4Q (Aug-Oct) | | --- | --- | --- | --- | --- | | **FY20/10** | - | 83.6 | 73.8 | 70.6 | | **FY21/10** | 68.4 | 75.9 | 78.3 | 76.9 | | **FY22/10** | 69.4 | 79.9 | 79.3 | 83.4 | | **FY23/10** | 79.3 | 87.9 | 87.7 | 87.3 | | **FY24/10** | 84.7 | 87.5 | 86.5 | 85.9 | | **FY25/10** | 84.6 | 87.9 | 85.9 | 86.2 | | **FY26/4** | 84.9 | 87.0 | - | - | *(*FY26/4 2Q YoY: -0.9pt)* --- (Page #25) ### Lead Sentence Long-term Part-time Hiring Support Plans: Official Release This Summer The full-scale release is scheduled for this summer. During the PoC stage, the service received high expectations as a new strategy for hiring long-term part-time workers, with particularly notable results at stores where recruitment has been difficult. #### Details - **Comments from Clients** - The stores were located at major terminal stations, making recruitment a significant challenge. We had been spending money on referrals from part-time staff and even closing some stores. However, by using the long-term part-time hiring support plans, we successfully hired 24 people in three months. - Located in office districts, many locations received zero applications for three consecutive months. The stores had no choice but to just hire rare applicants whenever they came along, yet leading to mismatches and high turnover. After implementing the long-term part-time hiring support plans, we successfully hired 10 people in about one month. - The opening of the new facility was fast approaching, and I was anxious about whether we could open successfully, given a noticeable staff shortage. After implementing the long-term part-time hiring support plans, we hired two people, and the cost per hire was significantly lower than current levels. - Even though we weren’t receiving any applications for part-time positions, we had no choice but to just keep paying the recruitment advertising cost, because if we stopped the ads, we would have faced complaints from the field. I was looking for other strategies for hiring long-term part-time employees. - We had been unable to hire part-time staff and relying on foreign nationals with Specified Skilled Worker status, but the vacancy left in case any of them were to quit would be significant, so we have been exploring ways to resume part-time hiring. --- (Page #26) ### Lead Sentence Long-term Part-time Hiring Support Plans: Prioritizing Stores Facing Recruitment Difficulties By leveraging a spot-work platform that attracts people across Japan, we will first prioritize stores that have struggled to hire workers and have had almost no success with traditional recruitment advertisements. #### Details - **What Makes It Possible to Hire Workers at Stores That Struggled to Do So?** - **Job Boards (Advertising Model)**: Popular job openings attract more applications than necessary, while unpopular ones attract none. - **Timee (Performance-based)**: Since applications are processed on a first-come, first-served basis, if a popular position is filled, applicants will apply for other positions. This prevents stores from struggling to recruit. - (Diagram illustrating the difference in applicant distribution between Job Boards and Timee) --- (Page #27) ### Lead Sentence Progress of New Business: Stage-Gate System We have already launched multiple new businesses to achieve non-linear growth. To accelerate this momentum, we have introduced a stage-gate system for new business creation, enabling us to “rapidly” launch new businesses that can further scale spot work. #### Details - **Stage-Gate System** - We have introduced a stage-gate system for the process from idea generation to commercialization. - We have established criteria for resource allocation and exit strategies for each tier, thereby promoting bold, focused investment. - Tier 3: Verification of client needs and challenges, Tier 2: Business model validation, Tier 1: Business expansion - Examples of new business areas: - Tier 3: New Graduate Hiring, Training, Staffing - Tier 2: Mid-career Hiring, Long-term Part-time Hiring, Contracting/Outsourcing --- (Page #28) ### Lead Sentence Progress of New Business: Fintech An MOU has been signed with NTT DOCOMO, INC. and SBI Sumishin Net Bank, Ltd. regarding a business alliance in the financial sector. We will begin full-scale considerations to develop financial services for workers who use Timee and others. The trust accumulated through spot work will also be utilized in the financial field. A subsidiary is scheduled to be established in July 2026 to commercialize financial solutions and other services. #### Details - **Assets and Strengths of Each Company** - Timee: More than 14 million registered workers, over 460 thousand registered clients. Over 55 million records of trust data (accumulated daily). A salary payment touchpoint with an annual transaction volume of 130 billion yen. - NTT DOCOMO: A membership base of approximately 100 million people, serving as a lifestyle infrastructure. Client touchpoints closely integrated into daily life (telecommunications, reward points (d point), payment services (d payment, d card), etc.). - SBI Sumishin Net Bank: Advanced financial solutions, including BaaS. --- (Page #29) ### Lead Sentence FY27/4 Forecast #### Details (None) --- (Page #30) ### Lead Sentence FY27/4 Consolidated Forecast #### Details - **FY27/4 Consolidated Forecast** | Unit: JPY MM | 1H Forecast | YoY | Full-Year Forecast | YoY | | --- | --- | --- | --- | --- | | **Net Sales** | 22,056 ~ 22,560 | +23.7% ~ +26.5% | 47,613 ~ 48,823 | +22.6% ~ +25.7% | | Spot Work | 20,864 ~ 21,368 | +18.2% ~ +21.1% | 44,429 ~ 45,639 | +18.1% ~ +21.3% | | Non-Spot Work | 1,239 | +592.0% | 3,305 | +159.9% | | (Timee Career Plus) | 205 | +92.7% | 603 | +104.9% | | (Timee Solutions) | 901 | +2,173.8% | 2,310 | +183.9% | | Consolidation Adjustments | -47 | NA | -121 | - | | **Operating Profit** | 3,997 ~ 4,388 | +14.8% ~ +26.0% | 8,821 ~ 9,746 | +20.9% ~ +33.6% | | Spot Work | 4,925 ~ 5,317 | +25.8% ~ +35.8% | 10,675 ~ 11,600 | +27.0% ~ +38.0% | | Non-Spot Work | -904 | +119.9% | -1,803 | - | | Consolidation Adjustments | -24 | NA | -49 | - | | **Operating Profit Margin** | 18.1% ~ 19.5% | -1.4pt ~ -0.0pt | 18.5% ~ 20.0% | -0.2pt ~ +1.1pt | | **Ordinary Profit** | 3,986 ~ 4,377 | +15.6% ~ +27.0% | 8,806 ~ 9,731 | +22.2% ~ +35.0% | | **Profit Attributable to Owners of the Parent** | 2,797 ~ 3,188 | +1.9% ~ +16.1% | 6,002 ~ 6,927 | +15.8% ~ +33.6% | --- (Page #31) ### Lead Sentence Spot Work: Net Sales Forecast While the overall outlook is relatively conservative, the YoY increase, which has been in a downward trend, is expected to turn upward in both the first and second halves of the year in the base scenario. Even following the strong performance in the previous fiscal year’s November-April period, the YoY growth rate is expected to accelerate, and the YoY increase is expected to expand in the second half (November-April) of FY27/4. #### Details - (Graph of Net Sales YoY Growth Rate (Semi-annually) and YoY increase range scenarios) **Net Sales YoY Growth Rate & YoY Increase (Trend & Forecast)** | **Semi-annually** | **YoY Growth Rate** | **YoY Increase** | | --- | --- | --- | | **FY25/10 2H** | +22.5% | +3.2B | | **FY26/4 FY** | +21.9% | +3.5B | | **FY27/4 1H (Forecast)** | +18.2% ~ +21.1% | +3.2B ~ +3.7B | | **FY27/4 2H (Forecast)** | +17.9% ~ +21.5% | +3.5B ~ +4.2B | - **Scenarios for the Range** - **Upper (Optimistic Scenario)** - 1H: An optimistic scenario where the effects of key measures exceed expectations. Logistics: Further deepening relationships with large clients (incl. FM initiatives). - 2H: An optimistic scenario where the effects of key measures exceed expectations. Logistics: Further deepening relationships with large clients (incl. FM initiatives). Social care: Fill rate improvement. Retail/Food: Solution proposals and joint projects for large clients, increased spot work usage through long-term part-time hiring support plans. - **Base** - 1H: Logistics/Retail: YoY growth rate will remain stable, with no significant drop from current levels. Social care: Maintaining high growth, but the growth rate is slowing down. Food: Negative growth continues but is gradually improving. - 2H: Logistics/Retail: YoY growth rate will remain stable, with no significant drop from current levels. Social care: Growth will accelerate due to strategic investments to date and the business alliance with Benesse Careeros. Food: Positive turnaround in YoY growth rate in 4Q. - **Lower (Pessimistic Scenario)** - A pessimistic scenario considering the situation in the Middle East. Sluggish consumer sentiment (decrease in logistics volume). A decrease in the number of job openings due to supply constraints (e.g., trays and packaging materials for food retail), etc. --- (Page #32) ### Lead Sentence Spot Work: Operating Expense Forecast Due to the change in the fiscal year-end, FY26/4 was an irregular six-month fiscal period; therefore, active strategic investments will continue through the first half of FY27/4 as originally planned. Spot work will steadily improve its OPM, contributing to the maintenance and improvement of the company-wide OPM (FY27/4 OPM +1.6pt - +3.0pt YoY). #### Details - (Graph showing Operating Profit Margin and OP YoY Growth Rate scenarios) **OPM and OP YoY Growth Rate (Trend & Forecast)** | **Semi-annually** | **OPM** | **OP YoY Growth Rate** | | --- | --- | --- | | **FY25/10 2H** | 22.2% | +52.4% | | **FY26/4 FY** | 22.5% | +33.5% | | **FY27/4 1H (Forecast)** | 23.6% ~ 24.9% | +25.8% ~ +35.8% | | **FY27/4 2H (Forecast)** | 24.4% ~ 25.9% | +28.1% ~ +40.0% | - **Strategic Investments** - The focus areas will remain unchanged for FY27/4. We will continue to invest in logistics (Field Manager initiatives) and the social care industry (Active strategic investments). - **Field Manager initiatives**: Worker marketing: actively investing in worker marketing to maintain a high fill rate at locations where job openings are rapidly increasing due to FMs (FMs will continue to be actively recruited by Timee Solutions). - **Social care industry**: Worker marketing: actively investing in worker marketing to acquire qualified personnel and to encourage acquired qualified workers to begin working in the social care industry. --- (Page #33) ### Lead Sentence Industry-specific Strategies for Spot Work There are no major changes in strategy across industries, and we will steadily implement the strategies from FY26/4. In the logistics industry, we will focus on deepening relationships with existing clients. In the retail and food industries, we will work to solve fundamental management challenges. In the social care industry, we are focusing on achieving an early improvement in the fill rate. #### Details - **Logistics** - We aim to maximize net sales from existing major clients. - We concentrate sales resources to thoroughly capture sales potential, improve understanding of on-site operations, and propose solutions for BPR, onboarding burden reduction, and productivity improvement (such as Field Manager initiatives), as well as cross-selling contracting business (Timee Solutions). - **Retail/Food** - For large clients, we develop solution proposals and joint projects to resolve management challenges unique to each company, such as lost sales opportunities, persistently high ratio of full-time employees, and decreased franchise openings due to a labor shortage. - Starting this summer, we will get the cross-sell of our long-term part-time hiring support plans into full swing. - We will continue to expand promising sub-industries (drugstores, contract food services) and develop new sub-industries (car rentals, gas stations, etc.). - **Social Care** - We will focus on improving the fill rate. By shifting our focus from “acquiring qualified workers” to “ensuring acquired qualified workers are active within the social care industry,” we aim to improve fill rates through both marketing and product development initiatives. - Through the business alliance with Benesse Careeros, we will accelerate brand awareness and client acquisition in the elderly care industry. --- (Page #34) ### Lead Sentence Non-Spot Work: Timee Career Plus, Timee Solutions, etc. This primarily includes Timee Career Plus, a new business, and Timee Solutions (formerly SukimaWorks), a company that has been consolidated into the group. Timee Career Plus significantly increased its number of career advisors (CAs) in FY26/4. In FY27/4, we will not hire additional CAs but instead concentrate our resources on the Direct Recruiting (DR) platform currently under development. Timee Solutions is expected to continue making steady progress. The Field Manager business was succeeded by Timee Solutions through an absorption-type company split. #### Details - **Comparison of Forecast and Actuals** | **Unit: JPY MM** | **FY26/4 (12-month)** | **FY27/4 (Forecast)** | | --- | --- | --- | | **Net Sales** | 1,271 | 3,305 | | Timee Career Plus | 294 | 603 | | Timee Solutions | 813 | 2,310 | | Consolidation Adjustments | -68 | -121 | | **Growth Rate** | +1,144.7% | +159.9% | | **Operating Profit** | -1,062 | -1,803 | | Consolidation Adjustments | -46 | -49 | | **Operating Profit Margin** | -83.5% | -54.6% | - **Net Sales Forecast** - **Timee Career Plus**: In FY27/4, although resources will be concentrated on Direct Recruiting (DR), net sales will grow steadily through improvements in career advisor productivity. - **Timee Solutions**: We expect to expand sales channels for contracting business of logistics warehouse operations (synergies from becoming a group company). - **Operating Expense Forecast** - **Timee Career Plus**: Worker marketing to secure interview slots for career advisors will decrease YoY. The amount of deficit will also narrow. - **Timee Solutions**: We will continue to actively hire FM. --- (Page #35) ### Lead Sentence All Net Sales Other Than Spot Work Fee Is Disclosed As “Non-Spot Work” #### Details - (Diagram illustrating the change in disclosure categories before and after FY26/4) - **Up to FY26/4** - **Spot Work**: Spot work fee, Others (Field Manager (FM dispatch fee), L-T part-time hiring support plans, Local government consulting, etc.) - **Non-Spot Work**: Timee Career Plus, Timee Solutions (formerly SukimaWorks) - Contracting business, Others (Timee BPO, etc.) - **From FY27/4** - **Spot Work**: Spot work fee - **Non-Spot Work**: Timee Career Plus, Timee Solutions (formerly SukimaWorks) - Contracting business / Field Manager (FM dispatch fee), Others (Timee BPO, L-T part-time hiring support plans, Local government consulting, etc.) --- (Page #38) ### Lead Sentence Company Profile #### Details - **Company name**: Timee, Inc. - **Established**: August 2017 - **Business operations**: Timee, Timee Career Plus, Timee Solutions - **Address**: Shiodome City Center 35th Flr. 1-5-2 Higashi-shinbashi, Minato-ku, Tokyo - **Founder & President**: Ryo Ogawa - **Service Launched**: August 2018 - **HQ & Branch**: Tokyo (HQ), Osaka, Nagoya, Fukuoka, Sendai, Hiroshima, Hokkaido, and Ishikawa - **Number of employees**: 1,367 regular employees, in addition to 6 Directors, 3 Auditors, and 637 temp staff (*As of April, 2026*) - **Vision**: Helping individuals create more valuable time - **Mission**: Building infrastructure for expanding life’s possibilities through work --- (Page #39) ### Lead Sentence Potential to Redefine “Work” - Solutions for Securing Human Resources are Now “Employee”- oriented Services #### Details - (Graph of diffusion index indicating Labor Surplus and Labor Shortage, and diagram of solution evolution) - **Labor Market Trends** - Early 2000s to early 2010s: Labor “Surplus” (Peaking around 2002 and 2009). - Mid-2010s to 2024: Turned to Labor “Shortage” and continues to the present (despite temporary relief in 2020, it expanded into the negative again). - **Solutions Evolution** - Transitioning from “Employer”-oriented services to “Employee”-oriented services. - Early 2000s to early 2010s: **“Employer”-oriented Service** (with selection process (resumes & interviews) and shifts): Job magazine (Paper) → Job board (Internet). - Mid-2010s to 2024: **“Employee”-oriented Service** (without selection process or shifts): On-demand job (Timee). --- (Page #40) ### Lead Sentence Service List #### Details - **Timee**: On-demand job platform that matches “the time when someone wants to work” and “the time when workers are needed”. - **Timee Career Plus**: Full-time employee placement service utilizing extensive spot worker performance data. - **Timee Solutions**: Contracting business of logistics warehouse operations, etc. utilizing spot work. - (App screens and logo images for each service) --- (Page #41) ### Lead Sentence On-Demand Job Platform “Timee” Not a traditional “job board” or “dispatch”. An on-demand job platform that matches “the time when someone wants to work” and “the time when workers are needed”. #### Details - **Workers**: Work anytime, anywhere, within minutes without interviews. - **Clients**: Find quality workers within minutes efficiently. - An Instant Matching system where direct employment contracts (day labor) are established between workers and clients. - (Graph of registered client accounts and registered workers) **Registered Data (Cumulative as of the end of April 2026)** | **Metric** | **Value** | | --- | --- | | **Number of registered workers** | 14.2 Million | | **Number of registered client accounts** | 465 Thousand | --- (Page #42) ### Lead Sentence Profile of Workers and Clients #### Details - **Profile of Workers** | **Category** | **Breakdown** | **Percentage** | | --- | --- | --- | | **Gender** | Male | 52% | | | Female | 48% | | **Age Group** | 10s | 4% | | | 20s | 21% | | | 30s | 19% | | | 40s | 24% | | | 50s | 24% | | | 60s+ | 8% | | **Occupation** | Regular employee | 22% | | | Part-time / Contract / Temp Employee | 32% | | | Student | 12% | | | Self-employed / Freelance | 11% | | | Others (Unemployed 13%, Homemaker 7%, etc.) | 23% | - **Profile of Clients (By industry number of job openings)** | **Industry** | **Percentage** | | --- | --- | | Food / Restaurant | 14% | | Logistics | 41% | | Retail | 30% | | Hotel | 7% | | Social Care | 5% | | Others (Cleaning, Building Maintenance, Food Manufacturing, etc.) | 2% | --- (Page #43) ### Lead Sentence Providing Value to Both Workers and Clients Service design chosen by workers and clients #### Details - **Value Proposition for Workers** - Work anytime - No interview or resume - Fast payment - No special skills or experience required - **Value Proposition for Clients** - Quick access to available talent - Pool of proven, high-performing workers - Free conversion of high-performing spot workers to long-term staff (*Excluding the long-term part-time hiring support plans*) - Dedicated Support --- (Page #44) ### Lead Sentence No More Resumes & Interviews. The World of Work Made Simple #### Details - **User Flow** 1. **Recruitment**: Create the job description (Client). 2. **Application**: Apply for the job (Worker). 3. **Automatic matching**: Automatic matching in order of application. 4. Check the details and notes in advance (Worker). 5. **Work**: Workers can work w/o interview with the support of mutual evaluation system. 6. **Mutual Review**: Evaluation of Client (Worker) and Evaluation of Worker (Client). 7. **Payment (from Timee to Worker)**: Remittance of wages/transportation costs as advance (e.g., 5,000). 8. **Payment (from Client to Timee)**: Payment of wages/transportation costs + Fee paid to Timee (Transaction volume x c. 30%) (e.g., 6,500 = 5,000 + 1,500). --- (Page #45) ### Lead Sentence Further Platform Expansion through Clear Value Proposition and Network Effects #### Details - **Worker side cycle**: Value proposition (On-demand job & fast payment) leads to More Workers (14.2M, +26% YoY). This contributes to a Higher Fill Rate, leading to More Clients. - **Client side cycle**: Value proposition (Helping address labor shortage) leads to More Clients (465K, +26% YoY). This contributes to More Jobs (+22% YoY), leading back to More Workers. - In the platform where both intersect, Workers’ data incl. rating and Review data for clients are accumulated, achieving a high Fill Rate (c.87%). - (Loop diagram showing value propositions and network effects) --- (Page #46) ### Lead Sentence Establishing an Overwhelming Industry Presence Even Amid the Increase in New Entrants to the Market Although the competitive environment is changing due to the increase in new entrants, the position of the No.1 on-demand job platform in Japan remains unchanged due to the first-mover advantage and high industry recognition. #### Details - **No.1 Position as Pioneer in Japan** - On-demand job platform No.1 - Maintains a significant lead over competitors (Company A, Company B) in worker usage rate, number of job postings, and estimated market share. - **Competitive advantages** - **Competitive advantage 1 (High Fill Rate)**: 87% - **Competitive advantage 2 (Workers who work well)**: Repeat rate 65%, No-show rate c.0.2% - **Competitive advantage 3 (Support from Sales Representative)**: Number of Sales Representatives 791 - (Bar chart comparing Timee against Company A and Company B for market indicators) --- (Page #47) ### Lead Sentence Multiple Benefits of Using Timee Clients can secure young and ample workers in minutes at a low cost with Timee. #### Details - (Comparison graphs highlighting securing necessary workers, securing young workers, and low staffing cost) **Comparison of Metrics** | **Metric** | **Existing Market (Japan)** | **Timee** | | --- | --- | --- | | **Fill Rate** | Average Fill rate (Part-time job openings in Japan): c.18% | Fill rate: c.87% | | **Ratio of Young Workers (10s-20s)** | Temp Workers in Japan: 15% | 25% | | **Fees & Take Rate** | Average Fee for Temp Agencies: c.36% | Fee for Timee (Average Take Rate): c.30% | --- (Page #48) ### Lead Sentence Development of the Long-term Part-time Hiring Support Plans We will add the long-term part-time hiring plans to existing spot work services. Clients will be able to efficiently approach spot workers for long-term employment, aiming to re-accelerate growth in the food and retail industries. #### Details - **Value Proposition: Long-Term Part-Time Hiring Support From Spot Work (Work First, Be Confident.)** - **Worker** - Find your perfect match: Work and earn while you search (Find the right fit via spot work). - Pre-screening: Confirm the workplace culture before committing. - High starting hourly wages: Performance on Timee reflected in hourly wages. - **Client** - High worker attraction, even for hard-to-staff locations: High fill rates, even in rural areas. - Prevention of hiring mismatches: Hiring based on “actual performance” uncoverable in interviews or resumes. - Reducing the burden on the ground: Recruit from a pool of high-performing workers. - Manage both daily staffing needs and long-term part-time hiring. - (Diagram comparing the hiring process of Job Boards (Interview -> Hire -> Work) vs Timee (Work -> Hire)) --- (Page #49) ### Lead Sentence Development of the Long-term Part-time Hiring Support Plans Significant budgets remain for job boards. By directly addressing clients’ long-term part-time employment needs, we aim to secure job board posting budgets that have been struggling to be spent on spot work. #### Details - **Budget Acquisition Strategy** - Budgets for spot work are tending to be constrained by cost inflation. - Conversely, significant budgets remain for job board costs to hire long-term part-time staff. - We aim to secure budgets by addressing clients’ total talent acquisition needs, including not only spot work but also long-term part-time hiring. - (Diagram showing how Timee aims to acquire a portion of the total client budget originally allocated to Job Board Costs) --- (Page #50) ### Lead Sentence Timee Career Plus (Full-Time Employee Placement) A full-time employee placement that leverages vast worker performance data accumulated through spot work. Dramatically streamlines the traditional full-time employee hiring process. #### Details - **Service Overview** - Consulting on job posting (Client to Timee) -> Providing job postings utilizing worker performance data (Timee to Worker) -> Viewing job postings, applying (Worker to Timee) -> Referring job seekers utilizing worker performance data (Timee to Client) -> Selection and Hiring (Client to Worker). - **Features** - Vast worker performance data: This is data exclusively held by Timee, the leading player in spot work. - Leveraging this data enables dramatic efficiency gains in the full-time employee placement process and achieves highly accurate matching. - **Fee Structure** - 30% of annual salary per new hire. - **Timee Resume** - Resume automatically generated based on work performance data. - [Information listed]: Badges held, number of operations through Timee, total hours worked, Industries worked in through Timee, Employer evaluations (Positive ratings, review comments, etc.). - (Service overview cycle diagram) - (Sample image of a Timee Resume) --- (Page #51) ### Lead Sentence Timee Career Plus (Full-Time Employee Placement) - Timee Resume Skip document screening and interviews with the Timee Resume. Clients see increased referrals and reduced hiring workload. Workers see a higher success rate in receiving job offers and a shorter time-to-hire. A world where work performance is fairly evaluated. #### Details - **Value Proposition: Timee Resume** - **Client** - Increase in referrals: Reducing the burden on workers when applying for jobs leads to an increases in the referrals. - Reduction in recruitment workload: Effectively grasping “work performance” - something difficult to assess through interviews and resumes. - **Worker** - Higher job offer rate: Effectively showcasing worker achievements. - Shorter time-to-hire: Skip document screening and interviews and get job offers immediately after a career advisor’s referral. - **Hiring Results via Timee Resume** - In the construction industry, where spot work cannot penetrate, many construction management positions are available. - Obtained an offer from a company where a previous application was unsuccessful. - **Primary Hiring Positions** - Construction management, Logistics driver, Logistics warehouse (On-site management, etc.) Branch manager candidate, Food service operations, Store manager candidate, General supermarket operations, Retail chain (Store renovation, Display setup), Hotel (Front desk, etc.), Facility inspections for commercial facility, hotel, office building, etc. - (Diagram comparing the traditional hiring process (Referral -> Document screening -> Interview -> Job offer) vs Timee Resume (Referral -> No Document screening -> No Interview -> Job offer)) --- (Page #52) ### Lead Sentence Timee Solutions (Contracting Business, etc.) Contracting business of logistics warehouse operations utilizing spot work, aimed at maximizing number of job openings per location. In addition, Timee Solutions succeeded the Field Manager business through an absorption-type company split. #### Details - **Service Overview** - Clients request full-scope outsourcing of warehouse operations. - Timee Solutions provides Operations design (productivity improvement) and Staffing (personnel securing and optimal allocation). - **Features** - **Operational Design**: Design warehouse layouts and work processes that maximize productivity. Collaborate with the on-site management staff daily to optimize operations. - **Workforce Management**: Assign experienced management staff who oversee on-site operations and personnel based on business manuals optimized for operational efficiency. Further refine operations through KPI management. - **On-Demand Staffing**: Utilize the Timee platform, which boasts a high fill rate across Japan, to secure labor flexibly. - (Diagram outlining Timee Solutions’ service structure) --- (Page #53) ### Lead Sentence Mid to Long-Term Growth Strategy #### Details (None) --- (Page #54) ### Lead Sentence Social Issues Behind Timee: Severe Labor Shortage Japan is suffering from a labor shortage. Further shortage expected due to shrinking working population. #### Details - (Stacked bar chart showing Japan’s working-age population history and estimates) - (Graph of the diffusion index indicating labor shortage by industry) **Industry-specific Diffusion Index (Labor)** | **Industry** | **% Diffusion Index** | | --- | --- | | **Construction** | -63 | | **Transport & Postal Activities** | -59 | | **Food & Accommodation** | -57 | | **BtoC service** | -51 | | **Information Services** | -50 | | **All Industries** | -38 | --- (Page #55) ### Lead Sentence In This Era of Labor Shortages, Many Workers Are Eagerly Waiting for Work The number of monthly active workers is still small compared to the number of registered workers. About eight times as many workers as active workers are opening the app to look for work. In this era of severe labor shortage, many workers are eagerly waiting for work. There is plenty of room for the expansion of active workers. #### Details - (Comparison chart of the labor market and Timee user base) **Labor Market vs Timee User Scale (Unit: Million)** | **Category** | **People** | | --- | --- | | **Non-regular employees** | 21.4 | | **Regular employees (who have indicated interest in a side job)** | 15.2 | | **Registered workers** | 14.2 | | **Monthly active users** | 2.5 | | **Monthly active workers** | 0.3 | --- (Page #56) ### Lead Sentence Spot Work Shifts Turning all work into Spot Work Shifts, creating “Accessible Opportunities to Work.” #### Details (None) --- (Page #57) ### Lead Sentence Importance of BPR BPR (Business Process Re-engineering) is indispensable for effective spot work, as it transforms on-site business processes so spot workers can hit the ground running. BPR can create job openings for many spot workers, and clients can resolve the labor shortage. In addition, this accumulated BPR know-how is a significant competitive advantage. #### Details - **Impact on Clients, Workers, and Competitors** - Client: Resolving the severe labor shortage. BPR creates jobs where spot workers can hit the ground running. - Worker: A bridge to a new way of working. BPR generates detailed steps (jobs) that enable spot workers to embark on a new way of working. - Competitor: Overwhelming competitive advantage. BPR-capable sales teams and massive know-how create an overwhelming competitive advantage. - (Diagram illustrating how BPR creates detailed steps for work) - (Image depicting the problem-solving and value proposition for clients and workers) --- (Page #58) ### Lead Sentence Further Evolution of Solutions Spot work has permeated society through the accumulation of BPR across various industries and companies. As demonstrated by the onboarding burden reduction project in the logistics industry, creating “Spot Work + α” solutions that transcend conventional boundaries will lead to a dramatic increase in their adoption. As a pioneer in spot work, we will continue to evolve our solutions to better meet the essential needs of our clients. #### Details - **Exponential Growth of Spot Work Through Evolving Solutions** - Transitioning from “Breaking down into simple jobs (Spot work)” to “Spot work + α”. - **Industry-specific “+ α” Solutions** - Reducing the onboarding burden for spot workers and improving productivity: **Spot work + Field Manager / Supporter in charge of onboarding / Contracting business** - Hiring long-term part-time employees and improving retention rates: **Spot work + Long-term part-time hiring support plans** - Handling tasks requiring specific qualifications/skills: **Spot work + Qualifications** - (Step diagram showing the evolution and expansion of spot work solutions) --- (Page #59) ### Lead Sentence Timee’s Exclusive Lineup of Solutions Leveraging our spot work platform and vast accumulated data, we are creating Timee’s exclusive solutions in new domains. #### Details - **Timee’s Solution Mapping** - **Non-regular employee (Spot)**: Timee + Field Manager / Qualifications - **Non-regular employee (Short to long Term)**: Timee + Field Manager / Contracting business (Dispatch Area), Timee + Long-term part-time hiring support plans (Part-time Area) - **Regular employee**: Timee Career Plus - (Diagram mapping Timee’s solutions to different employment formats) --- (Page #60) ### Lead Sentence From Defense to Offense: Further Pioneering the Spot Work Market and Becoming the Infrastructure for “Work” #### Details - (Graph of Net Sales and Operating Profit trends and forecasts, with phase focus areas) **Financial Performance Trends & Forecasts (Unit: JPY MM)** | **Fiscal Year** | **Net Sales** | **Operating Profit** | | --- | --- | --- | | **FY20** | 236 | -1,079 | | **FY21** | 764 | -1,293 | | **FY22** | 2,853 | -893 | | **FY23** | 11,176 | 1,456 | | **FY24** | 21,559 | 2,769 | | **FY25** | 30,890 | 5,793 | | **FY26** | 38,835 | 7,295 | | **FY27 (Forecast)** | 47,613 ~ 48,823 | 8,821 ~ 9,746 | *(*CAGR Forecast for FY26-FY30: Net Sales 20%, Operating Profit 30%)* **Focus Areas by Phase** - **Building the Foundation (FY20-FY21)**: Refining the value proposition, Pioneering the logistics industry amid the COVID-19 pandemic, Building the foundation for the company. - **Offense (FY22-FY23)**: Expanding the market share by investing all resources, especially in sales and marketing, Rapid expansion of the spot work market. - **Defense (Preparation for scaling) (FY24-FY26)**: Entry of competitors, Strengthening countermeasures against unauthorized use, Establishment of industry rules. - **Scaling (New offense) (FY27 onwards)**: Industry-specific deep dives and solution development, Developing new industries with a focus on social care, Profit generation through productivity improvements that enable strategic investments, Launching and scaling multiple new businesses and services, Driving an inorganic growth strategy (M&A, etc.). --- (Page #61) ### Lead Sentence Capital Allocation Spotwork has grown into a business that consistently generates cash flow. Cash allocation is directed toward further growth investments, such as M&A. Meanwhile, to prevent the excessive accumulation of internal reserves, any cash not utilized for growth investments is to be returned to shareholders. #### Details - **Capital Allocation Policy** - Capital Source: Accumulation of stably generated operating CF + Existing Available Credit Facility + Maximize financial leverage by utilizing loans for each M&A. - Areas of Allocation: Growth Investment (Top priority) + Shareholder Returns. - **Growth Investments (M&A, capital contributions, etc.)**: Top priority for cash allocation. Focus on strengthening core business (Spot work) and highly synergistic adjacent areas (Contracting business, etc.). Expected deal size ranging from hundreds of millions JPY to several billions JPY per case. - **Shareholder Returns**: Consider shareholder returns on unused cash from growth investments on an annual basis, basically taking into account financial soundness and cash on hand level. Current preference for agile share buybacks. - (Diagram illustrating the flow of funds into Capital Allocation areas) --- (Page #62) ### Lead Sentence M&A Target Area: Vertical Spot Work There are many industry-specific spot work platforms in Japan. We will accelerate our expansion into other industries through M&A. #### Details - **Examples of Vertical Spot Work** - **Medical, Elderly Care, and Welfare**: Elderly Care & Nursing (Bathing assistance, cleaning, and monitoring), Doctors & Pharmacists (Outpatient consultation coverage, night duty, medication guidance, dispensing duties). - **Beauty and Healthcare**: Hair Stylists / Nail Technician (Treatment assistance (shampooing, color preparation), nail treatment / manicuring), Physical Therapist (Rehabilitation, Functional training assistance). - **Skilled Workers / Others**: Chefs / Nutritionists (Private chef services, menu planning), Agriculture (Harvesting of crops, sowing seeds, packing work). - (Images depicting work in medical/social care, beauty, and agriculture) --- (Page #63) ### Lead Sentence M&A Target Area: Contracting Business We will achieve synergy by vertically integrating outsourced operations, an upstream part of the supply chain that utilizes spot work for staffing. #### Details - **Synergies in M&A for Outsourced Service Providers** - **Sales synergies**: By approaching the end client directly, it becomes possible to provide more detailed proposals, including cross-selling spot work and contracting business. Sales channels can also be expanded through grouping. - **Operational synergies**: We will acquire expertise in operations of design and on-site management, and achieve deeper BPR (Business Process Re-engineering) even in spot work. Ensuring a more stable supply of human resources through accumulated know-how in job posting. - **Cost synergies**: Offsetting of indirect costs (spot work fees) on a consolidated basis. - (Diagram illustrating the synergies and structural changes before and after M&A for an outsourced service provider) --- (Page #64) ### Lead Sentence Huge Market Opportunities Beyond the Scope of Spot Work The spot work market is expanding rapidly, driven by Timee’s growing market presence. In addition, significant budgets are still allocated to traditional HR services such as dispatch, job boards, and full-time employee placement. #### Details - **Market Size Comparisons** - **Spot Work Market**: FY2025 JPY 52.6bn -> FY2030 JPY 118.0bn (CAGR 18%) - **Timee FY26/4 Net Sales**: JPY 38.8bn - **Existing HR Services Market**: Dispatch JPY 940.8bn, Job boards JPY 215.0bn, Full-time employee placement JPY 844.2bn. - (Diagram contrasting the Spot Work market scale with the vast existing HR services market) --- (Page #66) ### Lead Sentence Executive Directors & Officers #### Details - **Directors** - Founder & President: Ryo Ogawa - Executive Director CFO: Tomoaki Yagi - Executive Director Head of Job & Marketing Business CPO: Shun Ikeda - Outside Director: Kazumasa Watanabe, Shohei Onishi, Akinori Harada - **Executive Officers / Others** - Senior Executive Officer Logistics and Manufacturing Business: Tomoyuki Shindo - Business Division 1: Takashi Teramae - Business Division 2: Kei Madama - Social Care & Welfare Services Division: Kazuto Yamaoka - Solution Development Division: Kenichi Hashizume - Marketing Division CMO: Ryosuke Saito - Business Development Division VPoBD: Goeun Kim - Engineering Division CTO: Toru Yamaguchi - Product Division VPoP: Kaoshi Otoshi - Corporate Division: Yusuke Tomura - Customer Support Division: Toshiyuki Katagiri - IT Division: Kei Kameda - President’s Office: Takanori Ishibashi - Public Policy Division: Kana Nishikawa --- (Page #67) ### Lead Sentence Number of Employees / HR Costs Sales staff make up more than half of the total number of employees. Defining focus areas and maintaining a strategic, well-balanced approach to recruitment. #### Details - (Stacked bar charts for number of Employees by Department and HR Costs by Department) **Number of Employees by Department (Quarterly)** | **Quarter** | **Sales** | **Product / Engineering** | **Marketing** | **Customer support** | **HR / Corporate** | **Others** | **Total** | | --- | --- | --- | --- | --- | --- | --- | --- | | **23/4** | 345 | 73 | 18 | 28 | 52 | 25 | 541 | | **23/7** | 394 | 79 | 22 | 31 | 59 | 22 | 607 | | **23/10** | 475 | 94 | 26 | 33 | 59 | 28 | 715 | | **24/1** | 528 | 123 | 27 | 39 | 63 | 39 | 819 | | **24/4** | 549 | 144 | 27 | 44 | 94 | 48 | 906 | | **24/7** | 586 | 160 | 30 | 47 | 83 | 51 | 957 | | **24/10** | 608 | 170 | 29 | 50 | 90 | 56 | 1,003 | | **25/1** | 615 | 171 | 24 | 54 | 100 | 73 | 1,037 | | **25/4** | 676 | 174 | 24 | 54 | 151 | 83 | 1,162 | | **25/7** | 741 | 180 | 23 | 58 | 118 | 88 | 1,208 | | **25/10** | 757 | 183 | 25 | 58 | 118 | 99 | 1,240 | | **26/1** | 782 | 189 | 27 | 55 | 123 | 108 | 1,284 | | **26/4** | 791 | 192 | 26 | 57 | 151 | 118 | 1,335 | **HR Costs by Department (Quarterly) (Unit: JPY MM)** | **Quarter** | **Sales** | **Product / Engineering** | **Marketing** | **Customer support** | **HR / Corporate** | **Others** | **Total** | | --- | --- | --- | --- | --- | --- | --- | --- | | **FY23/10 2Q (Feb-Apr)** | 395 | 133 | 31 | 32 | 66 | 37 | 697 | | **FY23/10 3Q (May-Jul)** | 478 | 154 | 36 | 39 | 81 | 36 | 827 | | **FY23/10 4Q (Aug-Oct)** | 560 | 177 | 39 | 42 | 88 | 45 | 953 | | **FY24/10 1Q (Nov-Jan)** | 636 | 225 | 42 | 48 | 91 | 64 | 1,110 | | **FY24/10 2Q (Feb-Apr)** | 684 | 288 | 46 | 55 | 113 | 76 | 1,265 | | **FY24/10 3Q (May-Jul)** | 742 | 325 | 50 | 59 | 124 | 88 | 1,392 | | **FY24/10 4Q (Aug-Oct)** | 772 | 352 | 49 | 62 | 136 | 96 | 1,469 | | **FY25/10 1Q (Nov-Jan)** | 794 | 362 | 51 | 63 | 141 | 111 | 1,526 | | **FY25/10 2Q (Feb-Apr)** | 842 | 366 | 55 | 69 | 166 | 132 | 1,632 | | **FY25/10 3Q (May-Jul)** | 934 | 392 | 57 | 71 | 169 | 155 | 1,780 | | **FY25/10 4Q (Aug-Oct)** | 965 | 386 | 43 | 71 | 173 | 192 | 1,833 | | **FY26/4 1Q (Nov-Jan)** | 1,122 | 435 | 49 | 80 | 189 | 236 | 2,113 | | **FY26/4 2Q (Feb-Apr)** | 1,127 | 440 | 51 | 83 | 198 | 249 | 2,150 | --- (Page #68) ### Lead Sentence Consolidated Balance Sheets #### Details - **Assets (Unit: JPY MM)** | **Items** | **2024/10** | **2025/10** | **2026/4** | | --- | --- | --- | --- | | **Current assets** | 25,360 | 30,528 | 34,552 | | Cash and deposits | 12,238 | 14,225 | 16,540 | | Accounts receivable-trade | 3,097 | 3,859 | 4,203 | | Advances paid | 9,747 | 11,845 | 12,612 | | Other current assets | 276 | 598 | 1,195 | | **Non-current assets** | 1,214 | 3,080 | 3,101 | | Property and equipment | 507 | 796 | 963 | | Intangible assets | 0 | 345 | 320 | | Investments and other assets | 706 | 1,938 | 1,816 | | **Total assets** | 26,575 | 33,609 | 37,653 | - **Liabilities and net assets (Unit: JPY MM)** | **Items** | **2024/10** | **2025/10** | **2026/4** | | --- | --- | --- | --- | | **Current liabilities** | 16,699 | 18,399 | 21,077 | | Short-term borrowings | 10,643 | 11,252 | 13,639 | | Accounts payable-other | 2,185 | 2,656 | 2,594 | | Accrued expenses | 1,665 | 2,136 | 2,414 | | Income taxes payable | 1,366 | 1,487 | 1,346 | | Other current liabilities | 838 | 866 | 1,082 | | **Non-current liabilities** | 779 | 668 | 585 | | Long-term borrowings | 765 | 668 | 585 | | Other non-current liabilities | 14 | 0 | 0 | | **Total liabilities** | 17,479 | 19,068 | 21,662 | | **Total net assets** | 9,095 | 14,540 | 15,991 | | **Total liabilities and net assets** | 26,575 | 33,609 | 37,653 | --- (Page #69) ### Lead Sentence Shareholder Structure (As of April 30, 2026) #### Details - **Shareholder Structure** | **Category** | **Percentage** | | --- | --- | | Foreign institutional investors | 33.5% | | Executives / Stock Ownership Association | 25.2% | | Individual investors | 21.5% | | General Corporations | 9.1% | | Others | 5.0% | | Domestic institutional investors | 4.9% | | Treasury Shares | 0.8% | --- ## FAQ (July 2026) ### Q. Net sales for the full year of FY26/4 exceeded even the upper end of the revised forecast range. Which specific industries performed particularly well? A. The logistics and retail industries maintained their strong momentum from the previous quarter and continued to drive overall growth. In the logistics industry, the "Field Manager initiative," in which we continue to make strategic investments, made solid progress. In addition, the expansion of our solution offerings through product development, such as the "Smart Group" feature, contributed to results, accelerating the shift from traditional dispatch to Timee. In the retail industry, we successfully deepened our share with major existing clients by proposing solutions that incorporate Business Process Re-engineering (BPR). Furthermore, horizontal expansion into new sub-industries, such as drugstores, also progressed smoothly. ### Q. Could you provide details on the "Smart Group” feature and the "Removal of work restrictions for experienced workers," both of which are solutions designed to reduce the burden of onboarding spot workers and improve the productivity of spot workers? A. While spot work offers a significant cost advantage over traditional dispatch, the "burden of onboarding spot workers" and "productivity" of spot workers at each site have been bottlenecks in increasing penetration rates. The human-driven "Field Manager initiative" is effective at addressing these issues; however, its rollout speed is constrained by the need to hire and train Field Managers. In contrast, the "Smart Group” feature and the "Removal of work restrictions for experienced workers " are product (system)-based solutions, offering a major advantage in their rapid deployment. 1. Smart Group feature This solution automatically generates and continuously updates a "worker list" optimized for each worksite based on preset conditions such as a worker's skill information, number of shifts worked, and positive ratings. For example, a group of "workers with picking experience who have worked at the facility 5 or more times in the past 3 months" can be kept up to date at all times with almost zero administrative effort required from the client. This allows clients to post job openings strictly limited to highly proficient repeat workers, thereby reducing the onboarding burden, minimizing mismatches, and improving productivity. It is a solution that promotes a shift from traditional "temporary manpower" to an "optimized, continuous workforce for each worksite." 2. Removal of work restrictions for experienced workers This solution enables continuous work for workers whose annual remuneration at a single company approaches a certain threshold (the threshold for submitting Reports of Salary Payment) by facilitating the safe and secure management of necessary tax procedures and the acquisition and management of My Number (Japan’s national tax & social security identification number) data. Previously, matching was restricted before reaching this threshold because the necessary tax procedures that apply when exceeding it, as well as the operational burden and security risks associated with acquiring and managing sensitive My Number information, were constraints. With this solution, we can remove these restrictions while mitigating the client's burden and the risks associated with the necessary tax procedures and My Number management, making it easier to utilize proficient workers consistently and continuously throughout the year. ### Q. Will there be any cannibalization between the Long-term Part-time Hiring Support Plans and existing Spot Work? A. Regarding the potential for cannibalization, we are strictly monitoring this in our ongoing Proof of Concept (PoC). Based on verification data obtained to date, we recognize that no cannibalization has occurred. Even looking ahead to the full-scale rollout, we believe the risk of cannibalization is low due to a clear segmentation in utilization for both clients and workers, as outlined below: Client Side: In industries such as food, both long-term part-timers and spot workers are currently employed in a hybrid manner, depending on operational timing and specific duties. For instance, a common practice is to structure shifts primarily around long-term part-time workers (fixed staff) during low-demand weekdays, and leverage spot work during peak weekend hours when fixed staff alone cannot meet demand. Therefore, the introduction of this plan will not decrease the utilization of existing spot work. Instead, we expect it to secure a new budget stream—namely, the "long-term part-time hiring budget (job advertising expenses)"—from companies we could not previously approach. Furthermore, the store-based penetration rate of spot work in the food industry remains low at around 5%. By presenting this plan as a new hook for "non-spot work adopting stores" that currently rely solely on traditional job advertising media, we can accelerate new client acquisition. Worker Side: Within the app, we confirm workers’ preferences regarding their desired working styles (spot work, long-term part-time, or full-time). Based on their responses, we have constructed a user interface that appropriately segments and displays only the job postings that match their specific needs. As such, this will not compromise the user experience for workers who prefer to focus exclusively on spot work. ### Q. Please tell us about the specific services envisioned in the Fintech business and their launch timing. A. We plan to release our proprietary banking service utilizing the BaaS solution provided by SBI Sumishin Net Bank. Timee has already expanded into a platform with payroll receipt touchpoints, resulting in an annual transaction volume of approximately 130 billion yen, and we will advance our initiatives by leveraging this solid foundation. First, we will provide a bank account that workers can seamlessly use to receive their earnings from spot work. We anticipate that this will not only serve as a robust foundation for various future financial solutions but also generate cost synergies by significantly reducing the "interbank transfer fees" currently incurred as expenses. Regarding the launch timing, since we will operate as a "banking agent" utilizing BaaS rather than establishing a banking business in-house, we recognize that the preparation period required for system development and licensing applications can be relatively shortened. ### Q. What are the expected effects of the alliance with Benesse Careeros in the social care industry? A. Benesse Careeros operates an HR business specializing in nursing care and healthcare, and its parent company, Benesse Style Care, operates 360 nursing homes nationwide, possessing an overwhelming presence and deep expertise in the industry. On the other hand, Timee’s current share of job postings in the social care industry remains at only around 5% of our total, making the expansion of awareness among both facilities and workers a challenge. By leveraging our alliance with the industry-leading Benesse Group, we will rapidly enhance Timee’s awareness and credibility within the industry—where our platform has historically been strongly associated with logistics, retail, and food industries—thereby powerfully accelerating new client acquisition. Furthermore, by promoting BPR and leveraging their extensive know-how in facility operations, we aim to lower the hurdles for facilities to hire spot workers, thereby increasing utilization per client and unit price. ### Q. Could you please explain the assumptions behind the spot work net sales forecast for FY27/4? A. We have disclosed our spot work net sales forecast for FY27/4 as a range. As in the past, we aim to achieve results within this range, and our base scenario is set at the midpoint of the range (which assumes a moderate deceleration in the YoY growth rate). On the other hand, the YoY incremental growth, which had previously been declining, is projected to reverse and turn upward under this base scenario. ### Q. In the forecasts for FY27/4, active strategic investments in spot work are planned to continue only through the first half (H1). However, won't continued investments be necessary to maintain sales growth? A. While we currently invest a significant portion of our marketing budget to improve fill rates, we expect the ratio of worker marketing expenses to net sales to gradually improve. This will be achieved not only by enhancing marketing efficiency itself, but also by addressing fill rates through product development. Specifically, in the logistics industry, leveraging features such as the "Smart Group" feature is expected to expand the worker pool at each location and increase the number of repeat workers. In the social care industry, we are shifting the focus of our fill rate measures from "acquiring qualified workers" to "encouraging acquired qualified workers to work within the social care industry." Consequently, we are improving the user interface to make it easier for workers willing to work in this industry to find social care jobs in the app. Furthermore, ongoing enhancements to the job recommendation feature for workers are expected to help improve fill rates across all industries. ### Q. Could you please explain your outlook on the spot work take rate in the forecasts for FY27/4? A. We do not expect any significant changes from recent trends, and we project the take rate to remain flat or slightly decline. While downward pressure from the competitive environment is easing, we have factored in the continued implementation of strategic discounts for certain major clients, predicated on transaction volume expansion, as we have in the past. ### Q. In the forecasts for FY27/4, what is the background behind the widening loss in non-spot work? A. To realize further growth in our core spot work business, we are focusing on the development of new businesses that are expected to generate synergies with spot work. As many of these initiatives are currently in the business development phase and have not yet generated revenue, the accumulation of personnel and other expenses has led to a projected loss of 1.8 billion yen for "non-spot work" in FY27/4. However, for these new businesses, we have introduced a stage-gate system and are fully implementing operational processes to strictly manage resource allocation. Therefore, we do not expect this to have a significant impact on the company-wide profit amount or profit margin. ### Q. In the forecasts for FY27/4, what is the background behind the sharp increase in net sales for Timee Solutions? A. The net sales forecast for FY27/4 is 2,310 million yen, which represents a significant expected increase from the previous fiscal year’s actual result of 813 million yen. Regarding net sales from the contracting business of logistics warehouse operations, the results for the previous fiscal year (FY26/4) reflected only six months of performance, starting from November 2025, when the relevant subsidiary was consolidated. Therefore, the full-year contribution (reflecting a full 12 months) in the current fiscal year is the primary driver of this substantial net sales growth. Additionally, Timee Solutions made steady progress in FY26/4, and our forecasts assume this strong performance will be maintained in FY27/4. --- ## Disclaimer This material is a summarized and processed version of the following materials previously disclosed for AI reading purposes. We have paid close attention in preparing this document, but if the content differs from the original disclosed documents, the original content shall prevail. Please refer to the original documents for accurate information. - “FY26/4 Full-Year Financial Results Presentation (In Japanese)” (Disclosed June 11, 2026) - “FAQ (In Japanese)” (Disclosed July 10, 2026)