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H1 FY2026 Investor Presentation LEIFRAS Co., Ltd. (Nasdaq: LFS) ｜ October 2026
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1Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. This presentation contains forward-looking statements that reflect our current expectations and views of future events, all of which are subject to risks and uncertainties. Forward-looking statements give our current expectations or forecasts of future events. You can identify these statements by the fact that they do not relate strictly to historical or current facts. You can find many (but not all) of these statements by the use of words such as “approximates,” “believes,” “hopes,” “expects,” “anticipates,” “estimates,” “projects,” “intends,” “plans,” “will,” “would,” “should,” “could,” “may” or other similar expressions in this presentation. These statements are likely to address our growth strategy, financial results and product and development programs. You must carefully consider any such statements and should understand that many factors could cause actual results to differ from our forward-looking statements. These factors may include inaccurate assumptions and a broad variety of other risks and uncertainties, including some that are known and some that are not. No forward-looking statement can be guaranteed and actual future results may vary materially. Factors that could cause actual results to differ from those discussed in the forward-looking statements include, but are not limited to: assumptions about our future financial and operating results, including revenue, income, expenditures, cash balances, and other financial items; our ability to execute our growth, and expansion, including our ability to meet our goals; current and future economic and political conditions; our capital requirements and our ability to raise any additional financing which we may require; our ability to attract customers and further enhance our brand recognition; our ability to hire and retain qualified management personnel and key employees in order to enable us to develop our business; trends and competition in the sports instruction services industry and the social support services industry; and other assumptions described in this presentation underlying or relating to any forward-looking statements. We describe certain material risks, uncertainties and assumptions that could affect our business, including our financial condition and results of operations, under "Risk Factors" in our annual report on Form 20-F (the "Annual Report") filed with the U.S. Securities and Exchange Commission (the "SEC").We base our forward-looking statements on our management’s beliefs and assumptions based on information available to our management at the time the statements are made. We caution you that actual outcomes and results may, and are likely to, differ materially from what is expressed, implied or forecast by our forward-looking statements. Accordingly, you should be careful about relying on any forward-looking statements. Except as required under the federal securities laws, we do not have any intention or obligation to update publicly any forward-looking statements after the distribution of this presentation, whether as a result of new information, future events, changes in assumptions, or otherwise. The forward-looking statements made in this presentation relate only to events or information as of the date on which the statements are made in this presentation. Except as required by law, we undertake no obligation to update or revise publicly any forward-looking statements, whether as a result of new information, future events, or otherwise, after the date on which the statements are made or to reflect the occurrence of unanticipated events. You should read this presentation, along with the Annual Report and the documents that are filed as exhibits to the Annual Report, carefully and with the understanding that our actual future results may differ materially from what we currently expect. Forward-Looking Statements
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2Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. ONE YEAR ON NASDAQ One Year on Nasdaq. Advancing to Our Next Stage of Growth in the Global Capital Markets. 2
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3Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. INDEX Company Profile Executive Summary H1 FY2026 Consolidated Financial Results Progress of the Growth Strategy Consolidated Financial Position 2026 Full-Year Consolidated Financial Forecast Appendix Growth Strategy Capital Allocation Reference Materials
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4Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. INDEX Company Profile 2. Executive Summary 3. H1 FY2026 Consolidated Financial Results 4. Progress of the Growth Strategy 5. Consolidated Financial Position 6. 2026 Full-Year Consolidated Financial Forecast 7. Appendix • Growth Strategy • Capital Allocation • Reference Materials
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5Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Corporate Philosophy/History With the corporate philosophy of "To change and design sports,“ we practice "sports and social business" to address various social issues through sports. ２００0～ ２００５～ ２０１０～ 2015～ ２０２０～ Record High ※1 74,798 thousand USD （FY２０２５） Founded in 2001 Started sports school business FY2005 10,000 members FY2009 20,000 members FY2014 40,000 members FY2013 Started School club support business FY2023 60,000 members FY2024 70,000 members FY2020 Large-scale club activity project contract (Nagoya City elementary school) FY2012 30,000 members FY2021 50,000 members ※1:Performance comparison for the same period from FY23 onwards (US GAAP) Ranked No.1 in Japan across 4 major categories The USD amount is based on 25Q4 FX rate ￥156.80=$1.00.
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6Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Business Model Sports School Business Social Business ● Service details We provide a unique sports service that cultivates the "non- cognitive skills" that are emphasized in modern education. Based on our teaching philosophy of ”acknowledge, praise, encourage, and motivate," we offer a training program that integrates physical and mental growth, focusing not only on developing sports skills, but also on greetings, etiquette, leadership, cooperation, self- management, and problem-solving skills. ● Revenue sources ・School fees (monthly fee, enrollment fee, annual fee) ・Event participation fee ● Service details Our social business consists of two main types of projects: the "School Club Support" and "After-School Daycare Services.“ Our club activities project works in collaboration with local governments and schools and involves coaching and running club activities primarily at elementary and junior high schools. Our after-school day care services project supports the independence of children with developmental disabilities through sports. ● Revenue sources Mainly business outsourcing contract fees We operate our business in two segments: "Sports School Business" and "Social Business." ● Sales ratio ● Sales ratio 27％ （FY２０２５） ７3％ （FY２０２５） Compared to FY2023 ＋3％ （FY２０２３：２４％）
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7Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Business Seasonality Our business's profit structure is heavily weighted towards the second half of the year, with the majority of profits being recorded in the second half. Seasonality of sports school business ⚫ Membership numbers temporarily decrease around March, coinciding with school graduation season. ⚫ Then, they increase again from April to June, coinciding with the start of the new school year. ⚫ Event revenue peaks in March and August, and during school holidays from December to January. Seasonality of social business ⚫ Some contracts with government agencies involve payments being made in March, which introduces seasonality into the cash flow. * For your reference: For more detailed information, please refer to the "Trend Information" section within the "Management's Discussion and Analysis of Financial Condition and Results of Operations" in the Company’s Report of Foreign Private Issuer on Form 6-K. 54 33 68 341 487 559 4,227 4,773 5,489 5,077 5,556 6,240 Revenue Income from operations (million yen) (million yen) FY23 first half FY23 second half FY24 first half FY24 second half FY25 first half FY25 second half FY23 first half FY23 second half FY24 first half FY24 second half FY25 first half FY25 second half
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8Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. INDEX 1. Company Profile Executive Summary 3. H1 FY2026 Consolidated Financial Results 4. Progress of the Growth Strategy 5. Consolidated Financial Position 6. 2026 Full-Year Consolidated Financial Forecast 7. Appendix • Growth Strategy • Capital Allocation • Reference Materials
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9Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. 330 474 FY25H1 FY26H1 418 859 FY25H1 FY26H1 418 568 FY25H1 FY26H1 33,754 36,768 FY25H1 FY26H1 69,500 68,873 FY25H1 FY26H1 Financial Highlights +8.9％ YoY ＋35.9％ YoY （people） -0.9％ YoY ＋105.6％ YoY （clubs） ＋6.2％ YoY 2,095 2,224 FY25H1 FY26H1 Growth in the School Club Support Business and Sports School Business drove record-high net revenue, income from operations, adjusted income from operations, net income, and contracted club activities. Record- high※１ Record- high※１ Net income (in thousands of USD) +43.5％ YoY Sports school members Contracted club activities Record- high※１ Net revenue Adjusted income from operations※２Income from operations (in thousands of USD) (in thousands of USD) (in thousands of USD) *1: Comparison of performance over the same period from H1 FY25 onwards (US GAAP) *2 : Adjusted income from operations is a performance measure of the profitability of our core business. Adjusted income from oper ations = Income from operations + acquisition-related costs. Record- high※１Record- high※１ JPY162.61=USD1.00
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10Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Financial Highlights | Supplementary Explanation | Decrease in School Membership (YoY) The main factors were an increase in graduating members as existing members reached higher grades and a strategic shift in the timing of new member acquisition to improve service quality. Net revenue and income from operations reached record highs, reflecting a steadily strengthening business foundation.※1 Main factors Increase in "graduating members" due to members reaching higher grades. • As the number of members increases in the upper grades of elementary school, the number of graduated members (members who remained enrolled until the 6th grade of elementary school and graduate in March) has increased compared to the previous year. * Many of our 6th-grade elementary school members graduate from (withdraw from) the school in March, which is the elementary school graduation season. A strategic shift in the "new customer acquisition timing" aimed at improving service quality. • In line with strengthening new employee training, we are strategically shifting customer acquisition timing. • As a result, the number of new classes opening in the first half of the year decreased, leading to a year-on-year decrease in enrollment. *In Japan, most new employees join their companies in April. One franchise agreement was terminated. • The termination of one franchise location resulted in a decrease in the number of members. In Q2 (YoY), despite a slight dip in membership, revenue and profit grew due to adjusted monthly fees and higher average spend per customer. Membership is expected to recover in Q3 and Q4 through new initiatives. *1: Comparison of H1 results from FY2025 onward (U.S. GAAP)
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11Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Key Topics of H1 FY2026 Steady progress achieved across key growth pillars: Sports School Business, Social Business, and M&A. Sports School Business M＆A ⚫ Achieved expansion to all 47 prefectures nationwide. Advancing to the next phase of community integration and club activity transition synergies, following the achievement of founding goals. ⚫ Acquired 1,185 members through an M&A (Tokai Sports Co., Ltd.) Maximizing lifetime value (“LTV”) by acquiring a sports brand targeting upper elementary school students. ⚫ Higher revenue per customer drove year-over-year growth in H1 FY2026 net revenue and income from operations. Net revenue: US$25,512 thousand (YoY: +5.4%); segment profit: US$5,332 thousand (YoY: +2.5%). ⚫ Executing a strategic M&A transaction for full-scale entry into the childcare business. SWIFT JAPAN Co., Ltd. : 5 small-scale licensed daycare centers, 1 corporate-sponsored daycare center, and 1 after-school care facility. We entered into a stock transfer agreement on June 23, 2026, and SWIFT JAPAN became our subsidiary on July 1, 2026. ０1 03 ０2 Social Business ⚫ [School Club Support Business] The number of our support clubs has expanded to 2,224. The strategy is progressing smoothly. New: 5 (including 3 in special wards and ordinance-designated cities) ⚫ [After-school Daycare Service] Meeting growing demand through the new therapeutic education programs. Providing sports therapy, motor skill development, and independent learning support. ⚫ New school club activity contracts awarded in FY2025 drove year-over-year growth in H1 FY2026 net revenue and income from operations. Net revenue: US$11,256 thousand (YoY: +18.0%); segment profit: US$1,674 thousand (YoY: +156.7%).
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12Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. INDEX 1. Company Profile 2. Executive Summary H1 FY2026 Consolidated Financial Results 4. Progress of the Growth Strategy 5. Consolidated Financial Position 6. 2026 Full-Year Consolidated Financial Forecast 7. Appendix • Growth Strategy • Capital Allocation • Reference Materials
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13Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Consolidated Statements of Income Highlights Net revenue, gross profit, income from operations, operating margin, adjusted income from operations, and net income reached record highs. ※1※2 (in thousands of USD) H1 FY2025 H1 FY2026 YoY change YoY % change Net revenue 33,754 36,768 3,014 8.9% Gross profit 8,862 10,861 1,999 22.6% Income from operations 418 568 150 35.9% Operating margin 1.2% 1.5% ー 0.3% Net income 330 474 144 43.5% Adjusted income from operations※２ 418 859 441 105.6% ※1: Comparison of Earnings for the Same Period Starting in FY25 （USGAAP） ※2： Adjusted income from operations： Introduced as a performance management metric to measure the profitability of the core business Adjusted income from operations =Income from operations ＋ M&A-Related Costs Record- high※１ Record- high※１ Record- high※１ Record- high※１ Record- high※１ USD ¥162.61=$1.00 Record- high※１
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14Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Adjusted income from operations H1 FY2６H1 FY2５ H1 FY25 income from operations H1 FY２６ income from operations Acquisition- related costs H1 FY26 Adjusted income from operations 418 568 291 859 (in thousands of USD) (in thousands of USD) Adjusted Income from operations ＋105.6％ YoY *: Adjusted Income from Operations : Introduced as a performance management indicator representing the profitability of the c ore business. Adjusted income from operations = Income from operations + Acquisition-related costs Adjusted income from operations* was JPY139.7 million (US$859 thousand), up 105.6% year over year. The profitability of our core business continued to improve, establishing a foundation for growth in the second half. 0 418 Acquisition- related costs H1 FY25 Adjusted income from operations JPY162.61=USD1.00
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15Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Segment summary Sports school business Social business Stable growth through increased LTV due to higher monthly membership fee rates. High growth continues due to a significant increase in the number of club activity contracts. (in thousands of USD) Net revenue Net revenue *1: Comparison of H1 results from FY2025 onward (U.S. GAAP) Both the "Sports School Business" and the "Social Business" are growing steadily, reaching record highs. (in thousands of USD) 24,216 25,512 FY25H1 FY26H1 ＋5.4％ YoY ＋2.5％ YoY Segment profit 9,539 11,256 FY25H1 FY26H1 ＋18.0％ YoY ＋156.7％ YoY Segment profit 5,200 5,332 FY25H1 FY26H1 652 1,674 FY25H1 FY26H1 Record- high※１ Record- high※１ Record- high※１ Record- high※１ (in thousands of USD) (in thousands of USD) JPY162.61=USD1.00
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16Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. INDEX 1. Company Profile 2. Executive Summary 3. H1 FY2026 Consolidated Financial Results Progress of the Growth Strategy 5. Consolidated Financial Position 6. 2026 Full-Year Consolidated Financial Forecast 7. Appendix • Growth Strategy • Capital Allocation • Reference Materials
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17Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Progress of the Sports School Business Topics Net revenue Higher monthly membership fee rates drove net revenue growth; market expansion remains on track. *1: Comparison of performance over the same period from Q1 FY25 onwards ( US GAAP) Higher monthly membership fee rates improved LTV, driving steady FY26H1 sales growth YoY. Sales: $25,512 thousand (YoY: +5.4%) We have developed a new sport called “SIX SHOOT” in collaboration with the popular anime “Blue Lock.” First Tournament held in August (Former Japanese national team player Yoichiro Kakitani appointed as official ambassador) “Dribble Designer Mr. Okabe × Leifras” Opens a Soccer School Specializing in Dribbling. “1v1 DRIBBLE ACADEMY D-UNLOCK,” Supervised by Mr. Okabe, opens its doors Acquired approx. 1,185 sports school members through the M&A of Tokai Sports Co., Ltd. We acquired 100% of the outstanding shares of Tokai Sports Co., Ltd., which operates gymnastics classes at approximately 20 affiliated kindergartens and daycare centers and has approximately 1,185 school members. We have signed an alliance agreement with Blaublitz Akita and opened a collaborative school. We opened a collaborative school in Odate City, Akita Prefecture. This completes our expansion to 47 prefectures nationwide. We have launched a new brand, "L-Spo". We are opening a new brand (multi-sports school) aimed at attracting younger children and those with light needs. ❶ ❷ ❸ ❹ (in thousands of USD) 24,216 25,512 FY25H1 FY26H1 ＋5.4％ YoY 5,200 5,332 FY25H1 FY26H1 ＋2.5％ YoY Segment profit (in thousands of USD) Record- high※１ Record- high※１ ❺ ❻ JPY162.61=USD1.00
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18Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Progress of the Sports School Business II: Expansion to All 47 Prefectures Expanding to all 47 prefectures in Japan. With a robust nationwide network of instructors, advancing to the next phase of community integration and M&A. prefectures 47/47 members 68,873 Growth strategies ① Expanding into unexplored areas ③ Expanding into multiple sports in existing service areas ② Promoting further M&A ⑤ International expansion Achievements in H1 FY2026 ④ Leveraging school business bases for club activity support business
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19Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Progress of the Sports School Business II : Tokai Sports' M&A and Synergies Through the acquisition of Tokai Sports, a strong brand in the Chukyo region, we added approximately 1,185 members. We aim to maximize LTV by retaining members who seek competitive sports training and acquiring customers efficiently through business-to-business-to-consumer ("B2B2C") partnerships. Improving customer satisfaction through a performance-oriented brand ● Integration with methods for developing non- cognitive skills Providing end-to-end athletic skill coaching and non-cognitive skill development to boost member and parent satisfaction and prevent member attrition. Leifras’ method for developing non-cognitive skills ✓ Acquired a membership base of approximately 1,185 members (soccer and gymnastics) ✓ Expect to further expansion of market share Technical coaching that has produced professional athletes Expanding market share through the acquisition of members ✓ Acquired the B2B2C platform of approximately 20 partner kindergartens and daycare centers ✓ A solid track record of maintaining all contracts over the past three years ✓ Establishing a “seamless development pathway from early childhood through junior high school” B2B2C platform for partner kindergartens and daycare centers
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20Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. A Paradigm Shift in Education in the Age of AI ｜ The Growth of the “Non-Cognitive Skills” Market As AI commoditizes cognitive skills, parental investment is shifting toward non-cognitive skills. 1｜ Drastic Changes in the Macroeconomic Environment The Rise of AI Is Eroding the Value of “Visible Academic Ability” 2｜ Shifting Demand and Positioning Future investment in education will likely focus on fostering non-cognitive skills. 3｜ Future Growth and Business Expansion Growing Opportunities to Partner with Education Providers ● Skills Children Need in the Age of AI （ Parent Survey: Top Priorities ） 76.8% 1.7% Non-cognitive Skills Academic Ability and Grades ※ Survey by Result Design, Inc. (June 2026) Only 1.7% of parents prioritize grades above all else; as AI automates memory and calculation, academic-only cram schools are reaching their limits. The Traditional Cram School Market (Focused on Cognitive Skills) Replaced by AI → Decline in Value Proposition The experiential market for sports schools and similar programs Leadership, Teamwork, and Perseverance ＝ Developing Non-Cognitive Skills That Cannot Be Replaced by AI Our Strengths ： Since our founding, we have focused on developing children's non-cognitive skills rather than prioritizing athletic technique alone. This approach aligns with growing demand for these skills. Partnerships with Cram Schools 2020: Mainichi Kobetsu Juku 5-Days2026: Ando Juku Building on these partnerships, we aim to expand our collaboration across the education sector as demand for non-cognitive skills grows. Business-to- Consumer Increasing the Number of New Individual Customers Business-to- Business｜ New Revenue Streams Providing Solutions to Educational Institutions Our business opportunities extend beyond sports schools to the broader education sector. Recognizing this demand, our company will take a leap forward as a new platform provider in the education industry. The Great Shift in Capital and Demand
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21Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Progress of Social Business I Topics Net revenue ❶ ❷ ❸ *1: Comparison of performance over the same period from H1 FY25 onwards ( US GAAP) Both the “school club support service” and “after-school daycare service” are scaling as planned. Sales have increased significantly. (in thousands of USD) Secured Q3+ revenue streams via contracts with 24 local governments and 7 private schools. New Business Development (5 cases): Secured "large-scale projects" in special wards and designated cities. 3 of 5 new contracts awarded in special wards/designated cities. Phase 2 Growth Strategy (scaling to major municipalities) is progressing smoothly. Existing Customers (19 cases): Achieved an extremely high repeat rate and "increased unit price". Maintained a strong customer base with a 100% retention rate. Through M&A (Well Resource Co., Ltd.), we acquired " 4 business locations". Two new services, "FLEI" for motor learning support and "ILFE" for independent learning support, have been added. Including the M&A, we added nine business locations, a 45% increase year over year. Number of business locations rapidly expanded from 20 to 29, a 45% increase compared to the previous year. School club support service After-school daycare service 9,539 11,256 FY25H1 FY26H1 ＋18.0％ YoY ＋156.7％ YoY Segment profit 652 1,674 FY25H1 FY26H1 Record- high※１ Record- high※１ (in thousands of USD) JPY162.61=USD1.00
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22Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Progress of Social Business I：Expanding Club Activity Contracts Securing contracts nationwide, from major metropolitan areas to regional cities, driving the number of managed club activities to a record high. ※As Japan’s national “reform implementation period” for club activities begins in fiscal year 2026, we are positioned to capture growth opportunities in the JPY500 billion market and strengthen our position as Japan’s leading school club activity support provider. Market size is estimated by the Company based on past contract performances. Achievements as a Japanese domestic leader Strategy progress and new client municipalities Contracted schools 478 Contracted club activities 2,224 ⚫ Ota Ward, Tokyo ( Population: 0.75 million ) ⚫ Kawasaki City, Kanagawa Prefecture （ Population: 1.57 million ） ⚫ Chiba City, Chiba Prefecture ( Population: 1 million ） ⚫ Fujisawa City, Kanagawa Prefecture ( Population: 0.44 million ) ⚫ Niiza City, Saitama Prefecture ( Population: 0.17 million ) ＜ Newly Contracted Municipalities ＞ +37.0％ YoY +6.2％ YoY Conducting proof-of-concept testing & track record building Expansion into government- designated cities and special wards Expansion to cities nationwide & in regional areas Completed Steadily progressing ＰＨＡＳＥ １ ＰＨＡＳＥ 2 ＰＨＡＳＥ 3 Kawasaki City [https://www.city.kawasaki.jp/170/page/0000186995.html]20260501 Chiba City [https://www.city.chiba.jp/sogoseisaku/sogoseisaku/kikaku/tokei/top.html] 20260501 Ota Ward [https://www.city.ota.tokyo.jp/kuseijoho/suuji/jinkou/setai_jinkou/oota_suji0808.html] 20260901 Fujisawa City [https://www.city.fujisawa.kanagawa.jp/bunsho/shise/toke/jinko/jinko/index.html] 20260501 Niiza City [https://www.city.niiza.lg.jp/site/toukei/] 20260901
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23Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. The number of contracted government-designated cities and Tokyo special wards has increased, steadily expanding our business in urban areas. Market Size: Our own calculation method based on past contract performance Government - designated Cities 3 42.9 % Cities currently under contract Tokyo 23 Special Wards 8 Wards for which we provide services Chiyoda Ward Minato Ward Shinjuku Ward Taito Ward Shinagawa Ward Ota Ward Shibuya Ward Suginami Ward Chiba City Greater Tokyo Area branch Kawasaki City Greater Tokyo Area branch Nagoya City Tokai branch / 7 / 12 ■ Additional Cities Awarded Contracts from July to September 2026 Public Tenders Conducted: 9 Cities Contracts Awarded: 5 Cities Success Rate: 55.6% Sapporo City Kyoto City Public Tenders Conducted: 14 Wards Contracts Awarded: 10 Wards Success Rate: 71.4% ■ Additional Cities Awarded Contracts from July to September 2026 Adachi Ward Edogawa Ward 66.7 % cities that conducted public tenders (out of 20 government-designated cities) wards that conducted public tenders (out of 23 Tokyo special wards) Contract win rate Contract win rate
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24Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Progress of Social Business I： Expanding Contracted Municipalities End of June 2026 End of June 2025 Number of contracted municipalities Number of contracted schools Number of contracted club activities １9 municipalities 349 schools 2,095 clubs 24 municipalities 478 schools 2,224 clubs Number of contracted municipalities Number of contracted schools Number of contracted club activities Market size is estimated by the Company based on past contract performances. Hokkaido Ebetsu City Muroran City Mombetsu City Suita City Yao City Sayama City Osaka Shingu Town Shime Town Fukuoka Beppu City Oita Nagoya City Tobishima Village Nagakute City Aichi Ebetsu City Muroran City Mombetsu City Suita City Yao City Sayama City Osaka Shingu Town Shime Town Fukuoka Beppu City Oita Nagoya City Tobishima Village Nagakute City Aichi Kanagawa Kawasaki City Fujisawa City Chiba Chiba City Saitama Niiza City Shinjuku Ward Shinagawa Ward Suginami Ward Taito Ward Shibuya Ward Minato Ward Chiyoda Ward Tokyo Shinjuku Ward Shinagawa Ward Suginami Ward Taito Ward Shibuya Ward Minato Ward Chiyoda Ward Ota Ward Tokyo Hokkaido
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25Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Progress of Social Business II： Expanding from Our Core Businesses into the Childcare Sector By moving customer touchpoints earlier in the customer journey, entering the childcare business to secure touchpoints with infants aged 0, and evolving into a lifelong educational growth platform. Childcare services： SWIFT JAPAN Co., Ltd. 5 small-scale licensed daycare centers, 1 corporate- sponsored daycare center, and 1 after-school care facility Existing businesses: Sports School Business, Social Business While establishing a solid, government subsidy-backed foundation and entering new markets. Collaboration with HR Produce, Co., Ltd. partnering with 10,000+ preschools nationwide Solving challenges in the childcare industry through the introduction of the “Milabo” non-cognitive skills assessment system and the opening of a school within the facilityThe share transfer agreement was signed on June 23, 2026, and SWIFT JAPAN became our subsidiary on July 1, 2026.
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26Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Progress of Social Business III ｜After-School Daycare Services We have launched new after-school daycare services with a wider range of developmental support programs. This enables us to meet more diverse needs and lays the groundwork for our regional expansion strategy. The number of facilities 29 Growth rate YoY ＋45％ +9 facilities YoY ⚫ Existing business Therapeutic education centered on soccer ⚫ New initiatives Indoor-focused exercise learning support Expansion of service areas in line with service diversification Community-based approach through the dominant strategy Achievements in H1 FY2026 ⚫ New initiatives Support for independent learning (PC skills, etc.)
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27Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Achievements of Leifras: Comprehensive Initiatives in Aichi Prefecture In Aichi Prefecture, we are implementing a regional strategy that integrates sports schools, school club support, welfare services, childcare, and after-school programs. By building this comprehensive “Aichi Model” infrastructure, we aim to address a wide range of social issues. Age ０ Age 3 Age 6 Age 9 Age 12 Age 15 Childcare Business SWIFT JAPAN Elementary School Club Activities Support Business （Nagoya City ２３８ schools） After-School Daycare Services Nagoya Sports & Culture Community Leifras Sports School (Sports School Offering a Total of 13 Sports) Tokai Sports (A Club Specializing in Soccer) New M&A New M&A Social Business Sports School Business Junior High School Club Activities Support Business Leveraging expertise gained from this model to address a wider range of social issues. Kindergarten and Daycare Center Partnerships After-School Programs The share transfer agreement was signed on June 23, 2026, and SWIFT JAPAN became our subsidiary on July 1, 2026.
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28Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. INDEX 1. Company Profile 2. Executive Summary 3. H1 FY2026 Consolidated Financial Results 4. Progress of the Growth Strategy Consolidated Financial Position 6. 2026 Full-Year Consolidated Financial Forecast 7. Appendix • Growth Strategy • Capital Allocation • Reference Materials
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29Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Consolidated BS Highlights Maintaining a sound financial foundation. Net assets are steadily increasing due to the recording of net income for the current period. (in thousands of USD) 2025/12/31 2026/6/30 Change Change % Total current assets 21,358 21,260 -98 -0.5% Total non-current assets 7,393 9,107 1,714 23.2% Total assets 28,751 30,367 1,616 5.6% Total current liabilities 13,836 14,121 285 2.1% Total non-current liabilities 3,558 4,415 857 24.1% Total liabilities 17,394 18,536 1,142 6.6% Total shareholders’ equity 11,357 11,831 474 4.2% Total liabilities and shareholders’ equity 28,751 30,367 1,616 5.6% USD ¥162.61=$1.00
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30Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Consolidated CF Highlights (in thousands of USD) FY２5 H1 FY２6 H1 Net cash provided by operating activities 1,924 1,554 Net cash used in investing activities -290 -1,310 Net cash (used in) provided by financing activities -1,882 172 Changes in cash and cash equivalents -249 417 Cash and cash equivalents at the end of the period 15,363 15,939 Operating cash flow remained solid, with a strong cash position. USD ¥162.61=$1.00
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31Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. INDEX 1. Company Profile 2. Executive Summary 3. H1 FY2026 Consolidated Financial Results 4. Progress of the Growth Strategy 5. Consolidated Financial Position 2026 Full-Year Consolidated Financial Forecast 7. Appendix • Growth Strategy • Capital Allocation • Reference Materials
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32Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. ⚫ We predict continued growth with no changes to our Earnings Forecast. ⚫ The guidance includes the results of Well Resources (from May 1, 2026), Tokai Sports (from June 1, 2026) and SWIFT JAPAN (from July 1, 2026). It does not assume any further business acquisitions, restructuring activities or legal settlements during the period. Consolidated Earnings Forecast for the Fiscal Year Ending December 2026 （in thousand USD） FY24 FY25 FY26 YoY Change YoY Change % Net revenue 65,878 74,798 95,663 20,865 27.9% - - - 82,908 8,110 10.8% Income from operations 3,315 4,001 5,357 1,356 33.9% - - - 4,528 527 13.2% Operating profit margin 5.0% 5.3% 5.6% 0.3% - - - 5.5% 0.2% (High) (Low) (High) (Low) (High) (Low) The USD amounts are translated at JPY156.80 per US$1.00, the exchange rate used for our FY2026 earnings forecast.
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33Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. INDEX 1. Company Profile 2. Executive Summary 3. H1 FY2026 Consolidated Financial Results 4. Progress of the Growth Strategy 5. Consolidated Financial Position 6. 2026 Full-Year Consolidated Financial Forecast Appendix Growth Strategy • Capital Allocation • Reference Materials
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34Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. ⚫ Allocation of human resources in connection with the re-contracting of Nagoya City club activity projects and the new consignment of other large club activity projects ⚫ A temporary decrease in school members due to the termination of one franchise contract ⚫ Increase in graduates (withdrawals) due to current members reaching higher grades Issues and factors Strategies and measures Expansion of sports school business We are focusing on enhancing the quality of our class offerings and customer services, to continue being chosen by our customers and expanding market share and strengthening customer attraction, for sustainable growth. Internal environment Quality enhancement External environment ⚫ Growing awareness of the need to protect one's livelihood due to the effects of prolonged price hikes ⚫ The special demand (rebound demand) after the COVID-19 pandemic has run its course Market Share expansion and branding strengthening customer attraction ⚫ Strengthening school visits (on-site training and employee development) aimed at quality improvement ⚫ Differentiation through enhanced branding of the non-cognitive ability measurement system "Milabo“ ⚫ Strengthening the instruction and management system through the proactive deployment of assistant instructors ⚫ Strengthening social media advertising through web marketing ⚫ Acquiring light needs customers through the introduction of inside sales ⚫ 47 prefectures and expanding into unexplored areas ⚫ Establishment and expansion of classes exclusively for kids (preschool children) ⚫ Opening new student-led schools utilizing school facilities through comprehensive partnership agreements with universities and vocational schools ⚫ M&A and alliances with other companies in the same industry that share our philosophy
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35Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Expanding the share of club activities | Market size and national policy roadmap I 2023 2024 2025 2026 2027 2028 2029 2030 2031 Reform promotion period 2026 school year will see the start of a "reform implementation period" for club activities. In principle, all club activities held on holidays will be transferred to the local community. TAM | Club activity market size Our current position as of June 30, 2026 Approximately 9,800 junior high schools nationwide *1 Approximately USD 3.07 billion Number of contracted schools: 478 FY2025 Sales: approx. USD 12.9 million Room for growth *1: <Source> e-Stat Government Statistics Portal Site/Number of Schools in 2025 *2: Market Size: Our own calculation method based on past contract performance *3: <Source> Club Activity Reform Portal Site/New Guidelines Regarding Club Activity Reform (This is merely a national plan a nd is not necessarily guaranteed to be implemented.) Weekends: All school club activities are planned to be expanded to the community Weekdays: Resolve various issues and promote reform. Reform implementation period FY2025 Club Activity Support Business
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36Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Expanding the share of club activities | Market size and national policy roadmap II 2023 Results 2024 Results Scheduled for 2025 Scheduled for 2026 2027 ～ The Japanese government has announced that it plans to transfer "more than 30%" of holiday club activities to local communities and the private sector in fiscal 2026. *1 [ Source ] Survey on the status of club activity reform efforts (Agency for Sports and Agency for Cultural Affairs) 4.7% (6,049 clubs) 8.5% (10,910 clubs) 16.6% (21,208 clubs) 30.4% ( 38,954 clubs) Regional expansion ratio Approximately 15 % Increase YoY Regional club activity development ratio across Japan and plans for * Ratio of local club activities across Japan (number of local club activities: number of clubs) * The percentage was calculated using a total of 128,000 clubs as the denominator (number of lobal club activities nationwide). Reform promotion period (demonstration experiment) *1: <Source> Club Activity Reform Portal Site/New Guidelines Regarding Club Activity Reform (This is merely a national plan a nd is not necessarily guaranteed to be implemented.)
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37Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. ⚫ Commissioned by the Japan Sports Agency ⚫ Nippon Sport Policy Commission ⚫ Japan Sport Association ⚫ Japan Private Education Council ⚫ Number of school clubs managed: 478 schools, 2,224 clubs. ⚫ Repeat rate (continuation rate) from local governments: 100% ⚫ Collaboration with local governments (cumulative total from 2013 to 2025 ) • Prefectures : 33 Prefectures (47 prefectures nationwide) • Special ward : 13 Wards (all 23 wards in Tokyo) ⚫ Business areas: 47 Prefectures (Number of locations: 47) ⚫ Number of sports instructors (full-time employees): 1,055 ⚫ Number of club activity instructors (part-time employees): 3,544 ⚫ Training through unique programs and thorough supervision by the general manager ⚫ Achievements in safety management • Since accepting club activities in 2013, there have been 0 serious accidents or injuries. Expanding share of club activities business | Competitive advantage I (barriers to entry) We have built up a barrier to entry through our established "trust, track record, and know-how" and our overwhelming "instructor platform" that is unique to our company. " No.1 in Japan “ contract record Network with the "country" Competitive Advantage (Barriers to entry) ❶ ❷ Network with local governments nationwide Large-scale "instructor platform" A "safety management system" to prevent accidents and injuries ❸ ❹ ❺
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38Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Japan Private Education Council Expanding the share of club activities | Competitive advantage II (Network with the national government) We have established a strong market position by collaborating with leading institutions in Japan's sports industry and private education sector. Nippon Sport Policy Commission Japan Sport Association ( JSPO ) Member A strategic think tank and lobbying organization that proposes national sports policies and promotes industrialization A unified organization of the Japanese sports world that works to create an environment for "watching," "playing," and "supporting" sports. Official partner Japan Private Education Council Member An organization that brings together organizations representing various fields of private education to promote social contribution for children and contribute to the development of private education. Representative: Kiyotaka Ito *1: <Source> Club Activity Reform Portal Site/New Guidelines Regarding Club Activity Reform (This is merely a national plan a nd is not necessarily guaranteed to be implemented.) *2: All marks are trademarks or registered trademarks of their respective owners. The display of trademarks herein does not imply that a license of any kind has been granted. Member
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39Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Expanding market share in club activity programs | Strategies by phase Phase 2 will focus on "designated cities" where the balance between population density and market size is optimal. Phase 3 will expand to "nationwide and regional cities." Demonstration experiments and track record building Development into "Government-Designated Cities" Expansion to the whole country and regional cities PHASE 1 PHASE 2 PHASE 3 ● Target Designated cities Approximately 1,600 schools Tokyo 23 wards: Approximately 500 schools (number of schools not currently under contract) ● Strategy Scaling to a "City Designated by Government Ordinance" • The know-how gained will be expanded to urban areas. • Maximize recruitment and operational efficiency • A shift from "testing" to "commercialization." Completion Current location Medium to long term ● Target 9,800 schools nationwide ● Strategy Infrastructure development throughout the entire country • Utilizing the enhanced operating system from Phase 2 • Introduction of a highly efficient remote and supervisory management model that works even in areas with low population density. ● Achievements 381 schools 2,120 clubs ● Strategy Business model validation Establishing a revenue base * This is merely a national plan and is not necessarily guaranteed to be implemented.
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40Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. ⚫ By offering direct employment and clear career paths, we can continuously attract talented young people. ⚫ A sophisticated management system that supports business expansion by processing approximately 1,000 hiring and terminating transactions per month without delay. ⚫ Immediate backup system utilizing a nationwide network of experienced instructors ⚫ The high level of reliability that allows for immediate coverage in case of staff shortages is the source of a strong revenue base. ⚫ With a seamless system that integrates on-site operations and HR, we can quickly respond to the urgent needs of local governments. ⚫ Allows for both reduced travel costs and maximized utilization by sharing talent within a given area. ⚫ The system of allowing side jobs and concurrent employment ensures the availability of diverse professional talent, including current teachers. ⚫ We are expanding our unique "talent bank system" nationwide, becoming an infrastructure company that supports local school club activities. Expanding Market Share in Club Activities | Human Capital Strategy II By utilizing Japan's only "instructor platform," we are building a scalable human resource base to support the rapid expansion of our business. Recruitment through direct employment and scalable labor base Club activities support high retention rates. Achieves high operating capacity and high efficiency organizational structure Utilizing diverse human resources and evolution into a "talent supply infrastructure" ❶ ❷ ❸ ❹ ⚫ Through comprehensive partnerships with educational institutions (such as Sanko Gakuen), we can secure a stable and large number of highly motivated and talented students as full-time employees (supervisors) and crew members (instructors). Strong relationship with private school corporations recruitment pipeline ❺ Human Capital Strategy
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41Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Improving operating profit margin | Factors, measures, and future outlook From the “growth investment phase" to the ”margin expansion phase”. 2023 2024 2025 2026 2027 2028 2029 Management Department School Business Social Business ● Improving LTV (monthly membership fees, events, merchandise sales, etc. ) ● Cost reduction by opening a school in kindergarten or school facilities ● Increase number of members per employee (increase in classes for younger employees) ● Proof of concept → Convert to full contract to increase ● Expand peripheral revenues (insurance, systems, etc.) ● Reduce costs per project through economies of scale ● Utilize Digital Transformation (DX)/ Artificial Intelligence (AI) ● Fixed management costs ● Improving business efficiency From expansion to increased profit density Increase in projects = conversion to profit margin Sales growth = profits source of leverage ・Club activity demonstration experiment ・Human resource investment ・IPO/ management system development Increase operating profit margin for club activities (conversion from demonstration experiment to full contract) LTV of school business・Reduce personnel in administrative departments ・Reduce fixed costs ・Utilize DX/AIGrowth investment phase Margin Expansion Phase * This is merely a national plan and is not necessarily guaranteed to be implemented.
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42Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. INDEX 1. Company Profile 2. Executive Summary 3. H1 FY2026 Consolidated Financial Results 4. Progress of the Growth Strategy 5. Consolidated Financial Position 6. 2026 Full-Year Consolidated Financial Forecast Appendix • Growth Strategy Capital Allocation • Reference Materials
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43Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. ⚫ Improving corporate value to achieve our mission and social mission of "Changing and Designing Sports" Capital Allocation We will prioritize promoting M&A (growth investment) and aim to improve corporate value through inorganic growth. Purpose Aims of target M & A policy Rigorous investigation and deliberation of consistency with overall strategy, synergy effects, investment rationality, risks and integration issues, etc. Basic Policy ⚫ M&A with the aim of sustainable business expansion and synergy creation. ⚫ All companies acquired in the past have completed PMI as planned. ⚫ Acquired companies have achieved significant growth in collaboration with Leifras. Previously acquired achievements M & A track record Post Merger Integration (PMI) success * This is merely a plan and is not necessarily guaranteed to be implemented. Companies with high potential for synergy from a global perspective, including overseas companies. ⚫ Expansion of business areas and improvement of customer LTV ⚫ Strengthening of talent acquisition pipelines and efficient improvement of organizational infrastructure ⚫ High value-added and efficient services through the use of technology
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44Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. INDEX 1. Company Profile 2. Executive Summary 3. H1 FY2026 Consolidated Financial Results 4. Progress of the Growth Strategy 5. Consolidated Financial Position 6. 2026 Full-Year Consolidated Financial Forecast Appendix • Growth Strategy • Capital Allocation Reference Materials
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45Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Adjusted Income from Operations (in thousands of USD) FY２5 H1 FY２6 H1 Income from operations 418 568 Plus: acquisition-related costs(a) - 291 Adjusted income from operations 418 859 USD figures are based on JPY to USD ¥162.61=$1.00 (a) Represents acquisition-related costs incurred in connection with our acquisition activities, including transaction-related costs, legal, financial and tax due diligence expenses, integration costs and other acquisition- related costs. These costs have been added back for normalization purposes as they are not considered reflective of our core operating performance. Adjusted income from operations is a financial measure that is not calculated in accordance with U.S. Generally Accepted Accounting Principles (“GAAP”) (collectively referred to as the “non-GAAP financial measures”), and the use of the terms adjusted income from operations may differ from similar measures reported by other companies and may not be comparable to other similarly titled measures.. We believe the non-GAAP financial measure provides investors with useful information with respect to our historical operations. We present the non-GAAP financial measure as supplemental performance measures because we believe it facilitates a comparative assessment of our operating performance relative to our performance based on our results under GAAP, while isolating the effects of some items that vary from period to period. Specifically, adjusted income from operations allows us to assess our performance without the impact of the specifically identified items that we believe do not directly reflect our core operations, including acquisition-related costs and other items that management does not consider reflective of our core operating performance. The non-GAAP financial measure also functions as key performance indicator used to evaluate our operating performance internally, and it is used in connection with the determination of incentive compensation for management, including executive officers.
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46Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Supplementary materials on national policy ① <Source> Japan Sports Agency - Club Activity Reform Portal Site / New Guidelines Regarding Club Activity Reform Summary: Overview of the Guidelines for Reform of School Extracurricular Activities 1. Philosophy of the Reform The primary goal is to ensure that students can continue to enjoy sports and cultural activities in the future, despite the rapidly declining birthrate. By shifting from school-based activities to a community-wide support system, the reform aims to create new value and more diverse opportunities for all students. 2. Reform Timeline FY2023–2025: Reform Promotion Period FY2026–2028: Reform Implementation Period (Phase 1) FY2029–2031: Reform Implementation Period (Phase 2) Key Target: Realizing the transition of weekend/holiday activities to community-based clubs, in principle, across all schools during the implementation period starting in FY2026. 1. Key Policies and Certification System Weekends/Holidays: Prioritize the transition to community-based activities. Certification: Municipalities will establish a system to certify "Certified Community Club Activities." To be certified, clubs must meet specific requirements regarding activity hours (e.g., max 3 hours on holidays), rest days, and instructor qualifications. Benefits of Certification: Certified clubs will receive public support (financial aid, priority use of school facilities) and smoother participation in competitions. 2. Implementation and Addressing Challenges Support System: Municipalities take the lead in providing resources, appointing coordinators, and collaborating with private companies and universities. Safety and Standards: Strict measures will be taken to prevent misconduct, including the use of "Japanese version of DBS" (criminal record checks for instructors) and ensuring student safety (heatstroke prevention, etc.).Operational Challenges: Focus areas include securing instructors, finding activity venues, arranging transportation, and ensuring inclusivity for students with disabilities.
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47Copyright © 2026 LEIFRAS CO., LTD. All rights reserved. There is no guarantee that any specific outcome will be achieved. Investments may be speculative, illiquid and there is a ris k of loss. Past performance is not indicative of future results. Supplementary materials on national policy ② <Source> Japan Sports Agency - Club Activity Reform Portal Site / New Guidelines Regarding Club Activity Reform Summary: Progress Status of Regional Transition for Extracurricular Activities (Weekends/Holidays) 1. Overall Progress Since the "Reform Promotion Period" began in FY2023, the transition of school club activities to the community has been progressing steadily. By FY2026 (the start of the implementation period), it is projected that approximately 30% (30.4%) of all club activities will have transitioned into community-based clubs. 2. Trends in the Number of Club Activities (Sports & Arts/Culture Combined) FY2023 (Actual): 11.2% total (4.7% regional transition + 6.5% regional cooperation). FY2026 (Projected): 36.6% total (30.4% regional transition + 6.2% regional cooperation). Observation: There is a significant shift towards full "regional transition" (becoming community clubs) rather than just "regional cooperation" (such as joint school teams). 3. Number of Participating Municipalities The number of local governments planning to implement regional transitions by FY2026 is increasing sharply: Sports: 1,097 municipalities Arts & Culture: 646 municipalities The data shows a clear upward trend, indicating that the movement to shift school activities to the local community is gaining momentum nationwide.
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For inquiries, please contact LEIFRAS Co., Ltd./ IR Department : Email : ir@leifras.co.jp