IR‐DAY
Presentation Materials
Staffing SBU
Day22024.7.4
Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.

Excerpts from the "Mid-Term Management
Plan 2026" announced in May 2023

Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.

Positions of businesses and management policy
The position of each business and management policy are as follows. In particular, under this Mid-term Management
Plan, we position Career, BPO, and Technology as the domains of focus and invest proactively in them.
The Group‘s foundation
Continue to be the foundation of theGroup's growth.

Pillars of profit growth
Proactive business investments, for thesake of significant profit growth in themedium to long term

Staffing– Contribute to the Group's growth by strengthening relations with customers.

CareerBPO

Technology

Reinforce the foundations
for a breakthrough.

APAC

Improve earnings to enable large-scale investment
for growth in FY2025 and beyond.

Investments toward thefutureImplement R&D after achieving an
investment quota at a certain level.

– Aim to achieve growth by increasing market share despite the possibility of a shrinking the clerical andadministrative staffing market over the long term.

R&D– Aim to achieve growth exceeding market growth while the career-change-related market continues toexpand.

– Continue to make investments that contribute to medium- to long-term businessgrowth and the acquisition of competitive advantages.
– Aim to achieve growth exceeding market growth by taking advantage of the customer base of temporary
staffing.

– Make large-scale investments, mainly to acquire the ability to achieve a business
transformation.
– Reinforce the foundations for large-scale recruitment and the development of high value-added humanresources and improve sales capabilities, in an attempt to increase billing rates.

– Continue large-scale recruitment to derive medium- to long-term competitive
advantages.

– Achieve earnings improvement at a level that will contribute to improving shareholder value.
– Invest in a quantitative expansion after improving earnings.

– Achieve an investment quota at a certain level to explore and create businesses related to Career Wellbeing.
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3

Towards 2030
Aim for value creation of 500,000 people by the final fiscal year of the current Mid-term Management Plan
(FY2025) and one million people by 2030.
Towards 2030
Current(FY22)
Gaol for value
creation⚫ 380,000（※1）⚫ Proactive use of technologies

Technologydriven HR
servicecompany

in some businesses (including
Career) ahead of others

Current Mid-termManagement Plan
(FY23-FY25)

Staffing is high in terms of
profit, and the businessportfolio needs to bestrengthened further.

2030
A “Career Well-being”
Creation Company⚫ 500,000⚫ 700,000 - 800,000⚫ One million people (creating better work

⚫ Improving productivity in the⚫ Discontinuous productivity⚫ An HR service company that can achieve⚫ Increasing the number of work

⚫ Dramatically increasing the⚫ Establishing Career as a profit⚫ Establishing a more stable

Workforce Business, mainly
through digitalization

opportunities created in the
Digital Platform Business andimproving its contribution to
profit⚫ The degree of dependence on

Next Mid-termManagement Plan
(FY26-FY28)

growth pillar which iscomparable to Staffing

opportunities)

improvement in Workforce
Business through DX

discontinuous growth with products anddigitalization while attaching importanceto the intervention value of people

number of work opportunities
created in the Digital Platform
Business and its contribution
to profit

business portfolio by
cultivating new profit growth
pillars in Japan⚫ An HR company with multiple mainstay

businesses and business models in Japanand APAC

APAC

Business
portfolio

BPO
Technology
CareerStaffing※1 temporally number and subject to change

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4

Overview of Market to Which
Staffing SBU Belongs51. Market Environment
Since 1995, the working-age population has been in a downward trend as a result of population dynamics. Roles
required to providers of staffing services are changing.

Worsening labor shortages due to declining birth rate and aging and shrinking population
140

Estimates

120

Under 15100

65 years old or older

80
60

15 - 64 years old(Working-age population)

40
20
0
1950

1960

1970

1980

1990

2000

2010

2020

2030

2040

2050

2060

[Source] Produced by the Company based on “Population Statistics” released by Ministry of Internal Affairs and Communications and “Population Projections for Japan” (2017)
released by National Institute of Population and Social Security Research.
Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.

61. Market Environment
As a result of the downward trend in the working-age population, the percentage of non-regular employees hasgrown.
(10,000 persons)Trend in the number of employees by type of employment

Contract employees
Part-time
Regular
Other types ofPart-time
Dispatched
Percentage of non-regular employees (non-regularand temporary
Othersemployees ÷ employees excluding officers)
employees
employees
employment
employees
employees
employees[Source] “Labour Force Survey Special Survey” (February Survey) released by Ministry of Internal Affairs and Communications for data to 2001 and “Labor Force Survey: Detailed Tabulation (Jan.-Mar. average)”released by Ministry of Internal Affairs and Communications for data from 2002.
Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.

71. Market Environment
The market for worker dispatch services has increased in size since 1986 when the Worker Dispatching Act wasenacted, while being significantly affected by the economic environment and regulations to change the law and therelaxation of regulations.
(100 million yen)
Recession causedby the strong yen

After Heisei boom

Trend in revenue of worker dispatch
services
Collapse ofin Japan
Asian currency crisis
IT bubble

Global financial crisis

Oct. 2012:
Ban on dispatch of
temporary workers ona daily basis
80% or less temporary
agency worker withingroup companies

Sep. 2015:
Introduction of licensing
system for all personnel
dispatching companies
Measures to ensure stable
employment
New “career development
support system”
requirement

87,646

Mar. 2004: Lifting of theban on dispatch to
manufacturing premises

Dec. 1999: Positive list  Negative list
Jul. 1986: Enactment ofWorker Dispatching Act

22[Source] Based on “Report on Worker Dispatching Business” released by Ministry of Health,. Labour and Welfare.

Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.

(FiscalYear)8

1. Dispatch Market Size and Market SharesPERSOL Staffing-SBU has 6.2% share of revenue and is one of the largest in the industry with a 29% share among the
top 10 companies.
[2022 Top market share dispatch companies
by their market shares]
Rank

Company name[Million yen]

Market share

1

PERSOL Staffing₋SBU

6.2%

2

Staff Service

4.4%

3

Recruit Staffing

2.9%

4

Adecco1.9%

5

Pasona

1.7%

6

Will

1.2%

7

Manpower

1.1%

8

Randstad

0.9%

9Human Resocia

0.6%

10

WORKSTAFF

0.4%

OthersDomestic worker dispatch sales

Randstad4%

78.6%

Human Resocia
3%

Manpower
5%
Will
6%

PERSOL
29%

Pasona8%

Adecco9%

Recruit Staffing
14%

Staff Service
20%

8,764.6 billion yen

Source: Based on data in “Current Situation and Outlook of the Human Resources Business in 2023” by Yano Research Institute.

9Overview ofStaffing SBU

10

2. Service Model of Temporary Staffing Business
A service model characterized by "separation of employment and use.” Staffing companies provide employment(labor management)
Business
Instructions

Individual

Contract of
employment

Provision of labor

Companies

Worker dispatch contract11

2. Basic Structure of Temporary Staffing Business
The temporary staffing business is a “matching business” through which employment increases via the process ofmatching two clients: individuals and companies, and it is also an “LTV-based business model” where revenue
increases through continuous employment.
Employees
Job seeking

Application

Finalization ofcontract

Receipt oforder

IndividualCompanies

Continuous
employment

Termination ofcontract

Job offering

Revenue

Period ofcontinuous
employment

Billed hourly
wage
Working hours
122. Comparison of General Revenue Model with Placement
Business
Temporary staffing

Placement business

Revenue of dispatch companies consists of worker dispatch
service fees charged to clients, and cost of revenue consists ofsalaries paid to dispatched staff and social insurance costs.

Cost of revenue in the placement business consists of labor
expenses and SG&A expenses that are also mostly personnel
expenses.
Cost of revenue- Outsourcing expenses and7%
personnel expenses

Wages paid to dispatched staff(= number of dispatched staff x
average hourly wage x working
hours)

Revenue

Cost ofrevenue
85.1%

70% of revenue

・Social insurance premiumsof dispatched staff, etc.
(employer’s contribution)
・Paid leave expenses ofdispatched staff- Advertising expenses

Revenue
SG&A
expenses
66.0%

Expenses
13.7%
Operatingprofit 1.2%

Staffing SBU
4.4％[Source] Breakdown from “Breakdown of Worker Dispatch Fee” released by Japan Staffing
Services Association.

46% of revenue• Other expenses• Advertising expenses, land
rent, etc.

15.1% of revenue
Operating expenses ofworker dispatch businesssuch as recruitment ad
expenses (SG&A costs)• Own employee personnel
expenses

20% of revenue

Operatingprofit27%[Source] Modeled based on IR materials of competitors

13

3.Staffing SBU FY2024 full-year forecast
Revenue grew 5.4% YoY. Operating margin declined due to increased SG&A expenses, while gross profit margin wasmaintained.
Increased costs of hiring persons with disabilities. Impact of the cost of converting the core system to the cloud (overthe next 3 years).

Revenues, Gross Profit Margin, and Operating Income Margin(Millions of yen)

800,000

16.5%

16.3%

700,000
600,000

575,799

YoY +5.4

607,000

16.0%
14.0%
12.0%

500,000

10.0%

400,000
300,000

18.0%

8.0%

4.4%

3.9%

200,000

6.0%
4.0%

100,000

2.0%

0

0.0%

FY23
sales

FY24（予想）
gross margin ratio

profit ratio
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14

3. Staffing SBU M&A
Growth has been achieved through expansion of business scale through strategic M&A aimed at expanding locations
and types of work supported.
Year

Month

Type
Comprehensive humanresources-type

Details
Management integration with People Staff Co., Ltd. to form joint holding
company Temp Holdings Co., Ltd.
Conversion of Fuji Xerox Career Net Co., Ltd. into a consolidated
subsidiary

2008

10

2009

7

Capital-type11

Capital-type

Conversion of Kobelco Personnel Co., Ltd. into a consolidated subsidiary

11

Capital-type

Conversion of Nikkei Staff Co., Ltd. into a consolidated subsidiary

2013

4

Comprehensive humanresources-type

Conversion of Intelligence Holdings, Ltd. into a consolidated subsidiary

2014

9

Capital-type

Conversion of CareerRise Corporation into a consolidated subsidiary3

Capital-type

Conversion of Panasonic Excel Staff Co., Ltd. into a consolidated
subsidiary

6

Sales and marketingtype

Conversion of P and P Holdings Corporation into a consolidated subsidiary1

Capital-type

Conversion of Avanti Staff Corporation into a consolidated subsidiary

2011

2015

2019

15

3. Staffing SBU: Composition/Network
The SBU is composed of a group of enterprises with diverse occupational fields, and conducts business with thelargest and widest range of locations and occupational fields in the temporary staffing industry.
Core companies andmajor companies

SBU
composition

Network andnumber of
employees

Abbreviation

Capital-type staffing
company

Main occupations

PERSOL TEMPSTAFF

PTS

Clerical work

Avanti Staff

AS● Mizuho and Marubeni Clerical work

PERSOL EXCEL HR PARTNERS

PHR● PanasonicClerical work

PERSOL FACTORY PARTNERS

PFA● Panasonic

Manufacturing

PERSOL MARKETINGPMK

Sales and marketing

PERSOL FIELD STAFF

PFS

Logistics and light work

PERSOL TEMPSTAFF KAMEIPTKClerical work (Tohoku area)

A total of 248 bases in 46 prefectures(Staffing SBU total). Approximately 128,000
dispatched staff in Japan, the largest number of person employed in the industry.
No. of dispatched temporary staff

Approx.

128,000 people(As of March 2024)* In Niigata, Toyama, Ishikawa, Fukui, Tottori, Ehime, Kochi and Okinawa, services are provided by TEMPSTAFF FORUM under a franchise agreement.

16

3. Staffing SBU: Revenue by Occupation
A breakdown of revenue shows that clerical work is the main source of revenue, with core company PERSOLTEMPSTAFF as the main revenue driver.

2.7% 1.9%
6.7%
Clerical
事務 work

Manufacturing
製造

Sales and marketing
営業・販売

88.7%

Logistics
and light work
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17

3. Staffing SBU: Clients by industries
Staffing SBU has built a client portfolio spanning a wide range of industries and has a solid operating base that is lesssusceptible to economic fluctuations.
3%

Top 15 industries of clients*¹

3% 3%

4%

Services
その他ｻｰﾋﾞｽ

23%

Precision machinery and consumer
精密機器・家電
appliances
Heavy industry, transportation equipment
重工業・輸送機器・機械
and machinery

4%

Chemicals
化学4%Retail
その他小売
小売業
Food
and processed food
食品・加工食品

5%

Steel, non-ferrous metals, steel materials andmetal products

鉄鋼･非鉄･鋼材・金属製品

Housingand construction materials
住宅・建材

11%

5%

Pharmaceuticals
and medical devices
医薬品・医療機器
Oiland rubber
石油・ゴム
Others
その他
Repair and maintenance
修理・保守・ﾒﾝﾃﾅﾝｽ

6%

Human resource services
人材ｻｰﾋﾞｽ

10%

6%
6%

7%

*¹ Only core company PERSOL TEMPSTAFF

Automobiles and automotive parts
自動車・自動車部品
Automobile (retail)
自動車関連（小売）

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18

4. Staffing SBU: Strengths
Staffing SBU leverages a 50-year track record as a comprehensive human resources service business and extensive
business resources accumulated over this period to expand business.

01. Extensive business resource
・ Domestic networks covering the entire country

02. Diverse human resource solutions
and services- Service line-up that draws on group synergies -* SSBU has 248 bases in Japan.

・ No. of registered temporary staff:
approx. 1.4 million * PTS non-consolidated data
・ No. of job openings: 250,000 per year
・ Number of client companies:
25,000 companies

03. Unbroken 50-year trackrecord・ High quality business operations
・ Client-focused corporate culture

Corporations
Number of clients

25,000 companies

doda X

シェアフル

Work Switch

One of the largest
in the industry
Number of registereddispatched staff

1.4 million people

Individuals

04. Sound operating system
・ Appropriate system for the protectionof information (Acquisition of P MARK)・ Certification as Excellent Worker
Dispatching Business Operator for 9
consecutive years
194. Staffing SBU: Strengths
Staffing SBU has been ranked No. 1 for overall satisfaction in the “Performance in Worker Dispatching Business Operator Satisfaction Ranking
surveyed by the Workplace Research Institute” for five consecutive years because it develops services that meet the needs of the times andmeets the needs of both companies and individual.

SSBU service lineup■ Catering for diverse workstyles

Home-based temporary staffing services, loan ofnotebook PCs and related equipment
Thorough implementation of labor managementin the event of home-based working

Service for the dispatch, placement, etc. ofhighly skilled human resources who prefer shortworking hours

Remote Tasker■ Development-type temporary
staffing services

Performance in terms of satisfaction of dispatched staff■ Performance in Worker Dispatching Business Operator Satisfaction Ranking

Ranked No. 1 for overall satisfaction
for 5 consecutive years

Online clerical work support service throughwhich business entrusted by companies is dealt
with by fully remote human resources.
We dispatch high-potential human resources who
we have employed indefinitely and continue toprovide them with career development regularlyeven when they have a job.

■ DX and improvement ofoperational efficiency

We dispatch human resources with RPA anddigital tool skills to improve the operational
efficiency of clients.
Survey target: Individuals who have registered with a dispatch company
Question: Which dispatch company was most satisfactory? (open answer; one answer only)
Calculation method: Percentage of respondents that name each dispatch company as themost satisfactory dispatch company* Ranking includes only companies named by at least 100 respondents■ Temporary staffing service forforeign nationals

Dispatch offoreign nationals

Temporary staffing and permanent placement
services for foreign nationals
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20

Outlook of
Staffing SBU

21

5. Labor Population Outlook
With the decline in the labor population, women, the elderly and Gen Z will make up increasing percentages of theworkforce, and work styles and values are expected to become more and more diverse.
Future estimates of Japan’s population and labor force (10,000 people)*

7,468

6,933

6,868

6,349 to 6,684922

835 to
1,002
2,469
to
2,627

2,673

3,042
to
3,061

3,272

20 21 22 23 24 25 26 27 28 29 30

Assumed workforce changes

Changes from 2020 to 2030
Total population aged between
15 and 64-5.35 million-7% (annual rate: -0.7%)
Total labor force-1.84 million to -5.19 million-3% to -8% (annual rate: -0.3% to 0.8%)
Labor force, aged 65 or over
+800,000 to -870,000+9% to -9% (annual rate: +0.8% to 1.0%)• The labor force participation of
women and the elderly will
increase and there will be
growing demand for diverse work
styles.
• The labor force participation of thedigital-born workforce, also referred
to as Generation Z (those aged
between 11 and 21 as of 2021), will
also increase, leading to greater
diversification in values.

Labor force, female (aged 64 orunder)-460,000 ~-2.04 milliono -2.04 million-2% to -8% (annual rate: -0.2% to 0.8%)
Labor force, male (aged 64 orunder)-2.11 million to -2.30 million-6% to -7% (annual rate: -0.7%)

Forecast
Source: [Actual data] “Labour Force Survey” released by Ministry of Internal Affairs and Communications [Forecasts] “Population Projection for Japan, 2018 Estimates of Labour Force Demand and Supply” released by Japan Institute for Labour Policy and Training.
* 2020 data is multiplied by the forecast growth rate.

22

5. Outlook for the Temporary Staffing Market
Future growth rate of the temporary staffing market is expected to continue in the lower single digits and move intoa mature
140,000phase.
14.0%
Market size
市場規模120,000

94,900100,000

100,000

104,000

107,000

Growth
成長率 rate

110,000

113,100

116,300

119,600【unit：100 million yen】
12.0%

10.0%

88,60080,000

8.0%

7.1%
5.4%

60,0006.0%

4.0%
40,000

2.9%

2.8%

2.8%

2.8%

2.8%

20,000

4.0%

2.0%

0

0.0%

22

23

24

25

26

27

28

29

30

Forecast*¹*¹

Prepared based on “Current Situation and Outlook of the Human Resources Business in 2023” by Yano Research Institute for data to
2027, and prepared by applying the 2027 growth rate for data from 2028.

Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.

23

5. Outlook for Clerical Worker Market
Market demand for clerical work will shrink, but the temporary staffing market will remain mostly unchanged.
Anticipate creation of new operations, increased direct employment replacement, and capture new opportunities.
Nos. of clerical workers (employees excluding officers)
and dispatched clerical workers*1 (millions of people)
60

56-5% (Annual rate -0.7%)

53
(△3)

50

Decrease

53

Assumed changes in dispatchof clerical workers

40

Replacement

30

20

10

Increase

0

22

23

24

25

26

27

28

29

30

Impact• Recruiting from a shrinking labor
force

−

• Falling demand for clerical workers
due to replacement with technology－• Increased contracting out of clerical
work (expansion of BPO demand)－

・ Creation of new operations+

・ Increase due to replacement of
direct employment＋

Forecast*1 Graph assumes same rate of increase/decrease for clerical workers market as for population ages 15-64. Source: “Labour Force Survey” released by Ministry of Internal Affairs and Communications.

24

5. Dispatched Workers by Job Type （FY2023）
Staffing SBU aims to expand job categories by acquiring share in the area of manufacturing, which is its
second largest business area after the core business area of clerical work (colored segments: areas covered by
Staffing SBU)

3.2%

2.5% 0.8%

3.8%

Clerical
事務 work
Production process
生産工程 (製造)(Manufacturing)

6.1%

8.4%

Clerical
work

35.7%

Transportation, cleaning,
運搬・清掃・包装等
packaging, etc.
Professionals and
専門職・技術職
techniciansServiceoccupations
サービス職
Sales
occupations
販売職

13.9%

Manufacturing

Unclassifiable
occupations
分類不能の職業Transportation and
輸送・機械運転machinery
operation

25.6%
Source: Prepared based on “Labour Force Survey” released by Ministry of Internal Affairs andCommunications.

Agriculture, forestry and
農林漁業
fishery
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25

5. Future Management Strategy
With "market share expansion" and "profitability improvement" as our core strategies, we aim to be "Partner that
continues to be chose and makes working fun" by being chosen by workers and providing a stable supply of
excellent human resources to our customers.
Core strategy

Individuals and Corporations

State to be achieved

Improving the value of theexperience

Continue to bechosen by staff
and customers

Digital-enabled business modeltransformation

Work PeriodUp

Net sales

Billing unit
price
Up

Providing growth opportunities

Profitability
improvement

Economic
effectNumber ofworkers
Up

Expansion of work options

Share
expansion

OutcomemeasureTransformation intoa more productive
entityProfitability
Up

OperatingprofitCopyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.

26

5. Future competitive strategy
Maintain our existing strengths as a leading company, and secure competitive advantage by leveraging andrefining our strengths

12

Improving the value of the on-thejob experience that keeps working
individuals choosing us

Different
iationRealization of digitization andefficiency beyond industry
standards

Homogenization

Peripheral
Full
DemandCoverage
CaptureDeveloping services to meet
diversifying working needs

Service offerings covering a diverse
range of occupational areas andnationwide regions
Copyright © PERSOL HOLDINGS CO., LTD. All Rights Reserved.

27

5. Future Strategy Pillars(1) Increased Focus on Individual Workers
The way to win in the market lies in “continuing to be chosen by working individuals”. We will put ourselvesin the shoes of individual workers and improve the value of their experience when in post so that they remainin their current post longer or return to the same post (repeat) after their contract ends, and we will
increase our market share by demonstrating this competitive edge.
Employees
No. of registeredusers

No. ofapplications

No. of confirmed
contracts

No. of orders

No. of clientcompanies

Individual

Reemployment rate

No. of employees
who remain in
post

Companies

No. ofpeopleNo. of contract
terminations
Period ofcontinuous
employment

Billed hourly
wage
Working hours

No. of confirmed
contracts
The base number of employees
will increase due to longer periodsof continuous employment

No. of employees who remain in post

Time

28

5. Initiatives to achieve “Career Well-being”
Keep being selected by working individuals through an effect creation cycle by promoting various initiatives inaccordance with the steps to realization.

Improvement of Career Well-being( Improvement of employment
period/unit cost)

Improvementof motivation

Development of “selfrealization” in individuals- Evaluation feedback- Career consultation- Staff conference

Effect creation
cycle
Enhancementof performance
Support for individuals to“fulfil their potential”- Work management guide- Career consultation

Enhancementof skills

Provision of “learning”
opportunities toindividuals- Training programs- Development-type
temporary staffing service- Reskilling business(Ministry of Economy, Trade andIndustry)29

5. Future Strategy Pillars (2) Improvement of Profitability
Through maximum deployment of digital technology to refine operations and transform business processes,
we will not only improve experience value but also achieve higher levels of productivity and improve theLTV of the worker dispatch business.
Employees
No. of registeredusers

No. ofapplications

No. of confirmed
contracts

Individual

Improvement of staff satisfaction
through enhancement of UI/UX
for all procedures fromregistration to application
Increase in no. of registered users/
no. of applications

Reemployment rate

Improvement of motivation throughsystemization of entire processfrom understanding employment
conditions to evaluation FB
Improvement of employment
period/unit cost

No. of employees
who remain in
post

No. of orders

No. of clientcompanies
Companies

No. of contract
terminations
Period ofcontinuous
employment

Billed hourly
wage
Working hours

DX to improve experience
value

30

5. Future Strategy Pillars (2) Improvement of Profitability
Through maximum deployment of digital technology to refine operations and transform business processes,
we will not only improve experience value but also achieve higher levels of productivity and improve theLTV of the worker dispatch business.
Employees
No. of registeredusers

No. ofapplications

No. of confirmed
contracts

No. of orders

Individual

Reemployment rate

No. of employees
who remain in
post
No. of contract
terminations

No. of clientcompanies
Companies

Increase in efficiency
of process throughimplementation of AI
matching
Increase in contract
finalization rate

Harnessing of digitaltechnology toincrease productivityof sales activities
Increase in no. oforders received

Period ofcontinuous
employment

Billed hourly
wage
Working hours

DX to increase efficiency
and improve productivity

31

5. Digital Initiatives
Centered on the core system "GENESIS," with interfaces for each individual/corporation/employee.
Interactively link information and utilize collected data in a timely manner to increase productivity
Issues of orders

Individual

Personal page

Engagement in work

Temp app(My Page)

Corporate page
T-PLA

Corporateclients

GENESISDX system

Employeeapp

Employee32

5. Digitalization initiatives
Increase and refine digital touchpoints with individuals/companies ⇒ Enhance user experience value
Rapid information linkage and AI automation ⇒ Increased business productivity
Promptly shift IT infrastructure to the cloud for more efficient development
Application forworking staff

Personal page
Pertaining toindividual

MyPagework
Recommen
experience-dationApplication

Pertaining toemployees

core system
Employee
Apps

Pertaining toCorporations

Corporate page
T-PLA

GENESISindustry's
first

Temp
App

Progress

Registeredstaff

Application

Corporateclients

Accepting an
order

DecisionAI
Matching

App-only features

Application

FAQ

Contract

Salary

Stamp

Chat

Query

Friendintroducetion

Attendance Evaluation

Employment

Order

Progress

Contract

RequestRequirement

Service
Description

Application

FAQ

Evaluation
controlTermination

Attendance Evaluation

Query

Seminar

Cloudization
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33

5. 2026 VisionPartner that continues to be chosen and makes working fun

1

2

Continue being
chosen by individual

Become partnerthat solves
staffing problems
for companies

Developfans

Meaningful,appealing workthat employees
take pride in3

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34

Disclaimer

The statements concerning PERSOL HOLDINGS’s future business performances inthis material such as earnings forecasts are based on information available as ofJuly 4, 2024 and certain assumptions deemed to be reasonable by PERSOLHOLDINGS, and do not mean that PERSOL HOLDINGS promises to achieve thesefigures. Actual results may differ materially from the statements due to a variety
of factors.
The figures and indicators included in this material have been released to facilitate
an appropriate understanding for business results and financial status of PERSOLGroup. Kindly note that not all the figures and indicators have been subjected toaudit and review by external auditors.

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