IR-DAY
Presentation Materials
R&D Function Unit
Day1
2024.7.2

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 largescale 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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2

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)⚫ 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

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

Next Mid-termManagement Plan
(FY26-FY28)

2030
A “Career Well-being”
Creation Company

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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3

Overview of
the Function Unit

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Changing the futurewith new methods
in new areas

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5

Changes in the market environment and its overall picture
The advent of "an era when workers seek well-being” and “an era when management evolves through collaborative
creation by people and technologies”.
Based on this outlook, the R&D Function Unit was established as “a unit in charge of exploring and creating businesses”.

Changing the futurewith new methods
in new areas

Source: PERSOL Holdings “Mid-term Management Plan 2026”
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6

Function Unit’s Business Portfolio• The main areas of Function Unit are (i) overcoming the issue of a shortage of human resources (with a focus on support forrecruitment and procurement) and (ii) solving problems with productivity (with a focus on DX).
• We target a wide range of business opportunities and carry out exploration activities by using an internal new businessdevelopment program as well.
• We regularly review the business portfolio to assess business feasibility before taking initiatives such as withdrawal and sale.

GrowthR&D / Exploration

Learning business

Recruitment and retention
support business for SMBs

Matching business

On-demand matchingbusiness for the AP area
Wellbeing businessBusiness development
program

Vertical SaaS business targeting
restaurants, retailers, barber andbeauty salons, and governments

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Expanding Our Business Area as the Group
Experience Less

New methods and areas

R&D-like investment madein light of future outlook by
taking risks, aiming toacquire the core position

Business development
investment for generating
future cash flow (BizDev)

Existing
business

Making investment for
maintaining and increasing
cash flow.

Time it takes before monetizationLong
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8マネジメントチーム

R＆D Function Unit長
長井 利仁

代表取締役社長
後藤 喜悦

代表取締役社長
横井 聡

執行役員
金田 庸介

代表取締役社長
本田 興一

代表取締役社長
大浦 征也
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Management Philosophy• Technology has greatly increased the number of “work” options for some occupations, which are not restricted by time,location or other conditions. However, for many jobs, the options are still very limited due to various constraints such as
time, location and past experience.
• We want to expand the possibilities for everyone to “work” by using technology to create the conditions for anyone to try
different types of “work”, or to create new types of “work” that never existed before.

PERSOL Corporate Philosophy

Sharefull Mission

Providing Opportunity

Expanding Everyone’s“Work”

Individual GrowthSocial Contribution

Creating a New Way of“Working”

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What is “Sharefull” Freelance Gig-type Job App?
• Sharefull is a freelance gig-type job app that enables matching starting in “one-day increments”. A platform that enables
users to work and get paid immediately.
• The service was launched in 2019 and has grown as a forerunner in the field to become one of the leading operators by
number of job listings and users.
• A model under which matching commissions (daily wage x commission rate) from recruiting companies are the main sourceof income. Free of charge for job seekers.
Cumulative
registration
number of offices

Companies can post listings themselveswhenever they need someone

Users can apply in one-day increments
for when they want to work
(no resume or interview required)

6.56 mil

50,000Recruiting
companies

Cumulative total
number of
downloads

Get paid
the day you work

Listings are free(results-based billing)

Look for long-term work
as wellFree conversion to
long-term employment

Labor management andpayroll are completed
in the system

Job seekers(Users)Earn points

Instant and automated digital matching through aproprietary matching engine(determined at the moment an application is submitted)

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Operation on Existing Media for Recruiting Part-time Workers

Recruiting
companies

Creating andposting job listings

Part-time job
recruitment
media

Lacks speed and flexibility of the process up
to recruitment

Application

SearchJob seekers(Users)Hard to find jobs
It is hard to find jobs which allow them to startworking immediately because many jobs involve
long-term and fixed shifts.

Human resources cannot be recruited when they areneeded because it takes time and effort to post thejob listing and interview candidates (including
adjustment of schedule).

Interview
Takes time to start working
Cost can be relatively highBecause fees are charged for posting, there is a riskthat the cost will be wasted if no worker is recruited.

Recruitment

Recruitment mismatches occur
A mismatch may be revealed after time-consuming,
costly recruitment because long-term employment isassumed.

It takes time and effort to create a resume, apply fora job, attend interview, and become employed.
(And it is not known whether the application will be
successful or not.)Lacks flexibility of work styles
Working

Compensation
payment

Flexible work style may be difficult because there aremany long-term, fixed shifts.

Takes time to get paid
Payments are made on a monthly basis, in principle,
which means it takes time before a user can receive
payment.

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Freelance Gig-type Jobs Enable Flexible Operations That Meet Needs

Recruiting
companies

Creating andposting job listings

Application

Quick, flexible process up to recruitment

Companies can post job listings on their own 24hours a day, 365 days a year, with no interview andwith matching taking place on the same day at theearliest. They can recruit as many workers as theywant whenever they are needed. They can respondflexibly to unexpected vacancies and in peak periods.

Job seekers(Users)

It is easy to find jobs that suit theirschedules

Abundant one-off/short-time jobs are available,
permitting users to find jobs that suit theirschedules.

Interview
Users can work right away

Optimal cost management

Cost will not be wasted because billing is resultsbased, in which a cost is generated only whenemployment takes place.
Recruitment operations are streamlined, without thetrouble of interviewing candidates and screening
application materials.

SearchRecruitment

They can start work as early as the same day, withno need for a resume or interview. This means they
can work when there is unexpected spare time andin the event of unexpected spending.

Flexible work styles
Preventing recruitment mismatches

Conversion to long-term employment can be madethrough consideration made based on how they workin freelance gig-type jobs, which makes it possible toprevent mismatches.

Compensation payment on behalf of
employers

Sharefull consistently handles attendance, payroll,and compensation payment

Working

Compensation
payment

Many one-off/short-time jobs are available,
permitting users to work whenever they want and tobalance work and private life or other jobs.
If they like the job after working there, they canrepeat the job or work for a long period of time.

Immediate payment of compensation

Get paid on the same day you work and meet urgent
expenses.

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Feedback from Customers⚫ Unexpected flood of applications in an area that normally does not receive any applications.
The most shocking thing was that we received more applications than we expected in an area where we had never received any
applicants for part-time jobs in the first place. Also, even though we were hiring a driver, we did not want to remove the requirement of aperson with hospitality, but we found that we could hire very good people even for a one-time job. we felt that this service had great potential,
and decided to use it to recruit for other positions as well.

⚫ New media that provide opportunities to meet human resources and develop the relationship into
employment.

With job-placement agencies and temporary staffing companies, there were cases where a posting fee or commission was costly and cases ofmismatch, for instance when an applicant did not turn up for the interview or where a worker soon left their job. In such circumstances, we
felt that Sharefull is effective because posting is free, we can find people who work only when they are needed, and we can
employ them as regular workers. This is why we are using it. We use freelance gig-type jobs as new media that provide opportunities
to meet human resources and develop the relationship into employment, thus tackling the shortage of human resources in therestaurant industry.

⚫ We solved the shortage of human resources, and that’s not all! It leads to a reduction in recruitment cost,and freelance gig-type jobs have become a method of long-term employment.

With conventional job recruitment media, posting of job listings itself generates cost. Accordingly, cost-effectiveness was poor at branches that
could not attract applications and recruit human resources. Since we began to post job listings at Sharefull, we have been receiving many
applications. Because no additional cost is generated even if we recruit long-term part-time workers, the cost of recruitment has
been reduced compared with conventional job recruitment media. So we are satisfied!

⚫ Man-hours for recruitment could be reduced! It enables speedy recruitment activities!

In recruitment activities with conventional job recruitment media, the process of creating job listings, soliciting applicants, interviewing them,and actually employing them takes about one month in total. With Sharefull, however, we can post a job listing on the day when we wantto hire someone. In addition, we can offer employment to people who have actually worked for us and whom we want to work
for a long term. We can therefore reduce time spent on the overall recruitment.

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Market Size
• The market for freelance gig-type jobs is expanding rapidly due to (i) aggravation of the labor shortage,(ii) diversification of work styles, (iii) rising cost of living, and (iv) increased visibility of freelance gig-type jobs.
• It is expected that this trend will remain unchanged and the market will be expanded significantly.
Background to the expansion of the market
of freelance gig-type jobs

Market size of freelance gig-type jobs
approx.

100 bn yen(i) Aggravation of labor shortage
Since the end of the COVID-19 pandemic, the labor shortage has
been growing serious in a number of industries, and it has beendifficult to secure staff with long-term employment alone.

(ii) Diversification of work styles
The moves to recommend side jobs has led to an increase in thenumber of people who desire to have freelance gig-type jobs as
their side jobs. Thus, freelance gig-type jobs have also spread tocompany employees.

(iii) Rising cost of living
approx.

Reflecting the rising cost of living attributed to the price surge,
there have also been people who need to supplement their income
with freelance gig-type jobs.

20 bn yen(iv) Increased visibility of freelance gig-type jobs
No need for resume and interview, freedom to work any shift you want,
and immediate payment of compensation have been recognized as
benefits of freelance gig-type jobs. They have also been known widely
as a new way of meeting companies.

FY2021

FY2022

FY2023
FY2024FY2025
FY2026FY2027(Forecast) (Projection) (Projection) (Projection) (Projection)
Source: Estimated by us based on third-party market research
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Job Seekers (Users)• Cumulative downloads exceeded 6.56 million as of May 2024. The rate of increase is accelerated year by year. We aim
to increase the number to more than ten million as soon as possible.
• Young people aged 29 or younger constitute the majority. Users include not only students but also many company
employees, who use it to get side jobs or change their jobs after experiencing freelance gig-type jobs.

Cumulative Downloads

User Attributes
10 million

Generation

50s and
above
14.2%

6.56 million
Increase of
250,000/month

Increase of
100,000/month
Increase of
30,000/month

Increase of
60,000/monthOccupation

40s
14.3%

30s
18.2%

Others23.0%

20s andyounger
53.2%

Company
employees
26.6%

Full-time
homemakers
8.0%Part-time
workers
16.8%

Students
25.6%

20/3 20/6 20/920/1221/3 21/6 21/921/1222/3 22/6 22/922/1223/3 23/6 23/923/1224/3 24/5

*As of May 2024
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Growth Strategy• Increasing both job listings and users by increasing stickiness with the provision of multitiered services, including shift
management service and reward points, and overall support from the PERSOL Group (including cooperation in sales
activities, transfer of staff, and financing), thus increasing the number of matches dramatically.
Overwhelming capability
to attract users

Strengthening the sales system

3 • Nationwide coordination with

Increased variety of job listings
leads to an increase in repeat users.

PERSOL Group companies• Acceleration of mid-career hiring,
expansion of sites, transfer fromPERSOL Group

Increase injob listings• Large-scale investment for
attracting users• Measures to increase visibility,
such as TV commercials (July - )Improving the quality of matches
further by accumulating data

Increase in
MAU*

Recruiting
Companies

2• Coordination with Sync Up shift
management service• Coupons (helping send customers
to shops/restaurants and having
them visit shops/restaurants
before working there)

Acquiring client companies
by offering multitiered valueUsers

4 • Using data to access services

other than the one for freelance
gig-type jobs
(e.g.: Sharefull Agent)

An increase in applications leads
to an increase in the rate ofmatching of posted job listings.

*MAU: Monthly Active Users (number of users who used the Sharefull app in a month)1
Use of the app for Sharefull
members, a reward point service

A device for attracting visitors
regardless of presence orabsence of job listings
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Differentiating Factor (Multitiered Value)
1 Sharefull members• This is a reward point service in the Sharefull app. The more you use Sharefull, the more points you earn, and saved
points can be exchanged for electronic money.

• You can get points based on the number of steps you walked that day, your work performance at Sharefull, the daily
scratch-off lottery, and your responses to surveys.
• MAU is maintained by leading users to access the Sharefull app even when there is no job they want to apply for or when
they cannot work.

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Differentiating Factor (Multitiered Value)
2 Sync Up• It is a SaaS-type shift management service that makes it possible to collectinformation about desired shifts from part-time staffs, create work shifts, andcoordinate mutual help among multiple shops/restaurants in the case of staff
shortage.
• We have launched functional coordination that enables us to offer freelance
gig-type jobs automatically where mutual help does not fill in all vacancies.
• This permits companies, shops, and restaurants, both internal and external,
to secure human resources efficiently.
Shift management systems
that support “increased
productivity” in shops.

[Press Release] "TOHO CINEMAS" and "Sync Up," a SaaS-type
shift management service, begin business alliance.

Automatic functional linkage between shift management and freelance
gig-type jobs started at “TOHO CINEMAS”.

Shift management systemlinked to freelance gig-type jobs.

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Differentiating Factor (Group Coordination)
3 Coordination within PERSOL Group• We plan to expand the sales system through coordination with PERSOL Group companies in addition to the acceleration of mid-career
hiring and operation at sites by Sharefull alone.
• As the first initiative, we will strengthen coordination with five companies* of the Staffing SBU with a focus on PERSOL TEMPSTAFF.
* PERSOL TEMPSTAFF, PERSOL MARKETING (in the areas of sales and customer services), PERSOL TEMPSTAFF KAMEI (Tohokuarea), Tempstaff Forum (Niigata, Hokuriku, Shikoku, Sanin, and Okinawa areas), and PERSOL EXCEL HR PARTNERS (Kansai area)
Nationwide coordinationin salesSales coordination• Sales coordination at sites of PERSOL TEMPSTAFF and others in 44 prefectures• It will make it possible to provide companies struggling with shortages of workers
with meticulous Sharefull services, including nationwide services and services for
locally-based companies.

- Operating on site

(Sapporo, Nagoya, Osaka, Fukuoka)- Operating on site incoordination with Staffing
SBU in 44 prefectures• Through this collaboration, we aim to increase the number of Shareful's business
partners by 3,000 by the end of 2026.

Coordination for sending users• Sharefull will send young users as its strength to TEMPSTAFF, etc. that havechallenges in attracting young people.
• This will result in an increase in office work job listings and enable users to work
as temporary employees if they want.
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20

Differentiating Factor (Data Utilization)
4 Sharefull Agent• More than half of Sharefull users are looking for long-term employment offers. This service was launched to cater to those needs.
• Sharefull Agent supports users who have worked using Sharefull and been evaluated highly and who desire long-term employment,
recommending them to client companies by using their work log.
• As a service that can only be provided by us, who have abundant work logs accumulated since 2019, it will expand career options of users.

Are you looking for long-term
employment offers?
Yes, I am at present.

No, I am not.

If there is any good one.

Questionnaire on the Sharefull app (n=61,213 conducted during Jul. to Oct. 2023)

Comments of people who found employment
via Sharefull Agent.
I had long wanted to be a regular employee, but time
just passed while I had no idea what to do.
I am happy because I could strive to be a regular
employee while being supported.
I didn’t expect to be hired so soon. (The hiring decision wasmade two weeks after she started career-change activities.)
I could not pass the applicant screening when I applied forjobs on my own. However, the probability of passing theapplicant screening increased because Sharefull
recommended me with a high valuation. I am glad I
found a job thanks to working in a lot of Sharefull.

When I was interviewed before, I said “I was doing one-offjobs” during the gap in my employment, but I feel I could
not make myself properly understood.
Thanks to Sharefull, who told them my activities during theperiod, I could prove that there was no period during
which I did not work at all.
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21

Differentiating Factor (Data Utilization)
4 Sharefull Agent

Annualincomerange

Population(ratio)Over
7 million yen

8 million
people(16%)

Over
4 million yen

17 million
people(33%)[Features]• Traditionally, recruitment is mainly done
through job media.
• Labor-intensive work regardless ofage/experience[Company Needs]• The effectiveness of recruitment media has
been declining year by year, and companies
are struggling to recruit new employees.
• Labor-intensive work, therefore, mass hiringand low standards for hiring.
(≒Large companies with a well-developed
training system)

and more...

Less than
4 million yen

26 million
people(52%)

Sharefull Agent

•
•
•
•

[Personas of job seekers]
Have never used a recruiter before.
Cannot write a resume or curriculum vitae.
Want to be a professional in the industry, buthave no experience in the industry.
Want to be stable (want to become a fulltime employee)* The National Tax Agency“Statistical Survey of Private Sector Salaries, 2022”

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22Market Potential
We will have our services used in more types of business by client companies and expand our product lineup,thus entering the area of part-time jobs in addition to one-time gigs, aiming for further expansion.
Market for job listings forregular, temporary, andcontract employment

approx. 200 billion yen(FY2023 forecast)Market of part-time
job listings

Approx. 100 billion yen(FY2027 projection)

Market of freelance
gig-type jobs

Approx.
20 billion yen(FY2023 forecast)
Source: Estimated by us based on third-party market research

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23

As the Entrance to Services of PERSOL Group
Sharefull enables to reach groups of people who were not covered by existing businesses. It connects points ofcontact with users to various services from PERSOL Group and provides users with career options other thanfreelance gig-type jobs.
Long-term, full-time
employees
Introducing client companies tousers who seek long-term
employment/want to be regular
employees

Full-time graduate
employees
Having job-hunting support
services used by student users of
Sharefull

Clerical andadministrative staffing

Contracting

Having them work in the workplaces of TEMPSTAFF or contracting
business and acquire skills before working as temporary employees

Sharefull Agent

Track record of
employment

Capability to
attract users(6.56 million downloads)

Young people(More than half of them
are aged 29 or younger)

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24

Management Team
Satoshi Yokoi

Masato Nakamura

Representative Director, President and CEO
After a period as executive officer in charge ofdevelopment and CTO at Lancers, Inc., he took part in
the founding of Sharefull, Inc. He then served as Vice
President and COO at Sharefull, Inc. and later became
Representative Director, President and CEO of thecompany in April 2023.
Since the foundation of Sharefull, Inc., he has been
driving the building of development systems, producttechnology strategies, and DX of the overall company,
including the use of generative AI.

Executive Officer
In 2005, he joined Intelligence (now Persol Career Co.,
Ltd.), where he was responsible for the salesorganization of "an" (part-time job recruiting domain)and "doda" (mid-career recruiting domain) in the Tokyo
metropolitan area as the head of sales for the job
advertising media business. In 2015, he took charge ofall divisions including sales, planning, production, andagency as a branch manager of Kyusyu, Chugoku,
Shikoku and Okinawa.
In October 2019, he was appointed General Manager of
Shareful, Inc. He has been serving as a Executive
Officer at Sharefull, Inc. since April 2023.

Naohito Oshiro

Ryo Katayama

Director, Vice President and Executive Officer

Corporate Strategy Division President's Office
Joined Recruit Co., Ltd. in 2015, where he was in chargeof the investment management department andexecuted M&A after working for securities firms andother companies. He then worked at Recruit Co., Ltd.
and Recruit MUFG Business Co., Ltd. where he wasinvolved in the planning and business management of
the settlement and financial business.
After joining the corporate strategy division of PERSOL
Holdings Co., Ltd. in February 2023, he assumed his
current position in April 2024.

Joined Intelligence, Ltd. (current Persol Career Co., Ltd.)in 2002.
He engaged in sales and planning in the area of engineer
temporary staffing. When he was engaged in planning, heworked as PM for the company’s mission-critical system
and later developed his career at the sales department
and as the manager of business supervision department.
He has been serving as an Executive Officer and General
Manager at PERSOL CROSS TECHNOLOGY CO., LTD. since
January 2023.
He has been serving as a Director, Vice President andExecutive Officer at Sharefull, Inc. since April 2023.

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25K:関係者限Copyright © PERSOL HOLDINGS Co., Ltd. All Rights Reserved.

26

Finding the "can" and creating the "try"I want all people and organizations to be aware of the "can".
Once you realize the "can," you will want to "try”.
When "want to try" is born, "what I want to do" and "what I should do" will be
born.
Therefore, we "discover" the "potential (can)" that lies dormant in people andorganizations.

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27

Service Overview• A tool for creating active participation that can be used throughout the process from recruitment to development• One-stop services, including human resource matching and the development of recruited human resources, which areprovided mainly to small and medium-sized enterprises using AI and big data
• It reduces mismatches in recruitment, helping customers improve their recruitment capability and supporting the active
participation of recruited employees
It can be used throughout the process from recruitment todevelopment. This is why you won’t make a loss.
Market value assessment

MIIDAS utilization map

Beforerecruitment

Improving employee engagement

Recruitment(ii) Solicitation of
applicantsWorld’s first* diagnosis
game
Diagnosis of factors for
active participation

Aggressive type of direct
approach
Automatic scouting
Job seeker search function
Display of the possibility ofactive participation and that offulfillment of requirements
Job listing publication function(Also accepts applications fromusers other than those who
were scouted.)(iv) Human resource
development andretention(iii) Interview

MIIDASU Questions(Structured interview)

Trial Application

Joining the company(i) Hiring
requirements

Finding yourtrue market
value.

Even stressors and aptitude for hierarchical relationship can be found!
Competency diagnosis and Bias Diagnosis Game(v) Enhancement ofcorporate value

Organization survey
Job satisfaction survey

Service of helping customers becertified under the Certified
KENKO Investment for Health
Outstanding Organizations
Recognition Program

More than 200 courses!
Learning for Active Participationfrom MIIDAS

Grant-in-aid and subsidy
search service

Competency diagnosis

Finding yourcompetencies.

* As a free smartphone application diagnosis service
that enables the hiring, allocation, and developmentof human resources using the Bias Diagnosis Game
(test for measuring cognitive biases) andcompetency diagnosis (Trending Future ResearchInstitute, Inc., May 2023)

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28

Issues Related to Recruitment Faced by Companies and Individuals
Providing a service of showing the possibility of active participation based on data, for highly transparent recruitment andsupport for it
Individuals

Corporations
Labor shortage/mismatch• Difficulty of recruiting human resources
associated with a decline in the workingage population• There are many cases where humanresources recruited do not match thecompany and quickly leave the company,
resulting in the cost of recruitment being
wasted.

Direct recruiting function
×Prevention of mismatches withdiagnosis of possibility of active
participation

Improving recruitment
capabilities and visibility

Appropriate evaluationand matching• Have no idea how to recruit good humanresources.

• They are not evaluated appropriately
due to unified criteria, such as
educational background and the numberof times they changed their career.

• The visibility of the company is notincreased due to a lack of knowledge
about PR methods and insufficient
opportunities.

Expertise in recruitment (structured
interview and support for design ofquestions)
Workers First Award
Helping customers be certified under
the Certified KENKO Investment for
Health Outstanding Organizations
Recognition Program• They don’t know if a company matches
them or not until they join it.

They can discover companies
where they are highly likely toparticipate actively.

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29

Business Model• Ongoing billing model that provides multiple services to improve employee engagement while developing clientswith recruiting services
Sending scout
e-mailRegistration

Enabling recruitment with alow possibility of mismatch
based on a uniqueassessment technology

Recruitment
support

Users

Corporations
Support for
employee successPossibility
diagnosis andjob listings

Approaching people who havea potential desire to change
their career as well, with freepossibility diagnosis

Payment

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30

Features/Strengths1Uniqueassessment
technology• Instead of conventional assessment based on open-ended interviews
and the number of years of work experience, we use a unique
technology for diagnosing the possibility of active participation, freeingclient companies and individuals from bias and realizing highly precise
matching between companies and users (reducing mismatches)

2

Productive
non face-to-facesales force•

Establish a highly productive sales system for small and medium
enterprises (SMEs) across the country by building a stylized operation
model and onboarding mechanism.

3

PR capability• With Workers First Award, we increase the visibility of MIIDAS and also
help promote the appeal of client companies and enhance their presence,thus increasing the possibility of successful recruitment.

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1

Reducing Mismatches in Recruitment Using Unique Measurement
Technologies• Assessment with conventional recruitment interviews and number of years of work experience are barely correlated withthe performance demonstrated by recruited staff members, which makes mismatches likely to occur.
• MIIDAS provides individual users with competency diagnosis. For companies, MIIDAS analyzes the abilities and behaviorsof high performers at each company and identifies their characteristics, thus contributing to ensuring culture fit andpreventing mismatches. It also helps verbalize and unify selection criteria.

Mismatches are likely to occur withconventional recruitment interviews.

[Correlation between recruitment methods andperformance demonstrated by recruited staff members]

Providing a diagnosis of the possibility of active participation

Corporations

Individuals

Perfect forecast

Job knowledge
test
Structured
interview

Recruitment methods
and criteria offeredby MIIDAS

Fitting Human
Resource Analysis(Diagnosis offactors for active
participation)

Competencies
Number of years of work
experience

General recruitment
methods and criteria

Open-ended interview

Qualities needed for management

Educational background(number of years ofeducation)

Determining the characteristics of human resources withhigh management capabilities

Personality traits

Age

Analyzing elements of capability that are appropriate for
executing duties

Aptitude for hierarchical relationship

Competency diagnosis

that shows your strengths and jobs which fit you

Diagnosing the compatibility by type, either as a superior
or as a subordinate

Stressors
Predicting activities, conditions, and circumstances which
will be felt to be stressful

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1

Provision of a Unique Bias Diagnosis Game (a World-First)

Key points

Cognitive bias eases
decision-making or affects
the quality of decisionmaking.

⚫ Cognitive bias is generated due to other people’s
words and actions, evaluations, and the emotion thatstems from them, among other things, negatively
impacting the quality of decision-making.

A good example of a case where
decision-making became easy
There are so many types of shampoothat I wonder what to do. I will buy
this because this brand is my usual
choice and so is reliable.

Examples of cognitive bias that can be analyzed
Framing effect
Whether a judgment is unlikely to differ according to themeans of expression

Risk tolerance* Bias toward maintaining the status quo

An example of a case where
decision-making was distorted

Maintaining the status quo

Cooperative behavior

Because everyone else agreed in
the meeting, I could not state my
opinion and so agreed.

Whether you are reluctant to accept something you don’tknow or you have never experienced due to your desire to
maintain the status quo

Sunk cost effectRisk tolerance
Inhibitory control

Key points

Improve productivity byknowing the strength of yourcognitive bias and controlling it.

⚫ Visualize the strength of your cognitive biases by using the Bias
Diagnosis Game from MIIDAS.
⚫ Have an objective understanding of your own cognitive biases,
and you can quickly become aware of your cognitive distortions
when making an important decision. This will improve thequality of decision-making and lead to achievements in work.

Policy on profit taken when you behave in a
group

Overall attention⚫ Cognitive bias could interfere with important decisions.

Framing effectTolerance to risk taking

Continuing to invest even if you have found that you won’t
be able to recover the resources that you have invested

Present orientation

Making a decision from a higher perspective when you
select the necessary pieces of information from a large
volume of information

Focused attention

Whether you attach more value to immediate profit
than future profit

Making a decision by adhering to detailed information
rather than the total picture when selecting necessary
pieces of information from a large amount of information

Inhibitory control

Negative emotions

Whether you can control your impulses and keep yourconcentration

Manner of prediction

Whether you try to judge the regularity even in an
uncertain situation with poor visibility

Likelihood to have negative emotions against
thingsAnalysis can be made about 22 items in
total including the above.

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Increasing Visibility with Workers First Award

3■ Supported by: 1,224 companies■ Co-sponsor: Asahi Shimbun■ Supporter: Ministry of Economy, Tradeand Industry
Use of the Award••

Under the award program, we select companies which arehighly evaluated as a result of engagement survey fromamong 1,224 companies and interview them.
We grant the award in recognition of effective initiatives toenhance engagement, which are revealed through theinterviews, and deliver information about them, thus
helping enhance engagement in Japan.

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Traction Gained So Far• The number of target client companies assumed by MIIDAS is approx. 700,000.
• More than half (of targets) in the market have already been acquired as accounts (including users of free services).

Numbers of small andmedium enterprises(excluding sole proprietors)

Approx.
1.7 million
companies

Target*1

700,000
companies

Number of our
accounts

430,000
companies*1 Number of companies which recruit staff members by using Hello Work in a year

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Competitive Environment• While recruitment is a common issue to a wide range of small and medium enterprises, both human resource
services and SaaS are based on products and marketing strategies that are intended for large enterprises, reflecting
an economic perspective, and the number of companies which has entered this business is small.
• We have gained a unique position by differentiating the quality with the diagnosis of possibility of active participation
and by providing one-stop services including ones other than recruitment-related services.
Competition is fierce, with entry of many
companies.
Large
enterprises

Amount ofbudget:Large
Mediumenterprises

High

1
Acquisition of new
customers withhigh productivity

Knowledge:

Much

2
Amount ofbudget:Small

Very small, small,and mediumsized enterprises

Recognition:

Differentiating factors

Recognition:

Low

Diagnosis ofpossibility of active
participation

Knowledge:

A Little

While these enterprises feel that recruitment is
an issue, the number of companies which haveentered the business is small.
In addition, many companies withdraw from thisbusiness because it does not pay.

3

One stop services
ranging fromrecruitment toorganizational diagnosis

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Support for Active Participation of Recruited Staff Members• Learning for Active Participation provided in the first leg of Step 2 (distribution of training videos): Training videos formore than 1,100 courses on 250 themes are available.
Job class-specific training
Prospective
employees

New employees

3rd year

Logical thinking

Streamlining andproblem solution

Manager training

Managers

Management

Staff in charge ofhuman resource
development

By job type

Generalknowledge

Administration,
supervision, andmanagement

Personnel and labor
management

Finance

Guidance anddevelopment

Sales

Legal affairs

Coaching

Information security

Vision and innovation

Development of female
employees

Marketing

DX and information
literacy

7 Habits of Leadership

Telephoneappointment

Neko-shisho
Logical thinking

Business documents

Business

Individual skills

Series of new employee training programs

1st year
Follow-up

Purpose-specific training

Communication
MarketingHarassment

Autonomy and ability to
get things done

Team management

Self-understanding

Leadership and teamwork

Communication

Numerical course

Compliance andharassment

Nursing care

Diversity

Acceptance of technicalinterns

Competencies
Bias

Individual traits

7 Habits of Leadership

Understanding personalities

Stressors

Hierarchical relationship (superiors)

Understanding
personalities

Understanding
personalities
Hierarchical relationship(subordinates)

Hierarchical relationship (subordinates)

Hierarchical relationship(superiors)

What is bias?
(Learning about it withreference to framing
effect)Training on biases for improving the quality of decision-making(Bias toward maintaining the status quo, sunk cost effect, etc.)* Among the training courses on individual traits for prospective employees to employees in their third year, select one or two
courses in descending order and one or two in ascending order, respectively, according to your score in the examination.
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Users’ Feedback

Corporations

We can check the results of competency diagnosis and bias diagnosis in advance. We also felt thatthe function, with which we diagnose existing staff members internally and search
matching human resources based on the results of diagnosis of outstanding staff
members, is excellent. The competency diagnosis deepened mutual understanding
internally and our staff members have begun to communicate with each other more closely than
before. In other words, they have begun to express their emotions. As a result, enthusiasm has
begun to be felt in discussions.

Individuals

I was scouted by companies which match my competency although I did not assume job
types, industries, and regions. That was very good. I felt that my career possibilities have been
expanded. I later met with people from Ama Town. I found it very appealing, so I decided tomove to the town in April.

Corporations

Training videos in a broad array of fields intended for a wide range of targets, including
security training, etiquette training, and coaching, are available. We do not need to prepare
videos on our own, which is convenient. In addition, we find the training videos very usefulfor our new employee training. Since training videos in a broad array of fields, from basics toapplied training, are available, this permits us to provide training appropriate for each staff
member without having to create or purchase new videos. Thus, MIIDAS is of great use in not
only recruitment but also in training human resources.

STEP1
Recruitment

STEP2
Varioussupport

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38

Awards• In 2019, we won the highest award in the “category of recruitment and employment of professional human resources”
in the Nihon-no Jinjibu HR Award 2019 (personnel department of Japan HR award). We then received the award forexcellence in the “personnel system service category” of HR Technology Awards 2023.
• In 2024, we won the Leader, the highest award, in the ITreview Grid Award 2024 Spring. We won the highest award in
three categories for the fifth consecutive term.

A tool for creating active participation that can be usedthroughout the process from recruitment to development,
featuring use of the world’s first* Diagnosis Game
Number of member users

Approx. 1.2 million or more (as of May 2024)

Number of corporate users

Approx. 430,000 companies (as of May 31, 2023)

What can be done under
the fixed-rate system⚫ Functions linked to active participation, from recruitment to development, are available
at a fixed rate.
⚫ No additional fee is charged irrespective of the number of persons employed and types
of job.
⚫ The number of scout emails is also unlimited.

Many awards granted*1 BOXIL SaaS: Good Service award was granted in recognition of “No. 1 in reasonableness of fees” in the Talent Management System category of the BOXIL SaaS AWARD Spring 2024, which was hosted by SMARTCAMP Co.,
Ltd. Good Service award was granted in recognition of “No. 1 in reasonableness of fees” and “No. 1 in the ease of initial settings” in the Talent Management System category of the BOXIL SaaS AWARD Winter2023 hosted by SMARTCAMP Co., Ltd.
*2 IRreview:

In ITreview Grid Award, MIIDAS won Leader in Direct Recruiting, Organization Survey, Tool for Preventing Turnover, Aptitude Test, Talent Management, Online Training, and e-Learning System (LMS) categories.

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39

Management Team

Kietsu Goto, President
After working for the former Nikko Cordial
Securities (currently SMBC Nikko
Securities), he joined the former
Intelligence (currently PERSOL CAREER).
As a founding member of doda careerchange media, he served as a salesperson
in charge of job listings. He experienced awide range of human resource services asa salesperson in charge of doda
placement and as a salesperson in chargeof temporary staffing, among other roles.
In 2016, he developed MIIDAS as a new
business and founded MIIDAS Co., Ltd.

Michio Ochi, CMO

Takuma Ishida, CPO

Having experienced marketing and brandmanagement in the cosmetics industry forabout 20 years, he was given responsibilityof overall management of marketing as theGeneral Manager of the Consumer
Marketing Division at Lenovo Japan. He
joined MIIDAS in 2021 and won various
awards, including at ADFEST and Shots
Awards. He serves in a wide range of roles,
having served as a lecturer at Shiga
University and taught in courses forcompanies.

He founded a consulting firm after working
for Skylight Consulting Inc., ZOZO, Inc.,and other firms. He provided support forcompanies listed on the Prime Market indriving EC and DX. He also proposedbusiness strategies to small and mediumsized enterprises, including those listed on
the Growth Market, and helped them
implement the strategies. In 2022, he wasappointed Chief Product Officer at MIIDAS.
He has been supervising the developmentof functions in the area of recruitment.
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40

Disclaimer

The statements concerning PERSOL HOLDINGS’s future business performances inthis material such as earnings forecasts are based on information available as ofJuly 2, 2024 and certain assumptions deemed to be reasonable by PERSOLHOLDINGS, and do not mean that PERSOL HOLDINGS promises to achieve thesefigures. Actual results may differ materially from the statements due to a variety
of factors.
The figures and indicators included in this material have been released to facilitate
an appropriate understanding for business results and financial status of PERSOLGroup. Kindly note that not all the figures and indicators have been subjected toaudit and review by external auditors.

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