IR‐DAY
Presentation Materials
Technology SBU
Day12024.7.2

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

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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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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

Table of Contents
1. Postulate
2. Significance of the Technology SBU (role in the PERSOL Group)
3. Where to Play4. How to win
5. Appendix

6. Q&A

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Position of Technology SBU(Understanding of the Business Manager)
Condition

Answer１

Ranked 5th in the engineer
dispatching industry and has yet to
fully growDominant over competitors in operating profit growth rate (organic growth)2What are the strengths and factors
for differentiation from competitors?

PERSOL Group's customer base, a higher rate of successful bidding thancompetitors, and more (Details to be provided later)

3

What is the value (synergy) of
Technology SBU for the Group?

Contributing to productivity improvement inside and outside the Group

4

What are correlations and roles ofbusinesses within Technology SBU?

We will first integrate hardware and software and enable a seamless career
journey for engineers, aiming to form a new market for productivity
improvement.

What steps are being taken to
improve profitability?

We will move from the previous investment phase to the reaping phaseand make investments (such as building new upstream processes,
restructuring business, improving remuneration, building anenvironment for developing human resources, increasing recruitment
expenses, and reinforcing the recruitment system) as preparations to be
the next pillar of the Group.

5

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6

Table of Contents
1. Postulate
2. Significance of the Technology SBU (role in the PERSOL Group)
3. Where to Play4. How to win
5. Appendix

6. Q&A

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Significance of the Technology SBU (role in the PERSOL Group)

Note: Excerpt from the Persol Group Medium-Term Management Plan 2026

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Main Scope of the Day
Targets（based on current assumptions）

Technology SBU
OP margin

Financial
Indicators

Revenue CAGR

Operating profit CAGR

Existing
businesses
Nonfinancial
Indicators

Existing
businesses

FY23

Number of engineers

FY30

Pay increase rates(employees)

12%[around 2030]

10%[2023→2030]

20%[2023→2030]

18,000 people
Inflation+1.0%

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Inorganic Direction and Target
Possible target

Existing
businesses
Existing
businesses

FY23

FY30

Increase
market share

Engineer dispatchingcompanies

Increasecompetitiveness

SIer

Strengthen
specialized
areas(Specialization)•••

DX companies
Productivity improvementcompanies
Physical experimentbusinesses

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Table of Contents
1. Postulate
2. Significance of the Technology SBU (role in the PERSOL Group)
3. Where to Play4. How to win
5. Appendix

6. Q&A

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World in the past

World in the future• Deflation• Inflation (high inflation)• Low interest rates• High interest rate

• Rise of emerging countries• Completion of growth• Small government• Big government• Deregulation• Tightening of regulations• Improvement of efficiency• Inefficiency• Unipolarization• Multipolarization• Reduction of conflicts• Expansion of conflicts

Situations in the period from the 1990s
to 2019, which was immediately before
the COVID-19 pandemic
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12

Where to Play

Economic growth (GDP growth)llPopulation growth x Employment growth x Productivity growth

Population declines
To 88 million people in 2060

Employment
population declines
Less than 60 million people in 2035
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Where to Play

Game Shift from Population to Productivity
Nominal GDP Ranking (IMF*)

Population and labor productivity by country* (per hour)

Rank

Country/
RegionNominal GDP in 2024

1

America

28,781,083 million dollars

5.2%

2

China

18,532.633 billion dollars

4.9%

3

Germany

4,591.1 billion dollars

3.0%

4

Japan

4,110.452 billion dollars

-2.4%

5

India

3,937.011 trillion dollars

10.2%

6

United Kingdom

3,495,261 million dollars

4.5%

7

France3,131,014 million U.S. dollars

3.2%

8

Brazil2,331.391 billion dollars

7.3%

9

Italy

2,328.028 billion dollars

3.2%

10

Canada2,242.182 billion dollars

4.8%*Source: International Monetary Fund

Growth rate

Rank

Country/
RegionPopulation

Labor
productivity(per hour*)

1

India

1,428.6 million

-

2

China

1,425.7 million-

3

America

340 million

89.8

4 Indonesia

277.5 million-

123.3 million people

52.3

12

Japan

Approx. 1.5 times

Approx. 1.7 times

19

Germany

83.3 million

87.2

21

United Kin
gdom

67.7 million

73.3*Sampled from OECD member countries
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Where to Play
Productivity Improvement Markets of Focus
Enhancing services by positioning four markets --SI, AI, IoT, and Automation and electrification-as key productivity improvement markets
Existing market
Trillion yen

Engineer
dispatching*1

Key productivity improvement markets
SystemIntegrator*2

AI*3

IoT*4

Automation andelectrification*530

A market worth

tens of trillions

Expand20of yen in total

11.1
trillion yen
102
trillion yen

2023

2030

11.1
trillion yen

6.1
trillion yen

2.5

2.2
trillion yen

6.4
trillion yen

1.4
trillion yen
trillion yen

1trillion yen
0

24.2
trillion yen

2023

2030

2023

2030

2023

2030

2023

2030

*1. Created by PERSOL based on Gijutsusha Haken Service-no Shijo Yosoku (Market Forecast for Engineer *5. The data on the automation market was created based on data on the factory automation market size
Dispatching Services) (Yano Research Institute)from the Current Production Statistics from the Ministry of Economy, Trade and Industry and data on*2. Created by PERSOL based on Tokutei Service Sangyo Dotai Tokei (Specific Service Industry Statistics)
the logistics robot market from Butsuryu Robot Sijo Kibo Suii (trends in the size of the logistics robot
from the Ministry of Economy, Trade and Industry
market) from Yano Research Institute. The data on the electrification market were created based on*3. Created by PERSOL based on 2022 Jinko Chino Business Sou-Chosa (2022 Comprehensive Survey ofJapan electric vehicle market.
Artificial Intelligence Business) by Fuji Chimera Research Institute, Inc.
*4. Created based on Kokunai IoT Shijo Shishutsu-gaku Yosoku, 2023-nen - 2028 nen (Forecast Spending
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15
in the Domestic IoT Market, 2023 to 2028) by IDC Japan

Where to Play

Creating career Well-being for engineers
in the markets of (customer needs for)productivity improvement based on the
combination of people and technologies

Productivity improvement markets

SI, AI, IoT, and Automation and electrification
Sub-segment

Sub-segment

IT and DX Solutions

Engineering
Sub-segment

Temporarystaffing/Freelancers
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16

Table of Contents
1. Postulate
2. Significance of the Technology SBU (role in the PERSOL Group)
3. Where to Play4. How to win
5. Appendix

6. Q&A

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How to Win
Value Creation Process
Steadily executing a growth strategy for value creation with the aim of creating Well-being forengineers in the productivity improvement markets
Input

Value Creation Strategy

Synergy in the PERSOL Group

Three business segments and synergy between businesses
Sub-segment

The Group’s
customer baseHigh recruitment
capability enabled by
the PERSOL brandFeatures of Technology SBU

IT and DX
SolutionsManagement team withdiverse backgrounds

Sub-segment

Sub-segment

Temporarystaffing/
Freelancers

Engineering

Providing combinations of software and hardware
and various work styles

Mid- to long-term strategy
Strengthening thesolution business

Advanced technologicalstrength

Diverse work styles ofengineers

OutputExpanding into newindustries and new
types of businessGreater customer
satisfaction andbusiness expansion
Stronger ability toprovide outsourcing
services (solutions)

Revenue CAGR

10%

OP margin

12%

Productivity
improvement(creating newmarkets)

Engineers

18,000Creating
Career Well-being
Annual rate offor engineers
peopleSatisfactionof engineers improved
through self-actualizationand social
contributions

Process of improving
capabilities
Human resource
development

Social Value

pay increases
Inflation rate

Human resource
retention

1%+

Increase in recruits
and registrations

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

How to Win
PERSOL Group Synergies
Expanding business by leveraging the customer base and recruitment capability of PERSOL Group
Input
Synergy in the PERSOL GroupThe Group’s
customer base

PERSOL Group's customers(FY2023)

Recruitment know-how

Nearly half of the Group's customers arefrom the industries of Technology SBU'smajor customers.

High recruitment
capability enabled by
the PERSOL brandApprox.

51,000Features of Technology SBU

companies

Advanced
technological strength
Diverse work styles ofengineers
Management team withdiverse backgrounds

Electric machinery

Electricity

Information and communication

WholesaleServices
OthersPublic sector
Finance

Transportation, electricity, and gas
Chemistry, iron and steel, and construction
Healthcare and food

Automobile

Housing and real estate

Machinery

Manufacturing industry

20

How to Win
Features of Technology SBU (Technological Capabilities) 1/3
Technology SBU has a high level of technological capabilities with a proven track record.
Input
Synergy in the PERSOL GroupThe Group’s
customer base45

Ratio of contracting services
in FY2023
Generally, contracting services require ahigher level of technological capabilities
than temporary staffing. Technology SBU
has a higher ratio of contracting services
than its competitors.

Examples▼ Dakar Rally (HINO TEAM SUGAWARA)High recruitment

Approx.
%capability enabledbythe PERSOL brandFeatures of Technology SBU
Advanced
technological strength
Staffing

Approx.

45%▼ Flying Cars (Sky Drive)

Diverse work styles ofengineers
Management team withdiverse backgrounds

staffing

Contracting
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21

How to Win(Why Do We Increase the Ratio of Contracting Services?)
In temporary staffing contracts, labor hours is the key of revenue.
In contracting services, value is the source of revenue.
What compensation ispaid for

Added
value
Cost ofsales(equipment,
administrative expenses,
labor expenses, etc.)

Excess of customer
expectations

Selling prices

Contracting

Deliverables(≠Work hours)

Idea reflected in settingof revenue price

Other benefits

Further improvementin the turnover rate
Further improvement
in recruitment
capabilities

General trend

98

Staffing

Execution ofduties(Work hours)

Approx.
%of sales arecompensation forengineers andoverhead
expenses*.
Employee's salary
Expenses for paid leave
Operating profit

Social insurance premiums
Expenses* Source: Japan Staffing Services Association

22

How to Win
Features of Technology SBU (Technological Capabilities) 2/3
We have built a mission-critical system which boasts leading level of data traffic in Japan. We lead projects
which involve 5.0 billion yen and 600 engineers.
Input

Re-statement from the financial results forthe second quarter of the fiscal year ending March 31, 2020

Synergy in the PERSOL GroupThe Group’s
customer base45

High recruitment

Approx.
%capability enabledbythe PERSOL brandFeatures of Technology SBU
Advanced
technological strength
Staffing
Diverse work styles ofengineers
Management team withdiverse backgrounds

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23

How to Win
Technology SBU Features (Technical Capabilities) 3/3
Technology SBUs come from manufacturers with solid technical capabilities, such as Nissan Diesel
and Panasonic.
Input
Synergy in the PERSOL GroupThe Group’s
customer base

Major capital relationshippartners (joint venture)

Main companies from
Nissan Diesel
Motors Co., Ltd.

*1 Minority shareholders are Panasonic Corporation*2 Minority shareholders are Serverworks, Inc.

2013
PERSOL GROUP IN

45

High recruitment

Approx.
%capability enabledbythe PERSOL brandPERSOLHOLDINGS2007
VOLVO GroupIN

Features of Technology SBU
Advanced
technological strength
Staffing
Diverse work styles ofengineers

TrucksManagementUD
team
with
Corporation
diverse backgrounds

100%.

PERSOL CROSSTECHNOLOGY CO.,LTD.

UD Trucks
Co., Ltd.

PERSOL CROSSTECHNOLOGY
CO.,LTD.

66.6%*1

66.6%*2PERSOL AVC
TECHNOLOGY CO.,LTD.

PERSOL ＆Serverworks
CO., LTD.

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24

How to Win
Features of Technology SBU (Diverse Engineers x Customer Base)
Potential of the SBU

Input

A pool of approx.

The Group's customer base of

100,000 engineers

Synergy in the PERSOL Groupapprox.

50,000 companies

The Group’s
customer base

Approx.
%capability enabled
byBased onregistration

Features of Technology SBU

Regularemployees

45

High recruitment

the PERSOL brandGatherConnecting

Productivity
improvement
as a task

Management team withdiverse backgrounds

Freelancers

Development

Diverse work styles ofengineers

GatherAdvanced
technological strength
Staffing

Partnercompanies
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25

How to Win
BoD members with various backbones
Diversification of directors and executive officers with the intention to become upstream and solutions
businesses
Executive Vice President andInput
Executive Officer
President and CEO

Synergies of the PERSOLGroup

Eiji Isoda

Shinji Masaki

Group Customer
Base
By PERSOL Brand
High recruiting power

Technology SBU
Features

High technology
A variety of engineers
way of working

Diverse backgrounds
Management Team

[Main career history][Main career history]
1997.4 Joined PERSOL TEMPSTAFF
2016.4 Executive Officer of PERSOL HD (present post)
2020.4 Head of Tech SBU (present post)

Director and Executive Officer

1998.2 Joined the present PERSOL TEMP STAFF
2018.4 Former President of Persol Technology Staff
2020.4 President of former Persol R&D
2023.1 Vice President of Personnel Cross Technology(present post)

Director and Executive Officer

Koichi Sato

Teruo Kawabata[Main career history][Main career history]
1989.4 Joined Mitsubishi Precision Co.
1996.8 Joined Sony Corporation
2019.6 Cookdeli, Inc.
2020.12 PERSOL CROSS TECHNOLOGY, INC.
2021.4 President of Parsol AVCT (present post)
2023.4 Director, PERSOL CROSS TECHNOLOGY(present post)

1996.5 Joined Accenture2008 Appointed partner of the company
2015 Appointed executive partner of the company
2023.10 Director, PERSOL CROSS TECHNOLOGY(present post)

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26

Value Creation
Strategy

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Subsegments and Missions of Technology SBU
We improve the productivity of people and organizations with diverse technological capabilities and theability to solve issues and create better work opportunities for engineers, with three subsegments.
For companies

Improving the
productivity of people Advanced
and organizations technologicalstrength

Improvementof efficiency

Ability
to solve
issues

Sub-segment

IT and DX
Solutions

IoT

Sub-segment

Labor
force

Power ofthe teamEngineering

Sub-segment

Ease ofworking

CareerTemporarystaffing/
Freelancers

A sense ofaccomplishment

Placesfor active
participation

Creating better work opportunities
for engineers

Skilldevelopment

Remuneration

For engineers
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28

Sub-segments and synergies
Distinctive SBUs that can create synergies between sub-segments and provide two value propositions tocustomers: solution services and engineering supply
business-to-business

Providing services in the IT and DX
areas, such as IT engineer staffing andsystem development.

Software and hardware
Provide services that combine softwareand hardware technology elements

sub-segment

1

IT & DX
solution (esp. toa problem)2

sub-segment

Mechanical and electrical/electronic
design and development,
experimentation and certificationand other mechanical and electricalengineers.
and technical services

Engineering

sub-segment

Temporarystaffing andFreelance

Fitted to career and life plans,
Offering non-employee work options (registeredtemporary staffing, freelance)2vs. engineer
Providing a wide range of work
stylesWe offer a variety of work styles tosuit your life stage and career.

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29

1 : (Manufacturing and Logistics DX)
Synergy between Businesses (1)Examples of Services Combining Subsegments
In the technological spheres of IT and engineering, we provide one-of-a-kind productivity improvement
services that our competitors cannot imitate.
Design andverification layer

3D drawings

Requirement
definition

MBSE

Product
designCAE

Mold design

CAM

Facility
design

MILS

QC

CMM

Management
and control layer

Visualization and analysis
Causality analysis and traceability

Virtual factory(Digital Twin）

Process design Production CAE

Coordination withincoming andoutgoing deliveries

MBOM
coordination

ERP

PLM
BOP
coordination

MES

Direction to
produce products

Order
coordination
Production
results

WMS
Order
coordination

WES
Direction tooperateIoT
TMS
Situation
Quality status

Actual incoming
and outgoingdeliveries

Direction
to operate
Operational
statusReal layer

Inspection
and arrival

Processing Transportationin the factory

Assembly

Inspection

Packaging

Sorting andshipping

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30

1 : (Manufacturing and Logistics DX)
Synergy between Businesses (1)Examples of Services Combining Subsegments
In the technological spheres of IT and engineering, we provide one-of-a-kind productivity improvement
services that our competitors cannot imitate.
Design andverification layer

3D drawings

Requirement
definition

MBSE

Product
designCAE

Mold design

Facility
designMILS

QC

Visualization and analysis
Causality analysis and traceability

Virtual factory(Digital Twin）

Process design Production CAE

Consultingfor
CAM
introduction
CMM

Management
and control layer

MBOM
coordination

Infrastructure construction
ERP
and maintenance

Coordination withincoming andoutgoing deliveries

PLM

BOP
coordination

MES

Direction to
produce products

Verification andReal layer optimization
Inspection
and arrival

Order
coordination
Production
results

WMS
Order
coordination

WES
Direction to

IoT

We can provide E2E services
TMS
from upstream to downstream
becausewe have hardware andDirection
software asassets.
to operate

Situation
Quality status

Operational
statusActual incoming

operateoutgoing
Improving UX
by usingand
deliveries
low-code and systemcoordination

Processing Transportationin the factory

Assembly

Inspection

Packaging

Sorting andshipping

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31

2 :
Synergy between Businesses (2)Offering Diverse Work Styles to Engineers
We can suggest work styles to engineers tailored to their skills or life stage. We can build lasting
relationships by providing career development support tailored to each engineer.
Regularemployees

Form ofemployment

Freelancers

Regular employeesJobseekingMarriage

Regular employees

Freelancers

Want to work
while alsoraising children

Safety andstability

Life stage

Based onregistration

Childbirth

Want to workfrom time to timeChildcare
Want places for
active participation

Challenge

Retirement

Consultant

Operations
engineer
Training

Data scientist

Project manager/
Full-stack engineer
Development
engineerSupervising advisor

Reskilling

Career path32

Output

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Make it happen*
Technology SBU
OP Margin

Financial
Indicators

Revenue CAGR

Operating profit CAGR

12%

[Around 2030]

10%［2023→2030]

20%［2023→2030]

Number of engineers

18,000 people

Pay increase rates (employees)

Inflation +1.0%

Non-financial
Indicators*If there are no changes in market conditions and assumptions for this SBU structure, etc.
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34

Goal in 2030 (financial targets*)
The current mid-term plan aims to achieve revenue growth on par with competitors (1), while the next
mid-term plan aims to increase profitability while maintaining growth.
Technology SBU (FY30 Targets)
Growth in revenue‥FY23

Revenue CAGR:

‥FY30

26%

10

%, OP margin:

12%

Circle size: revenue

16%

Company A

revenue growth
10%

Company B

2
1
Company C
Company D

TechnologySBU(FY23)

OP Margin
10%

Assuming no changes in market conditions, SBU structure, etc. (Graph size is for reference only)

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

35

Position among Engineer Dispatching Companies in Japan
In terms of revenue, Technology SBU is ranked among the top 5 engineer dispatching companies in Japan.
[Changes in revenue of engineer dispatching business at major engineer dispatching companies*(million yen)]
Rank

Revenue

Company nameOperating profit

revenue
CAGR

OP margin

FY19‐22

FY22

FY19

FY20

FY21

FY22

FY19

FY20

FY21

FY22

158,407161,316

178,756

199,851

15,772

19,461

20,641

21,838

8.1%

10.9%

105,937

126,887

152,073

164,776

7,454

9,891

10,14011,018

15.9%

6.7%

3 Open Up Group

81,755

95,110148,573

161,689

4,666

3,356

10,103

12,760

25.5%

7.9%

4 MEITEC Group Holdings

100,995

96,626

107,140

119,069

12,926

10,234

12,817

16,462

5.6%

13.8%

PERSOL Group(now Technology SBU)

105,826

113,095

121,109

90,985

6,310

4,028

6,934

4,745 a structural change

5.6%

6 WDB Holdings

43,10844,12646,87647,602

4,956

5,109

6,314

5,508

3.4%

11.6%

7 Altech Corporation

36,37135,75439,262

43,648

4,015

3,641

3,876

4,649

6.3%

10.7%

8 WILLTEC

24,801

25,27829,971

33,231

1,130

440

384

991

10.2%

3.0%

9 HIRAYAMA HOLDINGS

22,97023,043

27,97831,674

380

532

692

893

11.3%

2.8%

32,11527,72826,91428,751

4,079

2,349

1,834

1,622

-3.6%

5.6%

1 TechnoPro Holdings

2

5Outsourcing(Delisted in June 2024)
Engineering outsourcing
business in Japan

10 Forum Engineering

Omitted (There wasduring the period.)* Created by PERSOL based on results of the survey on the engineer dispatching service market by Yano Research Institute and data disclosed by each company.
Among the values for the SBU, those for FY2019 to FY2021 apply to Professional Outsourcing SBU (before the partial split to BPO SBU) and those for FY2022
apply to the current Technology SBU.

Growth trajectory toward 2030*
Up to now, the investment phase (preparation for growth) has included the acquisition of technological capabilities
and the development of systems. Toward the next medium-term management plan, this SBU will move into thegrowth phaseand aim to achieve profitability.

Investment phase

Growth phase

OP margin

12

Revenue%

OP margin

7.3%

revenue CAGR:

6.9%

10

％

Unit: billion yen

10.4
8.1
FY2022

FY2023

FY2024FY2025

FY2026

Results
Assuming no changes in market conditions, SBU structure, etc. (Graph size is for reference only)

FY2027

FY2028FY2029FY2030Plan
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37

Acquisition of Technologies andDevelopment of a Framework for Growth

Investments phase

Growth phase

We have aggressively invested in growth, such as establishing a consulting department for enhancing the
upstream process, launching a new company with a systems integrator specializing in cloud computing toenhance the ability to provide support for system introduction, and completing an absorption-type split within
PERSOL HOLDINGS.

Jan. 2023

2023

Jan. 2024

Jul. 2024

Established Persol Cross
Technology Co., Ltd.

Establishment of an IT
consulting department

Launch of a new company
with a systems integrator
specializing in cloud computing

Absorption-type split of
SSOL business and security
service business

PERSOL R&D CO., LTD., PERSOLTECHNOLOGY STAFF CO., LTD.,
and PERSOL Professional
Outsourcing Co., Ltd. merged andchanged the company name to
PERSOL CROSS TECHNOLOGY CO.,LTD., with the main purpose of
combining software andhardware technology elements.

We established an IT consulting
department, which combinesdiverse assets held by PERSOLGroup to provide one-stop support
for various industries in processes
that include the planning of DX
and IT strategies, systems
development, manufacturing, andoperation and maintenance.

We launched a new company
engaged in temporary staffing of
AWS engineers, with Serverworks,a systems integrator specializing incloud computing. The company
supports the promotion of DX andintroduction, operation, andmaintenance of cloud computing,among other areas, by combining
PERSOL’s human resource supply
capacity and customer base with
Serverworks’ technologicalcapabilities.

We have further enhanced
services in the IT and security
areas and built a framework thatenables the provision ofservices throughout allprocesses, from consulting andother services in the upstream
process and systems development,
maintenance, and others in thedownstream process.

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38

Policy on Strategies for
Growth toward 2030

Investments phase

Growth phase

Shift to solutions business based on the temporary staffing business cultivated to date
Basic Strategy (1)Basic Strategy (2)Shifting to the solution business

Expanding into new industries
and new types of business

Improvingproductivity of people
and organizations withtechnologies

Changing the weapon

Changing the market

From the provision of a labor force◼ To the provision of solutions tocustomer issues◼ Evolution into services crossing
diverse technological capabilities

In addition to existing markets and corporate
customers, we will:◼ Expand into industries where digitalization
and DX have yet to take hold
◼ Enter growth industries andemerging industries

Changing the quality
In addition to conventional engineers, we will:◼ Develop and strengthen human resources
for consulting and PMO, AI and digitaltechnologies, and others (i.e., further
increase in the ratio of outsourced
contracting)

Provision of labor

2023

2028

2030

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39

Strategies in Sub-Segment
Shifting to the solution businessSub-segment

Strategies and policies
Deploying E2E services
for strengthening
solutions

IT and DX
Solutions

Engineering

Changing the weapon

E2E services

starting from consulting

Driving a combinationof people and people,
people and technologies,
and technologies andtechnologies

IoT and Security
service

Increasing the ratio ofcontracting services tostrengthen solutions

Developing
electrification andautomation into
solutionsTemporary From matching businessto employment
staffing/
retentionbusiness
Freelancers

From matching businessto employment
retention businessChanging the quality
Strengthening the development
and recruitment ofConsulting and PMO
human resources

Expanding into various
industries and types ofbusiness
Changing the market

Manufacturing
and logistics,
where DX is delayed

Public sector, local governments,
food, healthcare,transportation/
IoT and security
construction machinery,engineers
national defense and security

Strengthening the development
and recruitment ofStrengthening the development
and recruitment of

Simulation andexperiment engineers

Sales style reform(Inbound --> Outbound sales)

Aerospace domain,
semiconductors,
construction andplant domain

Registered staff--> Freelancers

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40

2030 Targets (Major KPIs)
We have broken down the component of revenue into revenue per engineer, recruitment rate, and turnover rate
and rate of contract termination, and manage them as major KPIs. To achieve 2030 financial targets, we will
strive to improve revenue per engineer and the turnover rate and rate of contract termination in particular,
aiming to improve profitability.
Major KPIs

AsIs (FY2023)

ToBe (FY2030)

Revenue per engineer

Compared to the industry's largest company,
the unit price of engineer dispatching (perhour) is several hundred yen lower.

Strengthening problem-solving services(solutions) to increase revenue per
engineer to the industry-leading level

Recruitment
rate*1

Has remained higher than our twocompetitors since the previous year

(Maintaining the current momentum)

Turnoverrate*2 andrate ofcontract
termination*3

While the level is equivalent to Japan's*4average turnover rate of 8.7% , it ishigher than our two competitors.

Improving the turnover rate andrate of contract termination to anindustry-leading level by providing
engineers with diverse work styles

Numberofengineers*1. Recruitment rate: (Number of new graduates hired + number of mid-career workers hired)/Number of staff members belonging to the company as of the end of the fiscal year
*2. Rate of contract termination: Number of staff members who are not active at the beginning of the current month among those who were active in the beginning of the previous month/Number of staff
members who are active at the beginning of the current month*3. Turnover rate: Number of cost employees who retired in the current fiscal year/Number of cost employees in the beginning of the fiscal year (including new employees and mid-career employees whojoined the company on April 1)
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*4. Source: Survey on Employment Trends, 2023 from the Ministry of Health, Labour and Welfare

41

Business Portfolio Transformation-- Changes in Operating Profit of Each Subsegment -1

Increasing revenue per engineer
In IT and DX Solutions and Engineering, we will strengthen problem-solving services (solutions) toconvert them into high value-added services. We aim to increase revenue per engineer by 1.3 times
the current level as of FY2030.

2

Increase in number of engineers
Providing engineers with places where they can work for a long time, such as
by acquiring new human resources with the freelancer business andimproving the work environment We aim to increase the number ofengineers by 1.6 times the current level as of FY2030.

1

IT and DX Solutions
Engineering

Registered Staff
and Freelancer

2

FY23

FY24

FY25

FY26

FY28

FY29

FY30

Plan

Results
Revenue per engineer[Compared withFY2023]
Number of engineers[Compared withFY2023]

FY27

1.0

-

-

-

-

1.2

-

1.3

1.0

-

-

-

-

1.5

-

1.6

* Size of the graph element is for illustrative purposes only

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42

Value Creation Process
Steadily executing a growth strategy for value creation with the aim of creating Well-being forengineers in the productivity improvement markets
Input

Value Creation Strategy

Synergy in the PERSOL Group

Three business segments and synergy between businesses
Sub-segment

The Group’s
customer baseHigh recruitment
capability enabled by
the PERSOL brandFeatures of Technology SBU

IT and DX
SolutionsManagement team withdiverse backgrounds

Sub-segment

Sub-segment

Temporarystaffing/
Freelancers

Engineering

Providing combinations of software and hardware
and various work styles

Mid- to long-term strategy
Strengthening thesolution business

Advanced technologicalstrength

Diverse work styles ofengineers

OutputExpanding into newindustries and new
types of businessGreater customer
satisfaction andbusiness expansion
Stronger ability toprovide outsourcing
services (solutions)

10% or higher
OP margin

12% or higher

Productivity
improvement(Forming newmarkets)

Engineers

Creating
Career Well-being
Annual rate offor engineers
peopleSatisfactionof engineers improved
through self-actualizationand social
contributions

pay increases

High cost of living
Human resource
retention

Increase in recruits
and registrations

Revenue CAGR

18,000

Process of improving
capabilities
Human resource
development

Social Value

1%+*If there are no changes in market conditions and assumptions
for this SBU structure, etc.
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43

Table of Contents
1. Postulate
2. Significance of the Technology SBU (role in the PERSOL Group)
3. Where to Play4. How to win
5. Appendix

6. Q&A

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44

(Reference) Case Studies▼ Migration to Azure Partner Award▼ Construction DX (system forinspecting reinforcing bars)▼ Dakar Rally (HINO TEAM SUGAWARA)▼ Flying Cars (Sky Drive)▼ PARTNER MOBILITY ONE, a compact, self-driving mobility vehicle

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45

Disclaimer

The statements concerning PERSOL HOLDINGS’s future business performances inthis material such as earnings forecasts are based on information available as ofJuly 2, 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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47