M3, Inc.
Presentation Material
January 2024

Copyright © 2024 M3, Inc. All rights reserved.

0

The following presentation contains forecasts, future plans, managementtargets and other forward-looking projections relating to M3, Inc. and/or
its group. These statements are drawn from assumptions of future
events based on data currently available to us, and there exist
possibilities that such assumptions are objectively incorrect and/or may
produce differing actual results from those mentioned in the statements.
Furthermore, information and data other than those concerning theCompany and its subsidiaries/affiliates are quoted from public information,and the Company has not verified and will not warrant its accuracy or
dependency.
M3, Inc.

Copyright © 2024 M3, Inc. All rights reserved.

1

FY2023 Q1-Q3 Consolidated Results
FY2022
Q1-Q3

FY2023
Q1-Q3

YoY

Sales

175,155

179,189+2%

Operating
Profit58,73454,963-6%

Pre-tax
Profit60,24957,325-5%

Net Profit

41,84438,914-7%

Unit: JPY MM

YoY growth inbusiness
excluding COVID
related revenues
sales +11%

Apart from COVID-related activities, regular businesshas achieved double-digit percentage growth in sales
Copyright © 2024 M3, Inc. All rights reserved.

2

Consolidated Sales Trends and COVID Impact
Unit: JPY MM

175,155
154,169
123,750～20,800

COVID related

179,189～8,400+11%～16,400(clinical trials,
vaccination support,
promotion oftherapeutic drugs andvaccines, etc.)

Regularbusinesses

FY2020
Q1-Q3

FY2021
Q1-Q3

FY2022
Q1-Q3

FY2023
Q1-Q3

COVID-related sales saw a decrease of approximately 12 billion
yen in Q1 to Q3, with a significant impact on profits. Meanwhile,regular business sales continue to grow at a double-digit rate.
*FY22 Actuals: Q1 ~8.1 Bn, Q2 ~6.4 Bn, Q3 ~6.2 Bn, Q4 ~3.5 Bn
FY23 Actuals: Q1 ~3.0 Bn, Q2 ~2.7 Bn, Q3 ~2.7 Bn

Copyright © 2024 M3, Inc. All rights reserved.

3

FY 2023 Q1-Q3 Consolidated Results by Segment
Unit: JPY MM

FY2022
Q1-Q3

FY2023
Q1-Q3

YoY

Domestic

MedicalPlatform

Sales

69,763

71,480+2%

Profit32,08730,369-5%

Evidence
Solution

Sales

20,601

20,321-1%

Profit

6,048

5,121

-15%

CareerSolution

Sales

11,45912,530+9%Profit

4,199

3,887

-7%

Site
Solution

Sales

27,53023,368-15%

Profit

3,229

2,618

-19%

Emerging
Businesses

Sales

2,435

1,934

-21%

Profit

366

533

+46%

Sales

47,261

52,123+10%

Profit13,924

12,894-7%

Overseas

Copyright © 2024 M3, Inc. All rights reserved.

 Pharma marketing: The
year-end budget
utilization was limited,
but the fundamental DX
is still progressing Negative impact fromone-time gain of 0.8 bil.
yen in last year Order backlog: 32.2 bil.
 Excluding COVID-related
clinical trials, sales +8%
 Business forpharmacists continued
to recover Sales +18% excluding
COVID related revenues
 Sales excluding COVID
related revenues +29%
 Sales +18% and profit
grew, excluding COVID
 US clinical trial businessrevamp in progress Europe and APAC region
steady4Budget Progress in FY2023 Q1-Q3
Sales
Initial outlook

Operating profit～190.0 bn～ 56.0 bn

179.2 bn

55.0 bn

MedicalPlatform
Evidence
Solutions
CareerSolutions
Site
Solutions
Overseas
Other/
Adjustments
FY23Q1-Q3
Act.

The biggest challenge on the profit front is in theOverseas business
Copyright © 2024 M3, Inc. All rights reserved.

5

M3’s Triple Growth Engine + CSV
1. Ecosystem
Expansion

2. IndividualBusiness
Development(Sagrada Familia)
Regions (12 areas)
６７

８

Regions (12 areas)

Regions (12 areas)
９

10

11

１

３

４

５

６

７

８

９

10

１

11

ＭＰ

２

CS ＳＳ ＥＳ
OthersOthers Pharma marketing/ Clinical Scene DX

Businesses (30 - 50)

Businesses (30 - 50)

Businesses (30 - 50)

 Continuous new
business entries

２

３

４

５

６

７

８

９

10

11

ＭＰ

５

CS ＳＳ ＥＳ

４Others３

CS ＳＳ ＥＳ

２ＭＰ

１

3. Ecosystem
Synergy
Creation Cross-cell synergy
maximization

4. Social Impact Creation → CSV
Copyright © 2024 M3, Inc. All rights reserved.

6

Growth Engine 1： Ecosystem Expansion(Sagrada Familia)
６７８Regions (12 areas)
９

10

11

１

５

６

７

８

Regions (12 areas)
９

10

11

１

ＭＰ

４

OthersCS ＳＳ ＥＳ

３

Businesses (30 – 50)

Businesses (30 – 50)

Businesses (30 – 50)

Others

２

２

３

４

５

６

７

８

９

10

11

ＭＰ

５

CS ＳＳ ＥＳ４

CS ＳＳ ＥＳ

３ＭＰ

２OthersRegions (12 areas)
１

4. Social Impact Creation → CSV
Copyright © 2023 M3, Inc. All rights reserved.

7

Leverage 3 Major Resources to Solve Healthcare Issues

6.5 mil. registered doctors worldwide

Healthcare
Issues×

Overwhelming
Platform

Top-notch technical professionals

State-of-the-art Technology
Experts from varied fields unite

Problem Solving Skills

Copyright © 2024 M3, Inc. All rights reserved.

8

Business Scope Expansion and Growth Potential： 2010

2015

2020

2022

Country：

3 →8 （2.5x） →11 （3.5x） →17 （5.5x）

Business Types：

6 →

15 （2.5x） →35 （6.0x） →38 （6.0x）

Business Units

：

10 →

24 （2.5x） →56 （5.5x） →71 （7.0x）

Sales (bn)

： 14.6 → 64.7 （4.5x） → 169.1 （12.0x） → 230.8 （16.0x）(Type x Country)

Aggressive M&A to ensue in reaching growthpotentials exceeding 10~20x current levels…
Copyright © 2024 M3, Inc. All rights reserved.

9

Growth Image per Business Expansion Phases
Sales Trend (JPY)
Businesses added after FY2022
Businesses added between FY2015 and FY2022～600 bilAssumption～130

1/4 of existing
businesson top

～150

CAGR
～20%

～200

CAGR
～15%

～120

CAGR
～10%

Businesses added between FY2010 and FY2015
Business as of FY2010

230.8 bil
～60

15 bil
FY201064 bil

～100

～33
～31

～70

FY2015

FY2022

FY2027

Aim to continue to grow business as before through new
business development, new business growth, andexisting business growth
Copyright © 2024 M3, Inc. All rights reserved.

10

Sales Composition Ratio: Past and Future Image
Consolidated Sales Composition Ratio
100%= JPY 230.8bil.
3%
6%

11%

22%

22%

24%

47%

50%

Overseasbusinesses
composition
ratio 30～40%

27%

34%

52%

91%

62%

50%

Other
businesses

55%
26%

16%

29%

26%

Pharma mktg
supportcomposition
ratio 10～20%

23%

FY2005 2010 2015 2018 2020 2021 2022

Domestic businesses24%

JPY 600bil.

2027

The pharmaceutical marketing business itself will continue togrow, but overseas/other domestic businesses are expected to
grow faster
Copyright © 2024 M3, Inc. All rights reserved.

11

Trend in M&A Volume: Programmatic M&A Strategy
11

11

5

5

6

6

FY2021

FY202210
3Domestic
Overseas7

FY2023
Q3
M&A completed with approximately 10 companies annually,
will continue to actively pursue M&A opportunities.
FY23: 7 projects already conducted abroad, DBMCI and
Albaron Podiatry (through CUC) consolidations wereannounced in Q3 Copyright © 2024 M3, Inc. All rights reserved.

12

Business Expansion Creation Flow

Structural
Differentiation

Reinforcementof Ecosystem

Investment Target
Expansion

Self-reinforcing expansion cycle = "superbly capable staff" basealso expands, and continuity is further strengthened... "businesssnowball" to multiply rapidly
Copyright © 2024 M3, Inc. All rights reserved.

13

Growth Engine 2： Individual Business Development
Regions (12 areas)
６７

８

Regions (12 areas)
９

10

11

１

５

６

７

８

Regions (12 areas)
９

10

11

１

ＭＰ

４

OthersCS ＳＳ ＥＳ

３

Businesses (30 – 50)

Businesses (30 – 50)

Businesses (30 – 50)

Others

２

２

３

４

５

６

７

８

９

10

11

ＭＰ

５

CS ＳＳ ＥＳ

４Others３

CS ＳＳ ＥＳ

２ＭＰ

１

4. Social Impact Creation → CSV
Copyright © 2023 M3, Inc. All rights reserved.

14

Pharmaceutical Sales & Marketing DX

Copyright © 2024 M3, Inc. All rights reserved.

15

Pharma Marketing Cost and TAM for M3
10 yearsago

Present

FutureM3’s Role

down by ~300 bn yen
TAM

Industry
productivity
improvementfrom DX

MR
99%
Related1.5 tn yen
Costs

Internet

1%

15 bn yen95%

1.15 tn yen

5%

70 bn yen

70～80%

700～
800 bn yen(2) MR Activity
DX Support

20～30%(1) Internet
MarketingSupport200～
300 bn yen(3) Data-driven
MarketingSupportM3 involvement to go beyond the bounds on the internet
to improve productivity across the entire industry
Ref: M3 survey and estimate; numbers are approximate
Copyright © 2024 M3, Inc. All rights reserved.

16

Trend of Domestic Pharmaceutical Sales Reps (MRs)Historical Peak
65,752 MRs(000’s)-1,095 -52270-950 -752-2,533-2,74260-3,572-1,738-2,16650

40

49,682
in FY2022

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

In addition to a decrease in the number of MRs, increasing numberof contract reps and online reps who work exclusively online or byphone.... The trend toward sales efficiency is expected to continue* Source: MR Certification Center “2023 MR White Paper”

Copyright © 2024 M3, Inc. All rights reserved.

17

Professional Staff Fortification Plan
Unit: Index with FY2019 as 100

375~500

Reduce the no. of
external consultants
while increasing theoverall number

100(fee scale)

82%

71%

FY2019FY2022

FY2023

Few years
from now…

1

1.8

1.5

1

(pre-COVID)

Cost perStaff

 Recruiter
reinforcement

18%

29%

M3
Employees

 HR capacity
increase

245

235

Q3

Temporaryincreasedue tooutsourcing

Q3

Normalizedwith proper
hires

Staff Fortification
Initiatives

Normalizedwith proper
hires New grad
recruitment
fortification
 Improve costs
while increasing
headcount

Professional staffing, 6% growth in total (+23% for in-house, -35%
for external) with the number of hiring decisions for the Q1-Q3
period up by approximately 1.3x YoY
Copyright © 2024 M3, Inc. All rights reserved.

18

Current Status of Pharmaceutical Marketing
Demands and Trends
ＣＯＶＩＤ-19

FutureSales

After COVID•

Structural changes •
Now

•

•
Short-term demand •Progress in essential digitaltransformation
Advancement of structural
digital transformation (DX)
Projects on a larger scale

Temporary decline indemand during the COVID
periodCost reduction at someglobal pharma companies

Positive and negative factors are in balance; currently, bothare in equilibrium
Copyright © 2024 M3, Inc. All rights reserved.

19

As a Strategic Partner to Pharma Companies
Overall Trend

Efforts for Renewed Growth

ＣＯＶＩＤ-19

Sales

After COVID

Now

Future Our ProductsContinual development of services
that dramatically improve theproductivity of pharmaceuticalcompany sales and marketing(currently at level 50%)
 Our Professional Staffs
Continuously expanding the teamby several tens of people each year
(currently at level 50%)
 Productivity Per Staff
Standardization of service
proposals, skills enhancement,
improvement in per-person
productivity through DX (currently
at level 75%)

Further accelerating essential DX initiatives as a strategic
partner to pharmaceutical companies
Copyright © 2024 M3, Inc. All rights reserved.

20

DX of the Clinical Scene

Copyright © 2024 M3, Inc. All rights reserved.

21

DX of Clinics: Creating a New Patient Experience
Current

Post DX (new patient experience)

AccessLong waiting timein lobbies

Online reservations

Diagnosis

OfflineOnline/Offline Hybrid

Payment

Wait to pay atservice desk

Head straight home(digital payments)

Rx

Local pharmacy

Delivered to homeor officeMedical
Records

Difficult access

Review own healthrecords online

Midnight
Emergencies

Wait until nextmorning

24/7 Online Service

Creating a completely different patient experience through“DigiKar Smart”
Copyright © 2024 M3, Inc. All rights reserved.

22

M3 DigiKar EHR Growth
Number of Sites Using M3 DigiKar
5,700
 Cumulative number of
installations isapproximately 5,700.
Steady progress Co-selling with
DigiKarSmart further
increases the added
value of DigiKar

FY15 16

17

18

19

20

21

22

23

Incontestable #1 market share within cloud based digital healthrecords, approximately 210 million charts
Copyright © 2024 M3, Inc. All rights reserved.

23

DX of Clinics： DigiKar Smart
PhysicalOnlineAppointment

Medical Institutions：Managing System

AutoReception

Next
Appointment

Patients：

M3 DigiKar Smart
Payment

Mobile App
Consultation

Linking to
EHR

20,000 reviews with a rating of 4.6 from users, new patient
experience created and high rating in the category
Taken from the following URL, as of January 19, 2024
https://apps.apple.com/jp/app/m3%E3%83%87%E3%82%B8%E3%82%AB%E3%83%AB%E3%82%B9%E3%83%9E%E3%83%BC%E3%83%88%E8%A8%BA%E5%
AF%9F%E5%88%B8/id1563102530

Copyright © 2024 M3, Inc. All rights reserved.

24No. of DigiKar Smart Users
Unit: Index with FY2021Q3 as 1

4,320
 Users are rapidly
penetrating DigiKar
Smart as the clinic's
infrastructure.
4 times higher thanin the previous year

2,973
2,067

 Video call has been
added and is
expanding as an
infrastructure fortelemedicine

1,368
1,070
1

44

173

Q3

Q4

Q1

FY2021479
Q2

Q3

FY2022

Q4

Q1

Q2

Q3

FY2023* Quarterly sum of monthly UUs
Copyright © 2024 M3, Inc. All rights reserved.

25

Ecosystem Synergy: Medical Data Business
Unit: Index with FY2022 Q1-Q3 as 100

Sales of Medical Data Business*

200

2x

100

FY2022
Q1-Q3

FY2023
Q1-Q3

Medical data business (actual medical practice, physician practicestandards, etc.) also grew significantly along with the increase in thevolume of data accumulated. Steady creation of ecosystem synergies* Target: Real World Data, Estimation related services (part of Pharmaceutical Marketing business)
Copyright © 2024 M3, Inc. All rights reserved.

26

Number of Clinics Covered by M3 Group
Unit: Number of clinics using any of M3 services

11,15012,2005,700

Dec-21

Dec-22

Dec-23

Organic coverage continues to expand even after M&A in July
2022… Plans to offer a wide range of DX promotion services,
including EHR, in-hospital operational efficiency, and patient
tools
Copyright © 2024 M3, Inc. All rights reserved.

27

Overseas

Copyright © 2024 M3, Inc. All rights reserved.

28

Number of Doctor Members and Panelists (Global)
Ratio of doctor members(As of June 2023)

Including regions not mentioned above, more than 6.5 million
doctor members and panelists, covering over 50% of doctors
worldwide*The no. of doctors in Japan is based on data from the Ministry of Health, Labour and Welfare (2022).
The no. of doctors by other countries is based on the latest data from WHO and other sources

Copyright © 2024 M3, Inc. All rights reserved.

29

Overseas Segment: Sales by Region
Unit: JPY MM

Growth rate
COVID related
sales within

47,240North
America

EuropeAPAC

20,26052,10820,309Excluding COVID
related earnings+10% +18%
Excluding COVID
related earnings+19%

North America
 Career business remains
solid Clinical trial business:
Management structure
renewal and strengtheningof patient recruitment andsales structure areprogressing

Europe21,476

+23%

9,451

10,323+9%

FY2022
Q1-Q3

FY2023
Q1-Q3

17,530 Steady progress in France Contribution from M&A effect(e.g. Remedium, some of
Kantar)ＡＰＡＣ
 Rapid growth after COVID
pauses

Accelerating new initiatives for the future such as M&A
and structural reforms
Copyright © 2024 M3, Inc. All rights reserved.

30

Overseas Growth Trends by Business (FY)
Unit: JPY 100MM

Service forDoctors(Platform for doctors in North
America, Europe, and Asia and
EHR)(M3 Global Research:
Expanding in North America,
Europe, and Asia)

Clinical Trials

Career for
Doctors(Clinical Trials sites in North
America, growing into one of
the top 5 companies in the US)(Human resources businesscentered on doctors in North
America and Europe)

250
190
140

Approx.

160

2.1x

110

130
98

180
Approx.

1.8x

68 77
29

19 20 21 22

19 20 21 22

93
Approx.

3.2x

19 20 21 22

47 52

75

99
Approx.

2.1x

19 20 21 22

Achieve growth trends in various business types* Based on each subsidiary's principal business, aggregated by fiscal year
Copyright © 2024 M3, Inc. All rights reserved.

31

Consolidation of DBMCI in India
M3

DBMCI

Online Learning App

Offline Prep Schoolx
Neuroglia Health Pvt Ltd・Technology
・Expertise in app
management
・Online contents

・Operation knowhow
・History andbrand・Offline contents

 Entry into the offline
preparatory school
business for Indian
doctors and medical
students
 M3 combines its
online expertise withDBMCI's offline knowhow, creating synergy Considering newlearning styles postCOVID, addressing
the diverse needs oflearners

Providing high-quality hybrid learning opportunities byleveraging M3's expertise in online learning applications
and DBMCI's offline prep school
Copyright © 2024 M3, Inc. All rights reserved.

32

Growth Engine 3： Ecosystem Synergy Creation
Regions (12 areas)
６７

８

Regions
Regions (12 areas)
areas)
９

10

11

１

５

６

７

８

Regions (12 areas)
９

10

11

１

ＭＰ

４

OthersCS ＳＳ ＥＳ
Others３

Businesses (30 – 50)

50

Businesses
Businesses (30(30 –– 50)
50)( – 50))Businesses (30
30

２

２

３

４

５

６

７

８

９

10

11

ＭＰ

５

CS ＳＳ ＥＳ

４Others３

CS ＳＳ ＥＳ

２ＭＰ

１

4. Social Impact Creation → CSV
Copyright © 2023 M3, Inc. All rights reserved.

33

Business Scope Expansion and Growth Potential

2010

2015

2020

2022

Country：

3 →8 (2.5x) →11 (3.5x) →17 (5.5x)

Business Types：

6 →

15 (2.5x) →35 (6.0x) →38 (6.0x)

Business Units

：

10 →

24 (2.5x) →56 (5.5x) →71 (7.0x)

Sales (bn)

： 14.6 → 64.7 (4.5x) → 169.1 (12.0x)→ 230.8 (16.0x)(Type x Country)

Copyright © 2024 M3, Inc. All rights reserved.

34

Cross-Business Synergy Creation Potential
１

２

３

４

0

1

3

6

・・・

ｎ

Number ofbusinesses

Synergy
Links

nC2

Synergy potential between businesses: 71Ｃ2 = 2,485
possible linkages
Copyright © 2024 M3, Inc. All rights reserved.

35

Ecosystem Synergy Value Creation
Unit: Index with FY2022 Q1-Q3 as 100

124
Approx.

100

FY22
Q1-Q3

1.2x

FY23
Q1-Q3

The next ten years will be based on ecosystem synergies, includinginternal and external collaborations, to further promote healthcare
problem-solving/social impact creation and business expansion*Sum of value additive projects spanning across multiple business lines and data utilization. Definitions will be reviewed as necessary, including this time
Copyright © 2024 M3, Inc. All rights reserved.

36

“The White Jack Project”
Pre-Onset/
Healthy Person
General Public(consumer)

After Onset/
Patient

Future expanding
priority areas

Phase 1 Happiness-i
Phase 2

Rinkai
MedicalPhase 3CancerPrevention

HCP(e.g. wholesaler)

Traditional main
business domain

Phase 4 ＥＢＨＳ
Phase 5

Steady progress is also being made on the WhiteJack project, which realizes M3's mission from amore upstream perspective
Copyright © 2024 M3, Inc. All rights reserved.

37

Expand Coverage of Enterprise Services
Number of employees covered bycorporate services
Unit: 10,000 persons

192*

Approx.

78

1
FY
19

18

19

20

21

22

150x

Covers approximately 1.9
million employees in FY23Q3,
with the following services
under development
 EBHS Life
 Cancer prevention, PSP Ask Doctors
 Booking & conducting
medical check-ups
 Employee health data
management
In addition to Happiness
Partners, the introduction of
EBHS Life is gradually
expanding. Dispatch ofindustrial physicians and stresschecks also supported

23Q3

Steadily expanding business base to create ecosystemsynergies as well. Plans to expand both the number of people
covered and services*About 800,000 additional people is added from FY2023 for dispatching industrial physicians and providing stress check services
Copyright © 2024 M3, Inc. All rights reserved.

38

Status of Tender Offer for Benefit One
Date

Event

Details

Nov 14, 2023

Tender Offerannouncement

M3 announced the tender offer and capital/business alliance for
Benefit One（TOB Period： Nov 15 ~ Dec 13, 2023）

Dec 7, 2023

Announcement by
Dai-ichi Life HD

Dai-ichi Life HD announced a planned commencement of Tender
Offer for Benefit One（Planned commencement date: mid-Jan of 2024）

Dec 12, 2023

1st Extension

M3 announced a 20 business day extension of the tender offer
period in response to a request from Benefit One to consider the
proposal from Dai-ichi Life HD（TOB Period： Nov 15 ~ Jan 17, 2024）

Jan 11, 2024

Announcement of
status by Dai-ichi LifeHD

Dai-ichi Life HD announced that it aims to commence the tender
offer around the end of January, considering the status of
discussions and negotiations with Benefit One and PasonaGroup

Jan 16, 2024

2nd Extension

Benefit One again requested an extension of the tender offer
period. M3, therefore, announced another extension of 20
business days
（TOB Period： Nov 15 ~ Feb 15, 2024）

Jan 30, 2024

Announcement of
status by Dai-ichi LifeHD

Dai-ichi Life HD again announced that it aims to commence thetender offer around the middle of February 2024, considering thestatus of discussions and negotiations with Benefit One andPasona Group* As of 0:00am, January 31st, 2024
Copyright © 2024 M3, Inc. All rights reserved.

39

Social Impact Creation
Regions (12 areas)
６７

８

Regions
Regions (12 areas)
areas)
９

10

11

１

５

６

７

８

Regions (12 areas)
９

10

11

１

ＭＰ

４

OthersCS ＳＳ ＥＳ
Others３

Businesses (30 – 50)

50

Businesses
Businesses (30(30 –– 50)
50)( – 50))Businesses (30
30

２

２

３

４

５

６

７

８

９

10

11

ＭＰ

５

CS ＳＳ ＥＳ

４Others３

CS ＳＳ ＥＳ

２ＭＰ

１

4. Social Impact Creation → CSV
Copyright © 2023 M3, Inc. All rights reserved.

40

SDGs and CSV: M3's CSV positioning
ＣＳＶ

ＳＤＧｓ
Sustainable Development Goals

Creating Shared Value

International objectives thatgovernments, businesses andindividuals in all countries aim toachieve with regard to human rights,
the environment and development

Initiatives by companies to solve
social problems through their corebusiness

Positioning forcompanies

Each company fulfills its
responsibilities towards internationaltargets

Balancing corporate growth andsolving social issues

Relevance tocorporatemissionNot necessarily linked to thecompany's mission

Fully consistent with corporate
mission/purpose(Development goals which are possible to sustain)

Detail(Creation of shared values)

Under M3’s mission of “Making use of the Internet to increase, as much as possible,
the number of people who can live longer and healthier lives, and to reduce, as muchas possible, the amount of unnecessary medical costs,” we are also committed to
SDGs through its CSV activities

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M3’s CSV Impact (1/2): Patients/End Users
Providing a Seamless Healthcare Experience
Number of medical consultations using Digikar Smart: 1MM
FY202229.3 million hours of patient waiting time reduced
FY2022, from a total of about 27 million receptions

Professional Advice Provision for Health Concerns
Offering physician answers on-line to daily healthconcerns; 300,000+ posted questions gathering over67 million UU views annually
FY2022Granting Wishes for Severely Ill Patients
37 wishes granted through the CaNoW program;over 1.5 million PVs of videos and articles documenting the grants
As of April 2023, since service launch in 2019

Support for corporate health management andemployee health promotion
Accelerate efforts in pre-symptomatic state and preventive
medicine, with approximately 800,000 employees covered
FY2022* CSV = Creating Shared Value
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M3’s CSV Impact (2/2): Medical Professionals
Information Provision for all HCPs

Over 12 million viewers in total for web conferences, etc.
FY2022

Medical Examination Support

Supporting medical examinations throughmanagement of information across 200 million
electronic health records, domestically and abroad
As of FY2022

Productivity Improvement for Pharma Companies

Distribution of 120 million e-details = workload of
60,000+ MRs (more than total number of MRs in Japan)
FY2022

Actualizing M3’s mission across various areas, to reduce
unnecessary medical costs and to support healthier lives using
digital technologies* CSV = Creating Shared Value
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43

FY2023 Outlook

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44

Annual Results
Sales

Operating Profit(mn yen)250,000(mn yen)

95,141

Operating profit*.
Medlive IPO Impact

230,818
208,159

75,00071,983

169,198

64,21057,972130,973
113,059
94,47134,33730,80027,48625,05020,022

78,14364,66051,346

16,061
7,648 13,738
9,294
4,803
6,031
1,683 3,597
2,677 3,990
46 255 509 895

36,75914,646 26,007
8,534
19,0402,276 5,729
11,811
891
7,475
3,854
1,563
107 480FY
E
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23

(6m)

-93

FY
E
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23(6m)

Aiming to achieve sustained medium- to long-term growth as
before*FY2021 excludes gains related to China IPO

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