IR-DAY
Presentation Materials
BPO SBU(Business Process Outsourcing)Day 22024.7.4

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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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Chapter 0

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Purpose of BPO as a new SBU
While the BPO market is undergoing remarkable growth, the competitive environment isintensifying due to advances in technology.
The BPO SBU was established to become a pillar of profit growth for the entire group in suchsituation by bringing together the group's experience and knowledge.

External Factors• Increased BPO needs due to declining
workforce• Changes in the competitive environment due
to advances in technology

Internal Factors• Dispersion of resources within the group• Investment subordination under the former
SBU regime

Purpose of BPO SBU

As a pillar of profit growth for the Group• Accelerating growth through strategy
Integration• Productivity improvement throughbusiness transformation• Active use of technology

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Chapter 1:
Basic Information

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SBU Structure
In the BPO business, where social expectations are rising with the background of the social
issues such as declining workforce and productivity improvement, we will promote high-valueadded services by bringing together the group's experience and expertise.
SBU

Business Units

Business Process Outsourcing (BPO)

Entities
PERSOL TEMPSTAFF, BPO UnitPERSOL PROCESS & TECHNOLOGY
Customer Experience (CX)BPO SBUPERSOL WORKS DESIGNPERSOL WORKSWITCH CONSULTING

Professional
PERSOL MEDIA SWITCH
LacrasOther SaaS and product-based businesses
Bizer
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Management Members
In addition to creating synergies and optimizing the business structure, promoting highvalue-added services through active use of technology.

Kazuyuki Ichimura, BPO SBU Lead

Jun Otomo, Executive Director

After joining PERSOL TEMPSTAFF,
responsible for Financial sector business,
Human Resources Div., and BPO business.

After joining PERSOL CAREER, responsible
for IT Div. at PERSOL TEMPSTAFF. Before
joining BPO SBU, served as Director of
PERSOL INNOVATION and CEO of Sharefull.
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MISSION

Innovating all kinds of work and organizations
to create a society full of "better workplace”

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10

Business Performance
Maintained over 10% sales growth in organic, excluding COVID-19 related.
Reviewing the cost structure and proceeding with business restructuring after COVID in
FY2024, aiming to recover profitability as soon as possible.
Revenue and OP Margin(JPY Million)

140,000
120,000

Revenue

25.0%

117,085

110,795(COVID-19-related)
100,000

26,95680,000OP
Margin90,129+12%.

112,000

+11%.

9,856

0

20.0%

112,000

100,939

15.0%

13.0%

(incl. COVID-19)
60,000

10.0%

OP Margin
40,000(Organic)

6.2%
5.0%

6.0%

Revenue
20,000(Organic)

3.1%

3.3%

0

0.0%

FY22

FY23

FY24(予測)Est.
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BPO SBU Capabilities
Provide comprehensive BPO services with a large number of clients utilizing the Group's
solid client base and a diverse experiences of project operations.
As of May 31, 2024

Number of Clients

Number of Projects in operation

1,900+ companies

3,000+ projects

Number of Employees

Outsourcing Center

24 locations

20,000+ employees(in nationwide)

6,000+ seats
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Chapter 2:
Business Overview

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Target Markets and Our Business Positioning
The market size targeted by the BPO SBU is approx. 7 trillion yen as of FY2023.
Organize the relationship between each market and our three main businesses.
Potential Market

Our Businesses

Existing Markets (JPY 7.1T)
IT BPO*2(JPY2.9T)

Operations
with lowoutsourcing
potential

Operations
with highoutsourcing
potential

BPO Business

SharedServices
Center(SSC)*1

Telemarketing*3(JPY0.5T)(JPY1.1T)

Non-IT BPO*2(JPY1.3T)

Contact Center Solutions*3

CX Business(JPY0.5T)
Business Consulting*4 (JPY0.4T)

Professional Business

Freelance*5 (JPY0.4T)*1: 2024 "Shared Services" Participating Companies Performance Data (Yano Research Institute Ltd.)*2: 2023-2024 BPO Market Facts and Outlook (Yano Research Institute Ltd.)*3: Call Center Market Overview 2023 (Yano Research Institute Ltd.)
legend*4: IDC Domestic Business Consulting Market Forecast 2021-2025*5: Freelance White Paper (Freelance Association of Japan)

Most important target

Key target

Potential target

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Value Created by the Three Businesses
Combination of BPO, CX, and Professional businesses enables us to provide optimal
services for our clients' various issues.

BPO SBU
Operation
Supporting performancemaximization andproductivity improvement
in diverse businessprocesses

CX
Maximizecustomervaluethrough achain ofvalue
providedCommunication
Interfacing with clientsand their customers to
optimize the customer
experience

Service transformation through BPR and technology utilization

Professional

Comprehensive Service Offerings

BPO

ClientPrivate companies

Administrative
Institutions

Support for business BPR and technology utilization

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Service Lineup by Business
A wide range of service lineup to meet a wide range of customer needs.

industry-wide
BPO

⚫
⚫
⚫

Corporate operations such as HR, accounting, etc.
Front office operations such as sales administration
New business start-up, business operation design,
DX support, etc.

Industry-specific⚫

Contact Center

CX

⚫
⚫

Omni-channel(phone, email, chat) service
operations for inbound and outbound customer
Customer support, IT helpdesk, etc.

Sales & Marketing⚫
⚫

Business Consulting

Professional⚫

BPR and DX support for a wide range of operations,
including sales, HR, general affairs, accounting, etc.

Contracting and operational support for various
industry-specific operations, including government,
financial, IT and telecommunications, etc.

Marketing operations from lead acquisition tonurturing
Field Sales, Inside Sales, etc.

Technology Support⚫
⚫

Support for introduction and utilization oftechnologies such as RPA, AI, etc.
Digital talent development support

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Service Example_BPO x CX
Establish a comprehensive support system with BPO and CX, starting from the digitizationof business operations.
Local Government
14 Sections and 96 Operations
PensionHealthcare

Application for reissuance of national healthinsurance card, etc.

Healthcare
CenterSending notification of immunization numbers to
newborns, etc.

Children &YouthAcceptance of applications for new and continuing
enrollment in the school childcare program

PreschoolChild

Approval for implementation of free education andchildcare for infants and toddlers, etc.

Municipality: Administrative Center Organization
Person in charge of local
government office

Assistant Manager

Team

Team

LeaderSub-leader
Operator

LeaderSub-leader
Operator

LeaderSub-leader
Operator

Call Center

Collaboration w/ CX

Commuter passes for high school students fromsingle-parent families, etc.

Elderly
WelfareAcceptance of Dementia Diagnosis Grant
Program Grant Applications

5 Persons10 Robots

Operational Design

PJT Management
Team

13 Leaders
22 Sub-leaders
150 Operators

Miyazaki Outsourcing Center
Sasebo Outsourcing Center
JobShare Center in Naya

Improvement Support

FamilySupportProject Manager

Quality Control

10 Lines
9 Lines
4 LinesPartnering w/ 3 external companies

Key Points of Business Operation■ Collaboration with local governments as aprerequisite for BPR■ Business construction is designed with"digitalization" as the starting point for the process.
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Service Example_BPO x Professional
Comprehensive support from DX support to business process restructuring and operationin BPO and Professional.
SSC of the client

Major Pharmaceutical company
5 departments, 3 operations, 48 operators
ClinicalDevelopment

Clinical trial
17 operatorsDX Div.
supportSales Div.

Clerical work 8 operators

R&D

PJT Management
Div.

3 divisions, 3 industries, 30 people

Clericalwork

7operators

General Affairs

Purchasing

Clericalwork

6operators

Accounting

Travel expenses
17operators
review

General Affairs

Operational
visualization

Reception
Answering phone
10 operators
Attending facility tours-

Organization Chart

Key Points of Business Operation■Through horizontal sharing of know-how on common
or similar tasks
Optimal business process established, enabling shortened startup time
■ Complement and collaborate with industry expertise
across the entire PERSOL Group• Collaborated with Medical and R&D sections of Staffing SBU• Promote DX in collaboration with Professional

13operators

Professional
DX Support

BPO
Sales Department
Clerical operation

Staffing SBU
General Sales
Personnel Selection

Reception operation

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Chapter 3:
Business Environment

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Market Environment
Despite the impact of technology replacing services, moderate expansion is expected
to continue against a backdrop of labor shortages.
Target Market
JPY7.1T

BPO (in the broad sense)
JPY5.8T
IT BPO
JPY2.9T*1

Non-IT BPO
JPY1.3T*1

Telemarketing
JPY1.1T*2

Contact Center Solutions
JPY0.5T*2

Shared Service Center
JPY0.5T*3

Professional Markets

BPO Market• Increased labor savings through technology utilization may put downward pressure
on prices• On the other hand, as labor shortages accelerate, BPO players are expected to
become DX players, and the market is expected to continue to expand.

CX Market• Telemarketing market remains flat, affected by generative AI, while capturing inhouse operations of companies.
• Contact Center solutions and related services are expected to grow moderately.

Shared Service Center (SSC)• FY23 market size is approximately 0.5 trillion yen based on the combined sales of
145 SSC subsidiaries in large corporate groups.
• While the introduction of SSC by large corporate groups is progressing, the scale of
SSC is expected to remain the same as they are being cut off to external parties.

JPY0.8T
Business Consulting
JPY0.4T*4Freelance
JPY0.4T*5

Professional Markets• High growth in recent years against a backdrop of increasing social uncertainty anddifficulty in recruiting high-class talent.
• The market continues to be active with new entrants from other industries, and is
expected to maintain high growth.

*1: 2023-2024 BPO Market Facts and Outlook (Yano Research Institute Ltd.)*2: Call Center Market Overview 2023 (Yano Research Institute Ltd.)*3: 2024 "Shared Services" Participating Companies Performance Data (Yano Research Institute Ltd.)*4: IDC Domestic Business Consulting Market Forecast 2021-2025*5: Freelance White Paper (Freelance Association of Japan)

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Competitive Trends
While players of different origins have expanded in scale while leveraging their strengths,
M&A activity is expected to accelerate in order to acquire human resource capability andtechnology capability to gain a competitive edge.
Competitive Matrix in the BPO Market
Competitive Trends

Intensifying talent acquisition

Technology capability• Increased difficulty in obtaining general operators• Demand for specialized personnel for the digital shift
will rise further, intensifying competition for acquisition• System Integrators• Consulting Player

Active investment in technology

High market share• Comprehensive BPO players• Call center-based players• HR-based players

Human resource capability(quantity x expertise)• Accelerate active investment in technologies such as
generative AI and RPA• Increased use of home-based operators after the
COVID-19

Accelerate M&A and alliances• As technology continues to transform outsourced
operations, M&A and alliance activity are acceleratingin order to gain market share and competitive
advantage.
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Strengths of BPO SBU
Our current strength lies in our ability to attract people and to transform businessprocesses with a diverse and versatile workforce. We will further improve our customer
value by adding the ability to discern and master the use of technology to this strength.

Group’s Strengths

Attract People

Current Strengths

×Strengths to be enhanced

×Developing People

Technology

Process Design

Managing Organization

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Chapter 4:
Med to Long-term
Strategic Policies

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Medium- and Long-term Strategic Policies
Policy to focus on accelerating growth of existing businesses, enhancement of technology,
and strengthening human resources.

Strategic Policies
Accelerate Growth of Existing Businesses

Technology Enhancement

Strengthening of Human Resources

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Accelerate growth of existing businesses
In the BPO and CX businesses, integrate the business know-how of each company toaccelerate cross-selling to existing customers.
Professional business is facing increasing difficulty in acquiring human resources and aims
to expand by strengthening recruitment.

Existing
Businesses

BPO

CX
professional⚫ Integration ofbusiness knowhow⚫ Cross-selling⚫ Focus on
recruiting

Technology⚫ Labor-saving
operation⚫ Use ofgenerative AI

Human
Resources⚫ Upskilling of
fixed-term
employees⚫ Optimal
allocation of
professional
employees

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Technology Enhancement
BPO combines RPA, AI, and other tools to reduce labor in operations.
Accelerate service implementation of generative AI in CX business.

Existing
Businesses

BPO

CX
professional⚫ Integration ofbusiness knowhow⚫ Cross-selling⚫ Focus on
recruiting

Technology⚫ Labor-saving
operation⚫ Use ofgenerative AI

Human
Resources⚫ Upskilling of
fixed-term
employees⚫ Optimal
allocation of
professional
employees

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Strengthening of Human Resources
10,000+ fixed-term employees: Reskill/upskill to raise the level of human resource capability.
6,000+ professional employees: Optimize the allocation of professionals between
businesses to accelerate the effects of increased productivity, improved profitability, etc.

Existing
Businesses

BPO

CX
professional⚫ Integration ofbusiness knowhow⚫ Cross-selling⚫ Focus on
recruiting

Technology⚫ Labor-saving
operation⚫ Use ofgenerative AI

Human
Resources⚫ Upskilling of
fixed-term
employees⚫ Optimal
allocation of
professional
employees

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MISSION

Innovating all kinds of work and organizations
to create a society full of "better workplace”

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28

Appendix

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TOPIX[PERSOL TEMPSTAFF] From May 2024.
Launch of automated tool for issuing “Certificate of Employment”

Background

The “Certificate of Employment” required for approval of daycare centersand school children are in various formats and frequently upgraded byeach municipality, making them difficult to digitize and in many cases
analog, which places a heavy burden on corporate personnel.

SummaryPERSOL TEMPSTAFF started outsourcing services for “Certificate ofIssuance Operations” including issuance of “Certificate of
Employment.” from 2023.
"Certificate of Employment" issuance operation is automated basedon our extensive experience and know-how.
Service to be fully operational from May 2024.

Link

https://www.tempstaff.co.jp/corporate/release/2024/20240508-6759.html

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TOPIX[PERSOL PROCESS & TECHNOLOGY] From June 2024.
Launched “Sales Enablement” Consulting Service

Background

While “sales enablement” is gaining attention in corporate sales activities,
many companies are having trouble establishing a system and knowing
where to start.
In fact, only 15% of all organizations have recognized the effectiveness ofsales enablement, and the rest have not been able to utilize it.

SummaryPERSOL PROCESS & TECHNOLOGY and Umee Technologies havejointly developed “Enablement Cycle” that automatically analyzes sales
negotiation data using AI to install and establish “winning strategies” inbusiness negotiations. It is being offered starting June 2024.
Data-based nurturing cycle contributes to improve sales productivity.

Link

https://www.persol-pt.co.jp/news/2024/06/04/9864/

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TOPIX[PERSOL WORKS DESIGN] From April 2024.
Launched “Truth of Retirement,” an exit survey service visualizes the factors of leaving.

Background

While changing jobs has become a common option amidst the increasing
diversification of work styles, retirees tend to avoid giving their true
reasons for leaving due to the psychological burden.
In many cases, companies are unable to ascertain the true reasons forleaving and losing opportunities for improvement to curb the outflow ofhuman resources.

SummaryPERSOL WORKS DESIGN launches “Truth of Retirement,” an exit surveythat visualizes retirement factors through interviews and survey ofprospective retirees.
Using avatars, interviews with professional psychologists and a survey tovisualize the true feelings of prospective retirees, contributing to theimprovement of corporate turnover rates.

Link

https://www.persol-wd.co.jp/news/20240416-01/

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Disclaimer

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

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