Riso Kyoiku Co., Ltd.
Q2 Financial Results Briefing for the Fiscal Year Ending February 2023
October 13, 2022

Event Summary[Company Name]

Riso Kyoiku Co., Ltd.

[Company ID]

4714-QCODE[Event Language]

JPN[Event Type]Earnings Announcement[Event Name]

Q2 Financial Results Briefing for the Fiscal Year Ending February 2023

[Fiscal Period]

FY2022 Q2[Date]

October 13, 2022

[Number of Pages]

22[Time]

15:30 – 16:01(Total: 31 minutes, Presentation: 18 minutes, Q&A: 13 minutes)[Venue]Webcast[Venue Size][Participants][Number of Speakers]

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2Masahiko Tenbo
Masaaki Kume

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President and CEO
Vice President and CFO

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Presentation
Tenbo: Hello everyone. I am Tenbo from Riso Kyoiku. Thank you for your participation.
Kume: I am Kume from Riso Kyoiku. Thank you for your participation.
Tenbo: It is time, and we will now begin the presentation of financial results for Q2 of the fiscal year ending
February 28, 2023.
Like before, as part of our measures to prevent the spread of COVID-19, we will hold our presentation online.
We apologize for any inconvenience this may cause, and appreciate your understanding.
Kume: Today, as before, I will first use the materials to explain the results for Q2 of the fiscal year ending
February 28, 2023; the background of the results and outlook; the medium-term management plan;shareholder return policy; and prospects. Then, I will use the Q&A system to answer the questions you havesent in. Please feel free to send us your questions through the Q&A system even during the presentation.
First, President Tenbo will explain the results for Q2 of the current fiscal year ending February 28, 2023.
President Tenbo, please.

Tenbo: I will explain the results for Q2 of the fiscal year ending February 28, 2023.

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Sales increased JPY829 million from the previous period to JPY15,441 million, operating income decreased
JPY324 million to JPY1,007 million, ordinary income decreased JPY339 million to JPY1,034 million, and net
income decreased JPY238 million to JPY636 million.

As for the background of the results and outlook, the number of students for the entire group remained steadyat 26,599, up 1.4% from the same month last year.
The seventh wave of COVID-19 caused a sharp increase in the number of infections among teachers, students,and employees, and some classes were postponed until September or later, but consolidated results for Q2of the current fiscal year were up 5.7%, demonstrating solid growth. The delayed classes are now being heldin order.
Profits decreased from the previous year due to upfront investment in new school openings, renewal ofexisting schools, and capital investment in new businesses across Riso Kyoiku Group companies, as well as
increased personnel and recruitment advertising expenses to secure excellent human resources, rising prices
due to the pressures of inflation, and soaring utility costs due to the global situation.

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By segment, in the tutoring school business, we opened TOMAS Futamatagawa, Hamadayama, and Oyamadai
schools in March 2022, renewed the Kawaguchi school in March, renewed the TOMAS Mitaka school in May,
opened the Inter TOMAS Mitaka school, and renewed the Tomas Musashikosugi school in August. As of theend of August 2022, there are 96 tutoring schools and 12 English conversation schools.
As for Q2 and beyond, the TOMAS Tachikawa school was renewed in September; we plan to open the TOMAS
Ebina school and renew the Kinshicho school in October.

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4Next is Meimonkai, a private tutoring and home-visit education business, where we renewed the Meimonkai
Sannomiya Ekimae School in April 2022.
Under the new brand MEDIC Meimonkai, the Osaka Head Office school opened in March and the Kobe schoolin April, showing that there are 35 Meimonkai schools, 12 TOMEIKAI schools, and two MEDIC Meimonkai
schools as of the end of August 2022.

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Next is Shingakai, an early childhood education business. In April 2022, we opened the Shinagawa school ofKonami Sports Shinga's Academy, a new brand developed by Shingakai and Konami Sports.
In August, we opened the Harumi Triton school for Shinga's Club daycare and Shinga's Club school-age care,
and as of the end of August 2022, there are 24 Shingakai schools, eight schools for Shinga's Club daycare, and19 schools for Shinga's Club school-age care.

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Next is in-school tutoring, School TOMAS. In addition to the conventional services such as full and one-on-one
in-school tutoring, and a self-study system that allows students to ask questions at any time, we have also
developed new services such as online tutoring and AI material-based tutoring. As of the end of August 2022,
the number of schools signed up with us is 110, of which 82 are in operation.
School TOMAS has been recognized not only as a way to support schools' academic performance, but also asa solution to the problem of long working hours for school teachers, and we expect to receive more inquiries
in the future.
We also expect an increase in revenues as we anticipate the schools that have already introduced the system
will expand the application to more grades year by year.

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Next, the medium-term management plan announced in January of this year covers the three-year period
beginning with the current fiscal year ending February 28, 2023. For the fiscal year ending February 28, 2023,
we forecast sales of JPY33 billion, ordinary income of JPY3.7 billion, and net income of JPY2.5 billion. For the
fiscal year ending February 29, 2024, we forecast sales of JPY37 billion, ordinary income of JPY4 billion, andnet income of JPY2.7 billion. For the fiscal year ending February 28, 2025, we forecast sales of JPY40 billion,
ordinary income of JPY4.5 billion, and net income of JPY3 billion.
We will continue to aggressively launch new schools and provide high-quality, authentic educational services,aiming to achieve our goals through sustainable growth by strengthening our corporate competitiveness andcorporate structure.
Next, Mr. Kume, Vice President, will explain the dividend for the fiscal year ending February 28, 2023. Vice
President Kume, please.

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Kume: I will now explain our dividend policy for this fiscal year.
The dividend of JPY16 per share initially announced at the beginning of the fiscal year remains unchanged.
The Company has sufficient profit available for dividends and its performance is on an increasing trend.
Therefore, the dividend of JPY16 per share will remain unchanged and will be paid as a lump-sum year-end
dividend of JPY16 per share.
We will continue our efforts to strengthen returns to shareholders and enhance corporate value. That is all.

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Tenbo: Next, I would like to explain our prospects for business alliances with other industries.
First, I would like to explain the strengthening of our capital and business alliance with Hulic Co., Ltd.
In 2020, we entered into a capital and business alliance with Hulic, a real estate developer, to jointly study
new businesses related to education, support real estate strategies, and mutually utilize both parties'
knowledge, expertise, and networks.
In addition, Hulic's stake in our company increased to 20.66% through the third-party allocation in November
2021, making Hulic our company's largest shareholder to further strengthen our alliance.
In the future, we expect Hulic to first show us its abundant sites of prestigious station-front properties inmajor areas of metropolitan Tokyo.

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10Next is the business alliance between Shingakai and Konami Sports Co., Ltd. Under this alliance, a new brand“Konami Sports Shinga's Academy" is in business.
Konami Sports Shinga's Academy is a new brand of one-stop school-age childcare services that fulfills thewishes of parents who want their children to study as well as exercise or play sports. We plan to aggressively
expand the brand to facilities owned by Konami Sports nationwide.

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As I mentioned earlier, Konami Sports Shinga's Academy opened the Shinagawa school as its first school on
April 1 of this year at the Konami Sports main store. This has been received very well, and spots were filled up
quickly, so we are planning to expand the school and increase the floor space.
The second school is scheduled to open in April 2023 as Nishinomiya school at the Konami Sports Nishinomiya
Annex main store. In addition, we are planning to open one school in the Osaka area and one in the Kobe area.
Including these four schools, we plan to open approximately 20 schools in the future. Konami Sports has alarge number of child members, and based on this, we will expand Konami Sports Shinga's Academy into
Konami Sports facilities, which we hope will contribute to an increase in the number of students and sales.

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In addition to the two partnerships with Hulic and Konami Sports, which I have explained up to now, we will
now form a business alliance among the three companies to develop the Kodomo Department Store,[inaudible] a building specializing in education and integrating various child-rearing and educational functions
that help children foster their diverse intellectual curiosity as well as build up their learning and experiences.
Hulic will develop a medium-scale building or renovate an existing property for the place.
At the Kodomo Department Store, we will provide childcare services for children as young as one year old at
the Shinga's Club daycare center. As the children get older, they will move on to Shingakai for kindergarten
and elementary school entrance exams, and then to Shinga's Club for school-age care for children in the lower
grades of elementary school. We are developing each of our brands to help with the transition, such as TOMAS,
a full and one-on-one tutoring center for entrance exams, and Inter TOMAS, a one-on-one English
conversation school.
The building will also house various children's service providers such as a children's sports gym by Konami
Sports, a children's clinic, and a café.
The Kodomo Department Store will reduce the burden on parents who facilitate transportation, as thebuilding will have functions such as tutoring schools, sports lessons, and family doctors in one location. We
expect that this will enable us to provide a more child-friendly environment, which will facilitate our enclosure
strategy.

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As for the Kodomo Department Store, it was announced in April of this year that Hulic had been selected as
the project proponent for an urban renewal step-up project implemented by Shibuya Ward. The Company
also plans to develop a Kodomo Department Store in the MITAKE Link Park building to be developed.
Shingakai, Shinga's Club daycare, Shinga's Club school-age care are among those scheduled to open.
Construction is scheduled to be completed in 2026, but we are moving forward separately with thedevelopment of Kodomo Department Store through new constructions or renovations of existing properties.

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Regarding our progress, a total of six redevelopment/reconstruction projects are underway in the Meguro,
Minato, and Shinagawa Wards in the Jounan area of Tokyo, Nakano Ward in the Josai area, Koto Ward in the
Joto area, and Ichikawa City in the Chiba area. We plan to expand it to 20 buildings in the metropolitan areaby 2029.

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[inaudible] I would like to explain our business alliance with Kids Smile Holdings inc.
Since 2015, Shingakai has formed a business alliance with Kids Smile Project inc., which operates licensed
nursery schools and preschools, and jointly developed Japan's first original educational program for licensed
nursery schools, the KID’S PREP. PROGRAM. The program is adopted by licensed nursery schools by Kids Smile
Project. In March of this year, we announced a business alliance among four companies, including Riso Kyoiku
and Kids Smile Holdings, the parent companies of these two companies. This is a comprehensive partnershipto further strengthen our relationship.
Specifically, Shingakai and Kids Smile Project will mutually dispatch executives to each other to develop
original educational programs and business schemes to be established through this business alliance, which
will then be introduced to nursery schools and certified childcare centers nationwide.
In addition, we are introducing Shingakai, TOMAS, Meimonkai, and other services to approximately 4,000
members of Kids Smile Project, and to members attending nursery schools and certified childcare centers
nationwide who wish to take entrance exams for elementary and junior high schools. We have held three
information sessions so far, all of which have earned inquiries and enrollment. We will continue to holdinformation sessions and invite new members to join our service in order to promote our group’s enclosure
strategy.
In addition to this, we will secure excellent human resources by establishing recruiting and training systems
aimed at securing excellent childcare providers, thereby strengthening our content, brand, and ability to
attract customers, and laying the foundation for our future growth strategy.

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Next, I would like to explain the business alliance between School TOMAS and KDDI Matomete Office
Corporation. The recent COVID-19 pandemic has increased the need for infrastructure development regarding
ICT education in schools. The speed of the process is also essential. KDDI Matomete Office provides hardware,such as the network environment and tablet arrangements, to schools, and School TOMAS will use thishardware to provide learning support.
This will be a business alliance in which the two companies will work together to develop the infrastructure
for public ICT education. We will not only promote School TOMAS services to schools that have adopted KDDI
Matomete Office’s services and vice versa, but also cultivate new schools. We believe that this partnershipwill contribute to an increase in the number of schools introducing School TOMAS services in the future.
Last but not least, this summer has been a tough time for students and lecturers due to the increase in thenumber of new infections of COVID-19 and the heat wave that exceeded 30 degrees Celsius every day.
Applications for the standardized college entrance exam have recently closed, and now is the time when
students are becoming more and more aware of the importance of taking this test.
There are passions and atmospheres that cannot be conveyed online, such as seeing each other's faces,
understanding where students are struggling, helping them overcome their weaknesses, motivating them andkeeping them motivated through communication, and giving them in-depth instruction on various subjects.
These are advantages that only face-to-face interaction can provide.
We remain committed to providing authentic educational services through face-to-face instruction, while
keeping our own infection prevention measures in place. Thank you very much for your kind attention.
Kume: Thank you very much. Thank you very much for your presentation, Mr. President.

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Question & Answer

Kume [M]: From this point on, we will have time for questions and answers. Please send us your questions
through the Q&A section at the bottom of the screen. Now, let’s begin.
Tenbo [A]: Do you have any questions?
Assuming that summer classes will be held as scheduled after the delay due to the increase in the number of
new infections, how were the results compared to the previous year before the pandemic?
I think your question is about what would have happened if the summer program had been on schedule andnot affected by the pandemic.
For TOMAS and Riso Kyoiku on their own, the current situation is better than the previous year, but it would
have been even better than that. If it is consolidated, what if there was no pandemic yet? Well, the resultscompared to the year before the pandemic show an overall increase in revenues, so I think that comparisons
to the pre-pandemic era could have gone quite upward.
Kume [A]: Yes, that's right. The increase in revenue would have been much greater. However, I believe thatprofits have improved, but there is slightly negative growth compared to the previous year. I'd like to explain
a little bit about this part of the profit. There are a number of factors, but the biggest reason is an increase inpersonnel and advertising expenses, which increased by about JPY100 million from the previous year as it wasspent ahead of schedule. I believe this will level out if it is for the full year.
Furthermore, there were additional costs of JPY50-60 million that were not incurred last year, so in total,
including personnel expenses, there was an increase of about JPY400 million in expenses compared to theprevious fiscal year.
Tenbo [A]: I have received a question asking about the current composition of the elementary, middle andhigh schools.
I think this is for TOMAS. Among elementary, junior high, and high school students, the number of elementaryand high school students is about the same, while the number of junior high school students is a little lower,so the total number of students does not make 10, but each number is about four, three, and four for themost recent ones.
Here is the next question: am I correct in understanding that sales for classes that have been delayed to
September or later due to the pandemic will be added to Q3?
Basically, I think your understanding is correct. However, Q3 is September, October, and November, so there
may be a little delay. Our classes in September, October, and November are held when school is in session, so
it remains to be seen if we can finish them all.
However, the number of COVID-19 infections has already decreased drastically, just as in the rest of the world,
so in that sense, I hope you consider our classes are being held smoothly.
Kume [A]: I would like to add something. If the number of infections peaked at 10, it is now one. The lecturer's
infection rate has the most negative impact for sales, but again, the ratio is one to 10, so please understandthat we are proceeding with classes that have been delayed .

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The reason we have not changed the full-year forecast is because, as I mentioned earlier, there was animbalance in spending of the annual budget and more expenses were spent in H1. We have controlled this so
we don’t have to change the forecast for the full year.
It would be fine if you understand that we have not changed the revenue forecast because it is highly likelythat it will shift just as planned.
Tenbo [Q]: It was mentioned that the decrease in profit was caused by the increase in expenses. What are
the expense forecasts for H2? Let me ask the Vice President to answer this.
Kume [A]: Regarding the outlook for expenses in H2, basically, I think this is the easiest way to describe H1:
the increase in expenses was considerably greater than the increase in sales. The bottom line is that we havespent the money in advance and the spending is larger than planned, especially on advertising and personnel
costs.
Then, for H2, for example, stock option expenses that were recorded in H2 of the last fiscal year were also
dropped in H1 of this fiscal year. These expenses are missed, and if the advertising expenses mentioned earlier
are used at the same level as the sales growth rate, the expenses will be approximately JPY150 million lessthan planned. There are various factors that curb costs for H2.
The entire group is aware of the profit level, so this cost needs to be controlled. We are, of course, making
positive investments, and we do spend expenses, but we discussed in H1 that we will curb expenses whenpossible. We have concluded that we can use expenses in a controlled manner as long as they do not exceed
the growth rate of sales in the previous year.
Tenbo [M]: Regarding number one, I believe we have explained it earlier?
Kume [A]: Yes, that's right.
Tenbo [Q]: Profits were weak in H1, but we have not changed our full-year forecast of JPY3.6 billion in
operating income. Will the plan continue to be achievable? What is the outlook for profit recovery in H2?
Now, I believe this has been explained.
Kume [A]: Yes. That is what we are planning to do.
Tenbo [A]: Then, what is the number of new classrooms planned at this moment for the current period?
I believe the answer is the same as in the presentation materials. Five TOMAS schools, two Meimonkai schools,
and three Shingakai schools – a total of 10 schools. That is the current situation. This is not likely to change.
School TOMAS is being introduced in an increasing number of schools. What types of schools are currently
using the system and what types of schools do you hope to develop in the future, in terms of region, gradelevel, class curve?
This will largely be school support, and we would basically like to work with any school. We don't particularly
want to specialize in advanced schools or middle-ranked schools; we can handle any school, so we arepromoting our services to a variety of schools.
Currently, we only have a few school names that we can reveal, but the one that is easiest to recognize is
Nishiyamato Gakuen. We are allowed to give their name. Nishiyamato Gakuen has introduced our system andhas achieved considerable results.

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Today, I also received a good review from a high school for girls that said thanks to School TOMAS, theircollege enrollment rate has improved significantly, and many of them are very grateful.
I believe that our efforts are providing considerable support to schools, and the key will be how we make our
support known and spread it in the future. We believe that our versatile system can be applied widely to avariety of schools. We hope we answered your question.
Do you have any other questions?
We have one more question. The COVID-19 pandemic has settled considerably; what upside can we expect
for the winter program? What is your future pricing strategy in the face of increasing cost pressures, such as
personnel expenses? Considering the strength of our brand, I believe the price increase would be fully
accepted.
Kume [A]: Yes, that's right.
Tenbo [A]: Regarding the pricing strategy, cost pressures are enormous, and they are a factor in the current
decline in profits. We have taken this into account; however, considering the nature of tutoring schools, wecannot rush to raise prices; we are considering raising tuition fees starting next term. We are already working
to make this happen.
Kume [A]: Yes, that's right. This applies to each of our group companies across the entire company: TOMAS,
Meimonkai, and Shingakai.
Tenbo [A]: School TOMAS, too.
Kume [A]: School TOMAS, too, yes.
Tenbo [A]: If we don't raise the bar in this area, we won't be able to recruit good human resources. We areconsidering raising tuition fees, including better treatment of our teachers. We believe that if the pandemic
remains as it is for the winter program, we will be able to make a great recovery. We hope we answered yourquestion.
Do you have any other questions? No more? Well, thank you very much for your questions from various
perspectives. If you have any other questions, please contact the corporate planning department. We’ll behappy to answer them individually.
I would now like to close the presentation of the financial results for Q2 of the fiscal year ending February 28,
2023. Thank you very much for your time today.
Kume [M]: Thank you very much. Goodbye.
[END]______________
Document Notes
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2.
3.
4.
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Speaker speech is classified based on whether it [Q] asks a question to the Company, [A] provides ananswer from the Company, or [M] neither asks nor answers a question.
This document has been translated by SCRIPTS Asia.

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