1

Financial Results Briefing Materials
April 1, 2023 - March 31, 2024

May 10, 2024

Thank you for taking time out of your busy schedules today to attend our financial results
briefing.
My name is Kimura, president and representative director.

2Financial Status
Business Status
SportsLifestyle
Digital Entertainment
Investment

Initiatives for Business Growth and Enhancement of Corporate ValueFY2025 Results Forecast
Appendix
2

I will explain to these results as shown in the agenda on page 2.

3

Executive Summary
FY2024 Results
Q4 Results- EBITDA and operating income increased thanks to improvements to cost management in the Digital Entertainment segment- Impairment loss on equity-method affiliates, etc.
 Full-Year Results- EBITDA and operating income decreased due to the MONSTER STRIKE series (closure confirmed), increased costs for 10th
anniversary measures, etc.
Initiatives for Business Growth and Enhancement of Corporate ValueThe following three measures will be the focus of management efforts to enhance corporate value over the medium term
(1) Maximize revenue through business growth (2) Business expansion through M&A (3) Optimize shareholders’ equity

FY2025 Results ForecastNet sales: 147 billion yen / EBITDA: 23 billion yen / Operating income: 18.5 billion yen / Profit Attributable to Owners of
Parent: 12 billion yen

Shareholder Returns
Dividends- FY2024 full-year dividend of 110 yen per share; FY2025 full-year dividend forecast of 110 yen per share
Repurchase of own shares- Resolution to repurchase up to 7.5 billion yen of treasury stock. Revisions to our acquisition policy starting FY2025


3

Please turn to page 3.
This is the executive summary.
I will now explain the details.

4Financial Status
Business Status
SportsLifestyle
Digital Entertainment
Investment

Initiatives for Business Growth and Enhancement of Corporate ValueFY2025 Results Forecast
Appendix
4

Please turn to page 4.
First, CFO Shimamura will explain our financial status.

5

Quarterly Consolidated Income
Unit: millions of yen

FY23 Q4(Jan 2023 - Mar 2023)

FY24 Q4(Jan 2024 - Mar 2024)

Change(YoY)

Net Sales

42,06541,658(1.0%)EBITDA

7,006

9,817

+40.1%

Operating Income

5,747

8,701

+51.4%

Ordinary Income

5,376

7,492

+39.3%

Profit Attributableto Owners of
Parent

3,140

2,414

(23.1%)

5

I am the CFO Shimamura. Please turn to page 5.
This is the quarterly consolidated income.
Net sales was 41.6 billion yen,
EBITDA 9.8 billion yen,operating income 8.7 billion yen,and profit attributable to owners of parent 2.4 billion yen.
EBITDA and operating income increased like for like due to a decrease in related costs
resulting from the withdrawal of the MONSTER STRIKE Series.
On the other hand, profit attributable to owners of parent decreased due to impairment
loss on goodwill of "CALL DOCTOR”, an equity method affiliate.

6

Full-year Consolidated Income
Reference

Unit: millions of yen

FY2023Results

FY2024
Results

ChangeFY2024
Last Forecast

Change from
Last Forecast

FY2024
InitialForecast

Change from
InitialForecast

Net Sales

146,867

146,868+0.0%

146,000+0.6%

138,000+6.4%

EBITDA

29,482

23,497(20.3%)

22,000+6.8%

16,000+46.9%

Operating
Income24,82019,177(22.7%)

18,000+6.5%

12,00059.8%

Ordinary
Income18,25015,669(14.1%)

15,000+4.5%

11,000+42.4%

ProfitAttributableto Owners of
Parent

5,161

7,082

+37.2%

9,500(25.5%)

7,500(5.6%)

6

Please turn to page 6.
This is the full year consolidated income.
Net sales for the year amounted to 146.8 billion yen.
While sales of MONSTER STRIKE declined, sales growth in FamilyAlbum and sports
segment businesses grew and resulted in the same level as last year.
EBITDA was 23.4 billion yen.
Operating income decreased to 19.1 billion yen.
The main reasons for the decrease were lower sales of MONSTER STRIKE, increased
costs due to 10th anniversary initiatives and higher operating costs for the MONSTERSTRIKE series.
Profit Attributable to Owners of Parent increased due to the impact of extraordinary
losses recorded in FY23.

7

Quarterly Consolidated Performance Report
Unit: millions of yen

45000
40000
35000
30000
25000
20000
15000
10000
5000
0

FY2022Net Sales
EBITDAFY2023

FY2024

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

28,5296,992

25,746
4,126

29,8663,300

37,887
7,653

31,022
6,710

34,711
6,774

39,067
8,991

42,065
7,006

29,207
3,314

34,761
2,628

41,2407,736

41,658
9,817

7

Please turn to page 7.
This shows our quarterly consolidated performance Report.

8

Financial Status
Business Status
SportsLifestyle
Digital Entertainment
Investment

Initiatives for Business Growth and Enhancement of Corporate ValueFY2025 Results Forecast
Appendix
8

Please turn to page 8.
I will now explain the business status by segment.

9

Segment Sales and EBITDA Trends

Sports Sales for publicly-managed betting sports and spectator sports businesses increased +12.9% YoY
 Profits increased +258.9% YoY due to the CHIBAJETS double crown achievement and an increase
in revenue from public matches

Spectator Sports

Publicly-Managed
Betting Sports

YoY

Unit: millions of yen+12.9%

11,00010,000
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
(1,000)(2,000)(3,000)Spectator
SportsPublicly-Managed
Betting Sports

YoY+258.9%FY2022Net Sales
EBITDA

9

FY2023

FY2024

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

4,047
(681)

3,953
(1,485)

4,831(2,051)

5,672
(930)

6,350
(653)

6,644
(725)

7,270
64

8,377
213

7,544
(277)

7,505
(599)

8,409
(16)

9,456
767

*Consolidation of Tokyo Football Club Co., Ltd. began in FY2023 Q1*Figures for publicly-managed betting sports and spectator sports are shown separately from FY2023 onward

Please turn to page 9.
This is a review of the sports segment.
Net sales increased 12.9 percent year on year to 9.4 billion yen.
In spectator sports business, the CHIBAJETS won the Emperor's Cup and the East
Asian Super League and in publicly managed betting sports, sales increased mainly in
TIPSTAR and Chariloto Businesses.
EBITDA increased 258% year on year to 7 billion yen.

10SportsSpectator Sports Businesses (CHIBAJETS / FC TOKYO)CHIBAJETSFC TOKYOCHIBAJETS won the East Asian Super League(EASL).
Along with their Emperor's Cup victory, they
achieved a double crown

FC TOKYO took part in 2 matches at Japan
National Stadium in April.
Approximately 50,000 people attended thesematches©FC TOKYO

10

Please turn to page 10.
In addition to winning the Emperor's Cup, the CHIBAJETS became the 1st B League
team to win the East Asian Super League.
The team will also strive to win the B League championship.
The new season has started for FC TOKYO.
Two games were held at the national stadium in April and both games were attended byapproximately 50,000 people.

11

SportsNet Sales Trends for TIPSTAR and Chariloto

 Sales increased +3.5% YoY thanks to growth in TIPSTAR Excluding the impact of changes to the accounting process in FY23 Q4, sales increased 10.5% YoY
YoY

+3.5%

11

FY2022 Q1

FY2022 Q2FY2022 Q3

FY2022 Q4

FY2023 Q1

FY2023 Q2

FY2023 Q3

FY2023 Q4

FY2024 Q1

FY2024 Q2

FY2024 Q3Please turn to page 11.
This shows TIPSTAR and Chariloto sales trends.
Sales increased by 3.5% year on year.
Excluding the impact of accounting process changes at Chariloto in Q4 FY23,
sales increased 10.5% year on year.
In addition to ticket sales, the keirin stadium operation business also grew.

FY2024 Q412SportsTIPSTAR, Chariloto, and Net Dreamers
Sales Growth Rate of CharilotoOperated Keirin Stadiums

TIPSTAR EBITDA
 Maintained a trend of positive EBITDA

200%

EBITDA

100%

0

195%

Management by Chariloto
Management by others

155%
Chariloto begins
comprehensive
management

Races not held
due to Tamanorenovation

Races not held
due to Hiroshima
renovation

0%
FY21
FY22
FY23
FY24
Source: KEIRIN Publicity (Japan Keirin Autorace Foundation website)*Calculated as total betting ticket sales in FY21 = 100%
*Chariloto-operated keirin stadiums: Tamano (FY21), Takamatsu (FY22),
Komatsushima (FY23), Hiroshima (FY23)

Net Dreamers Sales Trend
CAGR
10.0％

12

FY2021

FY2022

FY2023

FY2024

Please turn to page 12.
This is the status of our main publicly managed betting sports businesses.
TIPSTAR is focusing on product renovation while maintaining profitability.
The performance of Chariloto operated Kering stadiums was strong
and Net Dreamers sales also grew steadily.
In addition to the continued growth of individual businesses, we will aim to create further
business synergies.

13

Financial Status
Business Status
SportsLifestyle
Digital Entertainment
Investment

Initiatives for Business Growth and Enhancement of Corporate ValueFY2025 Results Forecast
Appendix
13

Please turn to page 13.
I will now explain our lifestyle segment.

14

Segment Sales and EBITDA Trends

Lifestyle Sales increased +17.7% YoY thanks to growth in FamilyAlbum EBITDA deficit narrowed YoY due to optimization of advertising expenses, despite continued
investment to strengthen business structures in Q3

YoY

Unit: millions of yen+17.7%

7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
(1,000)(2,000)
FY2022Net Sales
EBITDAFY2023

FY2024

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

1,722
159

1,165
(110)

4,027
503

1,459
(623)

1,847
(173)

1,660
(60)

5,830
1,001

2,325
(852)

2,421
(374)

2,129
(308)

6,131
747

2,736
(747)

14

Please turn to page 14.
This is a review of the lifestyle segment.
Sales increased 17.7 percent year on year to 2.7 billion yen.
This was mainly due to sales growth in FamilyAlbum GPS Guardian and photo prints.
EBITDA loss narrowed year on year as a result of optimization of advertising expenses,
while continuing to make investments to strengthen the business structure.

15

Lifestyle

FamilyAlbum

Sales Composition Trends by Product Significant growth of monthly subscription
services such as FamilyAlbum Premium and
GPS Guardian, and products such as photo
printsFamilyAlbum GPS Guardian
Subscription Numbers
 The new GPS Guardian With Voice Feature
was released. This resulted in an influx of
new users and subscriptions
GPS Guardian With Voice Feature

New

FY22

PrintsFY23

GPS

Premium

FY24
New Year cards

FY22

Other

FY23

FY24

Number of Subscriptions

15

Please turn to page 15.
I will explain the status of FamilyAlbum.
While New Year's greeting cards used to account for nearly half of sales, recently,
subscription services such as FamilyAlbum premium and GPS Guardian are growing.
The latest version of Family Album GPS Guardian in service for four years has been wellreceived, and the number of subscriptions are steadily increasing.

16

Financial Status
Business Status
SportsLifestyle
Digital Entertainment
Investment

Initiatives for Business Growth and Enhancement of Corporate ValueFY2025 Results Forecast
Appendix
16

Please turn to page 16.
I will now explain the digital entertainment segment.

17

Segment Sales and EBITDA Trends

DigitalEntertainment

 Despite MAU remaining favorable, sales decreased 5.9% YoY due to a decline in ARPU for MONSTERSTRIKE EBITDA increased YoY due to lower costs related to the MONSTER STRIKE series
 Kotodaman sales and earnings increased YoY due to improvements in operating structure
Unit: millions of yen

YoY

35,000(5.9%)

30,00025,00020,000

YoY+22.1%

15,00010,0005,000
0FY2022Net Sales
EBITDAFY2023

FY2024

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

22,596
10,58618,102
7,293

20,643
7,663

29,876
13,30522,47810,75025,1299,774

25,848
11,28130,917
11,696

18,847
6,954

24,204
6,485

26,69010,79729,08814,28217

Please turn to page 17.
This is a review of the digital entertainment segment.
Net sales decreased 5.9 percent year on year to 29 billion yen.
Although sales declined to the Q4 due to a decrease in ARPU, sales of New Year's
characters exceeded the previous year's level due to an increase in MAU as a result of
the 10th anniversary measures and the effects of promotions since the year end.
EBITDA was 14.2 billion yen, up 22.1% from the same period last year.
This was mainly due to a decrease in costs related to the MONSTER STRIKE series.

18

DigitalEntertainment

MONSTER STRIKE

 MAU in Q4 remained favorable thanks to 10th anniversary measures and appealing collaborations
 FY25 is also starting favorably
Jan

Feb

Mar

Apr

May

Sales from new
characters

4Q

1Q

Collaborations with popular IPs

18

Please turn to page 18.
This is the status for MONSTER STRIKE.
In FY24, we were able to maintain a higher MAU than the previous fiscal year due to thesuccessful implementation of the 10th anniversary campaign and appealingcollaborations.
FY25 is also off to a good start.

19

Financial Status
Business Status
SportsLifestyle
Digital Entertainment
Investment

Initiatives for Business Growth and Enhancement of Corporate ValueFY2025 Results Forecast
Appendix19

Please turn to page 19.
I will now explain our investment segment.

20

Investment Segment

Investment

Sales and EBITDA Trends

Total Funds in Use1

Unit: millions of yen

Unit: millions of yen

2,500

3,064

6,213
(1,491)

2,000
1,500

11,341

7,660

1,000
500
0

23,62019,514

Estimated exchange value(500)
FY2023
Q1
Net Sales
EBITDA

313
179

Q2

Q3

1,237 81932 (99)

Investment amountFY2024
Q4

Q1

Q2

Q3

Q4

390
(459)

355
216

790
481

(28)
(345)

354
(247)

FY2023End of Q4

Increase Dueto Investment

Decrease
Due toDistribution
and Sales

Revaluation,
Etc.2

FY2024End of Q4

1. When calculating total funds in use, the most recent financing price, in addition to the amount on the balance sheet for business investment securities, is used as the market value for estimation. (When an investment loss is
identified, the post-loss book value is considered equivalent to the market value until the next financing takes place.)

20

2. "Revaluation, Etc." includes changes in the market value of unlisted shares (post-loss evaluation), changes in the market value of listed common shares (closing price at end-of-quarter), profit/loss on valuation of VC funds,
differences in exchange rate, etc.

Please turn to page 20.
This is the status of the investment segment.
Net sales was JPY 0.3 billion and EBITDA was a loss of 0.2 billion yen.
However, the segment was profitable for the full year.

21

Financial Status
Business Status
SportsLifestyle
Digital Entertainment
Investment

Initiatives for Business Growth and Enhancement of Corporate ValueFY2025 Results Forecast
Appendix21

Next, Mr. Kimura will discuss future business growth and enhancement of corporate
value.

22

Initiatives for Business Growth and Enhancement of Corporate Value

Maximize Revenue ThroughBusiness Growth
Digital Entertainment

Maintain and increase profitability of
MONSTER STRIKE in Japan and expand
into emerging countries
LifestyleAchieve success for FamilyAlbum on a
global level
SportsBring social betting to the global market

Expand Businesses Through M&A
 Develop core businesses to achieve our
purpose Create synergy to accelerate existing
business growth

Improving Shareholders’ Equity

 We will continue to pay out a total return
ratio of 100% or more until cost ofshareholders' equity is less than ROE

22

Please turn to page 22.
We are working on three priority measures to achieve business growth, enhance ofcorporate value.
The first is to maximize revenue through business growth.
The second is to expand business through M&A,
and the third is improving shareholders' equity.
I, Kimura, will explain the first and second measures, and Mr. Shimamura will explain thethird.

23

Initiatives for Business Growth and Enhancement of Corporate Value

Maximize Revenue ThroughBusiness Growth
Digital Entertainment

Maintain and increase profitability of
MONSTER STRIKE in Japan and expand
into emerging countries

Expand Businesses Through M&ALifestyle

Improving Shareholders’ Equity

Achieve success for FamilyAlbum on a
global level
Sports

Bring social betting to the global market

23

Please turn to page 23.
I will now explain maximizing revenue through business growth.

Digital
Entertainment

24

Segment Policies

 Go beyond the normal scope of games and promote communication through means such as anime and events, andreturn value to the original MONSTER STRIKE game Introduce an improved MONSTER STRIKE to markets experiencing dramatic growth, such as the Indian market

Until end of FY2024
Aim to expand the MONSTERSTRIKE IP by releasing multiple
spinoff titles

FY2025 onward
MONSTER STRIKE (Existing Business)
 Aim to expand the MONSTER STRIKE IP by focusing investment
into the app

Horizontal expansion

SeriesSeriesGlobal MONSTER STRIKE Release

Series

Focus investment into
the app

SeriesSeries24

 Aim for early release of
the Indian version of
global MONSTER STRIKE
 Invest in stages andmake large investments
after growth potential isseen

Please turn to page 24.
I will explain the change in strategy of the digital entertainment segment.
Until the previous fiscal year, we had been promoting business expansion through game
series utilizing the MONSTER STRIKE IP.
But due to difficulties in capturing the domestic market, we were unable to achieve theresults we had hoped for.
On the other hand, MONSTER STRIKE has achieved significant results including a year
on year increase in MAU, thanks to the 10th anniversary measures.
In light of these results, to further elevate the value of MONSTER STRIKE, we will
expand investments.
In Japan, in order to attract users to MONSTER STRIKE and further revamp the game,we will aggressively invest in the game as well as media mix, including animation andevents.
Overseas, we are also focusing on fast growing emerging markets and will prepare forthe release of MONSTER STRIKE in India.

25

DigitalEntertainment

VisionMONSTER STRIKE Information (Global)

Bring the global version of MONSTER STRIKE to the top of the chartsof mobile markets in emerging countries

Appeal of the Indian Market
Indian gamers preferplaying games withfriends

Indian mobile game market has
a CAGR of 27%1
No. 1 in the world in terms ofmobile game download
numbers2

The number of smartphoneusers in India is projected
to exceed 1 billion by 20253

1. Source: Lumikai analysis
2. Source: data.ai
3. Source: Counterpoint Technology Market Research

25

Please turn to page 25.
I will now explain how we plan to expand MONSTER STRIKE business in emerging
markets.
Our vision for global version of MONSTER STRIKE is to make MONSTER STRIKE thenumber one title in emerging countries, and we will first proceed with development in the
Indian market.
In India, there is a culture of enjoying playing games together with friends, and themobile game market is growing remarkably, making it a very promising market for
MONSTER STRIKE.
By horizontally deploying the powerful asset of Master Strike in a growing market,
we believe that we can capture a large share.

26

Lifestyle

Segment Policies

 Create a large economic zone in the global market by developing hit products that enrichcommunication among family members

VisionMake FamilyAlbum a family communication platform used bychild-rearing generations around the world

Business Strategies

Examples of Specific Measures for FY25 Onward

Strengthen monetization of our major
products(Premium, photo prints, GPS Guardian)Premium: Add bulk downloading and search feature
Photo prints: Set up overseas factories (manufacturing started in FY24)
GPS: Continuous software upgrades

Expand new product lineup

Continuous addition of digital products

Optimize costs

Reduce regular server costs

26

Please turn to page 26.
Next, I will explain our policy for the lifestyle segment, FamilyAlbum.
Family Album aims to be a communication platform for child rearing generations aroundthe world.
We have gained many users not only in Japan, but also in overseas markets.
Our strategy for the future is to increase the number of overseas users, while improving
profitability.
In more detail, we will first strengthen monetization of focused products with high growthpotential.
In the premium plan, we will aim to increase the subscription rate by adding bulk
downloading and search features.
For photo prints, which are also in high demand overseas, we will reduce shipping costs
and shorten lead times by establishing production bases overseas.
We will also continue to upgrade the GPS system.
In addition, we will aim to improve profitability by adding highly profitable digital products
and reducing regular server costs.

27

SportsSegment Policies (Betting Business)

 Leverage TIPSTAR's expertise to develop social betting services in the Australian market

Japan

Australia

 TIPSTAR achieved full-year profitability

 Our subsidiary (local business) is the firstbusiness from Japan to obtain a betting
license in Australia

 Chariloto Co., Ltd. and Net Dreamers Co.,
Ltd. continue to have steady sales growth
after being acquired We aim to continue strengthening
synergies between Chariloto Co., Ltd. andNet Dreamers Co., Ltd. to create
innovation in the domestic betting
market The Australian betting market is a
growing and appealing market
 We aim to capture betting market shareby differentiating ourselves with oursocial betting services

27

Please turn to page 27.
I would like to explain our betting business policy in the sports segment.
During the pandemic, the public betting market in Japan grew significantly due to online
betting, but in Australia, North America, there was a tailwind from deregulation and ahuge market is growing continuously.
In Australia, our consolidated subsidiary became the first Japanese company to obtain abetting license.
While continuing to aim for the realization of social betting in the domestic market,
TIPSTAR aims to capture a share of the huge Australian market by horizontallydeploying the differentiating factors cultivated in Japan.
In Japan, our focus was publicly managed betting sports but with our overseas
endeavors, we will update the segment name to Betting business.

28

SportsVisionBetting Business Policy in Japan

Aim to establish social betting services in JapanTIPSTAR

Chariloto Co., Ltd. and Net Dreamers Co., Ltd.

 Achieved positive EBITDA as a service

 Chariloto grew steadily in both betting
ticket sales and keirin stadium management

 Some KPIs related to social features
showed growth We will continue improving services while
maintaining profitability Net Dreamers leveraged the expertise theygained from netkeiba to launch netkeirin We will continue aiming to create synergies

28

Please turn to page 28.
I would like to explain our betting business policy in Japan.
TIPSTAR achieved full year profitability in FY24.
We will continue to refine our social functions and aim for significant growth.
Chariloto and Net Dreamers, which joined our group through M&A, have achieved
results that exceed the market growth rate on a stand-alone basis.
In addition, we are creating group synergies by entering the Keirin Stadium Managementbusiness and launching a bicycle race media company.
We will continue to strengthen synergies and aim for innovation in the domestic betting
market.

29

SportsAustralian Betting Market

Australian Market
CAGR
+5.3%

6.6

Australian Market Characteristics
Some parts of Australia have holidays for horse
racing that come with a history of betting withfamily and friends

7.7

trillionyentrillion
yen

FY24

FY27

Market Environment

 6.6 trillion yen market as of FY24
 Growing market with a forecasted CAGR
of 5.3%

Because a culture of betting with family and friends
has already been established, this market is more
likely to accept social betting*Based on our own research

29

Please turn to page 29.
I would like to explain our initiatives in Australia.
The Australian market is an attractive market with a market size of 6.6 trillion yen andcontinues to grow at a CAGR of 5.3%.
It has a culture of enjoying betting with family and friends, including a national holiday
called horse racing day.

30

SportsVisionOverview of Australian Social Betting Services

We aim to capture Australian betting market share by differentiating
ourselves with our social betting services

Service Overview
 Service name: betM
 betM is a service that offers the ability to bet on races (horse
racing, dog racing, harness racing) and sports. Operations for
the Australian market is handled by a local business Includes social features such as a timeline, mirror betting,and voice chat30

Please turn to page 30.
betM, the first betting service by a Japanese company, Australia, has been released.
betM is a service that offers betting on horse races and many other sports.
betM aims to become the top service in the fast-growing Australian market, leveraging
social betting acquired through TIPSTAR as a point of differentiation.

31SportsSpectator Sports Business Policies

 Pursue revenue and improve the brand equity of MIXICHIBAJETSFC TOKYO

The new arena will further enhance thespectator experience. We aim to further
increase our presence

We aim to strengthen our brand recognition
along with building a strong teamArena space

CHIBAJETS locker
room©FC TOKYO

31

Please turn to page 31.
I will explain the policy of the spectator sports business in the sports segment.
In sports team management, we will build strong teams for both of our teams andincrease revenues.
We will also work to improve awareness and brand strength.

32

Initiatives for Business Growth and Enhancement of Corporate Value

Maximize Revenue ThroughBusiness Growth
Digital Entertainment

Expand Businesses Through M&A
 Develop core businesses to achieve our
purpose Create synergy to accelerate existing
business growthLifestyleSports

Improving Shareholders’ Equity32

Please turn to page 32.
Next, I will explain our second key strategy, expand business through M&A.

33

Business Expansion Through M&A
 We aim to develop core businesses that help realize our Purpose and conduct M&A that createsynergies to accelerate growth of existing businesses
Investment
Business

Detectpotential

Start-ups
VC fund investment
CVC formation
Capital and businessalliances

M&A

Objectives
 Invest widely and quickly detect growing businesses Identify businesses that match our goals for the future

Acquire resources necessary for business activities and expand businessefficiently
Generate profit through synergies with existing businesses/new internalbusinesses

 Develop core businesses to achieve our purpose Create synergy to accelerate existing business growth

EBITDA of acquired businesses* in FY2024: 5 billion yen
Deepenrelationship*Based on non-consolidated results of Chariloto, SFIDANTE, Kotodaman, Net Dreamers, Chiba
Jets Funabashi, Tokyo Football Club, Lovegraph, and CONNECTIT

33

Please turn to page 33.
We will continue to aggressively pursue M&A to develop core businesses to achieve our
purpose and to create synergies to accelerate the growth of existing businesses.
We will continue to invest in a wide range of businesses, including start-ups and VC
Investments, leading to capital and business alliances and M&A.

34

Initiatives for Business Growth and Enhancement of Corporate Value

Maximize Revenue ThroughBusiness Growth
Digital Entertainment

Expand Businesses Through M&ALifestyleSports

Improving Shareholders’ Equity

 We will continue to pay out a total return
ratio of 100% or more until cost ofshareholders' equity is less than ROE

34

Please turn to page 34.
Mr. Shimamura will explain the third key measure improving shareholders' equity toenhance corporate value over the medium term.

35

Analyzing Our Current State To Improve Corporate Value Our most recent P/B ratio remains at the 1.0x level, and ROE is below the cost of shareholders'equity, requiring improvements to capital efficiency
ROE Trend by Year
10
8.5%
8
6

5.5%

Shareholder equity cost: 7.4%*(As of March 31, FY24)

6.0%
4.0%

4

2.8%

2
0
FY20

FY21

FY22

FY23

FY24

*Cost of shareholders' equity was calculated using multiple methods, such as calculations based on CAPM and earnings yield
35

Please turn to page 35.
This shows our thoughts on the current market valuation and capital efficiency.
Our recent P/B ratio is times 1, which we believe is mainly due to low ROE.
FY24 ROE was 4.0%, below our most recent shareholder equity cost of 7.4%.
The reason for the low ROE is that net income has been sluggish due to lower sales of
MONSTER STRIKE and upfront investment for business creation compared to the large
amount of shareholders' equity that MONSTER STRIKE has built up.
In order to increase our corporate value, we believe it is important to invest aggressively
in business growth and M&A to accelerate this growth, as well as in capital allocation
with an awareness of the need to optimize shareholders' equity.

36

Capital Allocation Policies
 We aim to maximize profit by making business investments and M&A based on business portfolio
management policies
 Optimize shareholders' equity by providing appropriate returns to shareholders through stable dividends
and flexible share repurchases
Capital Resource

CF fromstable-income
businesses

Allocation
Business
investment

Stable-income businesses

Businesses with growthpotential

M&A
Flexible
growthcapital•Main investment businesses

Shareholder returns

Cash and cash
equivalents

Reasoning

Business investment
Back-up capital

To allocate more to businesses
with high growth potential
based on business portfolio
management policy•

To improve shareholders’ equity•

To invest aggressively into M&A•

To be prepared to invest in new
businesses with growth potential
even if it exceeds our operating
CF

Profitmaximization

Sufficient
capital36

Please turn to page 36.
I would like to explain our future capital allocation policies.
We believe that expanding the scale of our profits and enhancing our stock price is mostimportant for shareholder returns.
We will maximize profits through business investment and M&A based on the businessportfolio management policies described next.
Further, the company will pay stable dividends and establish rules for flexible share
repurchases in order to optimize capital.

37

Business Portfolio Management Policies
 Allocation from stable-income businesses will go mostly to our main investment businesses. For businesses withgrowth potential, investment will be made in stages and investment targets will be changed situationally

Stable-income
businesses

Achieve high profitability through appropriate levels of
reinvestment, and provide growth capital for other businesses

self-

MONSTERSTRIKE, etc.

Main investment
businesses

Aggressively invest to develop businesses with high growthpotential into our next pillar of management

FamilyAlbum

Businesses withgrowth potential

Investment in stages into candidates for our next maininvestment business

TIPSTAR,betM, etc.

Rateofreturn

R&D(new businessdevelopment)

Within a set budget, lay the foundation for new services

37

Please turn to page 37.
This explains our business portfolio management policies.
In our stable-income businesses, we will maintain high profitability by reinvesting anappropriate level of capital and provide growth capital for other businesses.
We will actively invest in main investment businesses such as Family Album, which is
expected to become a future pillar of our business.
In addition, businesses such as TIPSTAR and betM that may be candidates for maininvestment businesses in the future will be positioned as businesses with growthpotential and investments will be made in stages.
We aim to maximize profits by making disciplined investments.

38

Shareholder Returns Policies
 We will continue to pay out a total return ratio of 100% or more until cost of shareholders' equity
is less than ROE

Dividend
policyOther
policies

38￭ Basic policy is to aim for dividend payout ratio of 20% or a dividend on equity (DOE)
of 5%. We review this policy every year

￭ Repurchase additional shares when total return ratio is below 100% until the ROElevel exceeds the recognized cost of shareholders' equity￭ Treasury stock holdings should be approximately 5% of the total outstanding
shares, and any excess will, in principle, be retired

In addition to the above, the Company will consider flexible share repurchases at its discretion, taking into
consideration factors such as stock price and business performance.

Please turn to page 38.
I will explain the changes in our shareholder return policies.
We have not established any specific rules for share repurchases and have recently
repurchased shares due to unachieved M&A.
Going forward, we will continue to repurchase additional shares to maintain total return
ratio is 100% until ROE level exceeds shareholders' equity cost for optimization.

39

Capital Allocation Policies for Improving ROE

CapitalResource

Allocation

Business
investment

Stable-income
businesses•

Main investment
businesses
Businesses with growthpotential

CF fromstable-income
businesses

Shareholder returns

M&A
Cash andcash
equivalents

Reasoning

Flexible
growthcapitalBusiness investment
Back-up capital•••

To allocate more tobusinesses with highgrowth potential based on
business portfolio
management policy

To improve shareholders’equityTo invest aggressively
into M&A
To be prepared to invest
in new businesses withgrowth potential even if
it exceeds our operating
CF

Profitmaximization

Profit Attributableto Owners of
ParentShareholders’EquityAim for ROE
above the costof shareholders'equitySufficient
capital39

Please turn to page 39.
To summarize, based on capital allocation policies, we will maximize profits and optimize
shareholders' equity, and enhance mid to long term corporate value through capitalefficient management.

40

Financial Status
Business Status
SportsLifestyle
Digital Entertainment
Investment

Initiatives for Business Growth and Enhancement of Corporate ValueFY2025 Results Forecast
Appendix40

Next, allow me to explain our FY 2025 results forecast.

41

FY2025 Results Forecast
 Despite an expected slight decrease in MONSTER STRIKE, we anticipate net sales to remainroughly the same as the previous year due to sales growth in the Lifestyle and Sports segments
 EBITDA is expected to slightly decrease due to upfront investments in some businesses, but net
income is expected to increase significantly
Unit: millions of yen

FY2024
Net Sales
EBITDAFY2025

ChangeUnit: millions of yen

Results

Forecast

146,868

147,000+0.1%

140,000

23,49723,000(2.1%)

100,000

Net
Sales

EBITDA

160,000

120,000

80,000Operating
Income19,17718,500(3.5%)

Ordinary
Income15,66917,500+11.7%

ProfitAttributableto Owners of
Parent7,082

12,000+69.4%

60,00040,00020,00041

Please turn to page 41.
The forecast for FY25 is net sales of 147 billion yen,
EBITDA 23-billion-yen,operating income 18.5 billion yen
and Profit Attributable to Owners of Parent 12 billion yen.
I will now explain the details.

0

FY2024
Results

FY2025
Forecast

42

FY2025 Results Forecast by Segment (1)Unit: millions of yen

Net Sales

Key Points in the Forecast(Net Sales and EBITDA)

FY2024
Results

FY2025
Forecast

Change(Entire Segment)

32,91635,000+6.3%

ー- Betting*

24,66326,000+5.4%• Sales to grow at the same rate as the online betting ticket
sales market

8,254

9,000

+9.0%

Sports- Spectator
Sports*• Decreases expected due to investment in betM, etc.
• While we expect an increase in sales due to the opening of
LaLa arena, we also expect a decrease due to lower
occupancy rates for the first year of operation*These are internal management figures and have not been audited

42

Please turn to page 42.
And I will now explain the details of the forecast.
We forecast net sales of JPY 35 billion in the sports segment.
In the betting business, we expect sales to increase to 26 billion yen, taking into accountthe growth of online ticket sales.
However, profits are expected to decrease due to upfront investments in overseas social
betting services.
In spectator sports, we expect an increase in sales due to the opening of the LaLa arena.
However, we expect a decrease in operating income due to a conservative occupancy
rate for the first year.

43

FY2025 Results Forecast by Segment (2)Unit: millions of yen

Net Sales
FY2024
Results

Lifestyle

DigitalEntertainment

Investment

13,418FY2025
Forecast

15,000

Key Points in the Forecast(Net Sales and EBITDA)

Change+11.8%• Sales to increase thanks to growth of the FamilyAlbum
economic sphere• Aim for full year profitability by improving the profitabilityof FamilyAlbum• Sales are expected to decrease slightly due to the recent
performance of MONSTER STRIKE

98,831

95,000(3.9%)• Profit is expected to be at the same level as the previous
year due to a decrease in sales of MONSTER STRIKE, an
increase in costs for the release of the Indian version of
global MONSTER STRIKE, and a decrease the MONSTERSTRIKE series operation costs, etc.

1,472

2,000

+35.9%ー43

Please turn to page 43.
In the lifestyle segment, we forecast net sales of 15 billion yen and aim to return toprofitability for the full year thanks to the growth of the FamilyAlbum Economic Sphere.
We forecast net sales of JPY 95 billion in the digital entertainment segment.
Sales of MONSTER STRIKE are expected to decrease slightly, taking into accountrecent performance.
While sales of MONSTER STRIKE are expected to decrease, profits are expected to beat the same level as the previous year due to the reduction of costs related to the
MONSTER STRIKE series.
In the investment segment, we forecast net sales of 2 billion yen.

44

Shareholder Returns
 Year-end dividend for FY2024 was 55 yen and the full-year dividend was 110 yen FY2025 full-year dividend per share is forecasted to be 110 yen
 Resolved to repurchase up to 7.5 billion yen of treasury stock. Due to a review of the shareholder return
policy, share repurchases due to unachieved M&A plans will not occur again

Dividend per share110

FY2021110

FY2022110

FY2023110

FY2024

Repurchase of own shares
110

FY2025(Forecast)

Dividend per share (yen)Type of shares to be
repurchased

Common shares of MIXI

Total repurchaseprice of shares

Up to 7.5 billion yen

Total number ofshares to be
repurchased

Up to 3.75 million shares

Repurchase Period

May 13, 2024 - Mar 31, 2025

Repurchase method

Market purchases under adiscretionary trading
contract

44

Please turn to page 44.
I will explain about shareholder returns.
Our policy is to focus on investments for business growth, while continuing to provide
stable shareholder returns.
For FY24, we paid a year dividend of 55 yen per share as forecast and a full year
dividend of 110 yen.
For FY25, we plan to pay an annual dividend of 110 yen per share targeting a DOE of
5%.
In addition, the Board of Directors today approved a resolution for a share repurchasesof up to 7.5 billion yen.
In line with the revision of the shareholder return policy explained earlier, the share
repurchases due to unachieved M&A plans will be terminated at this time.
Finally, Mr. Kimura will restate his message for enhancement of corporate value.

45

Initiatives for Business Growth and Enhancement of Corporate Value
Maximize Revenue ThroughBusiness Growth
Digital Entertainment

Maintain and increase profitability of
MONSTER STRIKE in Japan and expand
into emerging countries
LifestyleAchieve success for FamilyAlbum on a
global level
SportsBring social betting to the global market

Expand Businesses Through M&A

 Develop core businesses to achieve our
purpose Create synergy to accelerate existing
business growth

Improving Shareholders’ Equity

 We will continue to pay out a total return
ratio of 100% or more until cost ofshareholders' equity is less than ROE

45

Please turn to page 45.
Today, we discussed our medium-term strategy to enhance corporate value.
This strategy is designed to realize our corporate purpose and achieve sustainablegrowth.
We will increase the profitability of our businesses through globalization and innovation
and reinvest the profits into business growth and M&A.
Through this process, we will further enhance our corporate value.
Thank you for your continued support and your kind attention.

46

Financial Status
Business Status
SportsLifestyle
Digital Entertainment
Investment

Initiatives for Business Growth and Enhancement of Corporate ValueFY2025 Results Forecast
Appendix46

49

Breakdown of Sales Costs and SG&A Expenses by Segment
Unit: millions of yen

Q1

FY2022
Q2
Q3

Q4

Q1

Q4

Q1

FY2024Q2
Q3

Q4Outsourcing (Costs)

4,353

3,940

6,435

6,193

5,550

6,454

8,574

8,587

6,557

7,520

8,802

7,116

Sports

1,934

1,955

2,172

3,140

3,061

2,941

3,163

2,877

3,188

3,493

3,257

3,394

Lifestyle

290

200

1,765

374

333

377

2,752

893

598

595

2,674

1,051

Digital Entertainment

2,106

1,744

2,475

2,648

2,095

2,980

2,547

4,721

2,750

3,360

2,827

2,624

21

39

22

30

60

154

111

94

20

70

43

45

Q1

FY2022
Q2
Q3

Q4

Q1

FY2023
Q2
Q3

Q4

Q1

FY2024Q2
Q3Whole Company

Q4

Advertising Expenses(SG&A Expenses)

3,052

3,929

5,431

4,886

2,895

4,881

4,553

4,395

3,487

7,119

5,822

4,142

Sports

786

1,349

2,171

744

798

1,277

1,144

1,114

1,112

1,243

1,603

1,267

Lifestyle

217

161

625

472

334

142

691

636

358

279

940

462

Digital Entertainment

2,013

2,374

2,563

3,590

1,748

3,446

2,700

2,596

2,000

5,578

3,271

2,337

35

44

71

78

14

15

17

47

15

17

6

74

Whole Company*Expenses for the Investment segment are not shown as none were incurred49

FY2023Q2
Q3

50Net Sales by Segment / Adjusted EBITDA
Segment income before depreciation and amortization (EBITDA)
Unit: millions of yen

FY2023(Jan 2023 - Mar 2023)

FY2024(Jan 2024 - Mar 2024)

Change9,456
767+12.9%+258.9%

2,736
(747)

+17.7%-

29,08814,282(5.9%)+22.1%

354(247)(9.2%)-(YoY)

SportsNet Sales
Segment Profit (Loss) (EBITDA)

8,377
213

Net Sales
Segment Profit (Loss) (EBITDA)

2,325
(852)

Net Sales
Segment Profit (Loss) (EBITDA)

30,917
11,696Net Sales
Segment Profit (Loss) (EBITDA)

390
(459)

Lifestyle

Digital Entertainment

Investment

50

51

Balance Sheet / Cash Flow Statement
Unit: millions of yen

Current Assets

51

FY2023(End of Mar 2023)

FY2024(End of Mar 2024)

162,907

154,236

Decrease in cash and deposits
Decrease in investment securities anddeferred tax assets

Main Causes of Difference

Non-current Assets

59,413

53,105

Total Assets

222,321

207,342-

Current Liabilities

29,24422,992

Decrease in accounts payable andcorporate taxes payableNon-current Liabilities

9,613

8,619

-

Net Assets

183,463

175,730-

FY2023(Apr 2022 - Mar 2023)

FY2024(Apr 2023 - Mar 2024)

Main Causes of Difference

CF from Operating Activities

15,7519,181-

CF from Investing Activities(7,350)(6,852)-

CF from Financing Activities(8,326)(15,730)

Increase in expenditure due todividend payouts and repurchasing
own shares

Cash and Cash Equivalents at
End of Period

118,703

105,688-

52

Employee Number Trends (Permanent Employees)
Unit: persons

2,000

Digital Entertainment

SportsLifestyle

Q4
Q4

Q1
Q1

Whole Company, Investment, and Other

1,500
1,000
500
0
Q1
Q1

52

Q2FY2022Q3Q2Q3FY2022Q2FY2023Q3Q2Q3FY2023Q4Q4Whole Company,
Investment, and Other

318

329

357

369

419 (+7)422 (+1)

Lifestyle

170

156

175

185

182

183

184

190

Sports326

340 (-9)375 (-10)447

456 (-8)454 (-10)456 (-9)457 (-9)

Digital Entertainment

407

421

432

431

441

437

444

(-1)
(-8)

(-2)

(-2)

(-2)

(-18)

(-3)

(-2)

Q2FY2024Q3Q2Q3FY2024

Q4
Q4

432

442

466

553

207

207

214

224

474

477

483

488

445

450

459

462

380

430 (-17) 435 (-18)
(-3)

Q1
Q1

(-3)

Pre-Revision Numbers
Whole Company,
Investment, and Other

-

-

-

-

412

421

447

453

-

-

-

-

Lifestyle

171

158

177

187

185

185

187

193

-

-

-

-

Sports

334

349

385

465

464

464

465

466

-

-

-

-

*Some businesses have been reclassified as part of the Whole Company segment instead of the Sports segment as of FY2023*The number of employees prior to FY2023 has been retroactively revised. As a result, there may be differences from previously disclosed figures

53

Chariloto and TIPSTAR: Market Analysis for Business GrowthSportsChariloto: Market Expansion
Through Digitalization

TIPSTAR: Creating a New Market

Keirin market has expanded overall through theaddition of online functionality
The pandemic caused the number of races without
attendees to increase and accelerated digitalization

New service utilizing our mobile game expertiseSocial activities make the experience more enjoyableand economical

Unit: hundreds of millions of yen

12,00078.4%

10,000

8,000

6,000

11,892

4,000

7,301

8,551

5,473
2,000

0

1,447 1,455

2,418
1,552 1,744 2,066

2011

2013

2012

2014

2015

2016

2,696 3,063

2017

2018

Online Sales (Including Phone Sales)
53

3,626

2019

2020

2021

2022

2023

Other

Source: METI Ministry of Economy, Trade, and Industry, Keirin and Motorcycle Races Subcommittee

54

54

SportsKeirin Business Operations Structure

55

55

SportsMIXI GROUP Keirin Stadiums
Our Role

Keirin Stadium

Facility ownership

Toyama Velodrome

Facility ownership

Ito Onsen Velodrome

Comprehensive
management andrenovation(Partial ownership)

Tamano Velodrome

Comprehensive
management

Takamatsu Velodrome

Comprehensive
management

Komatsushima Velodrome

Comprehensive
management andrenovation

Hiroshima Velodrome

New Tamano Velodrome

Concept image of the renovated Hiroshima Velodrome

56

DigitalEntertainment

MONSTER STRIKE User Number Trend

Unit: persons
70,000,000

60,000,000

Domestic
Overseas (Taiwan, Hong Kong, Macao)

50,000,000

40,000,000

Beginning ofservice in Hong
Kong and Macao

30,000,000

20,000,000

Launch of
Taiwaneseversion

10,000,000

0*Number of users does not include multiple downloads to the same device*Downloads in mainland China from August 2017 onward are not included to reflect the termination of the Chinese service in February 2020
*Exceeded a cumulative 62 million users globally in March 2024

56

Exceeds 62 million

57

Lifestyle

FamilyAlbum User Number Trend

 Continued growth in overseas user numbers while successfully maintaining a certain level of activity
 As of April 30, 2024, 38.7% of users reside overseas (half of which reside in North America)
Unit: persons
25,000,000

Domestic

Overseas

20,000,000

November 2023

Exceeds 20 million

15,000,000

10,000,000

5,000,0000

Apr 2015(Beginning of Service)57

Apr 2024

58

Investment Segment
Unit: millions of yen

2,500
2,000
1,500
1,000
500
0
(500)
FY20221
Net Sales
EBITDAFY2023

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

162
(39)

2,525
1,708

364
239

877
(448)

313
179

1,237
932

81
(99)

390
(459)

355
216

790
481

(28)
(345)

354
(247)

1: Figures for FY2022 have been retroactively adjusted to reflect the launch of the Investment segment

58

FY2024

Q1

59

Identifying Material Issues
Considering the impact on our corporate activities and stakeholders, we have established eight material issues asthemes that we will implement throughout our corporate activities. As a company that produces communication
services, we will create connections among people, communities, and society, and promote innovation as a source of
creating value, while at the same time making sincere efforts to operate wholesome services. We will also promote thereinforcement and improvement of our management foundation in terms of information security and privacy, theactivities of our diverse human resources, and governance.

59

60

Sustainability Initiatives
 MIXI is taking a proactive approach to sustainability
 Information regarding our approach to sustainability can be found on our corporate website

60

Health Management Initiatives
As part of our sustainability efforts, MIXI is
promoting health management.
In order to provide exciting services andincrease employee engagement and corporate
value, we believe it is important to create anenvironment which supports the physical andmental health of all our employees and allows
them to perform at their highest level.
As a growing company, we will continue topromote health management measures thatmaximize happiness for our employees andtheir families in a changing world.

https://mixi.co.jp/en/sustainability/60

https://mixi.co.jp/en/sustainability/social/employee/

61

Main Services
SportsPublicly-Managed Betting Sports

Social Sports Betting with the Best!

Keirin and Auto Race Betting Ticket Sales Site

Top-Class National Horse Racing Resource

Letting You Get the Most Out of Keirin

TIPSTAR

Charilotonetkeiba.com

netkeirin

TIPSTAR is a free-to-use service that offers online
betting tickets and live broadcasts for keirin, PIST6,
and auto race events held throughout the year.
TIPSTAR allows fans to bet using free in-game coinsor real money alongside their friends in real time.

Chariloto specializes in the sale of keirin and auto
race betting tickets, along with the keirin lottery"Chariloto" that features a maximum prize of 1.2
billion yen.

netkeiba.com is the largest comprehensive horse
racing media in Japan, with 17 million monthly active
users and over 1.1 billion monthly page views.
netkeiba.com provides a wide range of content,
including the latest news, race information, videos
useful for betting, and a database of over 500,000
racehorses.

A one-stop media source for keirin with one million
monthly active users. netkeirin offers a wide range ofcontent, including odds and forecasts for all races inall velodromes throughout Japan, news, columns, anda database of keirin cyclists.

Spectator Sports Businesses

B.League Professional Basketball Team

61

Japan Professional Football League (J1 League) Club Team

Service for Finding Sports Bars

CHIBAJETS FUNABASHIFC TOKYO

FanstaThe dream of CHIBAJETS FUNABASHI is to make Chiba
Prefecture home to a basketball dynasty, producing
home-grown professional players by contributing to thegrowth of the basketball community and focusing on
player development. CHIBAJETS FUNABASHI aspires tobe an exciting club for fans and players alike.

FC TOKYO strives to be a true 'community-based'
J.League club for the local people from a long-term
perspective by collaborating with the local
community, government and businesses.

Fansta helps sports fans find sports bars by area or whatmatches they want to see. Under the motto of "on gameday, the bar is our stadium," fans who can't make it to thestadium to support their team and people who just want
to watch sports can find nearby sports bars with DAZN
channels so they can watch sports with their friends.

62

Main Services
Digital Entertainment

Hunting Action RPG

Innovative Word-Battle RPG

MONSTER STRIKE

Kotodaman

A thrilling action RPG with easy-to-learn controlsthat anyone can enjoy.
Its highlight is its co-op mode, where up to four
friends can play together.

An innovative word-battle RPG for
smartphones.
Players
arrange"Kotodaman" (letter spirits) to create
words and clear stages.

Lifestyle

62

Family Photo & Video Sharing App

Find the Right Salon for You

Social Networking Service

FamilyAlbum

minimomixi

FamilyAlbum helps you save, share, and remember the
special moments in your child's life. By making sharing
your child's photos and videos simple, FamilyAlbum
brings families together as the perfect partner for busy
moms and dads.

minimo lets you directly book over 40,000
beauticians, manicurists, and other various salon
professionals. All this while getting great value fromexclusive discounts.

A social network that offers a space for friendly
communication.

Dividend and Treasury Share Purchase Trends

63

Dividend Trends
147

147
121

120円

140.0%

120
110

77

110

57

60

20円

55

55

55

55

55

78.7%

20.0%

56
20.1%

64
22.7%

60

120.0%

80.0%
60.0%
40.0%

55

55

0円

63

55

52.8%

34.3%

70
23

110

61.9%

59

20.0%

110

100.0%
77.3%

40円

110

110.3%

80円
60円

110

91

82

160.0%

155.2%

140円

100円

Treasury Share Purchase Trends

55

55

55

55

Year-end dividend

Total number ofshares to be
repurchased

Total price ofacquisition (yen)May 15, 2023 August 16, 2023

2,810,600

7,499,844,800

May 10, 2021 September 16, 2021

2,839,600

7,499,784,900

May 15, 2018 June 7, 2018

4,133,800

14,997,361,000

November 10, 2016 July 7, 2017

3,744,100

19,999,729,000

May 13, 2016 July 19, 2016

2,526,300

9,999,856,500

20.0%
0.0%

Interim dividend

Repurchase period

Dividend payout ratio

64Company Overview
Company Name

MIXI, Inc.

Establishment

June 3, 1999

Capital9.698 billion yen

Address

Shibuya Scramble Square 36F, 2-24-12 Shibuya, Shibuya-ku, Tokyo, 150-6136

Directors and
ASB Members

Employees
Total Number of
Shares Issued

Major
Shareholders

President, Representative Director, Koki Kimura
Senior Corporate Officer, CEO

Outside Director

Satoshi Shima

Director, Senior Corporate Officer

Hiroyuki Osawa

Outside Director

Akihisa Fujita

Director, Senior Corporate Officer

Tatsuma Murase

Outside Director

Yuki Nagata

Director, Senior Corporate Officer

Kenji Kasahara

Full-time ASB Member(outside)

Yuichiro Nishimura

Outside ASB Member

Hiroyuki Wakamatsu

Outside ASB Member

Nozomi Ueda

1,645 (consolidated, permanent employees only)
73,730,850 shares
Kenji Kasahara

46.26%The Master Trust Bank of Japan, Ltd. (trust account)11.64%THE BANK OF NEW YORK MELLON 140051

2.94%

Custody Bank of Japan, Ltd. (trust account)

2.64%

THE BANK OF NEW YORK MELLON 133612
64

2.27%
(As of March 31, 2024)

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