September 14, 2023
FOR IMMEDIATE RELEASE
Company name

Premier Anti-Aging Co., Ltd.
(Securities code：4934 Tokyo Stock Exchange)

Representative

Kiyoshi Matsuura, President

Inquiries

Yuka Uehara,
Head of Corporate Communication Divisionand Executive OfficerPhone+81-3-3502-2020

Announcement on Formulation of Medium-Term Management Plan [2024-2027+Beyond]
We are pleased to announce that our company has formulated a medium-term management plan. It consistsof a four-year plan and a mid-to-long term vision.
１．Review of past results
We have expanded our brand portfolio, with DUO as the foundation, adding brands like CANADEL andclayence. We've diversified our sales channels, focusing primarily on wholesale. Our membership numbers
have also increased, and by entering new areas like Inner Care and Recovery, we have steadily expanded ourbusiness. On the other hand, due to intensified competition in the cleansing balm market, there was aslowdown in the growth of DUO in FY23. As a result, issues like communication challenges due to rapid
organizational expansion and excess inventory became evident. To overcome this situation and return tosustained growth, we will undertake structural reforms in FY24.

2. Four-Year Plan Overview and KPIs
For the four-year plan, we will focus on our strength, Unique value, aiming to return to growth. FY24 will bea restructuring phase, addressing issues identified up to FY23 and laying the foundation for growth. From
FY25 to FY27, positioned as the execution phase of our growth strategy, we will leverage our brand, channels,
and capital to collaboration, targeting net sales of 40 billion yen and an operating profit margin of over 10%
by FY27.
【Four-Year Plan Overview】【KPIs】

3．Growth Strategy
In our four-year plan, we aim for net sales of 40 billion yen. By implementing the following core strategies,
we plan to achieve approximately 29 billion yen from our three main brands and about 11 billion yen from2new brands, including Venex and other new growth areas within the Anti-Aging industry.

(1) Brand Strategy: Main 3 Brands (DUO, CANADEL, clayence)
We'll emphasize our theme, Unique value, redefining brand uniqueness in each market and strengthening
marketing and product strategies to spur individual market growth.
DUO already a domestic market leader, aims for a higher value position and enhanced global expansion.
CANADEL positioned as a profit brand, will revise its profit structure while emphasizing a unique stance,
supported by younger demographics, and focusing on new product development to highlight functional value.
For clayence, with a complete SKU lineup from trial to regular use, we will prioritize expanding acquisition
channels and growth investments.
(2) Brand Strategy (New Brands, Venex)
Based on the Anti-aging platform concept, we'll launch Unique brands for markets such as men's skincare,high-concentration vitamin C, and Inner care. After achieving stable early growth through cross-brand usage
by existing members and a direct-to-consumer model, we'll introduce a phased investment decision
mechanism for further investments and wider channel expansion, aiming to cultivate key brands in the
coming years.
Venex, which joined our group in 2023, is a pioneering brand in the domestic Recovery wear market,
anticipated for future growth. It's the only brand in this increasingly competitive market with medical device
certification. Positioned as a high-value brand, it will leverage our group's marketing expertise and sales
channels for further growth.
(3) Channel Strategy (Mail order/EC, Wholesale, Overseas, New channel)
As the competition for digital advertising intensifies, we actively invest in retaining our members and3

strengthen cross-selling between brands to maximize the value of our membership assets. As a result, we aimto reform the revenue structure balance between new and existing members.
In wholesale, we will transition from a sell-in model based on previous distribution expansion to a sell-out
model that emphasizes POS and individual store value. We will deepen our collaboration with retailers andintensify joint marketing efforts with them.
Regarding overseas, we have narrowed our focus from over 10 target countries to primarily regions like China,Taiwan, and Southeast Asia, represented by Singapore, which have significant domestic inbound demand.
We will employ a combination of cross-border e-commerce and general trade, advancing a brand awarenessstrategy tailored to the region, in partnership with local entities.
We also see the exploration of new channels as crucial. Emphasizing the "asset-light" approach, we will
collaborate with companies from different sectors that already have unique sales channels and networks.
(4) Collaborative Strategy (Capitalizing on M&A and alliances)
With the aim of establishing an Anti-Aging platform, we will utilize and strengthen the managerial assets
owned by our company. In our pursuit of new growth areas, akin to the second and third Recovery wear
markets, we aim to leverage our group's assets. This strategy involves forming joint ventures (JV), conducting
M&As, and engaging in other collaborative initiatives with external companies to drive our growth.
(5) Cost Structure Improvement
By FY23, we finished reducing Financial Concerns. Our first objective is to achieve profitability by FY24.
Given the risks associated with the issues forecasted for 2024 and the escalating raw material costs, we will
establish pragmatic reduction targets based on our sales composition ratio. Considering that we have alreadybeen developing an organization and infrastructure based on the business scale anticipated for FY27, we will
enhance overall organizational productivity and streamline system infrastructure. Moreover, we aim to boost
the investment efficiency of our advertising expenses, with the goal of attaining an operating profit margin ofover 10%.
(6) Enhancing Sustainability
In alignment with our core sustainability principle dubbed " Enabling unique pathways through life", we have
pinpointed five key materials: "Contribution to global environmental conservation", "Pursuing anorganizational culture that grows up together", " Improving well-being", " Providing unique value", and "Strengthening governance". Having set distinct goals for each, we are committed to diligently advancing theseobjectives. Through these endeavors, we aspire to both foster a sustainable society and elevate our corporate
value.

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【Sustainability Principle】【Materiality and Goals】

4. Mid-to-long term Vision: External Environmental Changes and Social Challenges
We live in what's referred to as the "100-year life" era, witnessing a global extension in average healthy
lifespans. In Japan, the government has set, and is progressing towards, a goal to extend the healthy life
expectancy to over 75 years for both men and women by 2040. Moreover, the aging rate is increasing
worldwide. Estimates suggest that by 2060, about 1.7 billion people globally will be aged. The world isentering a surprising era of longevity.
Within this trend of Aging X Enhanced healthy lifespan, we anticipate an increasing demand in the AntiAging sector. International organizations such as the United Nations and WHO are addressing social
challenges related to age discrimination, or Ageism, and the social participation of older adults. They haveinitiated programs like the UN Decade of Healthy Ageing with various stakeholders, underscoring the5increasing significance of this field in society.
As the meaning of age evolves over time, we believe it's paramount for individuals to be liberated from time
constraints, to remain curious, and to continue challenging themselves in society. This, in our view, is key tomaximizing societal happiness. With that in mind, we are committed to contributing to society byaddressing challenges in the Anti-Aging sector.

5．Overview of the mid-to-long term Vision
We have set our mid-to-long-term vision towards evolving into an Anti-Aging company. Building upon thefoundation we have cultivated so far; we will advance collaboration with partners across a broader range ofindustries and channels. We aim to gather unique brands that address challenges in the entire Anti-Aging
sector, build a platform that people can trust, and set a management goal of achieving consolidated sales of
100 billion yen and an operating profit margin of over 10% for the group. Please note that these figures are
not based on any specific plan.

6６. Establishment of the New Corporate Identity (CI)We have clearly defined our slogan, purpose, and the mid-to-long term vision we aim for. (For details,please refer to the announcement released today titled "Notice on the Establishment of the New CorporateIdentity (CI)")（Slogan）
Forever vivid
Untether time.
(Purpose)
Create original products and services of unique valuethat untether people from their age and brighten their lives.
（Mid-to-long term Vision）
Anti-aging Company
A gathering of distinctive brands that take on the comprehensive challenges in the Anti-Aging
sector, evolving into a platform trusted by those who challenge the constraints of time.
In conclusion, we have summarized our medium-term management plan, slogan, and the vision for our future
as described above.

For details on the medium-term management plan “2024-2027 +Beyond”, please see the URL below.
https://www.p-antiaging.co.jp/en/ir/management/plan.html

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(Disclaimers and Notes on Forecasts and Projections)

The document and information provided in our results briefing include forward-looking statements, which are based on ourcurrent expectations, forecasts and assumptions involving risks. As such, there are uncertainties that may cause actual results
to practically differ from what are described in such statements.

These risks and uncertainties include general industry and market conditions as well as general domestic and international
economic conditions such as interest rate and currency exchange rate fluctuations.
The Company considers cosmetics market trends to be a major risk that may materially impact its growth and execution ofbusiness plans. However, the Company endeavors to mitigate such risks and maintain the competitive edge of its products byactively conducting promotions and understanding customers’ potential needs to reflect on product planning.
The Company does not undertake any obligation to revise or update these forward-looking statements included in thismaterial even in the face of new information or future events.

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