https://www.p-antiaging.co.jp/en/

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CONTENTS
Section 1 Introduction

2 History of the Premier Anti-Aging Group
4 Brand Introduction

Section 2 Management

6 Message from the PresidentManagement Philosophy

10 Value Creation Process

Untether time.

Section 3 Sustainability

12	Sustainability of the Premier Anti-Aging
Group

Time is fleeting, and it passes equally,
whether you are young or old.

14	Contributions to Global Environmental
Conservation
16	Pursuing an Organizational Culture

Hours become days, days become the future.

Whose Members Grow Up Together
18 Improving Well-Being

We want to be an integral part of people’s time.
By offering an exceptionally “unique value,”
we want to enrich people’s lives and change the future.

20 Providing Unique Value

Section 4 Governance

22	Message from an Independent
Outside Director

Let us unleash your future.

24 Corporate Governance
27 Management Structure

Section 5 Financial and Corporate Information

28 Financial Highlights
29 Company Overview/Stock Information

Premier Anti-Aging

Corporate Report1Section 1

History of the Premier Anti-Aging Group

Introduction

Since our founding in 2009, we have used the power of anti-aging treatments to unleash people from theconcept of age, aiming to bring about a future when anyone can continue to shine. We have thus far
focused on the skin care business through a media mix strategy combining digital and mass media as wetarget the unmet needs of the market and our customers. We expanded into the hair care business in 2022
and the inner care business and the recovery business in 2023. We will continue to pursue our

2023– Recovery business

transformation as an anti-aging company.

2023– Inner care business
2022– Hair care business

Established
Premier Anti-Aging
Co., Ltd.

20092010– Skin care business

2010

2019

2022

2023

2023

• Started mail-order/e-commerce
sales of “DUO The Cleansing Balm”• Launched “CANADEL,” an aging carebrand for mature consumers• Renewed the “DUO” brand• Launched the “clayence”
hair care brand• Launched the “SINTO”
inner care brand• Venex Co., Ltd. became a consolidated subsidiary.
Developed the recovery business• Launched the “DUO MEN”
skin care brand for men• Launched the “X”
inner care brand• Launched the “C+mania”
vitamin skin care brand2020• Launched the “sitrana” brandfor sensitive skin

• Premier Wellness Science Co., Ltd.
launched “Ko” and “Reinca.”

2010

2015

2019

2021

2022

2023

• “DUO The Cleansing Balm” won the
Monde Selection Gold Quality Award.

• Became an official sponsor
of Miss World• Became a special partner of TGC
AUDITION 2020

• Established Premier Anti-Aging(Shanghai) Co., Ltd.

• Cumulative sales of the “DUO The CleansingBalm” series exceeded 40 million units.

• Venex Co., Ltd. became a consolidated
subsidiary.

• “DUO The Cleansing Balm” won
first place in the Other cleansing
category at Japan’s largest
cosmetics and beauty review
website (and held the top spotfor 10 consecutive years).

2016• Cumulative sales of the “DUO The
Cleansing Balm” series exceeded
10 million units.

• Cumulative sales of the “DUO The
Cleansing Balm” series exceeded
30 million units.

• Cumulative sales of the “CANADEL” all-inone beauty serum series exceeded 5 million
units.

2011• The number of retail stores handlingour products exceeded 5,000.

• Started sales to variety stores andother retailers

2012• The number of retail stores handlingour products exceeded 1,000.

2

Premier Anti-Aging

Corporate Report• Cumulative sales of the “DUO The
Cleansing Balm” series exceeded
1 million units.

2018• The first TV commercial for “DUO”
aired, featuring KinKi Kids.
• Became a main sponsor of Miss
Universe

2020• The first TV commercial for“CANADEL” aired, featuring Ryoko
Yonekura.

• The first TV commercial for “clayence” aired,featuring Rei Dan.
• The number of retail stores handling our
products exceeded 18,000.

• “DUO The Cleansing Balm” achieved status
as No. 1 brand* in cleansing sales for four
consecutive years.
* Share ranking survey by cleansing brand by TPC Marketing
Research Co., Ltd. (target period: April 2019 through March2023/survey period: June 2023)• Listed on the Tokyo Stock Exchange
Mothers• Established Premier Wellness Science
Co., Ltd.

Premier Anti-Aging

Corporate Report3Section 1

Brand Introduction

Introduction

Focusing on anti-aging, the Group has multiple brands of skin care, hair care, inner care, and recovery wear products.
In addition to the mainstay mail-order/e-commerce sales that we have focused on since our founding, we sell our
products through multiple channels, including wholesale distribution, which started with variety stores nationwide,and expanded our distribution channels, as well as through overseas expansion, which we are currently promoting.

Premier Anti-Aging brands

Premier Wellness Science brands

Venex brand

DUO is an aging care brand with the concept

Based on the concept “continuously

Featuring a unique anti-pollution capability,

A hair care brand inspired by a clay spa,

Focusing on the human endocannabinoid

In keeping with the concept “maximizing the“nourishing the skin from its foundation,”pursuing beauty, being true to oneself, andthe sitrana products protect the skin from theclayence was created by combining thesystem (ECS) and circadian rhythms, theself-healing power that humans have,” wecreated under the policy of using advanced

enjoying life,” CANADEL is a highly advanced

dryness that irritates skin and from such

power of clay and cutting-edge science to

key ingredient CBD (cannabidiol) supports

propose clothing for recovery. Our proprietaryscience based on dermatology to develop

aging care brand to address the changing

external stimuli as air pollution and dirt orprovide hair and scalp treatment while

daily rhythms and helps maintain a healthy

special fiber “PHT (platinum harmonizedhighly effective products by combining

skin care needs of mature consumers.

grime. This is the “first aging care” brand withcoloring gray hair. With a calming aroma on

mind and a healthy body.

technology)” and a non-compression design

natural ingredients that are kind to the skin

CANADEL proposes products that consider

cica substances* under our original blending

top of carefully selected clay and beauty

that does not constrict the body mean thatand body.

the lifestyles of modern women proactivelyt h a t h e l p s re p a i r d a m a g e d s k i n a n d

substances, the product transforms tediousjust wearing this clothing contributes to high-living busy daily lives.

encourages users to attain their ideal skin.

hair care into luxurious time at the spa.

quality relaxation.

*Cica refers to a substance extracted from a plant called centella asiatica.

4

While staying true to DUO’s brand concept,

This brand uses advanced liposome technology,

Aiming to support the creation of an ideal

This vitamin skin care brand focuses on highFollowing the brand concept “SKIN &this men’s skin care brand was created toin pursuit of supplements that are highly

body, X was born under the lead of a foodp u r i t y, h i g h p e n e t r a t i o n , a n d h i g h

SENSE,” we advocate skin cell care* born

address skin problems and damage specificconcentrated, highly absorbable, highly

health instructor certified by the Japan Healthconcentration, with carefully selected vitaminfrom advanced skin research and attention toto men. DUO MEN offers effective skin carepermeable, and highly perceivable, with the aim

and Nutrition Food Association. This brand

C and a little something else to enhance thethe five senses that pursues the comfort ofrequiring only a few easy steps, allowing allof enabling people to enjoy aging. Following theoffers optimal supplements (functional foods)

C. Guided by the concept “enjoyable vitamin

physical sensation. We have developed amen living busy lives to continue skin care.

belief that sensation is the essence ofthat match the two styles of “those who want

C in a maniacal way,” we are aiming for skinbrand based on our original dental pulp stem

supplements, we adopted DDS technology

to incorporate exercise” and “those who wantcare products with high immediate effect bycell culture supernatant, “ENGY Stem S.”

similar to that used in the medical field.

to improve their eating habits.”

fully using the power of vitamin C.

*Skin care using human dental pulp stem cell conditioned media(skin conditioning ingredients)

Premier Anti-Aging

Corporate Report

Premier Anti-Aging

Corporate Report5Section 2

Message from the PresidentManagement

We want to convey to as many people as possible the philosophy behind ourwork, creating new values that unleash people from the concept of age.
Average life expectancy in developed countries increases,

decade later, Premier Anti-Aging is still creating new values

and since the 1980s Japan has held the lead as thethat unleash people from the concept of age.

country with the longest life expectancy in the world. As

As our business expanded, our customers, partners,

healthy life expectancy has increased, we often hear theand other stakeholders grew in number. After being listed

phrase “100-year life span.” When lives become longer,

on the Tokyo Stock Exchange Mothers market in Octoberpeople’s values naturally change. Our lifestyles have in

2020, we started communicating with shareholders andfact already become more diverse. In the past, graduates

investors. I feel that it is important to convey the ideasof high schools and universities would typically join aunderlying Premier Anti-Aging and the Company’s

company and go on working there for their entire careers.

philosophy to many stakeholders, including new employees

Now the workforce is more mobile. More people choose

and employees of Group companies. The phrase “untether

to change careers or go freelance, opting for ways oftime” encapsulates my wish, which I have had sinceworking that are not tied to one company. Teenage

founding the Company, to expand people’s potential. I hopestudents are starting their own businesses. People in theirthat we can create new values in society that will enable

seventies and eighties are finding opportunities to use

everyone to live life to the fullest. The term “anti-aging” intheir experience to contribute to society and the economy.

our company name contains a very broad concept. We aim

These trends are likely to accelerate.

to be a global anti-aging company that provides products

In these times, I have come to believe that to live a longand services based on unique sensibilities and thinking. Ourlife, it is vital to live and to think in ways that are not boundbusinesses focus not only on beauty but also on health,by one’s age. I hope to see a world in which people, no

medical care, diet, lifestyle, and other categories, aiming tomatter how old they are, can use their intellectual curiosity

free people from the concept of age. Having charted ato challenge new things and to live life to the fullest. When I

unique growth trajectory with the DUO brand as the starting

was thinking about founding the Company in 2009, thispoint, we are now ready to begin full-fledged development

vision was gradually taking shape in my mind. More than atoward that goal.

Using our strengths of fabless management, combined marketing andproduct planning capabilities, and communication power to achieve growth6

All the positive energy generated by engaging

The Company started from scratch, entering the cosmetics

business foundations. We partnered with them and built anmarket as a latecomer. We did not want a traditionalorganization that specializes in marketing and productsincerely with our stakeholders will bebusiness model to deliver products that would involve years

planning, which are our strengths. I often use the Japaneseof research and development, product manufacturing, andsaying “mochi wa mochiya,” which means “for rice cakes,

transformed into a growth driver.

sales and logistics networking. Instead, we wanted to

go to the rice-cake shop” or, in other words, the experts

prioritize our creativity to generate new value and deliver itknow best. I believe that every company can achieve highto our customers. That is why we chose fablessefficiency and speed in its business by concentrating its

management. In the manufacturing, logistics, and customer

management resources in areas where it excels and then

Kiyoshi Matsuura

contact functions of the value chain, we chose companies

refining those strengths. Fabless management, with its

President and Representative Director

that already had excellent technology, know-how, andemphasis on agility and management speed, has become

Premier Anti-Aging

Corporate Report

Premier Anti-Aging

Corporate Report7Section 2

Message from the PresidentManagementa key feature of our business model.

advanced technologies and commercial products. In Japan,

With regard to marketing, since our establishment, we

we are fortunate to have many excellent suppliers who

In the cosmetics business, we will not only take on newhave concentrated our investments on digital marketing.

pride themselves on “made-in-Japan” quality. In ourcategories such as products for men and hair care but alsoThis approach allows us to effectively reach a large number

product planning department, we have a keen eye for

expand our offerings in business domains such as innerof customers while controlling investment risk. Throughfinding the right company with the right technology, one

care and recovery. We will build new brands that

continuous trial and error, we have refined our uniquethat can give shape to the new needs of our customers.

overwhelmingly dominate their categories one after anothermethods, accumulating a wealth of knowledge and data on

Another advantage we have is our power of

3.7 million customers and gaining a position as a leading

communication. I used to be in the brand business, so I

The most important management foundation for this is

DtoC company in Japan.

know well that no matter how good a product is, youhuman resources. Human capital is the indispensable

This combination of marketing and product planningcannot sell it by itself. You have to add something to it. If

foundation of our organization. We focus on hiring uniquecapabilities is our greatest strength in value creation. A

you don’t add something that provides trust, people won’t

individuals with expertise and creativity. To advance to thelong-established company with its own laboratory tends toreach for the product and they won’t try it. In the Company,

next stage of growth for an anti-aging company, we will

focus on a “product-out” approach, after investing many

we have thought very carefully about how to communicate

quickly acquire expert talent in a wider range of businessyears researching and developing technologies andthe existence of DUO to our customers and how to gain

domains and categories. As a company whose

The Group is also keenly aware that as its businessmaterials. Then the idea would be to plan products that

their trust. By combining the features of media, we canmanagement philosophy is “untether time,” we are naturally

grows, so too does our influence on society. In August

introduce those innovations to the world. Finding out

convey the value of the brand to customers and refine thecommitted to promoting diversity. We have never had a2022, we established the Sustainability Promotion

whether a product will be well received by the market takes

brand. That is value creation that surpasses short-term

concept of securing talent with distinctions made for age,

Committee to promote sustainability management. In

time. In the end, there will be some products that fail to gain

earnings. Only when such value creation is achieved cangender, and other factors, but if we are to build up the

April 2023, we announced the establishment of ourtraction in the market. In the early days of the Company wethe true power of a product be realized.

strengths we need to compete, we must secure talent thatbasic sustainability policy and identified our materiality.

to enable us to advance as an anti-aging company.

their abilities.

could not afford to take on such a big risk. Instead, we used

Our management style emphasizes agility and speed.

has more diversity in terms of views and skill sets. We will

We will continue to communicate further with our

digital marketing to connect directly with customers andBy relentlessly refining these strengths, we have built a

actively focus on diversity in our hiring and build astakeholders to deepen their awareness andbuild close relationships with them. We homed in on theframework for meeting the unmet needs of our customers

corporate culture where diverse employees can fully use

understanding of our ESG initiatives.

needs that emerged there, working to quickly

with value that we deliver to the market. As a result, we

commercialize them. In this way, we developed products

have succeeded in building several brands very rapidly, andwith a truly “market-in” approach. This has been madeour model has been recognized as a new business model.

possible by our alliances with partner companies that havecreating brands that overwhelmingly dominate their categories
When moving into a new category, we look at the size of

We would like to engage in sincere dialogue with all our stakeholders to help
them gain a deeper understanding of our company.

Tackling new categories and expanding business domains to continue

8level that competitors cannot easily match.

our formulation of cleansing balm.

One word I very much like is “unique.” I have been looking

investors, that would be a huge driving force for ourf o r u n i q u e v a l u e i n e v e r y t h i n g w e d o , f ro m o u r

growth. I resolved to channel every bit of that positive

management style and business model to our productsenergy toward growth by being truly committed toand services, our human resources, and so on. These

communicating with all our stakeholders.

many unique aspects have been the source of the Premier

the market for that category, then consider whether we can

We identify potential customer needs (unmet needs)

use our strengths for synergies in that market. For example,

buried in a market that is changing daily and moving

To create such unique value, what I practice andthe cleansing market was already a red ocean of players,

rapidly. We then vertically launch products and brands

always tell employees is to be honest with people aroundlarge and small, but one with voids where customer needs

that satisfy those unmet needs, promoting them with athem, without constraints in their thinking. When we went

were not being met. We noticed that while there were oils

media mix strategy that combines digital and mass media.

public three years ago, shareholders and investors

for removing makeup well and gels that prevent skin fromIn this way, we have built a business model that creates

became important stakeholders in the Group. I felt a great

drying out, there were no products available thatbrands that quickly and overwhelmingly dominate theirdeal of responsibility and pressure, but I also thought thatsimultaneously met the two needs of removing makeup wellcategories. We have refined the logic of our value creation

if we avoid being bound by set notions, and insteadand preventing skin from drying out. That discovery led to

strategy with DUO, CANADEL, and clayence, reaching asincerely come face-to-face with our shareholders andPremier Anti-Aging

Corporate Report

Anti-Aging Group’s growth to date.

I hope that our shareholders and all other stakeholders
will look forward to the future of the Premier Anti-Aging
Group and walk with us along the path to our goal.

Premier Anti-Aging

Corporate Report9Section 2

Value Creation Process

Management

Guided by the management philosophy “untether time,” the Group operates businesses that center onanti-aging. By offering products and services developed by unique sensibilities and thinking, we create
new value that unleashes people from the concept of age.

Management philosophy
Management capitalStrengths and advantages

Financial capitalBusiness areas

Additional
strengths

supports the business

Wholesale
distribution

Brands that utilize the

Human capital
An organizational culture

Mail-order/
EC salesvalues and the people

A customer base of 3.7

Economic value• clayence brand

Skin carebusiness

2• SINTO brand• X brand

3

that respects the uniqueSocial and relational
capital1

Hair carebusiness

Delivering products withhigh customer satisfaction
to achieve a high repeat
rate. Generate stock sales
by establishing a
subscription sales model

each business area

create value• DUO brand• CANADEL brand• C+mania brand

Subscription sales modelknow-how accumulated at

who are striving to grow to

Value offered

Overseas
expansion

Financial foundation that

Brand capital

Untether time.

Cleansingbalm

Anti-Aging
Platform

Inner carebusiness

Product planning capabilities

Marketing capability

4

A fabless system that enables
speedy development. Productplanning capabilities that
supply products that
accurately target the unmet
needs of the market andcustomers

Unique marketing power
to differentiate brandvalue through a media
mix strategy combining
digital and mass media

Recoverybusiness
Future businessdevelopment
area 2Future businessdevelopment
area 1

Expanding thefoundation of theanti-aging business
Sustainable growthSocial value
Pursuit ofprosperity thatanti-aging brings• Venex brandmillion through the
mail-order/e-commerce
Materiality issues in sustainability

business
Alliances with partnercompanies

Contributions
to global
environmental
conservation

Pursuing anorganizational culture
whose members
grow up together

Improvingwell-being

Providingunique value

Strengthening
governanceCorporate foundations that support growth10

Premier Anti-Aging

Corporate Report

Premier Anti-Aging

Corporate Report11Section 3

Sustainability of the Premier Anti-Aging Group

Sustainability

In line with our management philosophy “untether time,” we will contribute to the sustainability of people,

Materiality of the Premier Anti-Aging Groupsociety, and the earth. We will promote sustainability activities that aim to achieve both “social value” andWe have identified social issues brought about by changes in the social environment and identified matters that we“economic value.”consider important in achieving sustainable growth as materiality in the areas of the environment, society, and governance.
First of all, we will establish an action policy and work on formulating and promoting concrete measures to solve eachfuture issue.

Basic Sustainability Policy

Untether time.
As humanity approaches the era of 100-year life spans, we aim to create a world where every individual can pursue
new challenges with confidence and curiosity, free from preconceived notions of age and gender.
Working together with our stakeholders, we will think outside the square to provide unique value that can change
the world, addressing social issues for a brighter, sustainable future.

Materiality identification process
We have identified the issues that should be prioritized from the two perspectives of importance for stakeholders andimportance for the business of the Group and have set five materiality issues.
STEP 1

Extraction of social issues

After analyzing the expectations and demands of internal and external stakeholders

Important issues
Contributions to resource
recycling and circular
economyInitiatives for andcontributions to a
decarbonized society

Initiative policy

Related SDGs

We will contribute to the realization of a sustainable andaffluent global environment by addressing global issues
such as climate change and waste pollution by working
to reduce CO 2 emissions and effectively utilize
resources throughout the product life cycle.

Pursuing anorganizational
culture whose
members grow up
togetherDeveloping humanresources who strive tocreate value and continue
to grow

We will create an environment in which each employee
can demonstrate autonomous performance, grow up
together through work, nurture each other, and becomea group that continues to grow strong.

Improvingwell-being

Realization of mental andphysical health

We will strive to maintain and manage the physical andmental health of our employees and everyone involvedin our company, and to achieve a work-life balance.

Providing uniquevalue

Pursuit of premieranti-aging quality
Collaboration with
suppliers

In order to pursue the prosperity of each and every
customer, we will continue to provide products andservices that meet the unmet needs of our customers,
working together with our suppliers with alternative andflexible ideas.

Important issues

Initiative policy

refer to information from major ESG rating agencies such as SASB Standards, S&P

From the sorted-out social issues, we extracted materiality candidates for theGroup and conducted materiality analysis from two perspectives: (1) importancefor stakeholders and (2) importance for the Group’s business.

After discussing the results of the materiality analysis with each department within the
Company, we selected nine materiality candidates with particularly high priority. These

Corporate foundations
that support growth

Implementation of materiality analysis

Contributions to
globalenvironmental
conservationsuch as our customers, business partners, employees, shareholders, and investors, weGlobal Ratings, and others. We have sorted out the social issues to be considered.

STEP 2

Materiality

Pursuit of prosperity that anti-aging brings

Enabling unique pathways through life

Materiality

Developing andstrengthening corporate
governance systems
Strengthening
governanceThorough risk
management andcompliance

Related SDGs

By realizing a management system with transparency
and fairness and working to ensure thorough risk
management and compliance, we will strengthen thecorporate foundations that support business activities
that all stakeholders can be proud of.

Protection of information
security and privacy

nine items have been reconfigured into five materiality issues from the two axes of “pursuitof prosperity that anti-aging brings” and “corporate foundations that support growth.”

Identification of materiality

Degree of importancefor stakeholders

STEP 3

Materiality
issuesContributions to global
environmental conservation

Pursuing an organizational culture
whose members grow up together

Improving well-being

Providing unique value

Sustainability promotion system
In August 2022, we established the Sustainability
Promotion Committee to further strengthen sustainability
activities in each ESG area. In April 2023, we announced

Strengthening governance
Degree of importance forour businessthe establishment of our Basic Sustainability Policy andthe identification of our materiality. On the basis of themateriality we have identified, the committee will continue

STEP 4Formulation of materiality action policy

12Premier Anti-Aging

Corporate Report

We have decided on future action policies for the five materiality issues. These

to lead our initiatives in coordination with the relevantmateriality and action policies were approved by the Board of Directors after

departments and the entire Company.

deliberation by the Sustainability Promotion Committee.

Board of Directors
Reports

Supervises/Recommends

Sustainability Promotion Committee
Public Relations and
ESG Promotion
Department
Each Division

Premier Anti-Aging

Corporate Report13Section 3

Sustainability of the Premier Anti-Aging Group

Sustainability

Contributions to Global Environmental Conservation
Initiatives for and contributions to a decarbonized society

Contributions to resource recycling and circular economy

Use of containers applying green nanotechnology

CANADEL refill productUtilization of sustainable ingredients

The containers for the DUO The Cleansing Balm series

For CANADEL, which was previously distributed in

We are working to reduce food waste by effectively using

Development of a special spatula with woodflow molding

apply green nanotechnology. Adding green nano reduces

disposable containers, we have adopted refills, aunderutilized raw materials as ingredients, while also

In 2022, we used wood flow molding technology* toroughly 60% of the CO 2 emissions caused duringchange that cuts plastic roughly 70%.* Compared tochoosing ingredients that help protect the environment

develop a special spatula with the aims of reducing our

combustion. We are conducting stability tests as we

replacing the container each time, this reduces the CO2

and support local communities. For DUO MEN, we use oil

use of plastic and helping achieve a circular society thatconsider introducing green nano to other products.

emissions 0.23 kilograms per unit, which helps protect

extracted from Japanese pampas grass, an underutilized

recycles resources. With this technology, about 70 to 80%

the global environment.

resource, as aof the raw materials can be replaced with biofuel wood*Comparison calculated based on plastic usage in existing products (body, cap, inner lid,and spatula) and refill containers

key ingredient.

(cedar and Japanese cypress chips) that was originallyintended to be burned. We are currently working to
improve the cost issues with a view toward implementing
the technology for DUO products.

CO2 reduction of

0.23 kg
per unit**CO2 emissions
generated duringincineration disposal

Declaration of non-use of microplastic beads
We do not use microplastic beads, which are thought toharm marine life and, through the food chain, the human

Delivery using compact packaging

Compact delivery slips

Most mail-order/e-commerce items are delivered using

We have reduced the size of the delivery slip included withcompact packaging. Compact packaging eliminates extra

mail-order/e-commerce deliveries from A3 to A4. This

packaging materials, providing the advantage ofeliminates approximately 81 tons of CO2 emissions pertransporting larger quantities at one time. In this way, we

year, while also curbing printing costs.

body.

Initiatives related to cosmetics boxes

are helping reduce CO2 emissions during delivery.

A3*Kozo Kanayama (currently professor emeritus at Kyoto University) developed thistechnology in 2009 while working at the National Institute of Advanced Industrial Scienceand Technology (AIST). He published a paper on the technology that was the first of its
kind in the world. AIST and CHIYODA KOGYO Co., Ltd. subsequently carried out joint
research. AIST holds the basic patents for this technology.

Usage of FSC®-certified paper

A4

FSC® certification is a system whereby products are soldbearing the FSC label if they were made with wood fromCO2 reductionof approx.

81 tons
per year

forests recognized as well managed or low risk for otherfactors. We use FSC®-certified paper for all our brands
that require paper packaging and for shipping boxes.
Note: Excluding facial products and certain limited edition productsAwarded the GP Environmental Grand Prize
for three consecutive years
We use GP-certified factories that meet environmental

Reviewing the packaging format for products
delivered through a subscription delivery service

standards for paper, ink, binding, and surface treatment
processes. For three consecutive years since 2020, we

We changed the packaging format for DUO The Cleansing
Balm, which is delivered through a subscription delivery
service, to simple film packaging. This cuts energy
consumption by reducing the amount of waste from items
such as the cosmetics box and inner lid. As a result, CO2
emissions are reduced 0.41 kilograms per unit.

CO2 reduction of

0.41 kg
per unit**CO2 emissions
generated duringincineration disposal

have been awarded the GP Environmental Grand Prize inrecognition of our dedication to reducing our impact on
the global environment.

Adoption of waterless printing
We actively use materials that are printed by the waterless
lithography method, a printing technique that does notdischarge harmful waste liquids. This helps reduce our use
and emission of hazardous substances.

14

Premier Anti-Aging

Corporate Report

Premier Anti-Aging

Corporate Report15Section 3

Sustainability of the Premier Anti-Aging Group

Sustainability

Pursuing an Organizational Culture Whose Members
Grow Up Together
Our approach to human resources
Our management philosophy “untether time.” proposes toDiversity initiatives
assurance, and similar activities. Needless to say, the

The Group is committed to diversity and inclusion, aiming

Data on human resources diversity
Number of and percentage of female managers* 15/34.1%
Average age of employees
38.6 years old
About 1 year
Average years of service
and 10 months
Number of and percentage of non-regular
31/12.6%
employees
Number of and percentage of employees
2/approx. 1%
with disabilities
Number of and percentage of older
4/approx. 2%
employees

shape a new future by unleashing everyone from time andGroup’s most important management resource is people.

to create an organization where diverse people respect

creating a rich everyday life. We believe that it is our

The Group aims to be a small, elite organization thatvarious values and play active roles.

employees who can realize our aims. The Group continues

actively invests in talent and skill development. We

The Group has 216 employees, of whom 63% arefabless management, enabling highly flexible management

maximize the personality and abilities of each employee towomen. We have eight foreign nationals working for usthat is resilient to changes in both the external and internal

achieve high productivity. By offering unique value to theand plan to hire more. We have also introduced aenvironments. Fabless management does not havemarket, we aim to enrich people’s lives and create a

postretirement reemployment system to allow older

factories or other production facilities, and insteadbrighter future.

employees to continue working as long as they are willing
and able.

focuses resources on planning, marketing, sales, quality

Data as of October 31, 2022
*Positions above senior manager

The type of talent we seek

We received 3-Star Eruboshi certification for our initiatives promoting the active participation of women.

The type of talent we seek has three traits: strongly
motivated, professional, and personable. Being motivatedEruboshi is a system that certifies companies for outstanding efforts to support women’s careermeans having the will and the drive to work. We are looking

development. It is administered by the Ministry of Health, Labour and Welfare and based on the Act onfor people who can create and develop various products

Promotion of Women’s Participation and Advancement in the Workplace (the Women’s Advancement
Promotion Law). In October 2021, we were first granted the three-star rating, the highest of the three levels

and services that can untether time, people who findStrongly motivatedchanging the future for many others rewarding. Professional

working hours, (4) percentage of managerial positions held by women, and (5) diverse career paths.

means people with a high degree of expertise. By merging
the skills of all our employees, we can generate enormous

Type oftalentwe seek

power as an organization. We believe that being personable
plays a major role in the merging of individual strengths. We
are living in a time of cooperation and cocreation, whose
cornerstones are caring for others and helping each other.

最小サイズ
ヨコ 12.8 ミリまでof certification, as we had met all five criteria of (1) hiring, (2) continued employment, (3) work style including

Professional

Education and training system
Personable

Employees use their high degree of expertise to the fullest,
involving those around them as they work to achieve theirgoals. We have a corporate culture in which such

We have introduced a training system and a support system to enable employees and managers to obtain qualifications andpursue further growth, thereby maximizing our strength as an organization. We provide training for new graduates up through thethird year and for young employees. We also provide optional training and qualification support for highly motivated employees.
Level

Standard training

employees, those with dreams and goals, can continue totake on various challenges.
Management
level

Human resources strategy
To develop people who share the values that the Group holds dear, we have put in place a human resources strategy thatserves as our talent management policy.
Staff level• Compliance• Information security• Insider trading prevention• Sustainability• Mental health• Harassment preventionetc.

Human resources strategy

Training for managers• Personnel system• Personnel evaluation and MBO• One-on-one• Labor management training
etc.
Participation in menus provided by external
training companies• Marketing• Logical thinking• OJT instructors
Training for new graduates and new
employees

1. Promote employee understanding, empathy, and embodiment of Premier Anti-Aging’s vision (mission and management
policies)
2. Help all employees develop and maximize their abilities as professionals in their areas of expertise

Level-specific training

Optional training

Support for obtaining
qualifications

Providing qualification
support to gain skills
needed by eachParticipation in menus department
provided by external<Support content>
training companies• Study material expenses• Examination fees
• Financial incentive(partial)*Passing the examinationis required

Record of previous training

3. Foster employee ownership while encouraging creativity and collaboration
4. Treat employees fairly and recognize the efforts of those who embrace challenges and continue to growParticipation by all employees

Optional training (March 2022–January 2023)

5. Motivate employees with a personnel system that is transparent and reasonable• Information security training• Total training time: 1,100 hours• Mental health and harassment prevention training• Insider trading prevention training• Compliance training

16

Premier Anti-Aging

Corporate Report

Premier Anti-Aging

Corporate Report17Section 3

Sustainability of the Premier Anti-Aging Group

Sustainability

Improving Well-Being
Promoting health management

Work-style initiatives
Application of remote working andflextime systems

Encouraging employees to take paid leavefamilies an environment that promotes physical and

The Group promotes a

71.4%. We have established an action plan to encourage

physical and mental health as a foundation for value

mental health and well-being, which are necessary tovariety of work styles with aemployees to take paid leave so that they can rest, refresh

creation. Guided by the declaration, we promote well-being,create unique sensibilities and thoughts.

remote working scheme andthemselves, and demonstrate greater creativity.

In August 2022, the Company formulated the Health

Action Guidelines

Management Declaration, in the belief that it is important to• We are committed to providing all employees and their

have an environment where employees can work in goodwhich enables Group employees and all people working• We will develop initiatives to ensure that not only ourwith us to live healthy and prosperous lives. Going forward,

employees and their families but also everyone

we will promote various initiatives based on the declaration

associated with our company can enjoy a beautiful,to realize a social culture and create new common sense

healthy, and brighter future.

The percentage of paid leave taken by employees wasa flextime system (with coreChild-care and nursing-care support initiativestime).

We s u p p o r t c h i l d c a re a n d n u r s i n g c a re f o r o u r

Restriction on long working hours

employees with a leave system for childcare, nursingthat enable individuals to demonstrate their individuality

We limit the need for extended working hours bycare, and caring for sick children. We are expanding theand abilities.

upgrading management skills including by regularoptions of work styles by allowing employees to choose

monitoring, actively hiring employees, and streamlining

full-time instead of shorter working hours, even while

our operations. The average amount of overtime worked

they are raising children or caring for family members,

per month was 16.2 hours.

through the remote working system.

We have been certified as a Health andProductivity Management Organization

Health Management Declaration

T h e p ro g r a m h a s a s y s t e m t h a t re c o g n i z e s

Toward a healthy, radiant life for allcompanies that are practicing particularly strong

The Premier Anti-Aging Group is a pioneer in the anti-

health and productivity management based on

aging business, committed to helping our employees, theirinitiatives tailored to local health issues and healthfamilies, and everyone in the world stay healthy andenhancement initiatives promoted by Nippon Kenko

radiant, regardless of age.

Kaigi. In 2023, we were recognized as a corporation
with excellent health and productivity managementin the program’s large

Averageovertime

Paid leavetaken

16.2 71.4 % 100 %100% return-towork rate

hours

enterprise category.

Maternity andchild-care leavetaken

For female employees

Systems for diverse work styles and welfare benefits• Child-care leave system• Defined contribution• Nursing-care leave system

pension system• Flextime system• Referral hiring system• Remote working system• Employee discount• Shareholding association

system• Side-job systemsystemNote: Data shows actual results for November 2021 through October 2022.

Health management promotion framework
The president and representative director is responsible for promoting health management from an overall management

Premier Anti-Aging health activities

perspective. The health management promotion supervisor serves as the health management promotion secretariat andWe hold monthly health events such as walking, yoga, and dancing to promote employee health.

cooperates with the Safety and Health Committee, industrial physicians, and public health nurses to provide various kindsof information and develop measures to encourage employees to take the initiative for their own health.
President and Representative Director(Head of Health Management)
Report/consult
Coordinate

Safety and HealthCommittee

Coordinate

Head of Corporate Division
Human Resources and General
Affairs Department(Health Management Promotion
Supervisor)

Gather opinions/circulate information

Coordinate

Health insurance
association

Walking

Yoga

Dancing

From the office, participants headed

Participants tried Venex recovery

Employees who excel at dancing

for Tokyo Tower and climbed up its

cloth while doing yoga and learned

voluntarily became instructors, androughly 600 steps, then walked backabout relieving back pain, stiff

the participants enjoyed a dancing

down.

shoulders, and eye strain. Many

workout.

employees took part.

Industrial physicians andpublic health nurses

Coordinate

Promotion projects with
employee participation

Disseminate information/
deploy measures

Interview/consult

Disseminate information/
deploy measures

Employees and their families

18

Premier Anti-Aging

Corporate Report

Premier Anti-Aging

Corporate Report19Section 3

Sustainability of the Premier Anti-Aging Group

Sustainability

Providing Unique Value
Aiming to improve customer satisfaction

Social contribution activities

Initiatives at customer service centersgive our customers time to feel fulfilled by providing themSponsorship of COSME BANK PROJECT

Participation in International Women’s Day

The corporate culture of creating unique value andknowledge about skin and beauty care and listening to

We participate in this project as a partner company, offering

Established by the United Nations in 1975, International

undergoing further transformation is the root of thetheir worries about their skin and other concerns.

our products to women who cannot afford cosmetics.

Women’s Day on March 8 is closely tied to efforts toCompany’s growth capability. The Company aims to thinkachieve gender equality, which is also one of theflexibly to provide products and services that address theSustainability Development Goals. Various activities areunmet needs of our customers and to foster brands thatcarried out in Japan and around the world. The Company

continue to be used by each and every customer in pursuit

supports the principles of HAPPY WOMAN®, which aims

of prosperity.

to “achieve gender equality and empower all women andgirls” and “promote the Sustainability Development Goals”

Improving customer satisfaction

Sponsorship of Tokyo Weekdays Basketball
Leaguebased on the philosophy “living a fulfilling and happy life

What we strive to do when serving customers is to provide
them the right knowledge about beauty care and the time

We shared with the Tokyo Weekdays Basketball League its

but throughout society.

to become beautiful in both skin and heart. We strive to

vision for the Sustainability Development Goals of “ensurethat is unique to oneself,” not only within the Company

healthy lives and promote well-being for all at all ages”
and “achieve gender equality,” and offered products.
Every day we analyze customer feedback and questions about products and services and collaborate with relevant
parties. We strive to improve our products and services in response to feedback. We believe that these initiatives are
essential for becoming a brand with customer loyalty.

Example reflecting customer feedback: Improving CANADEL containers
Of the feedback received about CANADEL,
about

60% requested

In response to customer feedback,we improved the packaging by
integrating the container and lid.

SDGs project by volunteer employees

improvements to the container.

In September 2021, volunteer members gathered to launch a Companywide SDGs
Comment highlights

project. The project is actively engaged in in-house activities such as raising awareness• I often drop the top lid of the container, and the middle lid

through workshops and in-house events and promoting energy and resource

sticks and is hard to open, so I want you to improve theconservation. With the aim of instilling awareness of the SDGs in all employees’ actions,

CANADEL container.

we are working to (1) promote environmental consideration and the elimination of waste in• I would like to continue using the product if the container
could be opened with one hand.
• The CANADEL container is difficult to use, especially onbusy mornings.
• The product with an all-in-one concept is convenient, but
the container is difficult to use.

all aspects of our business activities; (2) promote activities and initiatives that lead togreater interest by employees and make those activities and initiatives relevant to them
personally; and (3) promote the SDGs. We will continue to work with the Sustainability
Promotion Committee to solve materiality.

Activities to promote energy and resource conservation

CANADEL is an all-in-one product that provides basic skin care in one step. Improving the container
for simpler opening and closing has made it easier to use. We will continue to update the product by
Person in chargeof planning

20

Premier Anti-Aging

using customer feedback to ensure CANADEL enjoys a long life.
Reducing paper use

Corporate Report

Reducing energy use

SDGs newsletter

Poetry initiative

Premier Anti-Aging

Corporate Report21Section 4

Message from an Independent Outside Director

Governanceto be more careful at this time to avoid causing an issue inand the beauty business, which overlap with the businessthe future. I always keep in mind that these checks allow

of Premier Anti-Aging. That allowed me to build up a wide

us to more quickly resolve the many business issues that

range of experience. In a unique venture company, there

can arise in an opaque and uncertain market environment.

were often occasions that called for flexible management

At Euglena Co., Ltd. we encountered challenges such asdecisions that were out of the ordinary. I can do a lot bymajor issues in product liability in the health care businessusing my experience to support Premier Anti-Aging.

The Company is strengthening andimproving corporate governance, which
is vital to the rapid expansion of thebusiness and the organization.
Takuyuki Fukumoto
Independent Outside Director

PROFILE

Premier Anti-Aging has grown rapidly and is now becoming

Auditors. Ms. Sakai specializes in internal auditing anda leader driving growth in the industry. The most important

makes astute observations on governance, risk

issue to be addressed now is building an organizational

management, and compliance. I believe the current board

management structure. From a governance perspective,

has a good balance of skills and experience.

one point that I raised was that a system where the

The composition of a Board of Directors can havemarketing or sales department oversees the quality

several patterns. Governance codes around the world areassurance department would not be well governed. It

more and more strengthening governance by increasing

would be preferable to instead have a structure that firmly

the number of independent outside directors to more than

divides authority between the offense and the defense. The

half, while establishing an executive officer system tomarketing, serving as the company’s executive officer and CEO of the Euglena Healthcare Company. He has been an independent outside

reorganization and personnel changes in August 2022

separate and clarify the roles of the Board of Directors anddirector of Premier Anti-Aging since September 2019.

addressed this and other main issues with thethose of the executive officers. One approach is to moveorganizational structure, including strengthening corporatecloser to such a style. Another approach is the current

functions. However, these changes do not solve everything.

style, in which a director who concurrently serves as an

I believe that we should continue to build a structure with a

executive officer is assigned to each business that hesense of speed to address the issues that have arisen fromoversees with a clear view of business operations andthe positive factors of rapid growth.

business content. The Company should adopt the desired

In 2005, he joined the board of directors of Euglena Co., Ltd. as one of its co-founders. He is currently responsible for strategic planning andSince preparing for listing, the Company has worked diligently to develop and improve its
governance structure.
I have served as an independent outside director of Premier

has been working diligently as a publicly traded company

Anti-Aging since September 2019. Before I was appointed,

to further improve the operation of its Board of Directors.

when I met President Matsuura for the first time, I foundPresident Matsuura and other internal officers listen to thehim quite different from the image I had of the president of

opinions and requests of independent outside officers anda start-up that was posting rapid growth with a bold

strive to improve the functions of the Board of Directors.

marketing strategy. He struck me as very sincere and very

For example, to perform my duties as an independent

honest. At the time, the Company was in the final stages ofoutside director, I need to thoroughly understand matters

preparing to go public, in the process of putting in place

to be resolved at board meetings. The executive officers ininternal control systems, including governance andcharge of such matters provide us independent outside

regulations for directors’ duties. From the beginning, I

officers opportunities to hear explanations ahead of time.

thought the Company had a solid management style, with aThis helps make discussions at the Board of Directors

strong delegation of authority to each executive officer, andmore lively. In addition, they respond promptly to thegood governance.

detailed points that we sometimes raise.

Since going public in October 2020, Premier Anti-Aging

Using the various sides of my experience at Euglena Co., Ltd. to support the growth ofPremier Anti-Aging
In meetings of the Board of Directors, I provide detailed

22

As the business expands and grows impressively, there is an urgent need to build
an organizational structure that can ensure solid execution of strategy.

an independent outside director.

recommendations on risk factors and countermeasures to

As a director of Euglena, I was in the position ofaddress issues that arise in the course of executing

having things pointed out to me from various angles bybusiness strategies. I know that for the executive officers,

experienced independent outside officers. Now that I am

sometimes these things can be painful to hear, but I try

on the other side, I can naturally see what needs to be

not to be afraid to speak up. This is because I believe thatpointed out. As the Board of Directors discusses suchchecking the risks associated with the execution ofpoints, I raise questions to check, for example, whether

business strategies is precisely what is required of me assomething is a good idea or whether the Company needs

Premier Anti-Aging

Corporate Report

The Board of Directors currently consists of four internalstyle in accordance with what it aims to achieve in its

directors, including the president, and two independent

medium- and long-term growth strategy. And to ensure aoutside directors, myself and Ms. Sakiko Sakai, who serves

diversity of viewpoints, I think that the inclusion of womenas a director of the Global Board of the Institute of Internal

and foreign nationals would be a further improvement.

Applying our unique strengths in new areas to become Japan’s leading anti-aging company
I believe that Premier Anti-Aging’s greatest strength lies in

product brands but also new businesses such as services,

its marketing capabilities in the digital domain. The

and to secure growth potential by expanding our businessCompany made a bold investment to launch a high-area laterally. There is a clear sense of direction toward theimpact TV commercial when the newly released products

areas and domains the Company aims to expand in. In

were gaining recognition on social media and in theJanuary 2023, the Company newly entered the inner caremarketplace. This led to record-breaking hits. I am proudbusiness and entered the recovery business with theto say that Premier Anti-Aging is one of the very few

consolidation of Venex Co., Ltd. If the Company cancompanies that can demonstrate this kind of brandsucceed not only in cosmetics but also in anti-aging, I

creation ability, and the only one that can execute such athink that it can carve out a path to growth as Japan’sbold strategy repeatedly. Companies tend to think that if

leading anti-aging company.

one strategy is successful, a second or third strategy

It is precisely in times of organizational expansion thatdeveloped the same way will also succeed. But from theinternal controls and governance systems are critical. As

beginning, President Matsuura has been highly sensitive

an independent outside director, I am firmly committed toto the risk that using the same strategy would naturally

improving management oversight and governance, andreach its limits. To advance to the next stage of growth,

playing a role in helping enhance the corporate value of

we have made it a cor nerstone of our strategy toPremier Anti-Aging.

accelerate our response to the challenge of not only

Premier Anti-Aging

Corporate Report23Section 4

Corporate Governance

Governance

The Company’s Board of Directors, which consists of six

3 N omination and Remuneration Advisory
Committee

1 Board of Directors
directors, including two outside directors, makes decisions on

The Company has established a Nomination andBasic approach

Overview of corporate governance system

important matters related to the Company’s business

Remuneration Advisory Committee whose majority of

We believe that it is important to enhance management

Main items

Details

operations and matters required by laws and regulations. In

members are independent outside officers. The Nomination

soundness, transparency, and compliance awareness to

Structure of organization

Company with Board of Directors
and Audit and Supervisory Board

addition to the regular monthly meetings of the Board of

and Remuneration Advisory Committee, in response to

Directors, chaired by the president, extraordinary meetingsinquiries from the Board of Directors, deliberates mattersenable us to achieve the sustainable growth of the

Number of directors(of which, outside directors)

6 (2)are held as necessary. The authority to make decisions isrelated to the nomination and remuneration of directors,

clarified in the Rules on Administrative Authority, andAudit and Supervisory Board members, and executive

important decisions are made after deliberation at meetings

officers, and make recommendations to the Board ofof the Board of Directors. In addition, the Board of Directors

Directors. Matters concerning the nomination andestablishes basic management policies and annual plans,

remuneration, etc., of Audit and Supervisory Board members

clarifies the goals to be achieved by the Company, makes

are made as recommendations to the Board of Directors withclear performance goals for each division, and has thethe consent of the Audit and Supervisory Board.

Company and improve medium- and long-term corporate

Number of Audit andSupervisory Board members(of which, outside Audit andSupervisory Board members)

3 (3)structure that responds flexibly to changes in theTerms of office of directors

1 yearbusiness environment and, in doing so, manage our

Voluntarily establishedcommittee

Nomination and Remuneration
Advisory Committee

value. That is why we will work to enhance our corporate
gover nance system as we build an organizational

business efficiently.
In addition, we will promptly provide information toshareholders and investors based on transparency andNumber of independent
directors/Audit and5
Supervisory Board members
Accounting auditor

monthly meeting of the Board of Directors to supervise theexecution of business by the divisions.

Ernst & Young ShinNihon LLC

fairness. We will demonstrate accountability by engaging

Initiatives to strengthen corporate governanceconstructively and honestly with shareholders and investors.

Made resolution on Basic Policy for Establishment of
2019
Internal Control System
2021

Established Nomination and Remuneration Advisory Committee
Implemented executive officer system

2023 Established Liaison Committee of Non-executive Officers

Internal

OutsideGeneral Shareholders’ Meeting

ReportingAppointment/
Dismissal

1

ReportingBoard of Directors
Consultation
Recommendation
Reporting

Risk Management Committee
Compliance Committee

3

Nomination andRemuneration Advisory
Committee

Appointment/Dismissal

Audit byAudit andSupervisory
Board
members

PresidentInternal Audit Office

Exchange of opinions/
Collaboration

ReportingAppointment/
Dismissal

Instruction
Accounting
auditManagement Committee
Reporting

Audit andSupervisory Board

Appointment/Dismissal/
Supervision
Instruction

Reporting2

Internal audit

Independent Accounting
AuditorInstruction
Consultation

Each Division
Guidance/
AdviceIn addition, all Audit and Supervisory Board members

Policy for Appointment of Outside Directors/
Audit and Supervisory Board Members andIndependence Criteria

attend Board of Directors’ meetings, which enables them

The Company’s policy is to appoint outside directors who

to monitor the status of business execution by directors.

meet the requirements for independence in accordance with

Outside directors from other industries are invited to

the requirements for outside directors set forth in theenable management decision making based on a

Companies Act and the independence standards of thebroader perspective and management oversight from

Tokyo Stock Exchange independent director system.

outside the Company.

2022 Shortened term of office of directors

Corporate governance structure (as of April 30, 2023)

divisions report the progress of these goals at the regular

Corporate Attorney/
Corporate Labor and Social
Security Attorney

Remuneration of Directors
2 Audit and Supervisory Board

The Nomination and Remuneration Advisory Committee

With a view toward strengthening governance, the Company

considers the amounts of remuneration for individual directors.

has adopted a Company with an Audit and Supervisory

The Board of Directors respects the recommendations of theBoard system, which has an independent appointment setup

Nomination and Remuneration Advisory Committee andthat allows it to exercise its authority independently and isdecides the details of individual director remuneration, etc.,

obligated to have a full-time Audit and Supervisory Board

within the range indicated in the recommendations.

member. The Audit and Supervisory Board consists of one

Basic remuneration for directors is determined as afull-time and two part-time Audit and Supervisory Board

fixed monthly amount within the remuneration limits

members, all of whom are outside Audit and Supervisory

resolved at the General Shareholders’ Meeting. The amount

Board members. The Company appoints as Audit andis based on the standard remuneration determined for eachSupervisory Board members individuals with expertise andposition and for internal and outside directors, plus

long-term experience who can monitor and supervise theperformance-linked remuneration reflecting corporate

Company’s management from a broad and deep perspective.

performance and the achievement of individual strategic

The role of Audit and Supervisory Board members ingoals. However, performance-linked remuneration is notcorporate governance is to enhance the Company’sawarded to non-executive directors.

corporate governance system by providing objective andStock remuneration for directors is paid monthly toappropriate auditing from a highly independent andexecutive directors through a cumulative stock investment

professional perspective.

plan that provides an incentive for continuously improving

Each Audit and Supervisory Board member audits thecorporate value and shareholder value. Stock remuneration islegality of the execution of duties by directors in accordance

determined within the remuneration limits resolved at thewith the audit plan, audit policy, and allocation of duties

General Shareholders’ Meeting.

determined by the Audit and Supervisory Board. Regular

The amount of remuneration for Audit and Supervisory

meetings of the Audit and Supervisory Board, chaired by the

Board members is also considered at the Nomination andfull-time Audit and Supervisory Board member, are held

Remuneration Advisory Committee. With the consent of themonthly in principle to report on the status of one another’s

Audit and Supervisory Board, the amount of remuneration forduties and to share understanding of auditing operations.

each member is reported to the Board of Directors, after
being determined within the remuneration limits decided at
the General Shareholders’ Meeting.

24

Premier Anti-Aging

Corporate Report

Premier Anti-Aging

Corporate Report25Section 4

Management Structure

Corporate Governance

Governance(As of October 31, 2022)

Internal Control System

As the Group continues to expand its business and as ourCompliance Committee

workforce continues to grow, we must run our business

The Compliance Committee consists of directors, executive

with greater efficiency and stability. We recognize that aofficers, the head of corporate planning, the head of legal

key task will be to standardize and streamline ouraffairs, the head of quality assurance, and others. In

operations by strengthening our internal control system.

principle, it meets quarterly.

To address this issue, we will work to optimize our internal

The committee is chaired by the president and reports

control system and business operations, while enhancing

and discusses matters related to the formulation of basic

our corporate governance as appropriate, by establishingpolicies, plans, and systems for compliance.

an environment that increases the effectiveness of ourbusiness processes and internal controls, in line with theInformation Security

size and growth of our company.

The Group holds personal information of customers in its

Directors

Kiyoshi Matsuura

Koji Kawabata

Yoichiro Ito

President and Representative Director

Director and Managing Executive Officer

Director and Managing Executive Officer, CFO

mainstay business of mail-order/e-commerce sales,

Risk Management

among other areas. Preventing the leakage or loss of such

The Group set up a system to achieve sustainable growth

personal information and important information related towhile responding to changes in the business environment

management, business, research, etc., is our responsibility

whereby each department of the Group analyzes theas a company and also essential for sustainable growth. We

various risks associated with its corporate activities andhave established regulations and rules such as theexamines preventive measures. The director in charge ofInformation Handling Management Regulations,e a c h d e p a r t m e n t , w o r k i n g t h ro u g h t h e re l e v a n t

strengthened our system management structure, anddepartments, establishes and distributes rules, training

regularly provide education and training for employees. In

programs, and manuals, as necessary. For legal issues,these ways, we achieve thorough information security

we have entered into advisory contracts with a corporate

management.

Takahiro Toya

Takuyuki Fukumoto

Sakiko Sakai

Director and Executive Officer

Independent Outside Director

Independent Outside Director

Audit and Supervisory Board Members

attorney and a corporate labor and social security
attorney to allow us to receive guidance and advice as

Quality Control

necessary and take appropriate measures.

To make sure that customers using our products haveconfidence that such products are truly beneficial for their

Risk Management Committee

skin and bodies, we have put in place strict voluntary

The Risk Management Committee is composed ofstandards for our products and services to ensure

directors, executive officers, and others, and in principle

thorough quality control. We guarantee safety bymeets quarterly. The head of the Corporate Division chairs

conducting repeated skin safety tests such as patch tests,

this committee, which reports and discusses matters

Motoyasu Ishihara

Akira Ide

Yosuke Kondo

in addition to confirming that the ingredients used comply

related to the formulation of basic policies, plans, andwith standards. We also pursue the safety and security of

Full-time Independent Outside Audit andSupervisory Board Member

Independent Outside Audit andSupervisory Board Member

Independent Outside Audit andSupervisory Board Member

systems for risk management.

all our products by continuously implementing quality

Keigo Uemura

Kiyoshi Iwakawa

Yuka Uehara

Executive Officer

Executive Officer

Executive Officer

assurance activities at every stage of productCompliance

Executive Officers

development, production, logistics, and postlaunch.

Following the Compliance Rules and the Premier Anti-Aging
Code of Conduct, all officers and employees of the Groupare aware of compliance and perform their duties inaccordance with laws, regulations, the Articles ofIncorporation, internal rules, etc.

26

Premier Anti-Aging

Corporate Report

Premier Anti-Aging

Corporate Report27

Financial Highlights

Section 5

Company Overview

Financial and Corporate Information

Consolidated financial statements are prepared from the fiscal year ended July 31, 2021. Figures for Premier Anti-Aging, Co., Ltd. up to the fiscal year
ended July 31, 2020 are presented on a non-consolidated basis.

Net sales

Operating profit/Operating
profit margin(Millions of yen)

(Millions of yen)

40,00032,81533,911

4,680
14.3

5,000

3,000

11,9292.8

2019/72020/72021/702022/7

Consolidated

2,793

December 2009

Capital1,351 million yen

Number of employees

245 (consolidated; as of January 31, 2023)

business of cosmetics and health food products

138

242

2018/7

2019/72020/7

Operating profit (left axis)

Net assets(Millions of yen)

(Millions of yen)

15,0009,000

13,071

1,424

8Affiliated companies

1,1432021/72022/700

Consolidated

Venex Co., Ltd.
Premier Anti-Aging (Shanghai) Co., Ltd.
Premier Wellness Science Co., Ltd.

4

2.0

Total assets

95

174

2018/7

2019/7

Member organizations
2020/7

Non-consolidated

2021/7

Japan Direct Marketing Association
Cosmetic Fair Trade Conference

2022/7

Consolidated

Tokyo Cosmetic Industry Association

Operating profit margin (right axis)

Basic earnings per share
(Yen)

8,348

12,300Stock Information

400

326.87

6,903(As of January 31, 2023)

300
6,000

10,000

6,848
5,000

200

2018/7

2019/7163.35142.93

3,000

3,045

1,449

1,595
0

Established1,000

Non-consolidated

Note: Net sales do not include consumption tax, etc.

7.1

1,653

1,000

Non-consolidated

3,000

2,414

8.1

2,000

4,975

2018/7

16

Toranomon Hills Mori Tower, 8th floor, 1-23-1 Toranomon, Minato-ku, Tokyo, 105-6308

12

20,0000(Millions of yen)

Headquarters

2,000

20,50810,000(%)

Premier Anti-Aging Co., Ltd.

Businesses	Planning, development, import/export, mail order/e-commerce, wholesale and retail

4,000

30,000

Profit attributable to ownersof parent

Company name2020/7

Non-consolidated

2021/702022/7

Consolidated

132

306

2018/7

2019/72020/7

Non-consolidated

100

2021/72022/70

Consolidated

11.94

21.79

2018/7

2019/72020/7

Non-consolidated

2021/72022/7

Consolidated

Note: A 1,000-for-1 stock split of common shares was
conducted on October 1, 2018. A 20-for-1 stock split ofcommon shares was conducted on August 29, 2020.
Calculations are based on the assumption that the stock
splits were conducted at the beginning of the fiscal year
ended July 31, 2018.

Total number of shares authorized to be issued

32,000,000

Total number of shares issued and outstanding

8,720,534

Number of shareholders

5,442

Listing exchange

Growth Market, Tokyo Stock Exchange

Securities code

4934

Shareholder registry administrator

Sumitomo Mitsui Trust Bank, Limited
1-4-1 Marunouchi, Chiyoda-ku, Tokyo, Japan

Major shareholders

Net assets per share(Yen)

957.301,000

Equity ratio

Cash flows from operating
activities

Name

(%)

(Millions of yen)

Premier Management Co., Ltd.

3,978,000

45.62

Kiyoshi Matsuura

1,877,500

21.53

STATE STREET BANK AND TRUST COMPANY 505038(Standing proxy: The Hongkong and Shanghai Banking Corporation Limited)

318,800

3.66

Mitsubishi UFJ Morgan Stanley Securities Co., Ltd.

127,276

1.46

SBI SECURITIES Co., Ltd.

76,6680.88

Megumi Ochi

61,5000.71

The Master Trust Bank of Japan, Ltd. (Trust Account)

58,1000.67

BNYM SA/NV FOR BNYM FOR BNY GCM CLIENT ACCOUNTS M LSCB RD(Standing proxy: MUFG Bank, Ltd.)54,5190.63

Rakuten Securities, Inc.

48,6000.56

Nomura Securities Co., Ltd.
(Standing proxy: Sumitomo Mitsui Banking Corporation)

41,000

0.47

80

67.9

791.65

4,000

2,753
60

750

52.8
2,000

40

500

21.2
181.24

250

16.51
0

2018/7

20

8.3

0

–238

10.1
–3,32238.30
2019/72020/7

Non-consolidated

2021/72022/7

Consolidated

Note: A 1,000-for-1 stock split of common shares was
conducted on October 1, 2018. A 20-for-1 stock split ofcommon shares was conducted on August 29, 2020.
Calculations are based on the assumption that the stock
splits were conducted at the beginning of the fiscal year
ended July 31, 2018.

28

338

67

Premier Anti-Aging

Corporate Report0

2018/7

2019/72020/7

Non-consolidated

2021/72022/7

Consolidated–4,0002018/7

2019/72020/7

Non-consolidated

2021/72022/7

Consolidated

Number of shares held Percentage of shares held
(shares)(%)

Note: Premier Management Co., Ltd. is the asset management company of Kiyoshi Matsuura, representative director of the Company.

Premier Anti-Aging

Corporate Report29