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© YAMADA Consulting Group Co., Ltd. YAMADA Consulting Group Co., Ltd. Presentation Materials for the Six Months Ended September 30, 2025 November 11, 2025
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 1. Initiatives toward Sustainable Growth … 20 2. Basic Policies for Human Resources Strategy … 21 3. Internal Collaboration … 24 Initiatives toward Sustainable Growth 1. Company Overview … 26 2. Medium-Term Management Plan … 30 3. Significance and Overview of Real Estate Investment Business …36 4. Human Resources Data Book … 38 5. Public Relations Activities … 42 Reference Materials 1. Consulting Business … 10 2. Investment Business … 15 By Segment: 1H FY03/26 Results and FY03/26 Full-Year Forecast CONTENTS 01 02 03 04 1. 1H FY03/26 Results … 3 2. Shareholder Returns … 8 1H FY03/26 Consolidated Results and FY03/26 Full-Year Forecast
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 1. 1H FY03/26 Results 2. Shareholder Returns 1H FY03/26 Consolidated Results and FY03/26 Full-Year Forecast 2
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 1H FY03/25 consolidated results 1H FY03/26 consolidated results Change (%) FY03/26 forecast announced on May 8, 2025 Progress rate Net sales 12,422 13,367 +7.6% 26,000 51.4% Gross profit 10,224 9,816 -3.9% 19,600 50.0% Operating profit 2,897 2,090 -27.8% 3,800 55.0% Ordinary profit 2,827 2,037 -27.9% 3,700 55.0% Profit attributable to owners of parent 1,908 1,415 -25.8% 2,750 51.4% 1. 1H FY03/26 Results: Consolidated Highlights 3 ⚫ We reported net sales of ¥13,367 million (+7.6% year on year), gross profit of ¥9,816 million (-3.9%), and operating profit of ¥2,090 million (-27.8%). ⚫ Operating profit declined year on year because Pinnacle, which became a consolidated subsidiary in March 2024, closed a cluster of M&A deals during 1H FY03/25, generating results in excess of expectations. 1H FY03/26 operating profit was equivalent to 55.0% of our full-year forecast, indicating steady progress. Millions of yen Consolidated Segment Sustainable Growth
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 1. 1H FY03/26 Results: Factors Affecting Operating Profit 4 ⚫ Gross profit fell year on year in both business segments, declining by ¥402 million in the Consulting business and by ¥3 million in the Investment business. ⚫ Personnel expenses rose by ¥354 million due to salary increases implemented in June 2025 and strong recruitment, which added 140 personnel during 1H FY03/26. 1H FY03/25 Operating profit (previous period) 1H FY03/26 Operating profit (period under review) Decrease in gross profit in the Investment business -3 Decrease in gross profit in the Consulting business -402 -354 Increase in personnel expenses +81 Decrease in other SG&A expenses Millions of yen +398 Changes in SG&A expenses -49 Increase in travel and transportation expenses -807 YoY 2,897 2,090 -76 Increase in recruitment expenses Decrease in intersegment profit -2 Consolidated Segment Sustainable Growth
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 528 754 1,580 2,897 2,090 1,973 2,117 2,082 1,235 2,501 2,871 3,662 4,132 3,800 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 5,193 5,918 7,365 10,224 9,816 7,250 8,228 8,917 9,198 12,444 14,146 16,283 19,423 19,600 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 5,855 6,773 11,463 12,422 13,367 8,789 9,676 10,713 10,338 14,645 16,450 22,177 22,761 26,000 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 1. 1H FY03/26 Results: Consolidated Performance 5 ⚫ Net sales increased year on year, reaching a record high. ⚫ Gross profit and operating profit declined year on year due to higher-than-expected results in 1H FY03/25 following the concentration of M&A deals closed at Pinnacle, which became a consolidated subsidiary in March 2024. However, a five-year trend shows steady growth. ▍Net sales ▍Operating profit▍Gross profit Millions of yen Forecast for 2H (Results for 1H) Forecast for 2H (Results for 1H) Forecast for 2H (Results for 1H) Consolidated Segment Sustainable Growth Full year 2H 1H Progress rate 51.4% Progress rate 50.0% Progress rate 55.0%
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. - 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 (Millions of yen) 1. 1H FY03/26 Results: Consolidated Quarterly Sales 6 ⚫ Quarterly sales fluctuate depending on the timing of investment sales and the closing of major M&A deals. ⚫ Sales rose year on year in 1H FY03/26 due to a high concentration of investment sales. ▍Quarterly sales Notes: Consulting and Investment business sales booked through FY03/22 were reclassified into the current segments and recalculated accordingly. Consulting business sales include intersegment sales. ■ Investment business ■ Consulting business Closing of large M&A deals Investment sales Consolidated Segment Sustainable Growth
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 1H FY03/25 consolidated results 1H FY03/26 consolidated results Cash and cash equivalents at beginning of period 9,687 8,870 Cash flows from operating activities (406) 473 Profit before income taxes 2,827 2,037 Decrease (increase) in operational investment securities (1,910) (487) Decrease (increase) in inventories (402) (137) Income taxes paid (1,246) (710) Increase/decrease in other cash flows from operating activities 325 (230) Cash flows from investing activities (652) (737) Purchase of property, plant and equipment (79) (50) Purchase of intangible assets (0) (5) Purchase of investment securities (10) (210) Payments of leasehold and guarantee deposits (113) (473) Increase/decrease in other cash flows from investing activities (449) 2 Cash flows from financing activities* 182 1,649 Increase (decrease) in short-term borrowings 1,000 2,392 Dividends paid (819) (744) Increase/decrease in other cash flows from financing activities 1 2 Net increase/decrease in cash and cash equivalents (877) 1,386 Cash and cash equivalents at end of period 8,810 10,256 7 1. 1H FY03/26 Results: Consolidated Cash Flows Millions of yen Cash flows from operating activities vary significantly depending on investment or sales trends in the Investment business during the relevant period. Changes reflect equity investments and sales in the private equity investment business. (Investment balance: ¥7,365 million) * Cash flows from financing activities include the effect of changes in exchange rates on cash and cash equivalents. Borrowed from financial institutions (Loan balance: ¥3,992 million) Changes mainly reflect real estate investments and sales in the real estate investment business. (Investment balance: ¥1,530 million) Leasehold deposits paid in connection with the planned relocation of the Tokyo headquarters (scheduled for July 2028) Consolidated Segment Sustainable Growth
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 18 23 33 38 38 28 33 43 39 3946 56 76 77 77 - 20 40 60 80 100 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 2. Shareholder Returns ■ Year-end dividend ■ Interim dividend Basic dividend policy (change in dividend policy announced on May 8, 2025) (Yen) 8 Dividend payout ratio 50.9% 50.4% 50.6% 50.9% 53.4% DOE 6.4% 7.1% 8.7% 8.1% 7.6% Consolidated Segment Sustainable Growth We recognize shareholder returns as one of our top management priorities and strive to maintain high and stable dividends. Starting with the year-end dividend for FY03/25, we introduced a progressive dividend policy under which we commit to either increasing or maintaining dividends. High Target a consolidated dividend payout ratio of 50% Stable Continue implementing a progressive dividend policy Forecast Paid Forecast Forecast
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. By Segment: 1H FY03/26 Results and FY03/26 Full-Year Forecast 1. Consulting Business 2. Investment Business 9
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 473 760 926 1,886 1,107 1,876 2,051 2,033 1,2912,349 2,812 2,959 3,177 2,930 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 5,131 5,861 6,594 9,082 8,680 7,140 8,108 8,772 9,10512,271 13,970 15,366 18,187 18,430 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 5,771 6,716 7,494 10,147 9,647 8,229 9,343 9,876 10,20814,000 16,059 17,370 20,355 20,800 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 1. Consulting Business: 1H FY03/26 Results and FY03/26 Full-Year Forecast 10 ⚫ Sales and profits declined year on year, reflecting continued 1H losses at overseas subsidiaries and an unfavorable comparison with 1H FY03/25, when Pinnacle’s M&A deal closings were concentrated, generating about ¥700 million in sales. ⚫ Order intake remained steady across all consulting services, and we anticipate meeting our full-year targets. Note: Consulting business sales for FY03/22 were reclassified into the current segments and recalculated accordingly. ▍Sales ▍Operating profit▍Gross profit Millions of yen Consolidated Segment Sustainable Growth Progress rate 46.3% Forecast for 2H (Results for 1H) Forecast for 2H (Results for 1H) Forecast for 2H (Results for 1H) Progress rate 47.0% Progress rate 37.8% Full year 2H 1H
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 28.3% 34.4% 24.3% 32.9% 26.7% 20.8% 6.7% 7.1% 9.0% 17.9% 17.6% 26.1% 14.2% 14.2% 19.7% 0% 20% 40% 60% 80% 100% FY03/23 FY03/24 FY03/25 3,340 3,615 3,633 1,967 2,232 2,240 - 1,000 2,000 3,000 4,000 FY03/23 FY03/24 FY03/25 1. Consulting Business: Number of Projects and Clients, Client Revenue Size 11 ⚫ Sales in the Consulting business increased steadily. However, higher service prices kept the number of projects and clients flat year on year. ⚫ Service prices for clients with annual revenue exceeding ¥10 billion have risen, and sales composition for the Consulting business has changed significantly since FY03/25. ▍Number of projects and clients ▍Sales composition by client revenue size ¥1bn or less Over ¥1bn to ¥5bn Over ¥5bn to ¥10bn Over ¥10bn to ¥50bn Over ¥50 billion Consolidated Segment Sustainable Growth Number of clients ■ Number of projects Notes: The number of projects refers to those with recorded sales by the end of March for each fiscal year. The number of clients is the count obtained by grouping multiple projects under the same corporate entity. Some projects not using the Company’s sales management system are excluded. Notes: Starting in FY03/25, sales composition by client revenue size is calculated based on sales value, instead of project count. Past figures have been retroactively adjusted for consistency. Internal transactions are excluded.
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. Management consulting ¥ 3,481 million ( - 1.9%) M&A advisory services ¥3,846 million (-12.5%) Business succession consulting ¥843 million (+6.0%) Real estate consulting ¥509 million (+50.0%) 1. Consulting Business: Gross Profit by Business Category 12 ⚫ The management consulting business and the M&A advisory services business generated roughly the same amount of gross profit. ⚫ Driven by the closing of large deals, gross profit from the real estate consulting business rose 50.0% year on year. ▍1H FY03/26: Gross profit by business category Consolidated Segment Sustainable Growth • Held steady consultations regarding business succession mainly with owner-led companies • While addressing business succession, engaged in various business consultations and promoted collaboration with other businesses Business succession consulting business Gross profit ¥8,680 million (-4.4%) • Advisory services increased for projects involving listed companies, including public- to-private deals and carve-outs. • Stronger collaboration with private equity funds led to an increase in direct M&A orders not mediated by financial institutions (B2B). M&A advisory services business • Inquiries for sustainable growth consulting—driven by the shrinking working-age population and labor shortages—remain strong, with particular focus currently on mid-sized companies. • The need for listed companies to improve capital efficiency is driving increased demand for business improvement initiatives targeting subsidiaries and related entities. Management consulting business • Demand increased for real estate sales, effective asset utilization, as well as property acquisitions by high-net-worth individuals. Real estate consulting business Note: Numbers inside parentheses in the graph are year-on-year changes.
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. Consulting clients 34.7% B2B (direct orders) 34.8% Financial institutions 19.3% Law/accounting firms 9.2% Other channels 2.0% 1,148 1,793 2,490 4,398 3,846 3,961 5,156 6,017 7,744 3,846 32 42 48 56 44 102 129 111 101 0 50 100 150 200 250 300 - 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 1. Consulting Business: M&A Advisory Services Business Results (1) 13 ⚫We do not view M&A services merely as company sales or purchase transactions, but rather as a means to support client companies as part of our consulting services. ⚫ Gross profit and deals closed declined year on year, reflecting an unfavorable comparison baseline created by Pinnacle’s cluster of M&A deals in 1H FY03/25 and the recent shift toward larger deals requiring longer lead times. However, our potential deal pipeline is growing steadily. ⚫ The share of sales from consulting clients grew due to the closing of large deals for existing clients. ▍Annual M&A deals (gross profit) (Millions of yen) ▍Sales composition by channel (1H FY03/26) (No. of deals closed) Consolidated Segment Sustainable Growth ■ Full-year value ■ 1H value No. of deals closed in full year No. of deals closed in 1H Notes: To calculate the number of deals closed, each brokered transaction is counted as one deal. Cost of sales mainly reflects payments to joint financial advisors (FAs) and other parties. Note: The number of deals in the graph on the left and the sales composition by channel above are calculated based on the number of M&A deals closed. Brokerage ratio Approx. 30%
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. ファイナンシャル・アドバイザー 2021 2022 2023 2024 2025 ランク バリュー ファイナンシャル・アドバイザー 2021 2022 2023 2024 2025 案件数 三井住友ファイナンシャルグループ 2 4 5 1 955 M&Aキャピタルパートナーズ - - 1 1 104 野村 1 1 2 2 904 みずほフィナンシャルグループ 2 7 2 2 62 みずほフィナンシャルグループ 4 5 1 3 836 デロイト 3 1 4 3 45 大和証券グループ本社 5 2 4 4 549 プライスウォーターハウスクーパース - - 8 4 44 KPMG 6 7 6 5 406 三井住友ファイナンシャルグループ 1 2 5 4 44 プルータスグループ 3 8 3 6 399 プルータスグループ 7 8 6 6 36 デロイト 7 3 8 7 345 野村 5 5 7 7 33 三菱UFJモルガン・スタンレー 13 12 9 8 326 KPMG 3 5 3 8 23 プライスウォーターハウスクーパース - - 10 9 263 大和証券グループ本社 8 9 10 9 21 AGSグループ 16 - 12 10 256 マクサス・コーポレートアドバイザリー 12 17 11 10 18 アーンスト・アンド・ヤング 15 23 11 11 196 三菱UFJモルガン・スタンレー 17 19 14 10 18 山田コンサルティンググループ 9 9 7 12 182 山田コンサルティンググループ 11 13 9 10 18 フーリハン・ローキー 8 6 13 13 178 フーリハン・ローキー 9 3 18 13 16 三菱ＵＦＪフィナンシャル・グループ - 17 21 14 149 あおぞら銀行 16 15 15 14 15 マクサス・コーポレートアドバイザリー - 14 20 15 125 三菱ＵＦＪフィナンシャル・グループ 14 12 20 15 14 りそなホールディングス 18 - - 16 118 ユニヴィスグループ - - 17 16 12 M&Aキャピタルパートナーズ - - 14 17 111 AGSグループ 14 16 13 17 11 Lego Corporate Finance Ltd - - - 18 93 ROLEUP - - 18 18 10 トラスティーズ・アドバイザリー - 25 - 19 92 ＮＥＣキャピタルソリューション - - - 19 8 ウイズコア - - - 20 72 タナベコンサルティング 20 - 24 19 8 Somerley - - - 21 70 東京フィナンシャル・アドバイザーズ 10 10 12 19 8 コメルツ銀行 - - - 22 62 G-FAS - - 21 22 7 フロンティア・マネジメント 14 11 - 23 58 アーンスト・アンド・ヤング 19 10 16 22 7 GIP - - 24 24 55 フロンティア・マネジメント 13 13 22 22 7 コタック・マヒンドラ・バンク - - - 25 48 1. Consulting Business: M&A Advisory Services Business Results (2) 14 ⚫In our core target market—the Japan mid-market (limited to publicly announced deals of $100 million or less)—we rank 12th by deal value and tenth by deal count, maintaining our consistent position among leading advisors. Source: London Stock Exchange Group (LSEG, formerly Refinitiv), Japan Mid-Market M&A Financial Advisory Review, latest edition (1H 2025) Note: Reviews from 2H 2022 through 2H 2023 did not publish rankings for deals of $100 million or less. Accordingly, 2023 is excluded, and 2022 rankings reflect 1H only. ▍$100 million or less (deal value: millions of US dollar) ▍$100 million or less (deal count) YAMADA Consulting Group Co., Ltd. YAMADA Consulting Group Co., Ltd. Consolidated Segment Sustainable Growth
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 55 -6 657 1,010 984 97 65 50 -57 152 59 707 953 870 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 62 57 774 1,142 1,138 110 119 149 92 172 176 923 1,234 1,170 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 83 57 3,974 2,279 3,742 562 350 842 131 645 407 4,816 2,410 5,200 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 2. Investment Business: 1H FY03/26 Results and FY03/26 Full-Year Forecast 15 ⚫ Sales rose year on year. However, high-IRR exits (sale of shares in investee companies) executed during 1H FY03/25 created an unfavorable comparison baseline for 1H FY03/26, resulting in a year-on-year decline in gross profit. ⚫ We continue focusing on sales efforts for exits planned for FY03/26, but closing timelines remain uncertain. ⚫ As deals grow in size and number, the Investment business has evolved into a stable source of operating profit. *1 We continue focusing on sales efforts for exits planned for FY03/26, but closing timelines remain uncertain. Accordingly, our outlook incorporates the expected impact of personnel and other SG&A expenses. *2 Investment business sales for FY03/22 were reclassified into the current segments and recalculated accordingly. ▍Sales ▍Operating profit▍Gross profit Millions of yen Forecast for 2H (Results for 1H) Forecast for 2H (Results for 1H) Forecast for 2H (Results for 1H) Progress rate 71.9% Progress rate 97.3% Progress rate 113.2% *1 Consolidated Segment Sustainable Growth Full year 2H 1H
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 3.9 6.2 3.7 2.7 6.0 7.3 8.4 8.8 8.8 - 20 40 60 80 100 FY03/22 FY03/23 FY03/24 Q1 FY03/25 Q2 FY03/25 Q3 FY03/25 Q4 FY03/25 Q1 FY03/26 Q2 FY03/26 2. Investment Business: Overview and Policy Going Forward 16 ⚫ In the Investment business, we aim to facilitate smooth and amicable business succession for client companies through our private equity investment business and real estate investment business. The former invests in company stocks and the latter in properties that are often avoided in generational transitions. ⚫ We will proactively invest in high-quality opportunities while maintaining financial soundness. (Billions of yen) ▍Investment balance FY03/26 Consolidated Segment Sustainable Growth ■ Real estate investment business ■ Private equity investment business 10 8 6 4 2
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 3,965 6,167 2,991 7,004 7,365 - 2,000 4,000 6,000 8,000 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 2. Investment Business: Private Equity Investment Business Results 17 ▍Investment balance ▍Investment performance As of September 30, 2025 (Millions of yen) Q2 Consolidated Segment Sustainable Growth ⚫Amid rising demand for business succession, a growing number of private companies require capital restructuring. ⚫ We continue to strengthen our relationships with financial institutions while focusing on identifying new investment targets. Total investment* ¥18.23 billion Investment balance ¥7.36 billion IRR for total investment* 14.67% (assumed IRR of 8% or higher) * IRR: An indicator of investment profitability and efficiency * Overall investment performance since the launch of the Investment business (2011)
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 2. Investment Business: Real Estate Investment Business Results 18 ⚫ We invest in real estate that heirs and families often hesitate to keep or pass down—primarily land with leasehold rights, co-owned interests, and older sectional-title buildings. ⚫ In 1H FY03/26, referrals from financial institutions and real estate brokerage firms exceeded initial expectations, leading to investments in three properties (13 lots). ⚫ As average investment size continues to grow, we maintain a highly selective approach, emphasizing disciplined execution and sales efforts. ▍Investment performance As of September 30, 2025 * 1H FY03/26 results Consolidated Segment Sustainable Growth Investment balance ¥1.53 billion No. of investment properties* 35 3 Referrals Purchases No. of investment lots* 346 13 Referrals Purchases Assumed IRR 20% or higher Residential land with leasehold rights Co-owned interests Older sectional-title buildings ChannelsInvestment targets Direct (own clients) Partner accounting firms Financial institutions Real estate-related channels Increase in consultations Increase in consultations Our advantage Extensive track record in managing land with leasehold rights Purchases by Prime Market-listed companies Ability to collaborate with Group companies, partner accounting firms, and financial institutions Cooperation Extensive management experience Sense of reliability and assurance
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. Initiatives toward Sustainable Growth 1. Initiatives toward Sustainable Growth 2. Basic Policies for Human Resources Strategy 3. Internal Collaboration 19
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 1. Initiatives toward Sustainable Growth 20 ⚫ To promote sustainable growth for our individuals and organization, we are focusing on “basic policies for human resources strategy,” “internal collaboration,” and “new and growth areas.” Basic policies for human resources strategy Internal collaboration New and growth areas Workplace where employees can continue to take on challenges Workplace where employees can work with peace of mind Inter-business collaboration Inter-office collaboration Global consulting services Investment business DX consulting Develop fields that allow employees to constantly take on new, high-level tasks, thereby supporting long-term exploration and growth Ensure employees can continue to work while striking a balance between family, work, and personal growth in accordance with their life stage Empower employees to add value across a range of client management challenges beyond their specific areas of expertise through collaboration across businesses Promote uniform, high-quality services across the Company, offering the high-value functions of the Tokyo headquarters in collaboration with multiple business locations Expand overseas business by leveraging the strengths of our business locations Expand both the private equity investment business and real estate investment business Consolidate and develop in-house knowledge under the direction of the Digital Transformation Promotion Division Consolidated Segment Sustainable Growth
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 20 20 29 103 92 111 123 112 140 66 67 63 - 50 100 150 200 250 Hires Departures Hires Departures Hires Departures Q2 FY03/24 Q2 FY03/25 Q2 FY03/26 565 577 636 656 705 106 178 196 214 229 863 911 1,010 1,067 1,144 - 200 400 600 800 1,000 1,200 1,400 FY03/22 FY03/23 FY03/24 FY03/25 FY03/26 2. Basic Policies for Human Resources Strategy: Hires and Departures, and Staff Composition 21 ⚫ In April 2025, 29 new graduates joined us. Combined with 111 mid-career hires, this resulted in a net increase of 77 employees from the end of FY03/25. ▍Hires and departures (consolidated) ▍Employees (consolidated) *2Overseas subsidiaries 20 *1 52 21 *1 29 27 32 Q2 Consolidated Segment Sustainable Growth ■ Mid-career hires ■ New-graduate hires ■ Departures ■ Expert consultants ■ General consultants Total *1 Includes employees from newly consolidated companies: FY03/24: 21 (including 21 from overseas subsidiaries) FY03/25: 7 (all from overseas subsidiaries) *2 The definitions of job categories changed in April 2022, and the job categories of certain staff members changed as follows: ・Six general consultants became expert consultants ・48 corporate staff became expert consultants
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 12 10 6 19 13 10 7 8 7 38 31 23 0 10 20 30 40 50 Q2 FY03/24 Q2 FY03/25 Q2 FY03/26 366 368 435 263 276 260 161 190 213 790 834 908 6.4 6.8 6.9 0.0 2.0 4.0 6.0 8.0 0 300 600 900 1,200 1,500 Q2 FY03/24 Q2 FY03/25 Q2 FY03/26 2. Basic Policies for Human Resources Strategy: Average Years of Continuous Service 22 ⚫We reached the 25-year milestone since fully launching the Consulting business in 2000, and over 50% of employees now have at least five consecutive years of service. ⚫ Departures among non-managers have fallen sharply, driven by tailored, one-on-one improvements for employees seeking to change their work styles. ▍Average years of continuous service Note: As of September 30, 2025; non-consolidated basis; regular employees only ▍Departures and employees seeking to change their work styles (No. of employees) (No. of employees) ■ Non-managers (less than 3 years of service) ■ Non-managers (3 years or more of service) ■ Managers Notes: Departure totals current as of September 30, 2025; non-consolidated basis; regular employees only Numbers of employees seeking to change their work styles are based on the most recent totals recorded for each period. 177 117 Employees who indicated they seek to change their work styles through internal surveys 94 473 (52%)424 (53%) 466 (55%) +42 +7 Consolidated Segment Sustainable Growth (Years) ■ Less than 5 years ■ 5 years to less than 10 years ■ 10 years or more Average years of continuous service
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 2. Basic Policies for Human Resources Strategy: Employee Retention Improvement Initiatives 23 ⚫ We are implementing a variety of measures aiming to build a well-balanced workplace where employees can continue taking on challenges (engagement) while working with peace of mind. ▍Primary retention improvement measures ▍Support for female empowerment ⚫ 2007: MF-kai established A women’s advancement program led by a female director to instill a professional mindset and develop future leaders ⚫ 2013: Launched recruitment of expert consultants Launched hiring of expert consultants focused on data analysis and research associated with the Consulting business; many women have excelled in these roles, and their appointment to managerial positions began in 2022 ⚫ 2022: Launched family support program We run one-on-one mentoring sessions and group meetups—facilitated by female employees with parenting experience—from pregnancy through return from childcare leave. ⚫ 2024: Enhanced workplace environment Supplemented shortened working hours (available for employees caring for children up to grade six) and telework systems with a company-wide rollout of flex-time systems; this greater flexibility has contributed to stronger recruitment and retention ⚫ 2024: Launched the One Step Forward Project We run training sessions and small-group workshops to help every employee—regardless of gender or title—move his or her mindset and actions “one step forward.” Self-actualization • Skills upgrading program (for managers) • Skills upgrading program (for non-managers) • Development roadmaps and education programs • One-on-one meetings and training • One Step Forward Project Esteem • Award system (for individuals, project teams, newcomers, behavior in accordance with guidelines, cooperation, cross-selling, etc.) • Thank you messages Love and belonging • President-led small-group interviews with all employees (Masuda-kai) • Company-wide morning assemblies (corporate philosophy recitation) • Yamada Group trips and club activities • Internal community-building initiatives (family events, Family Day, kickoff parties, company newsletters, etc.) Safety and physiological needs Skill • Basic skills training (bookkeeping, etc.) Work style • Encouragement of telework; company-wide rollout of flex-time systems • Shortened working hours (available for employees caring for children up to grade six) Childcare • Enhancement of various allowances (housing, family, child- rearing support) • Subsidization of fees for sick-child care and babysitting • Family support program • Postpartum paternity leave and special childcare leave Long-term care • Training on balancing work and caregiving • Caregiving consultation desks (internal and external) Productivity • Productivity improvement initiatives (reduce total working hours) • Individual workload adjustments for employees seeking to change their work styles Mental health • Pulse surveys, organizational behavior/psychology surveys • Mental-health training • Regular interviews for newly hired university graduates (HR / General Affairs Division) Consolidated Segment Sustainable Growth 2016: Began full enforcement of Japan’s Act on the Promotion of Women’s Active Engagement in Professional Life
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. ⚫ We will ensure service quality levels are uniform nationwide through collaboration between the Tokyo headquarters and regional offices, while also providing growth opportunities for regional staff members. ⚫ We will promote inter-departmental and inter-business collaboration to address a wide range of management challenges faced by clients. Department and office focus Business focus 3. Internal Collaboration 24 Management consulting business M&A advisory services business Business succession consulting business Real estate consulting business Investment business Management consulting Tokyo Regional offices Overseas Corporate advisory Capital strategy Real estate Investment Keihanshin Nagoya Kyushu Tohoku Asia US ⚫ Inter-business referrals and collaboration based on management challenges of clients ⚫ Joint projects between the Tokyo headquarters and regional offices ⚫ Secondments of regional staff members to the Tokyo headquarters Inter-office collaboration Inter-business collaboration Consolidated Segment Sustainable Growth
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. Reference Materials 25
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 26 1. Company Overview Company name YAMADA Consulting Group Co., Ltd. Date of establishment July 10, 1989 Representative Keisaku Masuda, President Headquarters Marunouchi Trust Tower North, 1-8-1 Marunouchi, Chiyoda-ku, Tokyo, 100-0005 Website https://www.yamada-cg.co.jp/en/ Company overview Strengths of YAMADA Consulting Group ⚫ We are one of the largest non-affiliated consulting firms in Japan, with over 900 consultants. ⚫ Through our core business of providing consulting services across a wide range of themes, we support clients on over 3,000 projects annually. Capital ¥1,599,530,000 Stock exchange Tokyo Stock Exchange Prime Market Securities code 4792 Fiscal year-end March 31 Consolidated businesses Consulting business Investment business Group employees 1,204 (including temporary staff; as of October 1, 2025) Comprehensive capabilities We provide high-level consulting services across all aspects of company management, regardless of industry or function. Listed on the TSE Prime Market We are one of the largest non-affiliated consulting firms in Japan and are listed on the TSE Prime Market. Complete support up to execution We offer complete support from drafting proposals to execution. Extensive track record and experience With over 3,000 projects per year, we can draw on a large number of case studies from which we have gained problem-solving expertise.
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 27 1. Company Overview: Organizational Structure (as of November 1, 2025) Internal Audit Division PresidentBoard of Directors Audit and Supervisory Committee Nomination and Compensation Advisory Committee Investment Department Management Consulting Department Global Business Department Capital Strategic Business Division Corporate Advisory Department Real Estate Consulting Business Department Data and Research Division Business Management Department Keihanshin Area Business Department IT Investment Review Committee Sales and Marketing Division Executive Officers Meeting HR Strategy Committee Group Risk Management / Compliance Committee YCG-CSIRT Digital Transformation Promotion Division Administration Department Public Relations and Corporate Governance Division Corporate Planning Division Nagoya Branch Kyushu Branch Tohoku Branch HR / General Affairs Division Legal and Compliance Division Information System Division Finance and Accounting Division
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2025年11月11日 © YAMADA Consulting Group Co., Ltd. 28 1. Company Overview: Domestic and Global Business Locations Domestic presence United States (Los Angeles) Global presence We operate business locations in major cities in Japan and have an overseas presence centered in Asia. United States (New York) China (Shanghai) Singapore Indonesia (Jakarta) Malaysia (Kuala Lumpur) Thailand (Bangkok) India (Gurugram) South Korea (Goyang) Vietnam (Ho Chi Minh, Hanoi) UAE (Dubai) Morioka Branch Office Tohoku (Sendai) Branch Koriyama Office Tokyo Headquarters Osaka Branch Kyoto Branch Kobe Branch Hiroshima Branch Hamamatsu Office Nagoya Branch Kyushu (Fukuoka) Branch Kumamoto Office Okayama Office United States (Honolulu)
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2025年11月11日 © YAMADA Consulting Group Co., Ltd. 29 1. Company Overview: Global Network—Positioning and Characteristics of Partners China Vietnam (Hanoi) Singapore Indonesia Malaysia Thailand US (Los Angeles) India EUROPE AMERICAS Partner CLAIRFIELD An advisory firm offering sell-side and buy-side financial advisory services in Europe, North America, Australia, and South America South Korea UAE Vietnam (Ho Chi Minh) US (New York) US (Honolulu) We collaborate with a network of strategic partners to provide seamless support for Japanese companies operating overseas. Yingke Law Firm A leading law firm in China, with broad scope for collaboration in fields such as legal, due diligence, and labor-related services for market exits UDC A Shanghai government-affiliated consulting firm operating under the umbrella of a state-owned company; excels in areas such as various types of registration work, and trade and customs consulting. Has developed a strong network of Chinese companies SUNRISE ORIENTAL CAPITAL A China-based M&A firm and fund, with broad scope for collaboration in areas such as M&A and alliances between Japanese and Chinese companies China Partners ASIA Partners TOYO Business (Thailand) Offers one-stop support services to stabilize business operations and develop structures to prevent business problems in Thailand ZICO Holdings (Asia) A law-firm-backed consulting firm offering sell -side and buy-side financial advisory services, as well as IPO support Japan Asia Consultants (Indonesia) Offers comprehensive support for Japanese companies entering Indonesia as well as post-entry support, including accounting, taxation, HR and labor, visa applications, and other services Since FY2019, we have been a member of the World Services Group, a global legal network that spans over 100 countries. Many of the members are independent attorneys with strong expertise in legal transactions. Through our membership, we can secure due diligence and transaction support in various countries. YAMADA Consulting Group branches ( ) Overseas partner branches ( )
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2025年11月11日 © YAMADA Consulting Group Co., Ltd. 2. Medium-Term Management Plan: Key Strategy ⚫ Our key strategy is to maximize customer lifetime value (LTV) by working closely with clients and addressing various types of management challenges across different life stages. Support for business revitalization Support for organizational reforms Support for overseas expansion Support for M&A Support for business succession Changes in customers’ circumstances and life stages Investment business M&A consulting Business succession consulting Business revitalization consulting IT strategy and digitalization consulting Global business consulting Organizational and people consulting Sustainable growth consulting Real estate consulting Education and training Corporate governance consulting Investment management service 30 Announced in May 2023
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2025年11月11日 © YAMADA Consulting Group Co., Ltd. 2. Medium-Term Management Plan: Basic Policies Further strengthening inter-business collaboration to address all management issues faced by clients while adding value Sharing initiatives from each business and encouraging discussion on projects to support inter-business collaboration Providing uniform consulting service levels by collaborating across numerous offices to deliver high-value-added services thus far mainly offered by the Tokyo headquarters Promoting further utilization of the internal knowledge management system Global consulting (expanding services in growth and capital strategy by leveraging market research) Private equity investment business (providing support for solving challenges such as sustainable shareholder structures) Real estate investment business (facilitating smooth succession of assets) Consolidate and develop internal knowledge through the establishment of the Digital Transformation Promotion Division Adding value through inter-business collaboration Providing uniform service levels Focusing on new and growth fields Japan’s working population is expected to continue declining, making it difficult to further quantitatively expand the workforce as before. Against this backdrop, we strive to create work environments that are more conducive to sustainable work styles, thereby allowing us to secure top-tier talent and ensuring women and seasoned employees can thrive. We aim to create a workplace where employees can work with peace of mind, striking a balance between home, work, and personal growth in accordance with their specific life stage. We also aim to create a workplace where employees can continue to take on challenges by building fields that allow employees to consistently engage in high-level work and undertake new tasks, fostering long-term exploration and growth. Strengthening systems to support sustainable growth 31 Announced in May 2023 Corporate Philosophy: Social contribution on harmonized individual and organizational growth High profitable/sustainable growth = Results of the harmony Organizational growth Individual growth Foundation Activities outside YCG Activities inside YCG The foundation supporting the harmonization of individual and organizational growth 1. Knowledge management system 2. Medium-term Mngmnt Plan Prgrss Assssmnt Board for sustainable growth 3. New organizational/HR system 4. HR development system including skill map management 5. Active utilization/incorporation of open innovation 6. Adding/updating the foundation items in a timely manner
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2025年11月11日 © YAMADA Consulting Group Co., Ltd. 13,400 13,576 15,315 14,645 16,450 21,800 19,800 22,700 11,190 11,879 11,859 12,444 14,146 15,520 16,100 17,800 2,308 2,208 2,252 2,501 2,871 3,500 3,250 4,200 0 5,000 10,000 15,000 20,000 25,000 FY03/19 results FY03/20 results FY03/21 results FY03/22 results FY03/23 results FY03/24 plan FY03/25 plan FY03/26 plan Net sales Gross profit Operating profit 2. Medium-Term Management Plan: Medium-Term Targets 32 ⚫ Our management targets for FY03/26 are net sales of ¥22.7 billion, gross profit of ¥17.8 billion, and operating profit of ¥4.2 billion. ⚫ While the Consulting business is poised for steady growth, we expect net sales and operating profit to decline in FY03/25 due to fluctuations in the number of exits in the highly volatile Investment business. Increase in sales from the Investment business Medium-term targets Announced in May 2023 (Millions of yen)
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2025年11月11日 © YAMADA Consulting Group Co., Ltd. 176 800 FY03/23 results FY03/26 plan 1,592 1,900 FY03/23 results FY03/26 plan 5,156 6,860 FY03/23 results FY03/26 plan 6,507 7,530 FY03/23 results FY03/26 plan ◼ Providing highly specialized business succession consulting to differentiate ourselves from competitors ◼ Ensuring uniform quality levels across business locations by strengthening knowledge sharing ◼ Achieving stable growth in business succession consulting while deepening understanding of key clients’ operations and fostering collaboration with other services, particularly succession-type M&A Differentiation from competitors by further enhancing expertise ◼ Discovering investment opportunities by collaborating with various consulting services and strengthening alliances ◼ Unifying investment businesses (private equity investment and real estate investment) through YAMADA Investment Co., Ltd. and developing related structure Finding investment projects and developing related frameworks ◼ Increasing the proportion of high- quality projects and establishing a foundation for steady generation of M&A opportunities by continuously following up with clients with potential needs ◼ Acquiring industry knowledge and expertise and adding value through inter-business collaboration ◼ Actively generating M&A opportunities across all business locations without waiting for projects to surface Continuous follow-up to tap into potential needs of customers Management consulting business (including business revitalization) Business succession consulting business M&A advisory services business Investment business ◼ Expanding and enhancing consulting services (1) Consulting for listed companies (2) Organizational strategy and human resources strategy consulting (3) DX consulting ◼ Providing a broad range of solutions to build long-term relationships with clients ◼ Strengthening project collaboration and knowledge sharing to ensure uniform service quality across business locations and projects (Millions of yen) CAGR 10.0% CAGR 65.8% CAGR 5.0% CAGR 6.1% Shift from quantitative to qualitative expansion 33 2. Medium-Term Management Plan: Gross Profit Targets and Basic Policy for Core Businesses Announced in May 2023
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2025年11月11日 © YAMADA Consulting Group Co., Ltd. FY03/26 20% FY03/26 100 2. Medium-Term Management Plan: Promotion of DX Consulting 34 ⚫ In FY03/24, we set up a Digital Transformation Promotion Division to consolidate and develop DX consulting knowledge previously gained individually by consultants, thereby establishing a system to provide uniform levels of service across our organization. ⚫ Our goal is to generate 20% of our management consulting business sales from DX-related services by FY03/26. Launch of Digital Transformation Promotion Division Envisioned DX consulting services Digital Transformation Promotion Division Building a framework to consolidate and develop DX consulting knowledge and ensure uniform service levels Digital transformation of management strategies and operations Our DX consulting services center on introducing digital transformation in the services we offer in the management consulting business Digital transformation of the tools we offer ⚫ Formulation of medium-term business plans incorporating DX strategies and visions ⚫ Proposal of digital tools to improve business tasks ⚫ Building a business management system equipped with a management dashboard and business intelligence tools ⚫ Building a personnel system using digital tools Share of DX-related sales* No. of project managers * DX-related sales as a percentage of management consulting business sales 5% FY03/23 30 FY03/23 Announced in May 2023
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2025年11月11日 © YAMADA Consulting Group Co., Ltd. 2. Medium-Term Management Plan: Evolution of Global Consulting 35 ⚫ We started providing consulting services overseas following the conversion of Spire into a subsidiary in 2016, and our network eventually grew to 11 offices. ⚫ In August 2023, we established a regional headquarters in Singapore. We aim to strengthen relationships with major Japanese and local companies through further localization efforts and growth strategy formulation services informed by high-quality market research. ⚫ As a means to implement growth strategies for Japanese and local companies, we aim to strengthen our M&A consulting services (including by expanding partnerships). Note: Gross profit from global consulting services is allocated to respective businesses based on the nature of the services provided. The figures above represent the aggregate gross profit from the Global Business Department for each business. Basic strategies for growth Provide market research underpinned by expertise Formulate growth strategies for major Japanese and local companies Capture buy-side financial advisory services not only for Japanese companies but also for local companies Means to realize growth strategies Close collaboration FY03/16 FY03/17 FY03/18 FY03/19 Converted into a subsidiary Established a subsidiary in Thailand Established a subsidiary in the US Established the Hanoi Branch Partnership Established a subsidiary in Vietnam Partnership 2009 Established the China Division 2011 Opened the Singapore Representative Office (now Singapore Branch) 2012 Established a subsidiary in Shanghai FY03/23 ¥1,799M Concluded a full-partnership agreement Partnerships Established MCY and launched asset management business Formed regional partnerships in MENA FY03/22 ¥1,401M Consolidated and expanded business locations In India Partnership FY03/20 ¥1,140M FY03/21 ¥1,023M Announced in May 2023
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 3. Significance and Overview of Real Estate Investment Business 36 ⚫ Following the 1941 amendment to the former Act on Land and Building Leases, protections for leaseholders of land and buildings were strengthened, complicating the buying and selling of “land with leasehold rights” between individuals. 1921 (Taisho 10) Enactment of the former Act on Land and Building Leases 1941 (Showa 16) Amendment to the former Act on Land and Building Leases Addition of the just cause provision Tenant evictions required legitimate reasons, such as rent arrears or property dilapidation. • To protect the families of soldiers deployed during wartime, amendments were made to the law, making it nearly impossible to refuse land lease renewals • Restrictions were placed on unilateral land lease and rent increases These changes enhanced protections for land and building tenants, leading to the creation of “land with leasehold rights,” which became difficult for landlords to reclaim. (This wartime legal framework was not amended after the end of the war.) Historical context • Great Kanto Earthquake • World War I • Other major events 1992 (Heisei 4) Establishment of fixed-term land leasehold rights Enactment of the new Act on Land and Building Leases New Reiwa period • Shift from “ownership” to “utilization” of land ▍Legislative milestones for land with leasehold rights
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 3. Significance and Overview of Real Estate Investment Business 37 ⚫ Consolidating densely built residential areas into single parcels of land enables reconstruction and increases assessed property value. This also allows the conversion of alleyways into residential land. ⚫ We create new added value by spending time to resolve complex rights and ownership issues, contributing to the revitalization of local communities. Investment Additional Investment Sale 31 2 Road under the Building Standards Act 4 5 Alleyway Purchase the land with leasehold rights 31 2 Road under the Building Standards Act 4 5 Alleyway Purchase the building on the land ✓ A narrow alleyway inaccessible to fire trucks or ambulances Assessed value: ¥0 ✓ By consolidating the land into a single parcel: (1) Properties that are difficult to sell individually can be sold. (2) Alleyways can be converted into residential land. ✓ Because the land area per house is small: (1) There are no buyers for units 1 to 3, which are on narrow lots and cannot be rebuilt. (2) Rebuilding units 4 and 5, while possible, will not generate added value. 31 2 Road under the Building Standards Act 4 5 Alleyway Sell as a single parcel of land Notes: The amounts shown differ from actual case examples. A “road under the Building Standards Act” is a road that a property must adjoin in order to legally construct a building. 1–3 total: ¥6 million 4–5 total: ¥10 million Alleyway: ¥0 million Total: ¥16 million Purchasing price (land with leasehold rights) 1–3 total: ¥12.6 million 4–5 total: ¥33.6 million Alleyway: ¥0 million Total: ¥46.2 million Purchasing price (buildings) 1–3 total: ¥45 million 4–5 total: ¥60 million Alleyway: ¥25 million Total: ¥130 million Selling price Profit: ¥67.8 million
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 20 21 29 201 157 111 221 178 140 122 121 63 - 50 100 150 200 250 Hires Departures Hires Departures Hires Departures FY03/24 FY03/25 FY03/26 137 244 255 282 6 40 51 64 - 100 200 300 400 Jun. 30, 2016 Mar. 31, 2024 Mar. 31, 2025 Sep. 30, 2025 358 460 476 520 110 328 363 388 - 200 400 600 800 1,000 Jun. 30, 2016 Mar. 31, 2024 Mar. 31, 2025 Sep. 30, 2025 38 4. Human Resources Data Book Ratio of female managers 4.2% Note: Non-consolidated basis; regular employees only Note: Non-consolidated basis; regular employees only Female 23.5% Male 76.5% Female 42.7% Male 57.3% Ratio of female managers 18.5% ■ Mid-career hires ■ Departures ■ New-graduate hires Overseas subsidiaries 33 *1 83 38 *1 45 Q2 27 32 Employees by gender ■ Female managers ■ Male managers ■ Female employees ■ Male employees Hires and departures (consolidated)Managers by gender *1 Includes employees from newly consolidated companies: FY03/24: 39 (including 26 from overseas subsidiaries) FY03/25: 7 (all from overseas subsidiaries)
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 74.3 76.0 75.6 79.1 79.0 78.5 71.2 72.7 72.4 74.5 75.1 75.4 - 20 40 60 80 100 Dec. 2022 Jul. 2023 Feb. 2024 Aug. 2024 Feb. 2025 Aug. 2025 4. Human Resources Data Book 39 Category Question August 2025 Change from August 2024 Managers Non- managers Managers Non- managers Achievement In my current workplace and job, I feel that I have completed my work successfully. 80.0 74.1 +0.0 +1.3 Fair evaluation I feel that my performance is evaluated fairly by my current company. 77.5 74.5 -0.9 +0.5 Work I am satisfied with the nature of my current work. 78.4 73.6 -0.2 -1.8 Responsibility In my current workplace and job, I feel that I am given responsibility for the tasks I perform. 88.3 78 +1.0 +1.3 Promotion I am satisfied with the pace of my promotion in my current workplace. 75.5 67.9 -0.4 +0.4 Growth I feel that I am growing through my current work. 78.6 78.8 -0.5 +1.4 Management policy I resonate and am satisfied with the philosophy and policies of my current company. 80.9 79.4 -0.7 +1.1 Supervision I am satisfied with my supervisor’s instructions and delegation of tasks. 78.3 75.9 -0.4 +1.3 Working conditions I am satisfied with my current working conditions and workplace environment. 77 77.3 -1.5 +0.8 Salary I am satisfied with my current salary. 78.2 70.5 +1.1 +1.7 Interpersonal relationships I am satisfied with the relationships with supervisors, colleagues, and subordinates at my current company. 79.7 79.4 -0.9 +1.5 Personal life I feel that I currently have a good work–life balance. 69.9 75.0 -3.4 +0.5 Employee satisfaction scores (ratings by category)Employee satisfaction scores Managers Non-managers
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 4. Human Resources Data Book: Training Programs by Outside Lecturers 40 Training programs by outside lecturers in FY03/26 人口減少・成熟社会のデザイン 京都大学人と社会の未来研究院 教授 広井良典氏 全体最適なROIC経営 元オムロン㈱ 取締役執行役員専務CFO 日戸興史氏 中国経済の試練：需要不足と供給過剰、そしてトランプ関税 神戸大学大学院経済学研究科 教授 梶谷懐氏 DEI研修 ㈱電通 クリエイティブ・ディレクター／コピーライター 橋口幸生氏 世界の経営学から見る、これからの日本企業への視座 早稲田大学大学院経営管理研究科 教授 入山章栄氏 我に秘術あり 異能の思考法 ノンフィクション作家 清武英利氏 ロシア・ウクライナ戦争と日本の安全保障 東京大学先端科学技術研究センター 准教授 小泉悠氏 日本の医療制度の課題と展望 慶應義塾大学 名誉教授 印南一路氏 15 hours ⚫ To support employee learning at an organizational level, we conduct training sessions across a broad range of fields led by external lecturers. (As of November 2025)
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 4. Human Resources Data Book: Yamada Seminars 41 Yamada Seminars in FY03/26 「宮永塾」企業価値向上のための経営戦略 元㈱ファルコン・コンサルティング CEO、㈱ユニバーサルエンターテインメント 社外取締役、中央大学ビジネススクール 特任教授 宮永雅好氏 「秋葉塾」経営戦略としてのロジスティックス ㈱フレームワークス 会長、モノプラス㈱ 代表取締役社長 CEO 秋葉淳一氏 「慶応MCC」マーケティング 慶應義塾大学大学院経営管理研究科 教授、慶應義塾大学ビジネス・スクール 教授 余田拓郎氏 「堀埜塾」顧客支援に役立つ改善アプローチ 元㈱サイゼリヤ 代表取締役社長、㈱ホリノMIコーポレーション 代表取締役社長 堀埜一成氏 89 hours ⚫ To support specialized learning, we conduct Yamada Seminars, a small-group training program for certain employees at the management level and above. (As of November 2025, including planned sessions)
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 42 5. Public Relations Activities 当社の認知及び信頼を獲得すること目的 認知拡大のための広報活動 日刊工業新聞 寄稿 2023年1月より隔週連載 「中堅・中小 鉄鋼・非鉄経営の最前線」 環境の変化に しなやかに対応する 企業経営の最前線を紹介 寄稿 2025年5月号に掲載 「2025年度版 主要18業種分析 目利きのポイント」 毎年各業種の分析と展望について解 説するシリーズで、主要18業種のう ち6業種を寄稿 日本経済新聞広告 2023年6月より掲載 「山田コンサルティンググループ 海外セミナー」 実務経験豊富な各領域の プロフェッショナルが解説する セミナーを全国版で紹介 金融ジャーナル5月号 *: The section of Status of Public Relations Activities is not translated into English and is available only in Japanese.
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. セミナー内容 11月 海外 中国市場で戦うための企業変革のポイント 12月 海外 現地視点×事例で学ぶ ベトナムM&Aの論点 12月 経営 戦略 中堅企業経営の最前線 -2025飛躍-（全3回） 5. Public Relations Activities: Seminars 43 ⚫ 海外・不動産・経営戦略をテーマにしたWEBセミナーを中心に、毎月定期的に開催 ⚫ 申込者数・参加者数過去最多、問い合わせや案件成約につながっている その他今後のセミナー情報は当社公式HPよりご確認いただけます 2026年3月期 上期の開催状況 計10回開催 2026年3月期 下期の開催・開催予定状況 セミナー内容 4月 海外 転換期における中国事業の見極め・撤退のポイント 5月 経営 戦略 中堅企業経営の最前線 -2025変革- 【第1回】企業変革のリアルと未来 5月 経営 戦略 中堅企業経営の最前線 -2025変革- 【第2回】同意なき買収提案と業界再編 5月 経営 戦略 中堅企業経営の最前線 -2025変革- 【第3回】飛躍のための中堅企業の事業承継 6月 経営 戦略 中堅企業経営の最前線 -2025変革- 【第4回】事業再生・変革 6月 経営 戦略 中堅企業経営の最前線 -2025変革- 【第5回】半導体産業における中堅企業の戦略 6月 経営 戦略 中堅企業経営の最前線 -2025変革- 【第6回】大変革時代を迎えた自動車産業 7月 海外 海外現地専門家が語る事業再生・撤退・カーブアウトの 実務 【第1回】タイ 7月 海外 海外現地専門家が語る事業再生・撤退・カーブアウトの 実務 【第2回】中国 7月 海外 海外現地専門家が語る事業再生・撤退・カーブアウトの 実務 【第3回】アメリカ *: The section of Status of Public Relations Activities is not translated into English and is available only in Japanese.
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November 11, 2025 © YAMADA Consulting Group Co., Ltd. 5. Public Relations Activities: Overseas Reports 44 ⚫ 海外拠点の現地社員による現地の最新情報・調査結果等、ビジネスのヒントを定期的に発信 ⚫ そのほかM&A、事業承継、不動産等のレポートも多数掲載 2026年3月期上期に掲載したレポート 計9件掲載 5月 海外 ベトナムのビデオゲーム市場 成長を支える要因と競争の現状 6月 海外 インドの政策とFDIが支える特殊化学品市場の成長と展望 6月 海外 タイの健康飲料市場：健康志向の高まりと規制がもたらす成長の機会 6月 海外 アジア太平洋地域（APAC）における消費行動の最新トレンド2025 7月 海外 カーボンニュートラル実現に向けたタイのエネルギー転換 7月 海外 タイの高齢化社会がもたらすビジネスチャンスと関連トレンド 8月 海外 ベトナムICT市場の概況とIT人材、政策、投資の現状 8月 海外 東南アジアにおける生成AIビジネスの潮流と要諦 9月 海外 タイの半導体産業 グローバルサプライチェーンにおける戦略的拠点 M&A、事業承継、不動産等についても コラムを多数掲載中 当社公式HP (https://www.ycg-advisory.jp/learning/) よりご確認いただけます *: The section of Status of Public Relations Activities is not translated into English and is available only in Japanese.
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© YAMADA Consulting Group Co., Ltd. November 11, 2025 Disclaimer ⚫ The performance forecasts and future projections described in these materials are forecasts determined by the Company based on information available at the time the materials were prepared, and include inherent risks and uncertainties. Therefore, please note that actual performance may differ significantly from the forecasts described due to changes in various factors. IR Inquiries YAMADA Consulting Group Co., Ltd. Public Relations and Corporate Governance Division Finance and Accounting Division ml-ir@yamada-cg.co.jp