Medium-Term Management Plan
2024-2027 +Beyond
2023. 9. 14

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

01

Executive Summary

02

Review of past results
FY23-24：Structural reform

03

FY25-27：Growth Strategy

04+Beyond : Mid-to-long term Vision

05

Sustainability© 2023 Premier Anti-Aging, Co., Ltd.

2

01 Executive Summary© 2023 Premier Anti-Aging, Co., Ltd.

3

01. Executive Summary

Overview : Medium-term Management Plan & KPIs (1/2)
Define the four-year management plan (2024-2027) and mid-to-long term vision (+Beyond) as follows
2024-2027
Commit to Unique Value
Return to sustained growth
We are committed to providing our Unique Value, a core strengthof our company. After addressing challenges and undergoing
structural reforms, we'll advance our growth strategies to return
to a sustained growth.

Financial KPIs

+Beyond
Progress to an Anti-Aging Company
In the 100-year life era, we aim to be a platform that addresses
challenges in the Anti-Aiging sector.

Financial KPIs*

Consolidated net sales

40 billion yen

Consolidated operating profit margin 10%+
Capital ratio

50%+

ROE

12%-15%

Consolidated net sales

100 billion yen

Consolidated operating profit margin 10% keep

Business KPIs
Number of members , Number of active members , Cross-sellcustomer ratio , New Business Sales, Ratio Inventory Net Asset Ratio,etc. Set targets sequentially*This financial KPI serves as a guiding principle for our company’s mid-tolong term management objectives and does not represent a specific plan.

© 2023 Premier Anti-Aging, Co., Ltd.

4

01. Executive Summary

Overview : Medium-term Management Plan & KPIs (2/2)
After undergoing structural reforms, we'll advance our growth strategies to return to a sustained growth2024-2027+BeyondReturn tosustained growth
Reducing Financial
Concerns
Structural reforms

2027
40 Billion yen
OPM 10%+2024
26 Billion yen

Mid-to-long term
VisionProgress to
Anti-Aging Company
100 Billion yen*

Return to
profitability

Phase1

FY24

SloganPurposeCreate original products andservices of unique valuethat untether people from theirage and brighten their lives.

Phase2

FY25

FY26

FY27

*This financial KPI serves as a guiding principle for our company’s mid-to-long term management objectives and does not represent a specific plan.

© 2023 Premier Anti-Aging, Co., Ltd.

5

01. Executive Summary

Principle
We are committed to providing our Unique Value, a core strength of us

Commit to Unique Value
Our new medium-term management plan is guided by the principle “Commit to unique Vale”.

Following our stock listing in 2020, every aspect of our business and organization has been continuously expanding in pursuit ofhigh growth targets. However, in emphasizing growth in scale, there were times we overlooked our commitment to thestrengths that have been with us since our founding.
We feel that as a company, we are now entering a new growth phase.

To become a company that achieves sustained growth beyond this new phase, we reflected on our management to date,reassessed the managerial assets we've built, and confronted each challenge we must overcome.
We realized that to rebuild our company, capable of advancing as a united front toward the future we envision, it's essential toreturn to our roots and refocus on Unique Value, which has been the source of our strength and growth.
As we navigate through this new phase and changes, we will continue to grow as a sustainable company and contribute tosociety.

© 2023 Premier Anti-Aging, Co., Ltd.

6

01. Executive Summary

Establishment of the New Corporate Identity (CI)To further align our vision with stakeholders and drive greater growth, we've established a new CI
SloganPurposeLogo

Promises© 2023 Premier Anti-Aging, Co., Ltd.

7

01. Executive Summary

Commit to Unique Value （1/2）
Reconceptualizing what’s Unique Value

Unique Value

Creating precious moments for people.
Using surprising ideas and methods that are notbound by common sense or precedent.

© 2023 Premier Anti-Aging, Co., Ltd.

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01. エグゼクティブサマリー

Commit to Unique Value （2/2）
Commit to Unique value throughout the organization by defining 4 Criteria and incorporating them into operations

Defining 4 Criteria

01
Discover unmet needs(Unique needs)

02

03

04

Solution is Unique

Unique Brand Strategy

customers perceive
as Unique

What kind of Unique do we seek to realize ?

How do our customers feel ?

© 2023 Premier Anti-Aging, Co., Ltd.

9

02

Review of past results
FY23-24：Structural reform© 2023 Premier Anti-Aging, Co., Ltd.

10

02. Review of past results / FY23-24：Structural reform

Review of past
Aggressive investment of capital acquired through DUO's growth to expand business scale at an early stage
Net Sales
40,000Operating profit margin (%)

IPO(2021.Oct)

Plan

Past management theme
16%

14%
35,00012%
30,00010%
25,0008%

20,0006%

1. Continued growth of DUO brandand cultivation of new brands
2. Sales growth through expansion of Channel(wholesale and overseas)

4%
15,0002%
10,000
0%
5,000
-2%

0

3. Expansion of SKU lineups for each brand to meet
diverse needs
4. Establish an organizational foundation that canwithstand rapid expansion

-4%

FY20

FY21

FY22

FY23

FY24

© 2023 Premier Anti-Aging, Co., Ltd.

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02. Review of past results / FY23-24：Structural reform

Management Assets
In the process of growth, we have built some assets that will serve as the foundation of our business going forward

Our Management Assets
1. Brand Portfolio
With DUO and CANADEL leading the way, we've launched numerous new brands
Sales from brands other than DUO represent about 35%

2. Diverse Channels Centered on wholesale
Achieved a multi-faceted channel combining both online sales and wholesale.
Successfully created a model seamlessly linking brands originated online to their next
growth stage in wholesale

3. Membership Assets
A foundation supporting our sustainable growth. We are grateful to our over 3.8 million
members, enabling continuous dialogue with highly responsive customers for new productdevelopment and improvements to existing products

4. Platform Evolution (Entry into New Area & Cross-branding)Acquired the recovery wear brand Venex
Launched new inner-care brands SINTO and X
Continued growth in cross-utilization between brands© 2023 Premier Anti-Aging, Co., Ltd.

12

02. Review of past results / FY23-24：Structural reform

Assets 1. Brand Portfolio

We have proposed various Unique Values and solutions in the field of Anti-Aging

Skin Care

Skin Care

Recovery
Wear

Inner Care

Hair Care

Inner Care

Men’s
Skin Care

Skin Care© 2023 Premier Anti-Aging, Co., Ltd.

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02. Review of past results / FY23-24：Structural reform

Assets 2.Channel / 3.Membership / 4.Platform
Steadily built up each asset as a foundation for growthDiverse Channels
Centered on wholesale

Membership Assets

Platform Evolution

Expanding channels as a mechanism toMemberships for each brand haveContinued growth of cross-use among

create brands and grow into major

accumulated and grown into a large

brands and categories. Entry into new

players through mail order.

membership base for the Company as abusiness areas.

whole.

Ratio of cross-selling customers

Ratio of non-mail order sales to total
sales

2019

19
%

+37%

2023

2019

26

1.4

%

million

6.3
2023

2.7x

2023

2019

Number of membership3.8
million

14.2

+125%

%

%

New business areas Total sales

2023

2019

0yen

400

New

million yen+© 2023 Premier Anti-Aging, Co., Ltd.

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02. Review of past results / FY23-24：Structural reform

Structural reforms
Progress in addressing issues from FY23 to FY24
Issues

Initiatives

1. Emphasis on sales expansion measures,
assuming the continuation of rapid growth.

•

2. Brakes on the traditional growth model
centered on new acquisitions due to theintensifying market competition for DUO.

••

Reinforce DUO brandRebalanced new acquisitions and increased
investment in continuing customers

3. Organizational communication loss
resulting from rapid expansion.

•

Improve information distribution within theorganization combined with evaluation
Organizational culture penetration project

4. Insufficient penetration of core values andthe mid-to-long term vision within theorganization.

•
•

•

•

Developing KPIs other than sales, such as investment
discipline
Reduce Financial Concerns incurred as a result of past

Establishment of new corporate identity
Establishment of mid-term management plan androlling planning© 2023 Premier Anti-Aging, Co., Ltd.

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02. Review of past results / FY23-24：Structural reform

Reducing Financial Concerns
Finished reducing Financial Concerns, and established a starting point for re-growth by company-wide reforms

Analysis of FY2023 Operating profit/loss fluctuation factors
Measures for financial
soundness• Valuation loss due toinventory optimization• Eliminate financial
concerns(review of some new
businesses, etc.)• Merger of PremierWellness Science, etc.

Increase

2Q

3Q

Decrease

Starting point at FY24

(Millions of Yen)

Profit/loss

4Q

Net sales 26 billion yen
Return to profitability• Maintain sales atcurrent level• Invest in structuralreforms and growth in
FY25• Reduction completed
by FY23© 2023 Premier Anti-Aging, Co., Ltd.

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03 FY25-27：Growth Strategy© 2023 Premier Anti-Aging, Co., Ltd.

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03. Growth Strategy

Four-Year Business Plan Overview
Finish structural reforms in FY24. Return to sustained growth in the latter 3 years
Consolidated
operating profit margin

Consolidated net sales
Exceed 40 billion yen
Aim for record-high sales

At the same time,
operating ratio margin of at least 10%2024

We will continue from FY23 toreduce Financial Concerns andadvance structural reforms.
At the same time, we'll focus onrevisiting our strengths and invest
energy into preparations for
returning to sustained growth.

2025
|
2026

Through FY24, we are committed
to our reform guidelines,
strengthening existing brands andinvesting in new business.

2027

We are meeting our financial KPIs,
establishing a foundation forgroup-wide growth, andprogressing towards becoming an
Anti-Aging company.

40
billion
yen
10%+

CAGR
15%+
Sales
keep

profitability( FY25-26 is Image )
FY24

FY25

FY26

FY27

FY24

( FY25-26 is Image )
FY25

FY26

FY27

© 2023 Premier Anti-Aging, Co., Ltd.

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03. Growth Strategy

Growth Image & Segment Sales
Grow our three main brands and build on them to create new growth areas
Four-Year Growth Image
New Brands & New area (Venex + )：Develop new growth areas in Anti-Aging

New Area•

We're grooming brands we see as the next big
growth areas.

•

Venex is ramping up its marketing with help fromthe group. As a leader in recovery wear, we arelooking for it to grow beyond our company’s
usual growth rate.

+ New
•

New Brands & Area

11 billion yen

We're making the most of our business assets
and moving ahead with partnership strategies,
like M&As, to tap into new growth fields.

Three Major Brands : Foundation for Our Growth••

DUO is focusing on boosting its top brand in themarket, rolling out high-value new products, andexpanding globally.
CANADEL and clayence are honing in on
strengthening their unique positions and upping
their profitability.

Major Brands

29 billion yen© 2023 Premier Anti-Aging, Co., Ltd.

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03. Growth Strategy

Three Strategies
We aim to achieve growth by integrating three strategies

Brand Strategy

Channel Strategy

Principle : Commit to Unique Value

Collaborative Strategy© 2023 Premier Anti-Aging, Co., Ltd.

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03. Growth Strategy

Brand Strategy：DUO / CANADEL
Aim to further strengthen brands that embody Unique Value
Skin care
Market in Japan•

Unique
•

Mar
ket

•

•

While there was a decline due to the impact of the novel coronavirus, the demand for makeup has gradually shown signs ofrecovery due to increased inbound demand and more opportunities to go out. However, with the increase in time spent at home anda limited interaction lifestyle, the recovery and growth remain constrained. Given the deflationary impact and the altered lifestylemaking beauty expenditures challenging, there's a pressing need to carve out new markets such as those aimed at men or seniors.

Not just for removing makeup, our product leaves the skinmoisturized and radiant.
We are a pioneering brand in the cleansing balm market.
The cleansing balm market is witnessing intensifiedcompetition as numerous similar products are launched.
Due to aggressive price competition, the overall market size ison a slight decline.

Strategy•

In the all-in-one market primarily for those over 60, we'vemanaged to carve a new niche supported by the 40-50 age
group, owing to our high-quality and stylish branding.

•

The all-in-one market, having moved past its rapid growthphase, continues to grow at a steady rate.
The 'all-in-one' category strongly resonates with the senior
and time-saving comprehensive product segment, though its
functional positioning isn't always clearly defined.

UniqueMar
ket•

Strategy

01

02

03

01

02

03

We aim for areinvigoration ofbrand value, refining
its added value evenfurther.

We're leading thecharge in thedevelopment of new
products to drive
growth in the cleansing
balm market.

We're embarking ona challenge to
become a global
brand, with anemphasis on
overseas expansion.

We continually strive
to bolster our uniqueposition primarily forthe 40-50 age
demographic

We are focusing on
improving our profit
structure andreinforcing brandcross-use.

We are driving thedevelopment of new
products that pursue
added functional
value beyond the allin-one capability.

© 2023 Premier Anti-Aging, Co., Ltd.

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03. Growth Strategy

Brand Strategy：clayence / New Brands / Venex
Aiming to discover, create, and nurture brands that embody Unique values
New Brands•

Unique

•

•

Mar
ket

•

A haircare brand that combines the beauty benefits of clay
with science, envisioned as a "Clay Spa" for hair and scalp
aging care.
Developed by hair professionals, it offers easy andbeautiful gray hair coloring and a series for fundamental
scalp care targeting thinning hair.
The market for gray hair color treatments is expected to
grow with the aging trend. Post-COVID, there's a shift
from self-use to salon treatments. Scalp care follows asimilar trend.
Due to its growth with direct sales brands, there's a surge
in entries by direct sales players, intensifying competition
for acquisition ads.

ComingSoon
UniqueWe're launching unique brands for male skincare, high-concentration
Vitamin C, inner care, and other growth markets, targeting Anti-Aging
platforms.

Strat
egy

Following our brand development model, we efficiently nurture brands
by selecting channels based on their growth stage. We aim to expand
into mass advertising and other channels for growth investment.

Group Company• The Pioneer in recovery wear, embraced by top athletes andUniqueStrategy
01

02

03

We're amplifying
our message on theallure of the "clay"
ingredient and its
user experience.

Expanding more
into adjacentmarkets like thewomen's scalp
sector.

Broadening our
product lineup tooffer a phasedexperience forusers and promote
cross-usage.

celebrities.
• Using PHT fibers containing nano-platinum (patented) in all items.
• A high-value-added manufacturer, has earned certification as a
general medical device.

Mar
ket

The recovery market is growing. Major manufacturers and DtoC brands
are entering, but amid fierce competition, we consistently expand as amarket-leading high-brand, offering proven functionality based onevidence.

Strat
egy

01 Solidify our high-end recovery position and increase customer
touchpoints.
02 Strengthen group collaboration through mass ant digital marketing.

© 2023 Premier Anti-Aging, Co., Ltd.

22

03. Growth Strategy

Channel Strategy
Implement strategies optimized for the changing environment of each channel
Mail order / EC

WholesaleMarketWhile the DtoC/EC market grows, risingcompetition from more entrants has
intensified. With diverse customer
values and media, ad costs have surged.
In this challenging environment,
acquiring new customers and retaining
existing subscribers become crucial.

Overseas

Market
The retail market overall shows sluggish
growth, affected by deflation. However,with inbound tourism rebounding,drugstores grow. Our brand doesn't
always fit the main retail price range,
but we collaborate with retailers for
optimization.

StrategyMarketWith the domestic inbound market
reviving, we aim to focus on key
countries and regions. However, given
the ongoing instability, the futureremains uncertain.

Strategy•

Strategy
•

•

•

•

Shift to a subscription-based sales
structure; enhance CRM for
improved retention and LTV.

•

Leverage multi-brand strategy andbolster cross-brand sales to raisecustomer value.

•

Strengthen member community
initiatives in planning and marketing.

•

Shift from sell-in to sell-out;strengthen collaboration withretailers.
Optimize customer touchpoints
based on POS data to boost average
store sales.
Intensify joint marketing efforts withretailers.

Concentrate on regions like China,
Taiwan, and Southeast Asia,
represented by Singapore.
Emphasize brand localization incollaboration with local partners,
mainly through cross-border EC.

New channel
Strategy
Collaborate with other companies to
explore optimal channels tailored tobrand stages and customer segments,
like department stores, clinics etc.
© 2023 Premier Anti-Aging, Co., Ltd.

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03. Growth Strategy

Collaborative Strategy : M&A and alliances
Developing into new growth areas related to Anti-Aging with collaboration
Basic approach to collaboration

Basic approach to Capital Utilization

With the aim of establishing an Anti-Aging platform, we will utilize
and strengthen the managerial assets owned by our company

While maintaining the group's financial stability, we
operate strictly based on various rules.

• Brand Portfolio• Diverse Channels Centered on wholesale
Assets• Membership Assets• Platform (Cross–using)Utilization

We fully utilize all of the managerial
assets built by our company todiscover and promote collaboration
opportunities.

• Maintain a capital adequacy ratio of 50%

Rules

Strengthening

Maximize co-creation for theestablishment of an Anti-Aging
platform.

• Maintain an ROE level of 12-15%• Establish strict operating rules for M&As andnew investments

M&A Case•

On January 31, 2023, we acquired all shares andVenex joined the group.

•

Growing well ahead of the pre-M&A business plansince we advanced thorough the PMI phase by
sharing group resources.
© 2023 Premier Anti-Aging, Co., Ltd.

24

03. Growth Strategy

Cost Structure Improvement
Progressively improving the cost structure, aiming to reach an operating profit margin of over 10% by FY27
Basic approach to improvement of Cost

Ratio of major cost items to sales FY24→FY27
Operating Profit
margin 10%+
Operating profit

COGS

Fixed Costs
10%

20%

15%

Cost of Goods
Variable Costs

34%(Organization, Outsourcing, IT System)
Considering that we have already been developing anorganization and infrastructure based on the businessscale anticipated for FY27, we will enhance overall
organizational productivity and streamline systeminfrastructure.

Advertising expenses

Variable Cost

40%

Advertisingexpenses

Advertisingexpenses（Advertising, Customer Relations）
56%

Fixed Costs
25%

Fixed cost

While we anticipate improved investment efficiency inpromotional expenses, taking into account the balance
between acquiring new members and investing in existingones, we don't set any reduction target considering theseas necessary investments for growth.

Cost of Goods & Other Variable Costs
Maintainorganization & infra

FY24

Anticipate gradual cost
reductions

FY27（Logistics, payroll, etc. ）Recognizing environmental changes, we are committed torigorous cost control and optimization of deliveries,
aiming for steady reductions.

© 2023 Premier Anti-Aging, Co., Ltd.

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03. Growth Strategy

Strategic Themes & Enhancement Policies
Define the “Commit to Unique Value" initiative, as well as strategic key themes and enhancement policies
Commit to Unique Value
Key
Concepts
Set and implement four criteria,
ingraining Unique Value into the organizational culture

Individuals andorganizations that embody
our values
Strategic
Themes&
Policies

•

•
•
•
•

Set KPIs for improving
organizational communication,linked to evaluations.
Promote the "PROMISE"
philosophy.
Share and articulate ourhistory.
Visualize company-wide brandPR and scheduling.
Cross-departmental projects.

Refine the way we embody Unique Value
to replicate successes

Maximizing membershipvalue with digital as thefoundation•••

Rebalance focus towards
members.
Return to DtoC roots,
strengthening community
initiatives with customers.
Encourage cross-use between
unique brands based on amulti-brand strategy.

Asset-light management
Collaborative strategy

Channel mix model

•

•

•

Focus on growth of both mailorder and wholesale channels.
After gaining recognition
through mass and digital
media, continue strengthening
models with diverse customer
touchpoints.
Concentrate on acquiring
brand enthusiasts acrosschannels.

••

Collaborate with partners on
optimal marketing strategies
per channel.
Co-create new brands andbusinesses with diverse
partners based on our assets.

Polish our unique strengths leading to evolution into an Anti-Aging company© 2023 Premier Anti-Aging, Co., Ltd.

26

04 +Beyond : Mid-to-long term Vision© 2023 Premier Anti-Aging, Co., Ltd.

27

04. +Beyond : Mid-to-long term Vision

Progress to an Anti-Aging Company
Aiming to be an Anti-Aging company demanded in the 100-year life era

Understandingof Society & Era

Corporate
Identity

FY27
TargetWe are entering an era termed the "100-year life", where average and healthy life expectancies areextending worldwide. As society embraces this unprecedented longevity, the meaning of age evolves
with time. We believe that the most crucial element for maximizing societal happiness is for individuals
to maintain their curiosity and continue to challenge themselves in society.

SloganPurposePromiseCommit to Unique Value
Return to sustained growth

Anti-Aging Company+Beyond
Progress to an
Anti-Aging
Company

Unique brands responsible for addressing challenges across the Anti-Aging sector converge to create aplatform trusted by those who, freed from the constraints of time, continue to take on challenges.
(Imagining the expansion in the Anti-Aging sector)
Inner care, recovery, regenerative medicine, wellness tourism, sleep and exercise, long-term societal engagement, finance, insurance, etc.

© 2023 Premier Anti-Aging, Co., Ltd.

28

04. +Beyond : Mid-to-long term Vision

Anti-Aging Market Potential（1/2）
With the increase in average and healthy life expectancies in Japan and other developed countries, we areconfident that the Anti-Aging-related market will continue to growJapan’s Extension in Average and Healthy Life

Rise in Healthy Life Expectancy

In Japan, both average and healthy life expectancies for men
and women have extended by an average of 3 years overapproximately 20 years up to 2019. The Ministry of Health,
Labor, and Welfare is progressing towards a target of a healthy
life expectancy of over 75 years for both men and women by2040 under its "Healthy Life Expectancy Extension Plan." Thetime people can live healthily is undoubtedly continuing togrow.

The healthy life expectancy continues to increase globally,
especially in Asian countries where our company focuses, at a
rate greater than Japan. As societies mature and researchtechnologies advance, we anticipate further extensions inaverage and healthy life expectancies globally, pointing to evenlarger trends.
Changes in Healthy Life
Expectancy in Each Country（2000-2019）**

Changes in Average and Healthy Life Expectancies
for Men and Women in Japan (2001-19)*
Men
Average life expectancy
Healthy life expectancy
80.2 81.0 81.4
79.6
79.2
78.1 78.6
72.1 72.7
71.2
69.4 69.5 70.3 70.4

Women

Japan
Korea
G7 Average87.1 87.5
86.0 86.3 86.6
85.6
84.9

China
Shingapore

Growthrate

Growth
year

Japan

3.5%

2.5

China

7.5%

4.8

Korea

8.5%

5.7

Singapore

5.9%

4.1

G7 average

3.2%

2.2

Country75
75.4
74.2 74.8
73.6
73.4
72.7 72.7

70

65
60

2001 2004 2007 2010 2013 2016 2019

Healthy life expectancy
growth rate and years（2000-2019）***2001 2004 2007 2010 2013 2016 2019

2000

2010

2015

2019

（Source）*Based on the "Healthy Life Expectancy Extension Plan" by the Ministry of Health, Labor and Welfare and the "Trends in Average Life Expectancy and Healthy Life Expectancy" by the Ministry of Health, Labor and© 2023 Premier Anti-Aging, Co., Ltd.
Welfare. ** ***Based on WHO Global Health Observatory data repository (Last updated: 2020-12-04).

29

04. +Beyond : Mid-to-long term Vision

Anti-Aging Market Potential（2/2）
All industries will inevitably have to consider societal ageing, increasing its significance as a global
societal challenge. Every industry will be involved in Anti-Aging
All industries are involved in Anti-Aging
With Japan leading at 29%*, ageing continues in major
developed countries worldwide. By 2060, the global elderly
population is expected to reach approximately 1.7 billion
people (17.8%**). Coupled with the trends in healthy life
expectancy, this points to a significant global industry.

MedicalRegenerative
medicine
BeautyPersonalize
care

Wellness
Tourism

Insurance
Financialservices

Industries related to Anti-Aging(examples)
Recovery
Sleep

Inner Care
Food
Real
estateFitness
Exercisehabits(Sources) *Announced by the Ministry of Internal Affairs and Communications on April 12, 2023: Aging rate as of October 1, 2023.
**Extract from 'World Population Trends, etc.', Cabinet Office. Elderly population: those aged 65 and over.
***Based on information from WHO HP “Ageing” and UN Decade of Healthy Ageing (2021–2030), compiled by our company.

Aging is Global Social Issue

Aging is Disease
In 2019, the World Health Organization (WHO) added an"ageing-related" category to the International Classification of
Diseases (ICD). The notion that "aging is a disease" isspreading from the medical world, and research anddevelopment towards its treatment are progressing
everywhere.

Societal Challenges to Be Addressed
UN Decade of Healthy Ageing (2021–2030)***The United Nations has set out four societal challenge
themes related to ageing for the year 2030, with various
countries, organizations, and businesses participating toaddress them.
1. combatting ageism
2. creating age-friendly environments

3. providing integrated care
4. ensuring access to long-term care when we need it© 2023 Premier Anti-Aging, Co., Ltd.

30

04. +Beyond : Mid-to-long term Vision

Collaborative strategy to become an Anti-Aging Company
Amidst these irreversible trends, we aim to grow as a platform for solving Anti-Aging challenges
FY27
Return to sustained growth

By realizing collaboration across broader industries andchannels, unique businesses and brands addressing
comprehensive Anti-Aging challenges will gather, building aplatform that people trust.

While establishing our foundation, weplan to grow our existing businessportfolio and simultaneously create
new businesses through collaboration.

New
Collaboration

Brand Portfolio

Anti-Aging
Plat form

Diverse Channels
Centered
on wholesale

Hair Care
Business

3

Inner
Care
Business

4

RecoveryBusiness

Membership
AssetsAnti-Aging
Market & Customer
Insight Data

New
Collaboration

New
Brand

１ 2
Skin Care
Business

１ 2
Skin Care
Business＋Beyond
Progress to an Anti-Aging Company

Management Assets

Hair Care
Business

3

Inner
Care
Business

New
Brand

Anti-Aging
Platform

4

New
ChannelRecoveryBusiness

Platform(Cross-Using)GlobalChannel© 2023 Premier Anti-Aging, Co., Ltd.

31

05 Sustainability© 2023 Premier Anti-Aging, Co., Ltd.

32

05. Sustainability

Basic Sustainability Policy～Enabling unique pathways through life～
Untether time.
As humanity approaches the era of 100-year live spans,
we aim to create a world where every individual canpursue new challenges with confidence and curiosity,
free from preconceived notions of age and gender.
Working together with our stakeholders, we will thinkoutside the square to provide unique value that canchange the world, addressing social issues for a brighter,sustainable future.

© 2023 Premier Anti-Aging, Co., Ltd.

33

05. Sustainability

Materiality and Goals
Theme

Materiality

Contribution to
global environmental
conservation

Pursuit ofprosperity thatanti-aging brings

Important Issues
Contributions to resource recycling
and circular economy
Initiatives for and contributions to a
decarbonized society

Pursuing anorganizational
culture whose
members grow up
togetherDeveloping human resources who
strive to create value and continue
to grow

Improving well-being

Realization of mental and physicalhealthPursuit of premier anti-aging quality
Providing uniquevalue

Collaboration with suppliers

Corporate
foundations that
support growth

Developing and strengthening
corporate governance systems
Strengthening
governanceThorough risk management andcomplianceProtection of information security
and privacy

Initiatives

KPI

TargetTarget year

Environmentally friendly paper usage rate

100%

Every fiscal year
end

Reduction rate for Scope 1 and 2

50% reduction（Compared to July2023）

End of July 2027

Improving employee engagement

Engagement scores

10% improvement（Compared to July2023）

End of July 2027

Further enhancement of thenurturing environment toward anorganization that nurtures andfosters each other

Review of training system and expansion oftraining content accordingly

Implement the matterslisted on the left

Every fiscal year
end

Promoting health support for
employees

Obtain Health Management Certification

To be continuously
selected

Every fiscal year
end

Number of people with anti-aging
qualifications

More than 30 new
holders

End of July 2027

Expansion of systems to promote anti-aging

Implement the matterslisted on the left

End of July 2027

Participation in social activities that promoteanti-aging

Implement continuously

Every fiscal year
end

Develop a procurement policy thatincorporates elements ofsustainability

Procurement policy development

Disclose procurement
policyEnd of July 2024

Enhance disclosure andtransparency related to corporate
governanceConsider and promote the matters listed on
the left―

Compliance and information
security training participation
rates

Attendance rate

100%

Use of environmentally friendly paper

Reduction of CO2 emissions

Spreading anti-aging among
employees―

Every fiscal yearend

© 2023 Premier Anti-Aging, Co., Ltd.

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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 our current expectations, forecasts and assumptions involving risks. As such,there are uncertainties that may cause actual results to practically differ from what are described insuch statements.

✓ These risks and uncertainties include general industry and market conditions as well as generaldomestic 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 of business plans. However, the Company endeavors to mitigate such risks andmaintain the competitive edge of its products by actively conducting promotions and understanding
customers’ potential needs to reflect on product planning. For other types of risks, please refer to the“Business Risks, etc.” as highlighted in our Securities Report.

Contact: IR Department, Corporate Communication Division
E-mail ：ir@p-antiaging.co.jp© 2023 Premier Anti-Aging, Co., Ltd.

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