TSI HOLDINGS CO., LTD.
Q3 Financial Results Briefing for the Fiscal Year Ending February 2022
January 17, 2022

Event Summary[Company Name]TSI HOLDINGS CO., LTD.

[Company ID]

3608-QCODE[Event Language]

JPN[Event Type]Earnings Announcement[Event Name]

Q3 Financial Results Briefing for the Fiscal Year Ending February 2022

[Fiscal Period]

FY2021 Q3[Date]

January 17, 2022

[Number of Pages]

27[Time]

10:00 – 10:42(Total: 42 minutes, Presentation: 30 minutes, Q&A: 12 minutes)[Venue]Webcast[Venue Size][Participants]

75[Number of Speakers]

2
Tsuyoshi Shimoji
Hiroyuki Watanabe

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Presentation
Moderator: Good morning. Thank you for taking the time to participate in today’s presentation.
Welcome to the briefing on our financial results for Q3 of the fiscal year between March and November 2021.
The financial figures were announced last Friday.
Mr. Shimoji, the President, will open the event with his 30-minute presentation on the financial results andCompany’s plan for working with its Mid-term Management Plan, using the presentation material. Then, we
will move on to a question-and-answer session.
First, I would like to bring your attention to the presentation material as Mr. Shimoji describes the summaryof the financial results for Q3.

Shimoji: Good morning, everyone. Let me brief you on TSI Holdings Co., Ltd.’s financial results for Q3 of the
fiscal year ending February 28, 2022. I would appreciate your attention.
Here is today’s agenda. I will discuss these topics today.

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2Let me begin with the impact of COVID-19 on the market and the state of our business during Q3.
Q3 got off to a tough start due to the impact of the fifth wave of COVID-19; however, after late September,
the infection rate temporarily ceased. We reduced the number of either closed or limited-hour stores. By
November, store operation hours returned to 97% of that in normal time. Gradually the business performanceof our physical stores recovered.
I believe we managed to achieve good results for Q3. I will come back to this topic in a moment.
On the other hand, the coronavirus pandemic is rapidly rising again, spreading at a rate of more than 10,000
people a day. To survive this sixth wave of COVID-19, we will continue to maintain a firm grip on the current
extraordinary operation structure.

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Please see our financial results for Q3 of the fiscal year ending February 28, 2022.
These are the non-consolidated financial highlights for Q3. In Q3, net sales were JPY39.16 billion, operating
profit was JPY4.04 billion, and profit was JPY3.57 billion.
Net sales fell short of the last year's results, down JPY1.78 billion, due to the impact of the fifth wave of COVID19 that continued until September, and due to the strategic restraint on discount sales. However, our existing
businesses, excluding the businesses we withdrew in the last fiscal year, achieved a 101.4% performance, andoperating profit improved significantly to JPY1.84 billion, thanks to improved gross profit and reduced SG&A
expenses.

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4Here are the highlights of the cumulative first 3 quarters.
Cumulative net sales for the first 3 quarters were JPY103.91 billion, operating profit was JPY5.18 billion, andcumulative profit for the first 3 quarters was JPY5.46 billion. We gained a significant operating profit,
compared to the same quarter last year, as well as the same quarter 2 years ago.
We maintained our focus on offense-and-defense tactics in our operation with a high alert on the market andeconomic trends; therefore, we were able to achieve higher profits in the first 9 months compared to thesame quarter of the pre-pandemic year.
While keeping a close watch on the spread of the Omicron variant, we will continue to manage our businessand financial investment with both accelerator and brake, to compose a careful business approach.

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Gross profit and SG&A expenses for Q3 are as follows.
Cumulative gross profit for the first 3 quarters improved to JPY57.99 billion Cumulative gross profit rate roseto 55.8%. Inventory has shrunk to 95.1% of the same quarter last year, or 78.8% compared to the same quarter2 years ago. We are improving inventory valuation loss. I believe that restrictions in discount sales
transformed our organization into a lean, higher-value-added business structure. As a result, gross profit
improved by JPY11.2 billion compared to the same quarter of the last fiscal year.
Cumulative SG&A expenses for the fiscal year totaled JPY52.81 billion, SG & A ratio was down to 50.8% from
56.6% in the same quarter of the last fiscal year. Despite the recovery in sales, we continued to withhold thesame reduced standards we employed in the last fiscal year, in the area of expenses such as employee salary
review, bonuses, mortgage and compensations for missing work, workflow reviews of stores andheadquarters employees, change in logistics partners, and improvements in transportation fees.
It translates to JPY2.2 billion in savings compared to the same quarter last year, or JPY13.8 billion comparedto the same quarter 2 years ago, which is a significant improvement. The SG&A ratio improved by 5.8%
compared to the same quarter of the last fiscal year.

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The following is a report on the cumulative operating profit for Q3.
Despite the coronavirus pandemic, we were able to achieve the highest operating profit ever by the end of
Q3 of the fiscal year. I would like to express my gratitude to all those who made this possible.
Please turn your attention to the figure on the right. The profitability in H1 of the current fiscal year, JPY1.13
billion is marked in the far-right corner. It grew in H2 through Q3 to JPY4.05 billion, which totals to JPY5.18
billion. This is the result of a drastic review of our profit structure, which was heavily weighted toward H2. We
focused on improving profitability in H1.
Here is the reason why: Our overall profit structure was transformed by an expansion of business in golf,
street, and athleisure brands, which bring in high profits during the spring and summer seasons.
In addition, we have been investing in-store operations while assessing the high profitability of these golf andstreet businesses. I am pleased to announce that the new store launch was overall a positive experiencedespite the impact of the coronavirus pandemic.
EBITDA was JPY8.12 billion, and the EBITDA ratio was 7.8%, which is a very strong figure, and I would like toreport that the core of our business is improving.

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These are the factors that impacted a cumulative profit for the current fiscal year.
First, cumulative operating profit for Q3 was JPY5.18 billion. Ordinary profit was JPY6.23 billion, including
JPY1.48 billion in dividend income and real estate income, and profit before income taxes was JPY1.56 billion,
including gains on sales of securities and fixed assets.
A loss from a temporary closure during the coronavirus pandemic accounts for negative JPY1.5 billion. The
profit was JPY5.46 billion, and a profit margin was 5.3% for Q3.

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The following report shows a trend in cumulative sales results by channel.
Under the impact of the pandemic, we found ourselves prioritizing profitability over sales volume. Whileearnings are improving, we understand that there is still some room for future growth in the sales volume.
In the department store and non-department store sectors, the speed of recovery was 109% compared to thesame quarter last year, which is somewhat sluggish compared to the same quarter 2 years ago. Restriction on
discount sales on partner e-commerce sites helped to improve profitability; however, e-commerce sales werecaught in a temporary lull at 98% of the same quarter last year.
This stagnation is partially due to some disruptions in the overseas supply chain. I will go deeper on this topic
later, but TACTICS in the U.S. was the driving force of overseas sales, and we were able to maintain strong
results with sales of 123.8% compared to the same quarter 2 years ago, and 125.7% compared to the samequarter last year.
We are not satisfied with the results of the overall sales. Even in this severe pandemic environment, for thesake of our customers who love TSI products, we plan on continuing our efforts to develop new products,
create new services, and deliver fresh surprises to the market.

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9Operating profit and revenue structure by segment for Q3 are reported here.
As I have already mentioned, golf and street fashion continue to perform well in the domestic market.
We have embarked on a drastic structural reform of NANO UNIVERSE and NATURAL BEAUTY BASIC, our 2
main brands that had been struggling so far. The resulting numbers for the unconsolidated Q3 exceeded boththe same quarter last year and that of 2 years ago. We assess that we are on the way to a gradual but steady
improvement.
In addition, womenswear brands are trending favorably, due to the early introduction of the e-commerce
model, which is a part of our shift in the business structure with an elevated focus on OMO. In particular, thebusiness operation of ARPEGE and other brands, and the business operation of brands like PROPORTION BODY
DRESSING and FREE’S MART that is targeting the younger generation, are showing strong comebacks.

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I would like to move on to the e-commerce sales results.
The domestic e-commerce conversion rate was 33.9%, up 10% from 2 years ago. We withdrew some of thebrands from the business, which led to a plateau of sales growth rate with net sales at 98% compared to thesame quarter last year. Regarding the ratio of domestic in-house e-commerce, sales grew to 47%, up 16% overthe past 2 years. Net sales have expanded to 172% for the same quarter 2 years ago, maintaining highprofitability and growth potential.
Overseas e-commerce sales were 108.5% of last year's level.

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I would like to report on the impact of supply chain disruptions on our earnings during September andNovember.
Q3 turned out to be the most confusing quarter for our business. Although the overall impact on our business
was minor, the situation will continue to warrant close monitoring.
TSI’s key production sites are in Asia and Southeast Asia. We faced a combination of problems including plantclosures due to the recurrence of COVID-19 infections, energy shortages, and limited port processing capacity.
All of these led to confusion of our supply chain, delays in delivery, cancellation of manufacturing, for example.
STARJOINUS was among the first to take a hit. This is 1 of the brands that receive production allocation fromour global companies. As shown in the table, the growth rate was 150% or higher in Q1, and 120% or higher
in Q2. In Q3, though, it was 110%, which is still a high growth rate; however, it could have been higher if there
had been no disruption in the supply chain.
The total sales reached 135% compared to the same quarter last year for H1, but then it declined in the latter
half. This proves even a slight confusion in the supply chain could affect our business model.
In the future, we aim to raise the alarm when we have to respond to a similar situation and to reduce
production lead time and production lots as a part of supply chain reform for brands like SPA.
We will also need to consider domestic plant utilization while taking into account the foreign exchange risk
caused by a weak yen. In addition, we aim to implement risk diversification through local currency payment
terms.

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The following is a report on street fashion, which has been performing well in Q3.
HUF JAPAN has been making great strides. With an e-commerce strategy at the core, this brand is continuing
to make a steady growth despite the coronavirus pandemic.
The chart shows that in the non-consolidated Q3, sales from both physical store and e-commerce channels
are strong. Sales in the e-commerce channel were 108% in the fiscal quarter ending February 2020, and havegrown significantly to 274.7% in the fiscal quarter ending February 2022.
The total annual sales of HUF JAPAN were JPY1 billion last year. This year we are targeting JPY2 billion, as wehave such a sound brand and market.

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These are the topics for Q3.
I would like to note the golf fashion category, which is doing well in Q3. In addition to the development of
new products, the entire company is actively engaged in spreading the word about news and events that
excite our client base. I sense that the buzz is creating a flow of customers who have positive feedback about
what we do.
As a result, in the golf fashion category, as shown in the table, sales in Q3 were JPY4.65 billion for the fiscal
year ending February 2020, and JPY7.23 billion for the same quarter 2022, or a 118.9% increase over the last
fiscal year. We believe that we are gaining support from our base.

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In Q3, NANO UNIVERSE came back with sound results. The result of our structural reforms became apparent
in this quarter.
The non-consolidated operating profit ratio for Q3 also increased by 4.2% compared to the last year.
Profitability is rapidly improving, with an operating profit margin of 5.2% compared to the pre-pandemic time.
We have brought in a new creative director and implemented a new workflow system to improve the qualityof all of our products and ultimately strengthen the product power. The actions we took were part of our MD
strategy, which we have been working on for a while. I believe that our efforts are gradually taking effect inimproving our products, even the damaged inventory.
In conjunction with these efforts, we are also strengthening OMO sales channels to acquire new customers.
The positive flow energized our brands. We aim to further strengthen our efforts for the growth of sales.

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I would like to share our OMO strategy for Q3.
We will achieve continuity between online and offline customer experiences. What that means is to devise abusiness model that caters to the unique needs of our customers with some digital advanced companies. The
slide shows an example of NANO UNIVERSE. We incorporated the KARTE platform produced by Plaid
Corporation. Check-in is a system that provides you with a personalized experience in stores that also uses
online behavioral data.
This picture of the right side shows the digital hanger service by Kyocera Corporation, which is an in-store
customer behavior data collection service. It assesses a customer’s degree of interest in our products basedon how the customer interacts and behaves in-store, and converts statistics to data, to be used for productrecommendations. This is our new experiment to bring a readily available service on e-commerce to the instore experience.
The KARTE platform was equipped at our physical stores at Lalaport Yokohama, Lalaport Tokyo Bay, andLazona Kawasaki. The Kyocera's digital hanger services are scheduled to pilot run at Lazona Kawasaki.

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16This example is also from the NANO UNIVERSE business. I would encourage everyone to take a look at anotherone of our experiments through the product line-up, which is our attempt to capture customers’ changing
needs in lifestyle and leisure-time decisions during the pandemic.

This is our strategic brand for Q3, NATURAL BEAUTY BASIC.
We are scheduling a separate press release later today on our collaboration with a brand Wing produced by
Wacoal Holdings Corp. We will be creating a crossover of the 2 companies’ strengths, aiming to expand thecustomer base and enhance product value.
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Wacoal is known for its high functioning products, quality, and development capabilities, all of which havebeen cultivated over the years. We, on the other hand, can offer the power of creative design. We will begin
a collaborative project by working in tandem to create new value and to combine technical strength anddesign capabilities.
Please stay tuned.

Next, I will explain the balance sheet.
In addition to strong business performance, our financial position continues to be sound due to appropriate
inventory control.
Cash and cash equivalents increased by JPY7.5 billion dues to the combination of repayment of loans and theimpact of the sale of real estate. We have been able to reduce inventories by JPY1.1 billion compared to thesame quarter last fiscal year by limiting the addition of new inventories despite the strong sales. We assessthat we maintain an adequate inventory.

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Next, I would like to report on our full-year forecast.
Sales results and future projections.
Sales recovered to a somewhat similar level compared to 2 years ago in this October, partially due to thedecrease in new infection cases of COVID-19; however, the new Omicron variant is arriving in the next wave.
We are not optimistic about the situation.
Thanks to the e-commerce channels that we put in place, we expect to achieve a sales goal of between 82%
and 85% compared to the same quarter 2 years ago. Compared to the last fiscal year, we expect to achieve a
result between 104% and 108%, which is roughly the same as our initial plan.

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We would like to report on our earnings forecast and upward revision. This information has already been
made to the public. I am just sharing the same figures here.
First, the previously announced forecast of net sales was JPY152.4 billion. The current forecast is JPY140.6
billion. The previous forecast for operating profit was JPY1.1 billion, and the current forecast is JPY2.4 billion,
an increase of JPY1.3 billion.
In terms of ordinary profit, the previous forecast was JPY1.6 billion, and the current forecast is JPY3.8 billion,
up JPY2.2 billion. In terms of profit, the previous forecast was JPY1.66 billion, and the current forecast is JPY2.3
billion, up JPY640 million.
The previous forecast for net income per share was JPY18.40. Our current forecast is JPY25.47.
For Q3 of the current fiscal year, as I have noted, operating profit has significantly improved.
However, we do not believe that the current momentum continues. In Q4, we expect some impact from thebusinesses we recently closed, as well as the risk of the re-emergence of COVID-19. I believe everyone is awareof the pandemic risk. We have made an upward revision to our previously announced full-year earnings
forecast, taking into account the results through Q3.

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Last but not least, I would like to report on our initiatives related to the SDGs and the Mid-term Management
Plan.
With regard to the SDGs agenda that TSI Holdings is working on, we have set 3 key areas to the missions wehave set for our management. We will strengthen our activities to disclose the Sustainable Report and toobtain public certification.
Our management mission is to create business value, strengthen our management base, and contribute topeople and society. In addition to our management mission, we have established 3 new key areas to addresssocial issues in the areas of human beings, local communities, and the global environment, while incorporating
our policy of fashion entertainment into our activities.

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Let me introduce TSI Group's recent SDG initiatives.
The first is an ethical design proposal using digital technology. The second is to recycle, re-process, and sell
discarded products. The third project will be a clothing collection & recycling project. Fourth, reduce plastic
and reuse hangers. Fifth, while forming a capital and business alliance with ICheck Inc, we are distributing
antigen KITs to employees and taking measures against the coronavirus pandemic.
We would like to further expand on these various initiatives, so please take a look at the next page.

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22This is our roadmap. Our roadmap presents TSI Holdings' SDGs challenge to become the Happiest Fashion
Company in the World.
We will continue to take on the challenge of achieving the TSI Carbon Neutral Vision 2050 and zero carbon.
Beginning in February, TSI will be a proud member of the Japan Sustainable Fashion Alliance. At the beginningof the next fiscal year, we will announce our Mid-term Management Plan, titled TSI INNOVATION PROGRAM
2025. We will focus on fashion entertainment and the advancement of social issues. We aim to tackle theconcept of offering our creativity and hospitality in an innovative fashion to bring happiness to people andsociety.

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I would like to report on the development of the Mid-term Management Plan TIP25.
We launched TIP24 in the fiscal year ending February 2021 and have been pushing reforms for 2 years. This is
the Rebuild phase on the slide. I have an impression that we have reached some conclusions in the last 2 years.
TIP24 will be updated as TIP25, a new Mid-term Management Plan for 2025, targeting Create and Leap
Forward, to create a new era of TSI.

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24This is about our Mid-term Management Plan and our approach to the SDGs.
We will place the SDGs at the core of our business management. In April we will be announcing reforms that
focus on human resources, organization, and education.
For the specific agenda of the Mid-term Management Plan, number 1 is the significance, and purpose of ourexistence. Number 2, existing business. Number 3, new businesses. Number 4, SDGs. Number 5, corporate
culture. We aim to announce our plan for organizational and human resources-related initiatives. Please lookforward to our announcement.
We will continue our efforts to become the Happiest Fashion Company in the World.
Thank you very much.
[END]______________
Document Notes
1.
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4.

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TollfreePortions of the document where the audio is unclear are marked with [Inaudible].
Portions of the document where the audio is obscured by technical difficulty are marked with [TD].
Speaker speech is classified based on whether it [Q] asks a question to the Company, [A] provides ananswer from the Company, or [M] neither asks nor answers a question.
This document has been translated by SCRIPTS Asia.

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