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Second Quarter of FY March 2026 Financial Highlights Sunwels aims to address societal challenges centered around healthcare and caregiving, including the establishment of specialized facilities like the ‘PD House’ for Parkinson’s disease, working towards the realization of a sustainable society. Nov 14, 2025
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Ⅰ. Ⅱ. Ⅲ. Overview of Financial Results for Second Quarter of FY March 2026 Outlook for the Full Year of FY March 2026 Business Profile
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■ Opened 6PD House facilities as planned, totaling 52 facilities in operation (see p. 6) ・Opened in July: PD House Hamamatsu Wagou (54 beds) ・Opened in August: PD House Shakujii-Koen (83 beds), PD House Inage (54 beds), PD House Higashi-Urawa (62 beds) ・Opened in September: PD House Kiyota (54beds), PD House Chuorinkan (66 beds) ■ Landed at 86% occupancy rate for existing facilities and 29% occupancy rate for new facilities (see p. 7) ・ Occupancy rates at existing facilities have stopped declining, but overall customer acquisition has slowed due to the rebound effect from the period of restricted business activities. ・An unexpected increase in resignations during the bonus payment month (June 2025) led to staffing shortages at some facilities, causing occupancy rates to stagnate at certain existing facilities. ■ The number of hires landed at 637 (see p. 9) ・For employees who unexpectedly left during the bonus payment month (June 2025), hiring has largely been completed. The cumulative number of hires for the second quarter is 637, with 87 hires coming through referrals. ■ Continue to strengthen human resource development (see p. 14) ・Added “legal training” and “ethics training” for all employees, including management, and continued to provide compliance education. ・Number of PD License Level 3 graduates: 1,882 (end of September 2024) ⇒ 2,506 (end of September 2025) Overview of Financial Results Financial Summary (2Q) 2
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FY 2026/3* 2Q forecast (vs. sales) FY 2026/3 2Q results (vs. sales) Difference Achievement Rate Sales 7,498 （100.0%) 6,802 (100.0%) △695 90.7％ EBITDA 243 （3.2％) △15 (－) △258 ー Operating Income △269 （－) △485 (－) △216 ー Ordinary Income △574 （－) △753 (－) △178 ー Quarterly net income △577 （－) △791 (－) △214 ー （Unit: million yen） Overview of Financial Results Comparison of forecasts and actual results ■ Customer acquisition slowed more than anticipated, landing below the initial budget. 3* Forecast at the beginning of the period disclosed in May 2025
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FY 2026/3 1Q results FY 2026/3 2Q results FY 2026/3 3Q revised forecast FY 2026/3 4Q revised forecast FY 2026/3 Full-year forecast Sales 6,605 6,802 7,460 7,976 28,844 EBITDA △95 △15 244 759 893 Operating income △507 △485 △275 229 △1,039 Ordinary income △687 △753 △595 △35 △2,072 Quarterly (current) net income △725 △791 △598 △166 △2,281 Month Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Full-year Number of PD House facilities opened － 1 2 1 3 2 2 － 1 － 1 － 13 Overview of Financial Results Quarterly breakdown of full-year earnings forecasts (Amended below November 14, 2025) (Unit: million yen) ■ In addition to a temporary increase in retirees, both existing and new facilities are experiencing sluggish customer growth, leading to a downward revision of the full-year earnings forecast. 4
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FY 2025/3 2Q results (vs. sales) FY 2026/3 2Q results (vs. sales) Increase/Decrease Percentage increase/decrease Sales 13,087 (100.0%) 13,407 (100.0%) +320 ＋2.4％ EBITDA 1,853 (14.2%) △110 (－) △1,963 ー Operating income 1,237 (9.5%) △993 (－) △2,230 ー Ordinary income 867 (6.6%) △1,441 (－) △2,309 ー Quarterly net income 242 (1.9%) △1,517 (－) △1,759 ー Number of PD House facilities 38 52 +14 +36.8％ Overview of Financial Results YoY comparison (Unit: million yen) 5 ■ In addition to a major overhaul of the operational structure, profitability has declined due to new establishment costs.
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No. Planned opening Prefecture Name Format* Capacity (people) Occupancy rate End of September 2025 1 2025 1Q May Aichi Sakurayama Own building (leasehold) 50 14％ 2 Jun. Shiga Otsu Building lease 53 32％ 3 Jun. Okayama Okayama Tatsumi Building lease 51 31％ 4 2Q Jul. Shizuoka Hamamatsu Wagou Building lease 54 37% 5 Aug. Tokyo Shakujii-Koen Building lease 83 27% 6 Aug. Chiba Inage Own building (leasehold) 54 43% 7 Aug. Saitama Higashi-Urawa Building lease 62 16% 8 Sep. Hokkaido Kiyota Own building (leasehold) 54 28% 9 Sep. Kanagawa Chuorinkan Building lease 66 32% 10 3Q Oct. Tochigi Utsunomiya Hosoyacho Building lease 60 ー 11 Oct. Gifu Gifu Building lease 54 ー 12 Dec. Osaka Otori Building lease 59 ー 13 2026 4Q Feb. Tokyo Nakano Shirasagi Building lease 45 ー Total 745 ■ In the Second quarter, 6 PD House facilities were opened, operating a total of 52 facilities Overview of Financial Results PD House facility opening plans for FY March 2026 In the fiscal year ending March 2026, dominant development will be in Kanto (6) and Kansai (2) Newly opened in Shiga, Okayama, Shizuoka, Tochigi, and Gifu prefectures End of FY March 2026 Total number of PD House facilities: 56 Capacity: 3,070 people Locations of new PD House facilities Hokkaido 5 facilities Kanto 23 facilities Hokuriku (Including Niigata) 6 facilities Kansai 11 facilities Kyushu 5 facilities Tokai 5 facilities * Building lease: Lease of building and land 6 Western Honshu 1facilities
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Category Number of facilities Capacity (people) Apr. May Jun. Jul. Aug. Sep. 2Q average Existing PD House facilities (Facilities to be opened by March 2025) 43 2,325 Occupancy rate 86% 86% 86% 87% 86% 86% 86% Number of residents 1,995 1,999 2,004 2,019 1,998 2,009 2,004 In (Facilities to be opened by March 2024) 31 1,650 Occupancy rate 91% 91% 91% 91% 90% 90% 91% Number of residents 1,509 1,507 1,505 1,505 1,486 1,489 1,500 In (Facilities to be opened in the fiscal year ending March 2025) 12 675 Occupancy rate 72% 73% 74% 76% 76% 77% 75% Number of residents 486 492 499 514 512 520 504 New PD House facilities (Facilities opened after April 2025) 9 527 Occupancy rate － 10% 16% 21% 21% 29% 23% Number of residents － 5 24 44 84 151 62 Number of facilities opened － 1 2 1 3 2 Category Number of facilities Capacity (people) Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Full-year average Existing PD House facilities (Facilities to be opened by March 2024) 31 1,650 Occupancy rate 93% 93% 94% 94% 95% 95% 94％ 94％ 93％ 92％ 92％ 91％ 93％ Number of residents 1,528 1,531 1,558 1,559 1,561 1,561 1,553 1,543 1,530 1,523 1,517 1,509 1,539 New PD House facilities (Facilities opened after April 2024) 12 675 Occupancy rate 52% 44% 54% 63% 64% 63% 63％ 66％ 68％ 65％ 68％ 70％ 65％ Number of residents 26 74 125 146 186 250 319 367 416 440 460 473 274 Number of facilities opened 1 2 1 － 1 2 2 1 1 1 － － FY March 2026 FY March 2025 Overview of Financial Results PD House occupancy rate* and number of residents * Occupancy rate = Number of residents at month -end for each facility / Total capacity at each facility ■ Existing facilities are struggling to grow, partly due to staff shortages, while new facilities are also progressing below initial projections. 7
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0.9% 1.1% 1.3% 0.6% 0.5% 1.3% 1.7% 1.5% 1.1% 1.0% 1.0% 0.9% 1.0% 1.1% 1.2% 0.8% 1.0% 1.1% Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. 1.4% 1.6% 1.3% 2.0% 1.8% 1.7% 1.6% 1.4% 1.4% 2.1% 1.7% 1.4% 1.7% 1.6% 1.4% 1.5% 1.7% 1.2% Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Vacant bed occurrence rate attributable to deaths Vacant bed occurrence rate attributable to moving out Overview of Financial Results Vacant bed occurrence rate*1 ■ A certain number of vacancies occur due to deaths and long-term hospitalizations, but the vacancy rate due to residents moving out remains stable. *1 Vacancy rate = number of deaths and patients leaving / number of new occupants at the end of the previous month. *2 moving out = includes discharges due to hospitalization, discharges due to return home, transfers to other facilities, etc. 8 FY2025/3 (April 2024–March 2025) FY2026/3 (April 2025–March 2026) FY2025/3 (April 2024–March 2025) FY2026/3 (April 2025–March 2026) *2
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Number of employees at end of period* / Separation rate 822 persons 2Q results 637 persons 2Q results 303 people 532 people 902 people 1,023 people 1,354 people 1,008 people 7.4 times 10.1 times 7.8 times 9.7 times 8.0 times (8.0 times) FY 21/3 3facilities FY 22/3 6facilities FY/23/3 8facilities FY 24/3 9facilities FY 25/3 12facilities FY 26/3 13facilities (planned) 3,582 persons Number of employees at end of September798 people 1,168 people 1,831 people 2,521 people 3,394 people 3,950 people10.0 % 15.4 % 11.3 % 12.0 % 13.6 % (17.3 %) FY 21/3 3facilities FY 22/3 6facilities FY/23/3 8facilities FY 24/3 9facilities FY 25/3 12facilities FY 26/3 13facilities (planned) 9 Overview of Financial Results Hiring Plans Number of new hires / Applicant-to-hire ratio * Year-end total number of employees including temporary staff ■ The number of hires in the second quarter was 637, including 87 referral hires (822 hired in the same period last year, 167 referral ) The percentage of referral hires is about 13.6% Number of facilities opened
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+2,077 △1,286 +247 △84 △102 1,853 △2,005 +327 △478 △659 △110 FY 25/3 2Q EBITDA Increase in sales Existing facilities*¹ Increase in personnel expenses (costs) Existing facilities*¹ Increase in sales Semi-new facilities*² Increase in personnel expenses (costs) Semi-new facilities*² Increase in sales New facilities*³ Increase in personnel expenses (costs) New facilities*³ Increase in rent (costs) Increase in personnel expenses (SGA expenses) Other FY 26/3 2Q EBITDA ■ Declining profitability of existing facilities due to reduced medical unit costs, coupled with increased labor costs from early staffing as new facilities proliferate Aiming to rapidly improve occupancy rates and optimize staffing levels at each facility. * ¹ Existing facilities: 31 facilities opened by the FY March 2025 and other projects * ² Semi-new facilities: 12 facilities opened in the FY March 2025 fiscal period * ³ New facilities: 13 facilities opened in the FY March 2026 (including personnel costs for facilities not yet opened) Factors Underlying Changes in EBITDA (Unit: million yen) △1,963 million yen YoY 10 △215 △90 △71 △65 △218 Food purchasing Outsourcing expenses Advertising expenses Utilities expenses Other
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1,650 1,650 1,880 2,050 2,260 2,325 2,479 2,852 FY 24/3 3Q 4facilities FY 24/3 4Q 0facilities FY 25/3 1Q 4facilities FY 25/3 2Q 3facilities FY 25/3 3Q 4facilities FY 25/3 4Q 1facilities FY 26/3 1Q 3facilities FY 26/3 2Q 6facilities 31 31 35 38 42 43 46 52 11 5,249 5,669 6,240 6,847 7,206 6,203 6,605 6,802 FY 24/3 3Q 4facilities FY 24/3 4Q 0facilities FY 25/3 1Q 4facilities FY 25/3 2Q 3facilities FY 25/3 3Q 4facilities FY 25/3 4Q 1facilities FY 26/3 1Q 3facilities FY 26/3 2Q 6facilities Number of facilities Number of facilities opened Number of PD House facilities / Capacity Sales (Million yen)(facilities / people) ■ Steady quarterly increase in capacity. Quarterly Trends
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627 738 584 653 495 △ 618 △ 507 △ 485 FY 24/3 3Q 4facilities FY 24/3 4Q 0facilities FY 25/3 1Q 4facilities FY 25/3 2Q 3facilities FY 25/3 3Q 4facilities FY 25/3 4Q 1facilities FY 26/3 1Q 3facilities FY 26/3 2Q 6facilities 12 6.4% 6.0% 5.9% 5.5% 5.6 % 6.6% 6.5% 6.1% 335 338 368 377 400 411 431 416 FY 24/3 3Q 4facilities FY 24/3 4Q 0facilities FY 25/3 1Q 4facilities FY 25/3 2Q 3facilities FY 25/3 3Q 4facilities FY 25/3 4Q 1facilities FY 26/3 1Q 3facilities FY 26/3 2Q 6facilities 12.0% 13.0% 9.4% 9.5% 6.9% (Million yen) Administrative personnel expenses (SGA expenses) vs. Sales Operating income (Million yen) Quarterly Trends Number of facilities opened Operating income ratio ■ We will work to optimize personnel allocation and improve occupancy rates with the aim of achieving profitability at an early stage. * Figures for the fiscal year ended March 31, 2024 have been retroactively adjusted due to a change in accounting policy regarding the accounting treatment of consumption taxes not deductible on assets. For details, please refer to the 1st Quarter Financial Results (page 5).
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13 Initiatives to Improve Residents’ Quality of Life (improvement of meal quality) ⑴ Introduction of hot and cold catering trucks Placed in facilities sequentially from April 2024 〈 Details of Initiatives 〉 Hot meals are served hot, cold meals are served cold, and freshly prepared temperatures are maintained to ensure delicious taste * impression ⑶ Advisory agreement signed with dietitian Advisory contract with Ms. Misa Yamaguchi, Nutritionist, from May 2024 * Working as a Registered Dietitian while suffering from Parkinson’s Disease herself 〈 Details of Initiatives 〉 Parkinson’s-specific food and nutrition.PD House has developed a unique menu to delivermenu to deliver Parkinson’s disease-specific food and nutrition ⑵ Improvement of menus and ingredients Contributing to an increase in residents’ quality of life by sequentially improving the quality of meals at all facilities starting in April 2024 〈 Details of Initiatives 〉 We offer a full lineup of ingredients and menus to make daily meals a pleasure, as well as seasonal event meals ■ Implementing three measures to enhance meal quality, aiming to improve customer satisfaction and attract more customers. Due to rising prices, we will implement meal price increases starting in the second half of the year.
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14 1. Targeting leaders (facility managers and assistant managers) 2. Targeting all staff ■ Added ethics training and legal training (visiting nursing care system and visiting care system) for all employees, including management,and strengthened ongoing compliance education. ● Hierarchy-based management training ● Compliance enhancement training on abuse prevention, internal controls, and labor laws and regulations ● Ethics training/legal training (home nursing and home care) ● On-the-job training (OJT training) ● Philosophy training (explanation of management philosophy and company policies directly from the president at the time of opening of a new busine ss) ● Follow-up training by occupation (nursing, caregiver, rehabilitation) ● Ethics training/legal training (home nursing and home care) ● Juntendo University School of Medicine Study Program on Parkinson’s Disease Medical Care by Neurologists ● Compliance training (prevention of abuse, etc. *Controls are in place by installing surveillance cameras in facilities and li ving rooms) ● In-house qualification PD license system professional education basic education Continue to Strengthen Human Resource Development
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15 PD Licensing System introduced to develop a group of specialists in Parkinson’s disease. Continue to Strengthen Human Resource Development *Internal publicity materials Eligibility to take the examination Understand the pathology of Parkinson’s disease and the roles of other professions in its care. (Pathophysiology: mechanisms that cause symptoms) persons who have passed Grade 2 (Optional) Once a year (Every December) Once a year Grade 1 holders shall take the exam in the renewal month of their certification. Renewal examination (December) <Pass>Renewal <Fail/Not taken examination> Grade 2 Grade 1 (Initial December 2025 test conducted) Understand the pathology of Parkinson’s disease and the roles of their own profession in its care. persons who have passed Grade 3 (Optional) Once a year (Every February) Once a year Grade 2 holders shall take the exam in the renewal month of their certification. Renewal examination (February) <Pass>Renewal <Fail/Not taken examination> Grade 3 Understand the symptoms and risks commonly seen in PD houses. All employees Every month ー ー Frequency of the examination Period of certification Renewal Method Skills to be acquired Grade Supervision Y oshio Tsuboi Former Professor at Fukuoka University Makio Takahashi Professor at Kansai Medical University Benefit Full-time employees: 10,000 yen/month Part-time employees: 61 yen/hour Full-time employees: 3,000 yen/month Part-time employees: 18 yen/hour ー Grade 2 (under examination) Grade 3 (under examination) Number of PD Licenses Grade 3 Number of staff 1,882 (Acquisition rate 77％) September 30, 2024 September 30, 2025 Number of PD Licenses Grade 2 -（Not implemented） Number of staff 2,506 (Acquisition rate 88％) Number of staff 564 (Acquisition rate 20％)
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End of March 2024 End of March 2025 End of September 2025 Change from end of March 2025 Gross assets 31,591 38,994 45,567 +6,573 Current assets 7,504 9,967 8,942 △1,025 Fixed assets 24,086 29,026 36,624 +7,598 Liabilities 26,392 30,377 38,461 +8,084 Current liabilities 7,729 5,602 7,012 +1,410 Fixed liabilities 18,662 24,774 31,448 +6,673 Lease liabilities 13,344 14,877 21,949 +7,072 Net assets 5,198 8,616 7,105 △1,511 Equity ratio 16.4％ 22.0％ 15.5% △6.5pt Balance Sheet (Unit: million yen) 16
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FY2024/3 Full year FY2025/3 Full year FY2026/3 2Q cumulative Operating cash flow 2,557 1,883 △818 Investing cash flow △5,662 △4,396 △1,182 Purchase of property, plant, and equipment △5,489 △4,207 △1,091 Free cash flow (operating cash flow + investing cash flow) △3,104 △2,512 △2,001 Financing cash flow 3,801 4,842 628 Net increase (decrease) in borrowing 4,279 827 △567 Proceeds from disposal of treasury shares 39 4,574 － Net increase (decrease) in cash and cash equivalents 696 2,330 △1,372 Cash and cash equivalents at end of period 3,307 5,637 4,265 (Unit: million yen) * Figures for the fiscal year ended March 31, 2024have been retroactively adjusted due to a change in accounting policy regarding the accounting treatment of consumption taxes not deductible on assets. For details, please refer to the 1st Quarter Financial Results (page5). Cash Flow Statement 17
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Ⅰ. Ⅱ. Ⅲ. Overview of Financial Results for Second Quarter of FY March 2026 Outlook for the Full Year of FY March 2026 Business Profile
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FY 2026/3 1Q results FY 2026/3 2Q results FY 2026/3 3Q revised forecast FY 2026/3 4Q revised forecast FY 2026/3 Full-year forecast Sales 6,605 6,802 7,460 7,976 28,844 EBITDA △95 △15 244 759 893 Operating income △507 △485 △275 229 △1,039 Ordinary income △687 △753 △595 △35 △2,072 Quarterly (current) net income △725 △791 △598 △166 △2,281 Month Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Full-year Number of PD House facilities opened － 1 2 1 3 2 2 － 1 － 1 － 13 ■ Customer acquisition growth has been slower than anticipated, leading to a downward revision of performance forecasts. (Unit: million yen) Forecast for FY March 31, 2026 Quarterly breakdown of full-year earnings forecasts (Revised down) 19
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■ Analysis of the Main Factors Behind the Downward Revision ● The pace of attracting customers has slowed more than anticipated due to the rebound effect from the temporary restrictions on business activities. Since September 2024, the pace of attracting new customers has been sluggish, primarily in new areas, due to the impact of ha ving refrained from aggressive sales activities and seminars. Personnel have been pre-deployed at new facilities anticipating future occupancy, prolonging the low occupancy period and weighing on earnings. The effects of resuming commercials and intensifying sales activities since May 2025 are gradually emerging, with current inq uiry volumes steadily recovering. Moving forward, we will focus on guiding potential tenants to viewings and facilitating smooth move-in procedures to boost occupancy rates in the latter half of the year and beyond. ● Facilities experiencing partial staffing shortages due to a sudden increase in resignations during the bonus payment month (June 2025) Due to a sudden increase in resignations across all job categories during the bonus payment month, some facilities experienced situations where, despite having vacant beds, they restricted new admissions. While hiring to replace departing staff is largely complete, the period until their start date remains a downward pressure fa ctor on overall occupancy rates and profitability. ● Implementation of unclaimed service follow-up after service provision through recurrence prevention measures In addition to on-site recurrence prevention measures, we have established a system at headquarters to reconfirm the details of each visit. For visits where we actually provided service but concluded early due to specific circumstances, we will not bill for the visit and will withdraw the charge. Forecast for FY March 31, 2026 Revision of Earnings Forecast 20
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■ Resuming restricted business activities and strengthening direct sales ⑴ Resumption of webinars by advisors and affiliated physicians Resumption of webinars by doctors, and increased webinars hosted by various professions. Signage board TVCM Signage board image + Initiatives to improve occupancy rates ⑵ Resumption of advertising such as commercials and billboards, mainly in newly opened areas ⑶ Strengthening sales in each region by facility managers hospital Home Care Support Center Resumption of TV commercials focusing on newly opened areas, and implementation of signage advertising at nearby stations as a new initiative. The facility managers and supervisors of each PD House will directly conduct sales activities at local hospitals and home care support centers, increasing the number of sales from the previous monthly average of 30 to a target of 100, thereby strengthening awareness and sales in the region. 21
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Number of inquiries and referrals 0 5 10 15 20 25 200 400 600 800 1,000 Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Referrals from hospitals and home care support offices Inquiries from the individual or their family FY2026/3FY2025/3 803 849 Inquiries per facility ■ The effects of our website renewal and sales enhancement efforts are gradually becoming apparent, with inquiry volumes showing signs of recovery. Referrals from hospitals and other institutions are also increasing, and we will strengthen our efforts to attract new residents, starting with facility tours. New PD House dedicated page launched, expanding content including event announcements and Parkinson's disease owned media “PD House Online” Initiatives to improve occupancy rates Website Renewal (April 2025–) 22
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Old: Waiting List Definition Move-in Adjustment Begins New: Waiting List Definition Acceptance of Tenancy Application Status Move-in date confirmed Move-in date being coordinated Scheduling within this month to two months Move-in date is undetermined (within 3 to 5 months), and arrangements for the move-in schedule will begin as soon as the facility or customer's schedule permits. Move-in Requirements (various application forms, physical condition) or whose estimated move-in date remains undetermined. ① Applicants whose tenancy applications have been accepted ① Applicants whose tenancy applications have been accepted ② Available for immediate move-in as soon as a vacancy arises (subject to our company's circumstances) ③ Available for move-in within 3 to 5 months (Customer's schedule) Applicants who meet all of the following requirements Old: Waiting List Definition New: Waiting List Definition ■ By revising the definition of “waiting list applicants” and implementing detailed information management, we will shorten the period until move-in and eliminate move-in losses. Initiatives to improve occupancy rates 23
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Ⅰ. Ⅱ. Ⅲ. Overview of Financial Results for Second Quarter of FY March 2026 Outlook for the Full Year of FY March 2026 Business Profile
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CEO Profile / Background of Company Establishment 25 Nawashiro was born in Ishikawa Prefecture in July 1973. From the early age of 19 Nawashiro suffered from kidney disease that ultimately led to his withdrawal from college. Recovering from the disease, at the age of 26, Nawashiro made the decision to create services aimed at helping people with illnesses based on his own battle with disease. He launched a housing renovation business for those covered by nursing-care insurance. After establishing Sunwels and operating the facilities, he came face-to-face with the exhaustion of care staff and the low sense of satisfaction among patients. With the goal of providing the truly specialized services required by patients — not the general services that do not account for the specific conditions typical of the nursing care industry—he began operating PD House. With a further goal of creating a comfortable work environment and raising the social standing of nursing care workers, he has been developing nursing care services previously unavailable in the community. Ryotatsu Nawashiro, President & CEO
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Parkinson’s Disease and Social Background 26 About Parkinson’s Disease ● Parkinson’s Disease often develops in the elderly in which an abnormality occurs in the brain, with diminished activity of the cells that generate dopamine in the substantia nigra of the midbrain, leading to tight muscles and tremors. ● Dysphagia and difficulty walking can occur. As the disease progresses, the effects of typical treatment drugs become unstable, and their effective duration also declines. ● The disease has a progressive course. Treatment with current medicines poses difficulties. It is recognized by the government as a designated intractable disease. Symptoms (1) Drug therapy (2) Rehabilitation (3) Surgery (deep brain stimulation therapy) Primary treatments ● According to research comparing relative improvement in symptoms, in cases in which patients undergo continuous rehabilitation, they gain improvements in walking function, balance, general motor function, and daily life activities. ● Rehabilitation has been shown to improve movement disorders observed with Parkinson’s disease, particularly those observed with ambulatory functions and balance.
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Parkinson’s Disease Symptoms Movement Disorders 27 Non-Movement Disorders Early stage Advanced stage Number of years since onset Symptom severity +20+100-10-20 Prodromal period (pre-motor phase) 3 4 521 Hoehn and Yahr Scale ● Tremors (bodily shaking) ● Muscular stiffness (muscular rigidity) ● Immobility (slowness of movement) ● Postural reflex disorder ● Dysphagia Symptoms and Progression* ● Depression symptoms ● Hallucinations ● Sleep disorders ● Seborrhea ● Cognitive dysfunction ● Constipation ● Urinary disorders, frequent urination ● Autonomic nervous system disorder ● Orthostatic hypotension … Depression symptoms Constipation Low blood pressure EDS Aching pain Fatigue MCI Urinary symptoms Orthostatic hypotension Dementia Diurnal variation Rigidity Tremors Falls Frozen gait Postural disorders Dysphagia Slow movement 147,000 patients* * Number of patients with Parkinson’s disease (Hoehn and Yahr 3 –5) (FY2023 Report on Public Health Administration and Services) The diagram was created based on Kalia, L. V., & Lang, A. E. (2015). Parkinson’s disease. Lancet Lond Engl 386: 896–912. Psychiatric symptoms Parkinson’s Disease and Social Background Complications Movement disorders Non-movement disorders
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84.3% Does not offer 96.5% Does not offer 97.2% Does not offer 28 Social Background With the trend toward a super-aging society in recent years, the problems of the elderly caring for the elderly, and working people leaving their jobs to care for the elderly, demand for nursing care facilities has risen sharply. Few care facilities are capable of providing specialized rehabilitation and medical treatment for Parkinson’s disease; disease symptoms tend to progress rapidly after patients enter a facility. Care facilities offering rehabilitation Care facilities with 24-hour nursing services Care facilities offering rehabilitation and 24-hour nursing services 15.7% 3.5% 2.8% * Company survey of approx. 57,000 care facilities Parkinson’s Disease and Social Background
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Business Model and Social Background 29 A facility inspired by this and other patient feedback ■ PD House is a new form of nursing care facility specialized in Parkinson’s disease ● Rehabilitation via day service has its limits. No places provide daily rehabilitation when not checked in at a hospital. Systems deteriorate after discharge. ● When commuting to the hospital starts to become difficult, therapy from a specialist is no longer readily available. Neurology specialists tend to be relatively rare, especially outside major cities. ● Increasing medication doses and frequency result in complex medication management. Three Therapy Issues Three features of PD House facilities Rehabilitation programs specialized in Parkinson’s disease (overseen by specialist doctors) Medical care by visiting doctors specialized in neurology 24-hour visiting nursing care and medication management 1 2 3
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Positioning of PD House within the Nursing Care Industry PD House General care facility (Paid nursing home, group home, special nursing homes, etc.) Nursing service Rehab facility/ service Characteristics Specialist physician visiting treatment system ◎ ◎ ◎ Arrange for oneself, drawing on external resources. △ △ ○ Contents Generally, to receive nursing and rehab services, residents are in essence compelled to make separate arrangements with outside resources and commute to the hospital. Complete long-term care, nursing care, rehabilitation, visiting treatment without the need to go out to other facilities. Integrated services, including hospice care Hospice home Most occupants do not require rehabilitation. ○ ◎ Diseases handled Arrange for oneself, drawing on external resources. Provides treatment and care to ease disease-associated pain so that patients can live out their final days in peace and dignity. Dementia, diabetes, stroke, renal failure, Parkinson’s disease, and other 16 designated diseases, etc. Terminal cancer, ALS, Parkinson’s disease, AIDS, etc. Parkinson’s disease, including related diseases like progressive supranuclear palsy, corticobasal degeneration, multiple system atrophy, spinocerebellar degeneration, etc. 24-hour nursing services △ General nursing care facility (paid nursing homes, group homes, special nursing homes, etc.) When nursing or rehab are required, they are arranged separately from external sources. Hospice homeHospital Visiting nursing Previously Rehab Hospital outpatien ■ Positioning of PD House within the nursing care industry and various response requirements 30 End of life stage Medical care stage Advanced stage 24-hour visiting nursing system Specialized rehabilitation room with rehabilitation staff at all facilities PD House In-facility nursing care, long-term care, rehab services, and visiting treatment Caregiving at terminal stage • 24-hour visiting nursing system • Rehab tailored to the treatment of Parkinson’s disease • Visting treatment provided by specialist physicians
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31 Responsiveness to medical treatment in end-of-life care Responsiveness to Parkinson’s disease Care facility covered by long-term care insurance Paid nursing home with nursing care Residential-style paid nursing home Hospice home Palliative care ward PD House No facilities capable of responding Facilities Offering Long-term Care Facilities Offering Long-term Care and Nursing Care No facilities capable of responding Paid intensive care home for the elderly Positioning of PD House Within the Sphere of Parkinson’s Disease Care Services ■ Nursing Care Industry Market Map In contrast to hospitals, no facilities in the nursing care industry provide care tailored to a specific disease or condition, even with strong demand for such dedicated facilities. Enhancing nursing and long- term care system Dedicated rehabilitation services We strive to provide reliable services that allow patients and their families to live how they wish until the end of their lives with peace of mind. We provide 24-hour home nursing and care services with a well-staffed team, enabling us to offer comprehensive services throughout the day and night. Provision of rehabilitation program tailored to the treatment of Parkinson’s disease through joint research with a university Safe and convenient locations Safe locations chosen based on hazard maps, close to stations, easy for family members to visit frequently, and easy for employees to commute to
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PD House Service Structure 32 ■ PD House Service Structure Application for long-term care need certification → Long-term care certification notification → Determination of long-term care support specialist → Creating the care application → Selecting the provider and contract → Start of visiting long-term care service 1) Bodily nursing care (help with eating, bathing, bed bathing, walking, changing positions, movement, etc.) 2) Lifestyle support (cleaning, laundry, meal prep, and other non-medical actions) Certified care workers, new care workers who have completed training Long-term care insurance (unit system / upper limit depending on level of certification) Bodily nursing care and lifestyle support services for patients needing support or long-term care Helper Station Consideration of use of visiting nursing service → Issuance of vising nursing instructions based on attending physician’s diagnosis → Selecting and contracting with provider → Creating visiting nursing plan → Selecting and contracting → Explanation and agreement (patient and family members) of visiting nursing plan → Start of service provision. 1) Support for recuperation (e.g., eating, elimination, and cleanliness management, terminal care, etc.) 2) Assistance with medical treatment (heath status assessment, medication management, rehabilitation, medical actions, etc. based on the physician’s orders, etc.) 3) Family support related (instructions and consultations related to treatment by family members) Medical insurance (visiting nurse basic medical treatment charge, managed medical treatment charge, and other additions, etc.) People with diseases and conditions specified by the Minister of Health, Labour and Welfare deemed by the attending physician to require visiting nursing care (condition for acceptance to our facilities) Registered nurse visits patient home and provides nursing services based on instructions from and with the cooperation of the attending physician. Visiting Nursing Station Rent, food, management, kitchen management, utilities, diapers, etc. PD House Draws on long-term care insurance Draws on medical insurance*1 Visiting long-term care service Visiting Nursing Service Providers Target Costs Provider Target ■ Specific services ■ Flow of Steps ■ Flow of Steps (for patients covered by medical insurance) ■ Specific services Main costs Those assessed 1-2 in need of support and 1-5 in in need of nursing care Registered nurses, etc. (includes different job categories when multiple people make visits) Facility Service Costs associated with PD House facility use (support for medical treatment or help with medical treatment) Parkinson’s disease,*2 progressive supranuclear palsy, corticobasal degeneration, etc. Occupancy conditions Contracted facility occupants (with target disease)Target Lifestyle support, meal service, club activities, recreation, rehabilitation, etc. ■ Specific services Providing visiting long-term care services Providing visiting nursing service *1 Of the eligibility conditions for visiting nursing care, the person must be a patient of a condition stipulated in Users Public Notice No. 4. *2. Stage 3 or higher on the Hoehn and Yahr scale and Category II and higher on MHLW Classification for Life Functions Costs
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Residents of PD House facilities 33 Parkinson’s Disease Patient Categories and PD House Occupancy Eligibility PD House is a dedicated long-term care facility for Parkinson’s disease. Eligibility for occupancy is restricted to patients Stage 3 or higher on the Hoehn and Yahr scale and Category II and higher on MHLW Classification for Life Functions. Stage transition in Hoehn and Yahr scale* (* An indicator for the progression of Parkinson’s disease) Shaking of extremities Muscular stiffness Unilateral Bilateral Walking in short steps, legs freezing, susceptible to falls Impediments arise in daily living Difficulty standing up, walking, etc. Care required in various circumstances Wheelchair required Most time spent in bed Full care required Stage I Stage II Stage III Stage IV Stage V Designated an intractable disease in Japan, Parkinson’s disease is a progressive degenerative disease mainly involving degeneration of dopamine neurons in the brain. It can cause a wide range of symptoms and has no known cure. The chart below shows the progressive stages of the disease.
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34 PD House market size and capacity comparison Home care recipients Approx. 122,000 Hospitalized patients / patients in long-term care facilities Approx. 80,000*2 *1 Number of patients with Parkinson’s disease and related conditions: Ministry of Health, Labour and Welfare, FY2023 Report on Public Health Amdinstration and Services Approx. 147,000 Parkison’s disease (Hoehn and Yahr scale 3–5) patients and approx. 55,000 patients with related conditions (progressive supranuclear palsy, corticobasal degeneration, multiple system atrophy, spinocerebellar ataxia) *2 Number of hospitalized patients and patients in long-term care facilities: Estimated (as of March 2023) from the cumulative number of patients in long-term care facilities at nursing care level 2–5 based on percentages provided in the Ministry of Health, Labour and Welfare’s Status Report on the Long-Term Care Insurance Business ■ By developing new PD Houses, we seek to provide highly specialized care to Parkinson’s disease patients at the earliest possible date. Patients with Parkinson’s disease or related condition by the end of FY2023 Market Scale ( Number of Specified Medical Expense Beneficiary Certificate Holders ) Approx. 202,000 *1 80,000 individuals (3.8% share) 3,070 individuals PD House The end of FY March 2026
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35 Specific Information on PD House Facility Services Opening PD House facilities nationwide, facilities where users can live life as they wish, even while facing an intractable disease Providing services to resolve three issues at facilities specializing in Parkinson’s disease 2. Medical care by visiting doctors specialized in neurology 3. 24-hour visiting nursing care and medication management Three issues related to Parkinson’s disease treatment Providing services to solve the three problems 1. Lack of places to receive daily rehabilitation services 2. Become unable to see specialists for treatment 3. Proper medication management becomes difficult 1. Rehabilitation programs specialized in Parkinson’s disease (overseen by specialist doctors)
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36 PD House 1 / Rehabilitation programs specialized for Parkinson’s disease (supervised by specialists) Able to provide up to 150 min. rehabilitation/day ■ Providing and assessing rehabilitation programs overseen by specialist neurologists, according to user conditions 6:30 7:30 9:30 10:00 11:00 11:30 12:00 13:00 14:00 15:00 16:00 17:30 20:00 Wakeup Breakfast Individual rehabilitation (30 min.) Hobby time Group rehabilitation (30 min.) Oral and swallowing exercises (30 min.) Lunch Recreation Group rehabilitation (30 min.) Bathing Group rehabilitation (30 min.) Dinner Bedtime ■ ■ ■ ■ ■ Example of living schedule at the facility ■ Individual rehabilitation • Providing optimal programs for users’ conditions, based on guidelines • Managing status in line with five assessment items (i) MDS-UPDRS Part III (assessment of progress of disease) (ii) PDQ-39 (assessment of QOL improvement) (iii) BI (assessment of behavior in everyday living) (iv) MMSE (assessment of cognitive functions) (v) InBody (measurement of muscle mass) ■ Group rehabilitation • Providing program centered on exercise, including exercises overseen by university hospitals and exercises incorporating movement and factors required by Parkinson’s disease patients • Implemented in a game-like atmosphere; medically proven to be effective in improving conditions
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Cooperating with 121 neurologists in Japan (as of September 30, 2025) 37 PD House 2 / Strengthening the coordination of home visits by physicians specializing in neurology ■ Established a system that allows for the continuation of specialized treatment by providing on-site medical care in collaboration with neurology hospitals throughout the country Achieved collaboration with more than 120 of the approximately 600 (estimated) home-visit physicians in Japan, and will continue to expand with the opening of the new clinic ■ Kanto area Neurologist Ryoichi Okiyama Prime Clinic Neurologist Yutaka Ogino Toyoda Internal Medicine Clinic Neurologist Naohiko Togashi Yuushin Clinic Neurologist Sachiko Kubo Adachi Home Clinic 49 doctors, ■ Hokkaido area Neurologist Naomitsu Ariyoshi Sapporo Memorial Hospital 7 doctors, ■ Tokai area 13 doctors,■ Kyushu area Neurologist Yoshio Tsuboi Tsutsumi Clinic Neurologist Takenori Uozumi Nakama Medical 17 doctors, Including the following physicians ■ Kansai area Neurologist Sadayuki Matsumoto Noshinkei Home Clinic Neurologist Masakazu Miyamoto Kitano Hospital Neurologist Yoshihiro Kashiwaya Tominaga Hospital 23 doctors, Including the following physicians ■ Hokuriku area Neurologist Ayumi Hamaguchi Kanazawa Happy Clinic Neurologist Sadao Hikishima Kanazawa University Hospital Neurologist Shutaro Shibata Kanazawa University Hospital 12 doctors, Including the following physicians Including the following physicians Including the following physicians Including the following physicians Neurologist Tomonori Inagaki Mokuren Clinic Neurologist Jun Torii Nagoya Neurology Home Medical Care Clinic
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・・・・・・・・・・ 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 [Examples of nursing care and medical care during the day] ■ With nursing coverage provided on a 24/7 basis, small changes in symptoms or side effect can be identified to ensure proper medication management. Sufficient manpower allows us to provide the services up to the last minute of the residents’ lives. ■ Number of cases of end-of-life care From Apr. 2024 to Mar. 2025 Monthly average per facility 385 people 0.8 people 〈Visit to Resident A〉 Condition check/vital measurement Excretion assistance during intervention Walking assistance in the facility Condition check/diaper change/oral medication for the time. Fever is observed in vital measurement. Blood collection by puncture/IV drip treatment. Condition check/vital measurement Emotional incontinence observed when visiting. Mental care provided by listening to the resident’s worries while observing the conditions. 〈Visit to Resident C〉 〈Visit to Resident B〉 〈Visit to Resident D〉 PD House 3 / 24-hour care by visiting nurses and medication management 38
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39 Joint research (i) Verification of results using an e-sports program (ii) Research on building a system to train personnel to provide care for Parkinson’s disease Operations advisor Kyoto University Program-Specific Prof. Ryosuke Takahashi (i) Management and Supervision of Research Associations related to Parkinson’s Disease A specialist who conducts research to unravel the molecular mechanisms of Parkinson’s disease and develop treatment approaches based on those findings. Growth Strategy Joint Research with University Hospitals and Dedicated Hospitals ■ Aiming to create more effective new services through research with leading doctors involved in Parkinson’s disease research across Japan Operations advisor/ Joint research Operations advisor/ operations alliance Joint research Operations advisor/ Joint research Kansai Medical University Prof. Makio Takahashi Organizes numerous research meetings and seminars on Parkinson’s disease. Leading Parkinson’s disease specialist in the Kansai region. Fukuoka University Tsutusmi Clinic Fukuoka Currently monitoring the progress of some 600 patients, chiefly in Fukuoka Prefecture. Pursues research on stopping the progress of the disease through comprehensive care. Advisor to Fukuoka Branch, Japan Parkinson’s Disease Association. (i) Online case consultations (ii) Verification of the efficacy of the multidisciplinary cooperation (PD House care model) (iii) Verification of the effectiveness of PD dance Noshinkei Home Clinic Director Sadayuki Matsumoto (Former Deputy Director, Kitano Hospital) (i) Building a cooperative structure with a home neurology team ALAN Inc. Representative Director (Startup from Keio University School of Medicine) Doctor Takahiro Kondo (i) Verification of motor function evaluation systems Juntendo University Project Prof . Nobutaka Hattori Seventh most-cited authority on Parkinson’s disease research in the world from 1996 through 2006. Considered the world’s leading authority on the subject. Advisor to the Japan Parkinson’s Disease Association. (i) Validation of a 3D telemedicine system (ii) Verification of activity detection by wearable devices (iii) Efforts to detect and reduce falls (iv) Hosting online seminars related to Parkinson’s disease Emeritus Prof. Y oshio Tsuboi
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40 ミッション 私たちサンウェルズは夢と誇りを持って志事に取り組み、 皆があこがれる業界づくりにチャレンジします。 私たちサンウェルズは介護の常識にとらわれることなく、 利用者様の立場に立ったより良いサービスづくりにチャレンジします。 私たちサンウェルズは仕事を通じてクリエイティブに発想し、 自ら行動する「輝く大人」づくりにチャレンジします。 福祉の職場をもっと魅力的に！ 介護サービスに進化と変化を！ 未来を作る「人」を育成する！ 三つ. At SUNWELS, we pursue the challenge of finding multifaceted solutions to the social issues surrounding medicine and long-term care through business development, starting with management of our PD Houses, which are Parkinson’s disease care facilities. Let yourself shine and energize others. At SUNWELS, our services represent our dreams and our pride, and we challenge ourselves to create an industry that everyone can aspire to be a part of. We at SUNWELS Co., Ltd. challenge ourselves to provide better services from the users’ point of view without being bound by the conventional wisdom of nursing care. Through work, we at SUNWELS Co., Ltd. challenge ourselves to create Radiant People who think creatively and act independently. 1. Making the Welfare Workplace More Attractive 2. Bringing Evolution and Change to Nursing Care Services 3. Creating the Future Nurturing People Mission Management Philosophy
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Impact Outcome (long-term) Outcome (short-term) ActivitiesOutput Acceptance of Parkinson’s disease patients Nursing and medical services tailored to Parkinson’s disease Work environment promoting employee retention and growth in compensation and benefits ● Robust personnel placement ● Digital tool deployment ● Higher wages and higher compensation system for employees with specialist skills acquired ● Enhanced work-life balance Rehabilitation and appropriate medication management slows disease progression. Strengthens communication with other occupants. Provides the family members of occupants with peace of mind regarding occupant safety and health management. Lightens mental and physical burdens on occupant family members. Strengthens understanding and familiarity with Parkinson’s disease among staff members. Provides occupants with peace of mind about living with their condition. Improves occupant quality of life. Allows occupant family members to keep or return to their jobs. Promotes social participation; lightens burdens on unpaid caregivers. Provides personnel who understand and are familiar with Parkinson’s disease Prevents staff member departures and promotes new employment • Ensuring patients with intractable diseases opportunities to participate in society and to live with a sense of self-respect within their local communities for a long period while undergoing medical treatment. • Under the Fifth Basic Plan for Gender Equality, the government promotes the establishment of childcare and long-term care support platforms to provide diverse choices for both men and women. • The government and prefectures are working to develop providers and care workers capable of performing care tasks such as suctioning phlegm to lighten caregiving burdens on the families of patients with intractable disease undergoing medical treatment at home. The Sunwels Goals Let yourself shine and energize others. 41 Improves the work-life balance of staff members. Enhanced medical services at the facility Establishment of rehabilitation system at the facility Hiring and employing care workers and other staff members Government policies and issues Implementing the management philosophy and finding solutions to social issues
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Basic Sustainability (ESG) Policy Environment PD House considerations for the environment • Deployed solar power for self-consumption • Calculated greenhouse gas emissions • Promoting paperless office via cloud system • Deployed stainless steel garbage bins suitable for long-term use • Helping to cut CO2 emissions by using 99% recycled garbage bags Social PD Houses meeting the need for nursing and long-term care for Parkinson’s disease patients • Fundraising using social loans targeting social issues • Internal certification system to ensure high performance and consistency in the knowledge and skills of care workers along with regular study sessions with university hospitals • Achieving improved corporate value and greater consideration for employee health and working environments through certification as a Good Health Management Company Governance Rigorous governance, risk management, and compliance • Developing measures to prevent unauthorized billing (double -checking system with facility manager and head office administration section). • CCTV systems installed in facilities and rooms (safeguard against inappropriate care) • Audits by auditing firm as required by the Financial Instruments and Exchange Act and evaluations by third-party evaluation agency Expanding initiatives to address sustainability issues to full-scale operations Environment Social Governance 42 *In addition to the above, the Company will implement each of the recurrence prevention measures described in the “Notice Concerning Prevention Measures and Disposition of Related Parties” dated February 12, 2025.
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PD House Nationwide 43 PD House has 52 facilities open nationwide (as of September 30, 2025). ● PD House Fujie ● PD House Toita ● PD House Hakusan ● PD House Kosaka Ishikawa Prefecture ● PD House Akiyoshi Toyama Prefecture ● PD House Niigata Shichikuyama Niigata Prefecture ● PD House Heiwagaoka ● PD House Atsuta ● PD House Sakurayama Aichi Prefecture ● PD House Nishino ● PD House Taihei ● PD House Nishimiyanosawa ● PD House Kiyota ● PD House Tsukisamu Hokkaido ● PD House Itabashi ● PD House Adachi ● PD House Nishi-Tokyo ● PD House Hachioji ● PD House Yoga ● PD House Kunitachi ● PD House Syakujii-Koen ● PD House Nakano Shirasagi Tokyo ● PD House Hikarinomori Kumamoto Prefecture ● PD House Noke ● PD House Arita ● PD House Imajuku ● PD House Jinnoharu Fukuoka Prefecture ● PD House Minami-Yono ● PD House Higashi-Omiya ● PD House Koshigaya ● PD House Higashi-Urawa Saitama Prefecture ● PD House Sagamiono ● PD House Fujisawa ● PD House Konandai ● PD House Kandaiji ● PD House Chuorinkan Kanagawa Prefecture ● PD House Kishibe ● PD House Kadoma ● PD House Higashi-Osaka ● PD House Yao ● PD House Joto ● PD House Higashi-Osaka II ● PD House Hatsushiba ● PD House Otori Osaka Prefecture ● PD House Funabashi ● PD House Yachiyo Chuo ● PD House Minami-Kashiwa ● PD House Inage Chiba Prefecture ● PD House Nishi-Kyogoku Kyoto Prefecture ● PD House Kobe Fukae Honmachi Hyogo Prefecture ● PD House Okayama Tatsumi Okayama Prefecture ●…Established facilities ●…Facility scheduled to open in FY2026/3 ● PD House Gifu Gifu Prefecture ● PD House Otsu Siga Prefecture ● PD House Hamamatsu Wagou Shizuoka Prefecture Tochigi Prefecture ● PD House Utsunomiya Hosoyacho * * PD House Itabashi expanded in June 2023
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44 Corporate Profile Company name Headquarters Branch Representative Number of employees Lines of business Sunwels Co., Ltd. ■ Tokyo Headquarters (9th floor, PMO Hamamatsucho III, 2-10-6, Hamamatsucho, Minato-ku, Tokyo) ■ Kanazawa Headquarters (15-13 Ninomiya-machi, Kanazawa, Ishikawa Prefecture) ■ Osaka Branch (3rd Floor, Hiranomachi Chuo Building, 3-2-13 Hiranomachi, Chuo-ku, Osaka) 3,496 (Temporary employment 86 Excluding / as of September 30, 2025)* Ryotatsu Nawashiro, President & CEO Established September 2006 Capital 35,000,000 yen Long-term care and related businesses (care residences with medical services, day services, group homes, rental of care equipment, etc.) ■ Operation of PD House facilities specializing in long-term care for Parkinson’s disease patients * The number of employees represents the number of full-time employees. The number of temporary employees (i.e., part-time and contract employees) represents the average number of temporary employees per year (converted based on an eight-hour workday). ■ Fukuoka Branch (5th floor, Hakata Tanaka Building, 3-27-24 Hakata Ekimae, Hakata-ku, Fukuoka Prefecture)
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Disclaimer / Inquiries Contact https://sunwels.jp/pdh/contact/ SUNWELS Co., Ltd. https ://sunwels.jp/pdh/ Company forecasts, plans, and other forward-looking statements in this document represent projections based on information available to the Company at the time the document was prepared. These projections may not be realized for various reasons, including uncertainties related to economic conditions and deregulation. Additionally, please note that the forecasts contained in this document may differ from plans and other forward-looking statements in this and other documents.