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English Version KATITAS Co. , Ltd. Financial Results Presentation For the First Three Months of the 49th Fiscal Year Ending March 31 , 2027 ( FY2026 ) Before くらし に 価値 タス カチタス August 7 , 2026 After ( Securities Code : 8919 , Prime Market of TSE )
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（TSE Prime 8919） Presentation Highlights 2 3. Overview of Business Model 4. APPENDIX Overview of Financial Results for the First Three Months of the FY2026 (Ending March 31, 2027)1. 2. Fourth Medium-Term Management Plan and Management Plan for FY2026 (Ending March 31, 2027) (Reposted from Financial Results Presentation For the 48th Fiscal Year Ending March 31, 2026) P3-P10 P12-P23 P25-P40 P42-P50
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（TSE Prime 8919） Sales and Operating Profit Trend 3 1. (1) For 2024/3 and 2025/3, adjusted operating profit (adjusted for differences in consumption taxes, etc. resulting from the unfa vorable outcome of the consumption tax litigation) is also presented. (1) Historical Net Sales (FY-base) Historical Operating Profit (FY-base) (JPY MM)(JPY MM) Historical Net Sales (FY2026 1Q) Historical Operating Profit (FY2026 1Q) (JPY MM)(JPY MM)
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（TSE Prime 8919） Highlights of Financial Results for 1Q FY2026 (April - June 2026) 4 1. Sales (JPY MM) FY2025 1Q FY2026 1Q YoY Net sales 35,063 43,961 +25.4% Number of properties sold 1,976 2,381 +20.5% Gross profit margin (%) 24.0% 23.5% -0.5pt (Ref) Adjusted gross profit margin (%) (1) 24.8% 24.4% -0.4pt Profit SG&A expenses 4,083 4,762 +16.6% Operating profit 4,331 5,562 +28.4％ Operating profit margin (%) 12.4％ 12.7％ +0.3pt Keyindicators Inventory real estates 64,998 88,592 +36.3% ROE (LTM) (2) 23.9％ 26.6％ +2.7pt (1 )Adjusted gross profit margin: Gross profit margin the company would have reported if not for deductions of “differences in consumption taxes, etc.” from net sales and gross profit undertaken since a May 2025 litigation defeat. Provided as a reference to illustrate the group’s underlying competitiveness. This reference value is calculated by adjusted gross profit (JPY 10,870 million) / adjusted net sales (JPY 44,505 million). (2) ROE (LTM) = Total profit attributable to owners of parent (LTM) / average of balances of shareholders’ equity at end-June of previous FY and end-June of current FY ◼ Inventory increased significantly. This was due to increased purchases and an increase in contracted inventory. The long-term inventory ratio was maintained at a normal level, with no issues • Houses purchased in 1Q: 2,722 (+25.8% YoY) Sales were strong and the outlook was favorable, leading the company to determine that the risk of long-term inventory buildup was low and to continue actively purchasing • A 10% valuation loss is recognized for each property one year after acquisition. The unrealized gross profit margin of the Company’s long-term inventory remains at a high level of over 20% • Purchase prices have also risen due to an increase in newer inventory ◼ Increased construction costs for new housing due to inflation and tighter environmental regulations are structural in nature, and the business environment remains favorable • KATITAS: Strong performance supported by ample inventory and solid customer inquiries. Deliveries of properties under contract as of the end of the previous 4Q progressed, driving revenue recognition • REPRICE: Number of deliveries was slightly subdued, but contracts progressed steadily. Implemented a uniform price increase of ¥500,000 in July 1 ◼ Gross profit margin remained strong • The increase from the previous 4Q (22.6%) was due to sales mix factors (decrease in the REPRICE ratio) and improved gross profit margins at both companies • Favorable sales conditions enabled even long-term inventory to be sold without price reductions, improving gross profit per property sold ◼ Operating profit reached a record high, achieving a strong start toward fulfilling management plan targets • SG&A expenses increased mainly due to higher personnel costs associated with an increase in new graduate hires and greater profit-based incentives. In addition, investment in human capital increased as it has been recognized monthly from this fiscal year, rather than in a lump sum at fiscal year-end • As the 2026 Kumamoto earthquake occurred in July, its impact is not reflected in the 1Q results. The group's inventories are geographically dispersed across Japan, and some of its properties have been seismically reinforced. Accordingly, the company expects the financial impact to be limited
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（TSE Prime 8919） ◼ Progress toward target achievement was slightly ahead of expectations and continued to advance at a favorable pace. ✓ Properties sold: In line with target. Given the continued favorable external environment and inventory levels above initial plans, performance is expected to remain solid going forward ✓ Gross profit per property sold: Slightly above target. As sales of long-term inventory are progressing steadily, gross profit per property sold may decline slightly from 1Q in 2Q and settle at the planned level ✓ Operating profit: Slightly above target. For 1H, operating profit is expected to slightly exceed the initial budget. The outlook for achieving the full-year plan is also favorable ◼ The number of new housing inventory (nationwide) remained limited, down 5.2% YoY as of end-June. The number of housing starts for newly built detached houses remained at a low level ◼ In regional areas, the supply-demand balance for local construction contractors remains relaxed due to a continued decline in new housing starts, resulting in limited upward pressure on costs ◼ Rising interest rates have not had a notable impact on sales trends. In addition, there has been no change in the rate of cancellations after contract signing due to mortgage loan application rejections ◼ The impact of the situation in the Middle East has been limited due to the implementation of countermeasures. As of the financial results announcement date, orders received by building materials manufacturers have been gradually resuming Progress Versus Management Plan for FY2026 (Ending March 31, 2027) 5 (JPY MM) FY2026 1Q (ended June 30, 2026) FY2026 Plan (ended Mar 31, 2027) Results vs sales (%) The first half Full-year Plan % of plan vs sales (%) Plan % of plan vs sales (%) Sales 43,961 100.0% 86,700 50.7% 100.0% 177,400 24.8% 100.0% Number of properties sold 2,381 ‐ 4,820 49.4% - 9,700 24.5% - Gross profit 10,325 23.5% 20,200 51.1% 23.3% 40,500 25.5% 22.8% Operating profit 5,562 12.7% 10,700 52.0% 12.3% 21,000 26.5% 11.8% Ordinary profit 5,418 12.3% 10,500 51.6% 12.1% 20,000 27.1% 11.3% Profit attributable to owners of parent 3,678 8.4% 7,300 50.4% 8.4% 14,000 26.3% 7.9% * The above information includes forward-looking statements within the meaning of the United States Private Securities Litigatio n Reform Act of 1995. Please refer to the disclaimer on the last page of this presentation. 1.
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（TSE Prime 8919） Progress associated with other elements of our fourth medium-term management plan’s basic strategy Brokerage of properties between KATITAS Group companies • An initiative through which sales representatives from KATITAS act as brokers for properties marketed by REPRICE • Properties under construction, including low-priced products and properties under renovation that are difficult to sell through general brokerage firms, are also seeing improved sales Increase sales staff • We aim to accelerate the increase in sales staff by increasing the number of new graduate and mid-career hires Capture new customer segments 6 Progress of Various Initiatives under the Medium-Term Management Plan FY2025 FY2026 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q KATITAS 20% 20% 25% 25% 20% REPRICE 20% 20% 20% 20% 15% April 2024 April 2025 April 2026 April 2027 Result Result Result Target KATITAS 100 129 152 (plan 150) 150 REPRICE 21 28 34 (plan 35) 35 FY2025 FY2026 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q Group brokerage ratio(1) 18% 19% 21% 14% 18% Basic Strategy Progress Advance into new markets (Open stores in untapped areas・ Open small stores) • Opened Osaka store in July. New store openings planned in areas near major cities (Chiba, Kanagawa) • Small stores: Opened Masuda and Nayoro stores. Multiple other store openings are currently being prepared Diversify purchasing channels • Designated as a “Designated Corporation for the Management and Utilization of Vacant Houses, etc.” by five municipalities(2) • Agreement concluded with Setouchi-shi, Okayama Prefecture M&A Undisclosed Note: Figures are approximate in 5% increments Number of new graduate hires 1. Sales mix ratio of low-priced products Sales mix ratio of strategic inventory FY2025 FY2026 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q KATITAS 0% 2% 5% 5% 5% (1) Percentage of REPRICE sales unit brokered by KATITAS (2) The five municipalities are Okayama-shi, Okayama Prefecture; Nakano-shi, Nagano Prefecture; Nagasaki-shi, Nagasaki Prefecture; Matsuura-shi, Nagasaki Prefecture and Saga-shi, Saga Prefecture.
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（TSE Prime 8919） (JPY MM) FY2025 FY2026 YoY 1Q 2Q 3Q 4Q Full-year 1Q 2Q 3Q 4Q Full-year vs Q vs Q (%) vs YTD YTD(%) Net sales 35,063 37,352 39,998 39,437 151,851 43,961 43,961 +8,898 +25.4% +8,898 +25.4% Number of properties sold 1,976 2,088 2,220 2,096 8,380 2,381 2,381 +405 +20.5% +405 +20.5% Number of properties purchased 2,163 2,573 2,725 2,343 9,804 2,722 2,722 +559 +25.8% +559 +25.8% Gross profit 8,415 8,807 9,217 8,931 35,371 10,325 10,325 +1,910 +22.7% +1,910 +22.7% Gross profit margin (％) 24.0% 23.6% 23.0% 22.6% 23.3% 23.5% 23.5% -0.5pt -0.5pt (Ref) Adjusted gross profit margin (%)(1) 24.8% 24.8% 24.3% 23.9% 24.4% 24.4% 24.4% -0.4pt -0.4pt SG&A expenses 4,083 4,127 3,980 4,900 17,091 4,762 4,762 +679 +16.6% +679 +16.6% Operating profit 4,331 4,679 5,237 4,031 18,279 5,562 5,562 +1,231 +28.4% +1,231 +28.4% Operating profit margin (％) 12.4% 12.5% 13.1% 10.2% 12.0% 12.7% 12.7% +0.3pt +0.3pt Ordinary profit 4,199 4,585 5,121 3,903 17,809 5,418 5,418 +1,219 +29.0% +1,219 +29.0% Ordinary profit margin (%) 12.0% 12.3% 12.8% 9.9% 11.7% 12.3% 12.3% +0.3pt +0.3pt Net income 2,857 3,128 3,499 2,984 12,470 3,678 3,678 +820 +28.7% +820 +28.7% Net income margin (%) 8.2% 8.4% 8.7% 7.6% 8.2% 8.4% 8.4% +0.2pt +0.2pt EPS（JPY） 36.55 40.01 44.73 38.14 159.43 47.01 47.01 +10.46 +28.6% +10.46 +28.6% vs 25/6 vs 25/6(%) vs 26/3 vs 26/3(%) Cash and deposits 13,646 12,919 10,156 8,228 7,871 ‐5,774 -42.3% -356 -4.3% Real estate for sale 41,812 44,063 46,915 48,390 52,899 +11,087 +26.5% +4,509 +9.3% Real estate for sale in process 23,186 26,758 30,285 32,813 35,692 +12,506 +53.9% +2,879 +8.8% Inventory real estates 64,998 70,822 77,200 81,203 88,592 +23,593 +36.3% +7,389 +9.1% Inventory turnover ratio (LTM) 1.74 1.69 1.63 1.63 1.61 -0.14 -0.02 Total assets 81,682 87,085 90,566 93,245 100,397 +18,714 +22.9% +7,151 +7.7% ROA（LTM） (%) (2) 19.7% 19.8% 20.9% 20.7% 21.4% +1.7pt +0.7pt Interest-bearing liabilities 26,500 26,500 29,500 26,500 35,500 +9,000 +34.0% +9,000 +34.0% Shareholders’ equity 46,387 49,624 50,073 53,059 53,536 +7,148 +15.4% +476 +0.9% Equity-to-asset ratio（%） 56.8% 57.0% 55.3% 56.9% 53.3% -3.5pt -3.6pt ROE（LTM） (%) (3) 23.9% 23.8% 25.3% 25.2% 26.6% +2.7pt +1.4pt 1H 2H Full-year 1H 2H Full-year vs 1H vs 2H Full-year Decrease in Inventory real estates -9,291 -10,379 -19,670 Cash flows from operating activities -3,604 -1,592 -5,197 Cash flows from investing activities -52 -56 -108 Cash flows from financing activities -2,190 -3,041 -5,232 Net increase (decrease) in cash and cash equivalents -5,847 -4,690 -10,538 7 1. (1)Adjusted gross profit margin: Gross profit margin the company would have reported if not for deductions of “differences in co nsumption taxes, etc.” from net sales and gross profit undertaken since a May 2025 litigation defeat. Provided as a reference to illustrate the group’s underlying competitiveness. This reference value is calculated by adjusted gross profit (JPY 10,870 mi llion) / adjusted net sales (JPY 44,505 million). (2) ROA (LTM) = Total operating profit (LTM) / average of total assets at end-June of previous FY and end-June of current FY (3) ROE (LTM) = Total profit attributable to owners of parent (LTM) / average of balances of shareholders’ equity at end-June of previous FY and end-June of current FY Financial Highlights
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（TSE Prime 8919） YoY -2.3% 8 ◼ The number of newly built detached housing inventory has been declining since peaking in 2023, and recently remains consistently below pre-COVID-19 levels ◼ The gap in transaction prices between new and pre-owned detached houses has been widening. From April to June 2026, new housing prices increased by 17% compared to pre-COVID-19 levels. The average floor area of newly started built-for-sale housing nationwide in 2025 declined to 88.5 m², continuing a downward trend. This is nearly 30 m² smaller than the Company’s homes(1) ◼ Due to the decrease in new housing inventory, which limits customers’ options, and the widening price gap between new and pre-owned detached houses, more customers are likely to choose pre-owned houses. 1. Market Conditions for New and Pre-owned Detached Houses in Regional Areas (KATITAS Areas) Source: Prepared by our company based on REINS Data Library (Real Estate Information Network System) and internal company data. Regional markets: all areas other than Tokyo, Kanagawa, Saitama, Chiba, Aichi, and Osaka prefectures. (1) Compiled by the Company based on the Ministry of Land, Infrastructure, Transport and Tourism’s “Housing Starts Statistics (20 25)” (2) Prices for KATITAS include tax. (Number of units) Price Gap: ¥9.58M Price Gap: ¥11.71M (+¥2.12 million vs. 2020) (JPY MM) Pre-COVID-19 (Mar '20) 15,732 units Pre-COVID-19(Mar '20) ¥25.70M (2) (Apr-Jun)
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（TSE Prime 8919） Price Gap: ¥9.37 (+¥3.00million vs. 2020) Pre-COVID-19 (Mar '20) 24,579 units 9 ◼ The number of newly built detached housing inventory has been declining since peaking in 2024, and recently remains consistently below pre-COVID-19 levels ◼ The gap in transaction prices between new and pre-owned detached houses has been widening. From April to June 2026, new housing prices increased substantially by 33% compared to pre-COVID-19 levels ◼ Due to the decrease in new housing inventory, which limits customers’ options, and the widening price gap between new and pre-owned detached houses, more customers are likely to choose pre-owned houses 1. Market Conditions for New and Pre-owned Detached Houses in Urban Areas (REPRICE Areas) Source: Prepared by our company based on REINS Data Library (Real Estate Information Network System) and internal company data. Urban markets: Tokyo, Kanagawa, Saitama, Chiba, Aichi, and Osaka prefectures. (1) Prices for REPRICE include tax. (Number of units) (JPY MM) Pre-COVID-19(Mar '20) ¥32.35M YoY -7.2% (1) Price Gap: ¥6.36M (Apr-Jun)
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（TSE Prime 8919） 10 1. Trends in New Housing Starts (Detached Houses in Subdivisions) YoY -4.4% vs. 2024 -0.6% vs. 2024 +3.5% (Year) (Number of units) (Number of units) (Year) Source: Prepared by our company based on the Building Starts Statistics Survey (Housing Starts Statistics) conducted by the Ministry of Land, Infrastructure, Transport and Tourism. Regional markets: all areas other than Tokyo, Kanagawa, Saitama, Chiba, Aichi, and Osaka prefectures. Urban markets: Tokyo, Kanagawa, Saitama, Chiba, Aichi, and Osaka prefectures. (1) Nihon Keizai Shimbun: "740,000 new housing starts in 2025, the lowest level in the past 61 years; the 'myth of new construction' collapses." ◼ The number of new housing starts is on a downward trend, driven by structural factors, including rising construction costs for new housing and stricter environmental regulations ◼ The number of housing starts (nationwide) remained at a low level in 1H 2026. The decline in the previous year reflected the impact of tighter environmental regulations and other factors ◼ Even in terms of total housing starts, including housing other than built-for-sale detached houses, 2025 marked the lowest level in the past 61 years, amid soaring construction costs and other factors(1) vs. 2024 +1.1% (Number of units) (Year) ▲ Temporarily declined sharply due to tighter environmental regulations and other factors
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（TSE Prime 8919） Presentation Highlights 11 3. Overview of Business Model 4. APPENDIX Overview of Financial Results for the First Three Months of the FY2026 (Ending March 31, 2027)1. 2. Fourth Medium-Term Management Plan and Management Plan for FY2026 (Ending March 31, 2027) (Reposted from Financial Results Presentation For the 48th Fiscal Year Ending March 31, 2026) P3-P10 P12-P23 P25-P40 P42-P50
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（TSE Prime 8919） Continuing Steady Business Growth Since Launch of Current Management Team 12 ◼ Current management team established in FY2012. Achieved continuous growth while improving profitability ◼ Number of properties sold rose approx. 3x and operating profit rose approx. 15x (adjusted operating profit approx. 13x) compared to FY2011 ◼ Substantially improved employee treatment, with average age of sales staff becoming 14 years younger and average annual income increasing by 103% compared to FY2012 2. (1) At KATITAS parent for second-year employees onward. Employees on leave are excluded. (2) Conducted fair value assessment of inventory at the time of the REPRICE integration. Adjusted operating profit reflects o perating profit assuming no such assessment had been made (FY2016–2017) (3) Adjusted operating profit reflects the difference in consumption tax resulting from the loss of the consumption tax -related litigation (FY2023–2024) 30.6 years old FY2025FY2012 6.97 million yen +DC and Company housing program Average age and average annual income of sales staff REPRICE management integration ▼ IPO ▼ ▲ Lost first ruling on consumption tax Business operations under current management team (1) Number of properties sold and operating profit ● Number of properties sold ■■ Operating profit ■ Adjusted operating profit (2)(3) 3.43 million yen 44.5 years old (JPY MM) (JPY MM) (Reposted from FY2025 4Q)
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（TSE Prime 8919） Long-Term Vision and Positioning of Fourth Medium-Term Management Plan First Medium-Term Management Plan Second Medium-Term Management Plan Third Medium-Term Management Plan Fourth Medium-Term Management Plan … 2035 … Long-term Vision 17.3 18.3 19.3 20.3 21.3 22.3 23.3 24.3 25.3 26.3 27.3 28.3 Foundation-building period Reacceleration of growth COVID-19 response period Management foundation strengthening period Annual houses sold: 10,000 Operating profit CAGR: 17% Achievement of medium-term targets under current management team Medium-term targets set upon launch of current management team in 2012 • Annual number of houses sold: 10,000 • Net sales: 100 billion yen * Achieved in FY2021 • Operating profit: 10 billion yen * Achieved in FY2019 Annual houses sold: 20,000 Realized the vision of “The company to buy or sell your home through.” ◼ Our long-term vision is to become the company that enriches people's lives the most in Japan ◼ We achieved tangible results in our third medium-term management plan, which ended in FY2024, establishing a foundation for growth by improving the quantity and quality of human resources, etc. ◼ In the fourth medium-term management plan, we aim to achieve an operating profit CAGR of 17% and reach our medium-term target of 10,000 houses sold per year set in 2012 Achieve further growth and social impact Become the company that enriches people's lives the most in Japan 2. 13 (Reposted from FY2025 4Q)
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（TSE Prime 8919） 14 ◼ We will deepen our existing businesses while advancing into new geographical markets and developing new products that enable us to reach new customer segments ◼ We will expand our growth potential and accelerate growth by developing new markets and new customer segments Aiming to Expand Growth Potential and Accelerate Growth In the Fourth Medium-Term Management Plan Existing markets New markets Existing products New products Advance into new markets (Potential market: 31,000 households/year) ✓ Strengthening store openings in untapped areas ✓ Advance into small but highly profitable areas with small stores Long-term vision Become the company that enriches people's lives the most in Japan Capture new customer segments (Potential market: 78,000 to 92,000 households/year) ✓ Enhance property offerings to attract customers looking to build new homes ✓ Boost planning capabilities to capture customer segments other than family households Existing markets and existing products (Potential market: 123,000 households/year) ✓ Diversify purchasing channels ⇒ Identify additional opportunities* 2. (Reposted from FY2025 4Q) *See page 28 for the definition and calculation method of the number of households in the potential market
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（TSE Prime 8919） 15 ◼ With a focus on vacant houses, rural areas, and adding value to the lifestyle of middle- and low-income earners, our long-term vision is to become the company that enriches people's lives the most in Japan ◼ The earnings plan for FY2027 (ending March 2028) was revised upward to reflect structural changes in the external environmentand an increase in personnel exceeding the initial plan ◼ Maintain ROE of at least 20% and target 25% ◼ The dividend payout ratio remains unchanged from the plan prior to revision Vision for the Fourth Medium-Term Management Plan (Financial KGI) FY2024 FY2027 FY2027 Results Plan CAGR Post-revision CAGR Number of properties sold 7,372 ・・・ 10,000 10.7% Over 10,000 Over 10.7% Operating profit 14,222 Million yen ・・・ 20,000 Million yen 12.0% 23,000 Million yen 17.4％ ROE 22.2% ・・・ 20% or more - Maintain at least 20% Aim for 25% - Dividend payout ratio 45.8% ・・・ 50.0％ or more & progressive dividend payment - 50.0％ or more & progressive dividend payment - 2. (Reposted from FY2025 4Q)
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（TSE Prime 8919） 16 External Environment and Challenges in the Fourth Medium-Term Management Plan ◼ Industry and business structure remains resistant to the external environment. Furthermore, changes in the external environment (society and competitive environment) creates additional growth opportunities ◼ We identified the following challenges to be addressed in order to take advantage of growth opportunities and continue the initiatives from the previous medium-term plan ⚫ Many vacant houses resulting from declining birthrate and aging population ⇒There will continue to be ample target properties available for purchase ⚫ High demand for low-priced, high-quality housing ⇒There is substantial underlying demand ⚫ Difficulty in handling regional/pre-owned/detached houses ⇒There are many new entrants, but most companies exit without scaling up, resulting in no increase in supply Industry and business structure (permanent factors) ⚫ High cost of new housing • Increased costs and reduced supply of new housing due to inflation, stricter environmental regulations, etc. • Rise in mortgage interest rates due to increase in policy interest rates ⚫ Increase in demand for low-priced products due to rising living expenses ⚫ Changes in household composition (decline in family households, increase in single-person households) ⚫ Policies to promote market circulation of vacant houses • Making inheritance registration mandatory • Revision of the Act on Special Measures for Vacant Houses • Relaxation of brokerage fee regulations for low-priced vacant houses Changes in society Changes in competitive environment Growth is driven by our own efforts as the external environment has limited impact Growth opportunities driven by changes in external environment ⚫ [Ongoing] Increase sales staff and improve productivity to fulfill substantial underlying demand ⚫ Shrinking household sizes and diversifying lifestyles: Address diversifying customer needs (acquire customers other than traditional family households) ⚫ Build a purchasing channel to acquire target properties as more vacant homes become available ⚫ [Ongoing] Explore M&A opportunities ⚫ Curb the impact of changes in the market for newly built detached houses on REPRICE business results Challenges to be addressed during the fourth medium-term management plan period + ongoing challenges from the previous medium-term management plan (third medium-term management plan) 2. (Reposted from FY2025 4Q)
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（TSE Prime 8919） 17 ◼ We formulated a basic strategy to address the challenges we will focus on during the fourth medium-term plan period and the ongoing challenges from the previous medium-term plan. We aim to accelerate growth by implementing this basic strategy. Basic Strategy in Response to Management Challenges ① Fourth Medium-Term Management Plan: Basic Strategy Overview ① Increase sales staff and strengthen training ∟Open stores in untapped areas ∟Open small stores • Aim to accelerate personnel growth by increasing the number of new graduate hires and enhancing retention efforts • Leverage our robust human capital to tap into areas without existing stores and small but highly profitable areas • Establish a Organizational Strategy Promotion Office to strengthen organizational capabilities at stores facing challenges ② Improve productivity ∟Set strategic inventory budget • Continue efforts to improve productivity by investing in various systems • Set a strategic inventory budget for inventory with high turnover potential. Aim to boost the number of properties handled while keeping sales staff workload to a minimum ③ Diversify renovation projects ∟Capture new customer segments • Shrinking household sizes and diversifying lifestyles: Enhance renovation projects that address customer needs • Continue efforts to expand construction capacity by finding new contractors ④ Diversify purchasing channels • Maintain brokerage channel while diversifying purchasing channels through collaboration with local governments and other industries ⑤ M&A • Objective is to leverage KATITAS sales capabilities and diversify purchasing channels • Currently reviewing multiple companies. Planning to fund M&A deals using debt ⑥ Improve REPRICE earnings stability • Market impact on business results decreased due to various measures implemented in FY2024 • Aim to strengthen renovation cost control capabilities by finding new contractors Challenges to be addressed during the fourth medium-term management plan period + ongoing challenges from the previous medium-term management plan (third medium-term management plan) 2. (Reposted from FY2025 4Q)
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（TSE Prime 8919） 18 ◼ During the three-year-period of the fourth medium-term management plan, we will invest in strategic inventory (properties with high turnover potential) and pursue the possibility of M&A implementation ◼ Our minimum required equity-to-asset ratio is approximately 30%. We are currently reviewing multiple M&A opportunities and will retain the shareholders' equity necessary for these investments on our balance sheet for the time being (planning to fund investments through debt). Capital Allocation Net income for three years Shareholders' equity for M&A End- FY2024 55% Equity-to-asset ratio End- FY2027 (natural state) Appx. 60% Minimum 30% Dividends for three years Shareholders' equity for strategic inventory investment 2. (Reposted from FY2025 4Q)
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（TSE Prime 8919） (JPY MM) FY2025 (ended Mar 31, 2026) FY2026 (ended Mar 31, 2027) 1H 2H Full-year 1H 2H Full-year Results vs sales (%) Results vs sales (%) Results vs sales (%) Plan YoY (%) vs sales (%) Plan YoY (%) vs sales (%) Plan YoY (%) vs sales (%) Net Sales 72,415 100.0% 79,436 100.0% 151,851 100.0% 86,700 +19.7% 100.0% 90,700 +14.2% 100.0% 177,400 +16.8% 100.0% Number of properties sold 4,064 ‐ 4,316 ‐ 8,380 ‐ 4,820 +18.6% ‐ 4,880 +13.1% ‐ 9,700 +15.8% - Gross profit 17,222 23.8% 18,149 22.8% 35,371 23.3% 20,200 +17.3% 23.3% 20,300 +11.8% 22.4% 40,500 +14.5% 22.8% Operating profit 9,010 12.4% 9,268 11.7% 18,279 12.0% 10,700 +18.7% 12.3% 10,300 +11.1% 11.4% 21,000 +14.9% 11.8% Ordinary profit 8,784 12.1% 9,024 11.4% 17,809 11.7% 10,500 +19.5% 12.1% 9,500 +5.3% 10.5% 20,000 +12.3% 11.3% Profit attributable to owners of parent 5,986 8.3% 6,483 8.2% 12,470 8.2% 7,300 +21.9% 8.4% 6,700 +3.3% 7.4% 14,000 +12.3% 7.9% 19 Management Plan for FY2026 (Ending March 31, 2027)2. ◼ We aim for growth of 15.8% in the number of properties sold and 14.9% in operating profit. The operating profit plan incorporates Human capital investment at the same level as in FY2025 from the outset. ✓ Average selling price: Expected to increase slightly. The sales composition ratio of strategic inventory is expected to increase YoY, while the sales ratio of low-priced products is expected to remain flat compared with the previous year ✓ Properties sold: Demand is expected to remain strong. We have ample initial inventory and expect growth of more than 15% ✓ Gross profit per property sold: Expected to remain flat from the fiscal year ended March 2026. Gross profit margin is expected to decline due to rising selling prices ✓ REPRICE: Inventory is sufficient for growth, but the YoY growth rate is lower than KATITAS. While maintaining a high gross profit per property sold, we do not expect the same level of improvement as in the fiscal year ended March 2026, and therefore expect operating profit growth of around 10%. We will continue to improve the ratio of group brokerage to enhance profitability across the group ◼ We expect inventory in the new housing market to gradually increase toward the second half of the fiscal year. However, we anticipate that the impact on the group will be minimal due to rising new housing costs associated with environmental regulations ◼ Mortgage interest rates for buyers are trending upward. However, the impact on the Company is expected to be neutral, as an inflow of prospective new-build homebuyers is anticipated ◼ The impact of cost increases due to inflation is minimal. This is due to the fact that we use few materials and that the supply and demand for carpenters is easing in regional areas due to a decline in new housing starts ◼ While there could be an impact from higher crude oil prices and order suspensions by housing equipment manufacturers due to concerns about the worsening situation in the Middle East, we are preparing countermeasures and expect the impact to be minor * The above information includes forward-looking statements within the meaning of the United States Private Securities Litigatio n Reform Act of 1995. Please refer to the disclaimer on the last page of this presentation. (Reposted from FY2025 4Q)
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（TSE Prime 8919） Dividend Forecast ◼ The Fourth Medium-Term Management Plan stipulates a dividend payout ratio of 50% or more and a policy of progressive dividends ◼ The year-end dividend for the fiscal year ended March 2026 is expected to be ¥41.0 per share, an increase of ¥2.0 from the initial plan ◼ For the fiscal year ending March 2027, we plan to pay an interim dividend of ¥45.0 per share and a year-end dividend of ¥45.0 per share, for a total annual dividend of ¥90.0 (The annual dividend of ¥90.0 per year is 3.5 times the dividend paid shortly after listing in 2017 (equivalent to ¥26.0 per year)) 20 2. * The above information includes forward-looking statements within the meaning of the United States Private Securities Litigatio n Reform Act of 1995. Please refer to the disclaimer on the last page of this presentation. FY2024 FY2025 (Revised forecast for the first half) FY2025 (Finalized) FY2026 (Forecast for the new fiscal year) Interim Year-end Interim Year-end Interim Year-end Interim Compared with initial forecast Year-end Compared with initial forecast Dividends per share 28.0円 28.0円 39.0円 39.0円 39.0円 41.0円 45.0円 +6.0円 45.0円 +4.0円 Dividend payout ratio 45.8% 51.3% 50.2% 50.3% (Reposted from FY2025 4Q)
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（TSE Prime 8919） 10.2% 11.0% 10.1% 11.0% 10.6% 22/3 23/3 24/3 25/3 26/3 556 596 622 657 713 106 102 100 129 152662 698 722 786 865 22/3 23/3 24/3 25/3 26/3 4月入社 3月末営業員数 21 Growth Drivers for KATITAS (1): Enhance Sales Force (FY2025 Results) ◼ The potential market is sizable both for purchases and sales: A large number of vacant properties exist in Japan, and there is sufficient demand for low-priced housing ◼ Expansion of our supply capacity through an increase in sales personnel and the maintenance and improvement of productivity is a growth driver ◼ Under the current mid-term management plan, we plan to accelerate the increase in sales staff. Due to increased hiring, the number of sales staff as of April 2026 grew 10.1% YoY, representing a higher growth rate than before 2. Sales employees(1) (average during the fiscal year) 685.0 Purchases 11.2 / sales employee Sales 9.4 / sales employee Sales Staff Productivity Capacity (FY2025 Results) Number of properties sold: 6,422 = = (1) Number of sales staff = Number of store staff (incl. contract and part-time) + number of deputy sales managers and section managers (2) Turnover rate = number of employees who resigned or retired during the fiscal year / number of employees at the beginning of the fiscal yea r (3) Award for companies with high employee engagement presented by Link and Motivation Inc.; KATITAS Co., Ltd. press release (4) Figures represent historical results of KATITAS (non-consolidated) ✓ Turnover rate in FY2025 came in as expected at 10.6%. ✓ Employee engagement survey results exceeded the benchmark “BBB,” earning the company the BMC (Best Motivation Company Award) 2026.(3) Turnover rate(2)Number of sales staff (1) ✓ As of April 1, 2026, our sales force had expanded 10.1% YoY. ✓ We continue to focus primarily on recruiting new graduates. Under the current mid-term management plan, we plan to accelerate the pace of personnel expansion compared with before as of 2026/4/1Joined in April No. of employees as of end-March Number of properties purchased: 7,682 (People) as of 2025/4/1as of 2024/4/1 as of 2023/4/1as of 2022/4/1 (Reposted from FY2025 4Q)
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（TSE Prime 8919） 11.5 23.0 26.7 First year Second year Third year 8.6 9.0 9.1 8.8 9.4 9.6 9.5 8.8 10.0 11.2 18.2 18.5 17.9 18.8 20.6 22/3 23/3 24/3 25/3 26/3 Sales Purchases 22 Growth Drivers for KATITAS (2): Productivity Improvement (FY2025 Results)2. Productivity of sales staff(2) ✓ Growth in contracts for which renovations are underway (and also those sold in the present condition) continued ✓ We will continue improving productivity while aiming to boost gross profit per property ✓ By increasing the number of employees at store-manager level, we increased capacity for training and accelerated the time it takes until new employees start contributing to the business. ✓ Effective from FY2023, the target productivity of sales employees raised from 24 properties (purchased and sold) to 32 properties. (properties) ◼ Supported by a favorable business environment, strong sales and proactive purchasing drove productivity in the fiscal year ended March 2026 to a record high ◼ Going forward, we aim to improve productivity by reducing the administrative workload of sales staff through the use and automation of AI, allowing them to focus on customer negotiations and property viewings, which are difficult to replace with AI Productivity of new graduate employees(3) Procurement via direct purchase method (1) Number of sales staff = Number of store staff (incl. contract and part-time) + number of deputy sales managers and section managers (2) Productivity= sum of the number of homes purchased and the number of homes sold by KATITAS over a period, divided by the aver age of the number of sales employees of KATITAS at the beginning and end of the period (3) Average calculated from the results of the last three fiscal years (5) Figures represent historical results of KATITAS (non-consolidated) Sales employees(1) (average during the fiscal year) 685.0 Purchases 11.2 / sales employee Sales 9.4 / sales employee Sales Staff Productivity Capacity (FY2025 Results) Number of properties purchased: 7,682 Number of properties sold: 6.422 = = (properties) (Reposted from FY2025 4Q)
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（TSE Prime 8919） 104 104 99 113 126 14 16 21 28 34118 120 120 141 160 22/3 23/3 24/3 25/3 26/3 3月末営業人員数 4月入社 13.8 16.5 16.1 16.7 16.4 15.5 17.5 16.1 18.5 17.8 29.3 34.0 32.2 35.2 34.2 22/3 23/3 24/3 25/3 26/3 Sales Purchases ◼ As with KATITAS, an increase in sales staff and the maintenance and improvement of productivity are growth drivers ◼ Sales staff headcount increased significantly due to strengthened hiring ◼ Productivity remained at a high level. Low-priced products and changes in sales channel strategy continued to contribute (1) Number of sales staff = Number of sales representatives + Number of sales block managers and area managers (2) Productivity= sum of the number of homes procured and the number of homes sold by REPRICE over a period, divided by the avera ge of the number of sales employees of REPRICE at the beginning and end of the fiscal year 23 Growth Drivers for REPRICE (FY2025 Results)2. Productivity(2)Number of sales staff ✓ Maintained a high level in the fiscal year ended March 2026 ✓ From the fiscal year ending March 2027 onward, a slight decline is expected as the ratio of new employees increases ✓ As of April 1, 2026, our sales force had expanded 13.5% YoY. ✓ Hired 34 new graduates in April 2026. ✓ Employee engagement survey results exceeded the benchmark “BBB,” and there were no resignations among new employees hired in April 2024 as of 2026/4/1 as of 2022/4/1 Sales employees (average during the fiscal year) 106.0 Purchases 18.5 / sales employee Sales 16.7 / sales employee Sales Staff Productivity Capacity (FY2025 Results) Number of properties purchased:2,122 Number of properties sold:1,958 = = Joined in AprilNo. of employees as of end-March(People) (properties) Sales employees (1) (average during the fiscal year) 119.5 Purchases 17.8 / sales employee Sales 16.4 / sales employee as of 2024/4/1 as of 2023/4/1 as of 2025/4/1 (Reposted from FY2025 4Q)
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（TSE Prime 8919） Presentation Highlights 24 3. Overview of Business Model 4. APPENDIX Overview of Financial Results for the First Three Months of the FY2026 (Ending March 31, 2027)1. 2. Fourth Medium-Term Management Plan and Management Plan for FY2026 (Ending March 31, 2027) (Reposted from Financial Results Presentation For the 48th Fiscal Year Ending March 31, 2026) P3-P10 P12-P23 P25-P40 P42-P50
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（TSE Prime 8919） KATITAS 105,909 REPRICE 46,147 Operating areas Suburban areas and Regional Cities Cities and Suburban areas Number of properties sold 6,422 Houses 1,958 houses Ratio of single- family detached houses 94.8% 76.5% Average price per property sold (1) 16.48MM 23.79M KATITAS Group Business Model of KATITAS 25 SaleRenovationProcurement Seller Buyer Before After Building materials manufacturers Contractors Large-volume orders Price discounts Price discount Regular orders FY2025 Revenue (JPY millions) Ability to implement renovation work Ability to plan renovation work Ability to procure properties Ability to assess property purchase risks KATITAS (1) Excluding tax 3. ◼ KATITAS purchases pre-owned detached houses in regional areas, and renovate them to accommodate today’s living styles before selling them at half the price of newly built houses. ◼ About 80% of properties we purchase are empty, vacant houses. We create social value by resolving the issue of vacant houses and providing affordable housing. REPRICE
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（TSE Prime 8919） Business Development Areas and Building Ages of the Group ◼ KATITAS focuses on regional cities (population 50,000-300,000) and buildings with an average 30 years. It has strengths in in-house sales ability, survey ability, renovation planning ability, and renovation implementation ability. ◼ REPRICE focuses on urban and suburban areas (population 300,000-500,000) and buildings with an average 20 years. It has strengths in its broker network, speed, and pricing accuracy (1) Lightly populated areas, holiday home and sightseeing areas: Municipalities with populations under 50,000 excluding areas wit hin the three metropolitan areas (2) Regional cities: Municipalities with populations of 50,000 -300,000 excluding areas within the three metropolitan areas (3) Suburban areas : Areas within three metropolitan areas excluding Tokyo 23 wards, ordinance -designated cities same as above and municipalities with populations of 300,000 -500,000 (4) Cities: Ordinance-designated cities outside the Tokyo 23 wards and three metropolitan areas (Sapporo -shi, Fukuoka-shi, Hiroshima-shi, Sendai-shi, Kitakyushu-shi, Niigata-shi, Hamamatsu-shi, Kumamoto-shi, Okayama-shi, Shizuoka-shi) (5) Metropolitan city centers: Tokyo 23 wards and ordinance-designated cities within three metropolitan areas (Osaka -shi, Nagoya-shi, Kyoto-shi, Yokohama-shi, Kobe-shi, Kawasaki-shi, Chiba-shi, Saitama-shi, Sakai-shi, Sagamihara-shi) 3. 26 985 municipalities 15.4 million people 236 municipalities 24.7 million people 476 municipalities 48.6 million people 10 municipalities 10.6 million people 11 municipalities 27.0 million people old 40 years 30 years 20 years 10 years New50 years Building age A r e a Lightly populated areas, holiday home and sightseeing areas Regional cities Cities Metropolitan city centers (5) (4) Suburban (3) (2) (1) KATITAS populations of 50,000-300,000 Average building age 30 years Strengths: In-house sales ability, survey ability, renovation planning ability, and renovation implementation ability REPRICE populations of 300,000-500,000 Average building age 20 years Strengths: Relationships with brokers, speed, pricing Properties that are not eligible for purchasing Source: Created by KATITAS based on the Ministry of Internal Affairs and Communications’ Population Census/ -Data Table by Prefecture and Municipality 2020
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（TSE Prime 8919） 268 330 394 448 576 659 757 820 900 1,051 1,288 1,575 1,887 849 7.6% 8.6% 9.4% 9.8% 11.5% 12.2% 13.1% 13.5% 13.6% 13.8% 15.6% 18.4% 21.9% 25.6% 1978 1983 1988 1993 1998 2003 2008 2013 2018 2023 2028E 2033E 2038E 2043E 空き家戸数(万戸) 空き家率(%) Medium and Long Term Expansion with Opportunities for Procurement Based on Increased Supply of Vacant Houses 27 Abundance in Stock and Flow of Vacant Houses(1) ◼ There is a large number of vacant houses and the number is expected to increase, which provides KATITAS with procurement opportunities ◼ Although a large majority of such vacant houses cannot be distributed in the housing market on an “as-is” basis, KATITAS is capable of acquiring such houses with a low level of competition Number and Predicted Rate of Increase of Vacant Houses 3. (1) Vacant houses include pre-owned properties and rental houses. (2) Three Metropolitan Areas (defined by the Ministry of Internal Affairs and Communications): Tokyo area (Saitama, Chiba, Kanagawa and Tokyo prefectures), Nagoya area (Gifu, Aichi and Mie prefectures) and Osaka area (Osaka, Hyogo, Nara and Kyoto prefectures). (3) Tokyo 23 wards and ordinance-designated cities within three metropolitan areas (Osaka-shi, Nagoya-shi, Kyoto-shi, Yokohama-shi, Kobe-shi, Kawasaki-shi, Chiba-shi, Saitama-shi, Sakai-shi, Sagamihara-shi). (4) Areas within three metropolitan areas excluding Tokyo 23 wards and ordinance-designated cities same as above. (5) Pre-owned properties and rental houses are excluded from the calculation of vacant houses same as above. Unique Business Segment Single- family houses KATITAS Group’s focused areas ✓ KATITAS Group’s business domain is unique and has relatively high barriers to entry # of vacant houses(5): 0.766 million # of vacant houses(4): 0.220 million # of vacant houses(5): 2.056 million Condo- miniums Competitors’ focused area # of vacant houses (5) 0.363 million # of vacant houses(5): 0.432 million # of vacant houses(5): 0.345 million Source: Ministry of Internal Affairs and Communications,“2023 Housing and Land Survey (Revised Report)” Metropolitan city centers (3) Urban areas (4) Regional cities / Regional areas (Areas excluding metropolitan city centers and suburban areas) KATITAS Actual Estimate Nationwide: 9.00MM Vacant detached houses (5) : 3.04MM Other areas than the three metropolitan areas (2)(including Condominium) (5) : 2.49MM Stock of vacant houses Flow of vacant houses Annual increase in houses(estimate base) 2024 – 2028: +302k 2029 – 2033: +474k Number of akiyas(10K Houses) Source: Ministry of Internal Affairs and Communications, “2023 Housing and Land Survey Approximate Tabulation of Dwellings (Revised Report)”, Estimates are prepared by KATITAS based on the news release, “The Housing Market in 2040 and Challenges: Changing Trends in Housing Starts and Initiatives to Respond to Change (June 12, 2025)” issued by Nomura Research Institute, Ltd. Number of akiyas (10K Houses) Ratio of akiyas to houses
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（TSE Prime 8919） 247 houses 2,780 houses 630 houses 219 houses 85 houses 5.31 households 10.68 households 3.82 households 2.71 households 1.39 households 0 2 4 6 8 10 12 0 500 1000 1500 2000 2500 3000 3500 Primary Target Fourth Housing Option in Regional Areas: Pre-Owned and Renovated Single-Family Houses 28 Number of houses sold by KATITAS (parent) in FY2025 (1) Number of regional area households by annual income (JPY) (Number of sold) (Million households) 3. Large Potential Customer BaseCustomer Group by Annual Income and Macro Environment ◼ KATITAS’ primary target customer base consists of approximately 1.23 million households currently living in rental houses in regional areas, with annual income of JPY2-5 million and the intention to own a house ◼ Based on the assumption that there is demand for 123,000 units if the duration of the abovementioned families considering the purchase of housing units is 10 years. ◼ The number of properties sold by KATITAS in FY2025 was 6,442, which is equivalent to around 5.2% of the estimated market and many potential customers still exist. Number of households in Japan 55.67 million Households in regional areas 25.14 million Households with annual income of JPY 2-5 million 10.67 million Households living in rental houses 3.70 million Households with intention to own a house: 1.23 million Approx. 45% of nationwide households Approx. 43% of households in regional areas Approx. 35% of households with JPY2- 5 million annual income are living in rental residence Approx. 33% of the households living in a rental house have the intention to own a house KATITAS’ main target Sources: Ministry of Internal Affairs and Communications “2023 Housing and Land Survey (Revised Report)”, Ministry of Land, I nfrastructure, “Transport and Tourism 2023 Comprehensive Survey on Housing and Living Environments” (1) Excludes unknown and corporate entities Annual number of houses sold by KATITAS: 6,442(around 5.2% of target) ⇒ There are still many potential customers Based on the assumption that the duration of considering the purchase of housing units is 10 years. ⇒The size of the market including potential demand is estimated at about 123,000 houses per year.
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（TSE Prime 8919） 95,180 54,541 48,067 Regional newly built Regional rental house KATITAS Offering High-Quality Renovated Houses at Reasonable Prices 29 3. ◼ KATITAS is able to offer renovated houses at roughly half the price of comparable newly built houses, that also offer lower monthly mortgage payments compared to renting ◼ Customers can purchase a home with a mortgage within their means, in accordance with the growth of their children and other life stages. ◼ Mortgage repayments will not increase as much as newly built houses even if interest rates were to rise. Less Expensive than the Average Selling Price of Newly Built Houses Lower Payments than Rental Houses(3) Monthly payments for KATITAS houses are lower than the average monthly rent for rental housesKATITAS house prices are approximately half of the market prices of newly built houses (3) Monthly rent paid by households other than single-person households (4) Payment amounts for Regional newly built and KATITAS are calculated based on the premise assuming that a buyer pays the average sale price under a 35-year loan with no initial down payment or other incentive payments at a fixed interest rate of 1.0% for the life of the loan (5) Source: Ministry of Internal Affairs and Communications, “2023 Housing and Land Survey (Revised Report)” (5) (1)Average prices (including tax) of newly built houses are surveyed under the screening method specified below, based on the“Integrated System of Land Information” operated by Ministry of Land, Infrastructure, Transport and Tourism Timing of transaction: From April 2025 to March 2026／Timing of construction: In January 2025 and after／Type: Building lot (land and building)／Total floor area : Between 50㎡ and 200㎡ ／Use of building: Housing (2)The average sales price is calculated based on the sale price of properties delivered during the period between April 2025and March 2026. (2) (Including tax) (1) (Non-consolidated) (Including tax) (4) (Non-consolidated) (Including tax) (Including tax) Regional newly built KATITAS Mortgage interest rates 1.0% ¥ 95,180 ¥ 48,067 1.5% ¥ 103,238 ¥ 52,136 2.0% ¥ 111,694 ¥ 56,406 Monthly repayment amount when mortgage interest rate rise Regional newly built house Regional rental house KATITAS Total floor area (m2) 100～110 50～65 110～120 Payment per square meter （KATITAS＝100） 229 233 100 Comparison of Cost per Floor Area for Each Property (Illustrative) (4)
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（TSE Prime 8919） 6.2% 14.0% 23.6% 24.4% 30.2% 23.0% 69.3% 55.8% 53.4% 2003年 2013年 2023年 17 16 15 16 18 18 19 20 20 19% 27% 24% 23% 22% 25% 27% 29% 31% 33% 0% 5% 10% 15% 20% 25% 30% 35% 0 5 10 15 20 25 30 2005 2010 2015 2020 2025 2030 2035 2040 30 ◼ Increasing number of households with less preference for newly built houses and increasing preference for pre-owned houses even in the Japanese market where traditionally people tend to prefer newly built houses ◼ There is huge potential for more pre-owned houses to be distributed in the market if we can supply enough properties that are “clean and inexpensive.” ◼ The pre-owned housing market has been expanding in recent years and is expected to continue growing in the future. Source: Housing Bureau of Ministry of Land, Infrastructure, Transport and Tourism, “Comprehensive Survey on Housing and Living Environments (2018)” and “Comprehensive Survey on Housing and Living Environments (2023)” Mindset Change toward Ownership of Pre-owned Houses Survey of preference in moving to newly built or pre-owned houses from the current rental houses Newly built housesPre-owned houses No preference (ten thousands) Actual Estimate Actual Actual % of house sales(2) Estimate Estimate % of house sales (2) Increase in Transactions of Pre-owned Houses Actual and estimated figures of transactions of pre-owned houses and ratio of households which acquired pre-owned houses from 2005 to 2018 # of transactions Ratio of households which acquired pre-owned houses Estimates (extrapolated) based on the assumption that the increase during the period from 1994 to 2018 continues from 2019 onwards. 3. (1) NRI estimates / forecasts based on Census, National Social Security and Population Research Institute "Forecast of numberof Japan's households“, Ministry of Internal Affairs and Communications, “Housing and Land Survey”, and NRI Questionnaire on housing purchasers (2) Questionnaire by NRI : Ratio of households which acquired pre-owned houses (excluding newly built houses) out of householdswhich acquired a house Source: Produced by KATITAS based on data in NRI’s June 9, 2022 press release claiming that new housing starts in 2040 are expected to decline to 490,000 units, while pre-owned houses in transactions will increase to 200,000 houses in 2040 Consumer Preferences Have Shifted Toward Accepting Pre-Owned Houses E E E E E
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（TSE Prime 8919） 16.2% 69.1% 74.3% 82.4% 74.5% 83.8% 30.9% 25.7% 17.6% 25.5% 日本 首都圏マンション アメリカ イギリス フランス 既存取引/全体（既存＋新築）取引 新築住宅着工/全体（既存＋新築）取引 ◼ Lower market share of pre-owned houses compared with United States and Europe ◼ In the Tokyo Metropolitan area, there are many “clean and inexpensive” used condominiums being supplied that their distribution volume has already surpassed that of new condominiums. ◼ By supplying “clean and inexpensive” detached houses in rural areas, we have a chance of capturing the untapped market for pre-owned houses. 31 Pre-owned houses Market Share - Japan vs United States and Europe Average except for Japan 3. Pre-owned houses transaction / Total (New + Pre-owned) transaction Construction of new houses / Total (New + Pre-owned) transaction Room for Growth in the Share of Regional Pre-owned Houses in Distribution Condominiums in Tokyo Metropolitan area only (2023) (2023)(2025) (2023) (2023) * Source: Ministry of Land, Infrastructure, Transport and Tourism “Organizations Utilizing Housing and the Distribution of Existing Hou sing (September 25, 2024)" / Real Estate Economic Institute “Nationwide New Condominium for Sale Market Trends 2025 (Annual Summary)” / Real Estate Information Network for East Japan “Trends in the Met ropolitan Real Estate Distribution Market (2025)” *Ratio of pre-owned condominium units under contract to new condominium units on the market.
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（TSE Prime 8919） 32 Customer profile Business area Suburban areas surrounding regional cities (Targeting regions with populations of 50,000 – 300,000) Properties handled Mainly pre-owned single-family detached houses which have become vacant due to events such as inheritance Average selling price JPY 17.0 million (including tax) Buyers' needs Actual demand (our customers purchase the properties to live in rather than for investment) Buyers' age range 30s–50s (68.2% of the Company's sales results) Buyers' annual income JPY 2-5 million (62.7% of the Company's sales results) (home loan to annual income ratio is 4.4) * Households with annual incomes between JPY 2-5 million are the largest volume zones in rural areas, excluding the three major cities. Type of buyers' loan Mortgage Financial institutions with loan transactions Nationwide regional banks, shinkin banks, credit associations and labor banks, etc. Source of loan payments Buyer's flow income The Company’s Customer Profile3. (1) Figures for average selling price, buyers‘ age range, and buyers’ annual income are from cumulative results for the fisca l year ended March 31, 2026. Excludes customers with unknown information. (2) Home loan to annual income ratio = selling price (including tax) / annual income Annual income based on customer responses. Calculated excluding customers that pay in full in cash, customers with unknown in come, and corporations.
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（TSE Prime 8919） 6,085 1,497 345 212 199 198 191 126 115 110 2,422 1,721 1,277 1,185 1,162 1,043 930 880 874 800 0 1,000 2,000 3,000 4,000 5,000 6,000 カチタス リプライス T社 S社 I社 C社 G社 H社 S社 F社 R社 S社 H社 D社 F社 I社 H社 M社 I社 M社 Number of Houses Sold is Over 20 Times that of No.2 Ranked Company 33 ◼ No.1 among House Reselling Businesses(1) in terms of number of units sold ◼ Established unique positioning by focusing on pre-owned single-family detached houses located in regional cities and regional areas that competitors find challenging to bring to the market Number of Units Sold by Major House Re-sellers (FY2025) 3. Company S Company H Company G Company C Company I Company S Company T KATITAS Single-family detached houses (1) A “Housing Reselling Business” is defined as one conducted by certified “building lot and transactions” dealers with extensi ve know-how in renovation so as to efficiently and effectively improve the quality of existing house inventory (Requests for FY2016 Tax Reform (Special Measures Concerning Taxation)) 7,582 22.0x Source: Prepared by KATITAS based on The Remodeling Business Journal, “2026 Ranking of Number of Sales of Pre-owned Houses after Acquisition and Renovation” (issued on July 27, 2026) (YoY +1,026) (houses) マンション Company F Condominium units Company S Company H Company D Company F Company I Company H Company M Company M Company I Company R KATITAS Group total REPRICE
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（TSE Prime 8919） 34 3. The termite exterminator performs an inspection of the underfloor space looking for evidence of termite damage. This avoids unexpected renovation costs, and reduces the risk of procuring a property that is difficult to renovate The renovation contractor will check the entire frame of the building including the roof space looking for evidence of roof leaks and pests. These inspections increase the accuracy of renovation cost estimates. A land survey is conducted on every project. This provides comfort to the buyer. Land surveys are unnecessary for pre- owned condominiums. Examples of Pre-purchase Inspections: Inspections concerning Three Major Risks Associated with Older Detached Houses Termite Risk Rain Leakage Risk Risks Associated with Property Rights Our Greatest Strength is the Know-How We Accumulated by Selling a Cumulative Total of 80,000 Houses. We Approach Even the Tedious Details with Persistent Care, While Managing Risks to Minimize Failures. ◼ KATITAS has accumulated a stock of “failure cases” through purchasing and selling more than 80,000 houses. These cases frequently occur as a result of errors made at the time of purchasing. The company ensures timely risk management by sharing actual failure cases with all stores nationwide through weekly company- wide morning video conferences. ◼ Before purchasing a property, we conduct "three-party on-site inspections" with our renovation partners and termite control specialists. Focusing on the three major risks specific to older detached houses, we thoroughly check from the crawlspace to the attic for structural deterioration, past water damage, and renovation feasibility. We also clarify property boundaries, which are a common source of disputes. ◼ To minimize failures and problems after property delivery, both the sales branches and headquarters, which draws on expertise gained from past cases, conduct thorough double and triple inspections of property rights and each stage of the renovation process (at the time of purchasing, before renovation starts, during renovation, and after completion)
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（TSE Prime 8919） Examples of Post-Acquisition Failures 35 3. Examples of cases which required major repair after purchasing or after sale Unstable foundations were discovered after purchasing. This needed to be repaired before sale which led to additional costs. Case in which subsidence under the floor was discovered after purchasing. A major rebuilding of the foundation was necessary. Case in which the roof leaked after sale. A full repair was carried out under the warranty against defects. Case in which deterioration in roof materials was noticed after sale. As a partial repair was not possible, the entire roof had to be replaced. ●In some cases, unforeseen defects are discovered after purchase, and the property is deemed beyond repair, forcing the company to exclude it from resale. ●KATITAS regards these failure cases as the “assets of the company,”. They are shared with the entire company on a weekly basis to prevent recurrences (= minimize risk) Branch Turnover (days) Cause 1 Tochigi 7,245 Ownership/legal rights- related issues 2 Hirosaki 3,990 Ownership/legal rights- related issues 3 Izumo 2,979 Building-related issues 4 Oita 2,317 Ownership/legal rights- related issues 5 Okinawa 1,783 Conditions in the surrounding area 6 Fukui 1,757 Building-related issues 7 Nobeoka 1,483 Conditions in the surrounding area 8 Tsuyama 1,250 Building-related issues 9 Niigata 1,218 Building-related issues 10 Nakatsu 1,194 Ownership/legal rights- related issues A case where residential land damage caused by erosion from a nearby waterway was discovered after sale. Significant costs were incurred for erosion control measures. Properties with Extended Turnover Periods An instance where termite damage was overlooked, resulting in major restoration work including replacement of parts of the wooden structure. ◼ Detached houses tend to have highly individual characteristics, and problems can still arise even after thorough inspection. ◼ In some failure cases, the holding period becomes extended, with some properties taking over 20 years from purchase to sale. To avoid adverse impact on the profit-and-loss statement at the time of sale, we record valuation losses after a certain period from purchase, in some cases writing down the book value to ¥1. ◼ The most common reason companies exit the market for purchasing and reselling detached houses is the difficulty in handling the highly individual nature of each property.
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（TSE Prime 8919） 36 3.Entry BarrierCompetitive Advantage Individual property characteristics Regional characteristics Property conditions are extremely varied Even with properties built by the same home builder, the deterioration of properties differs based on the location and maintenance. Economies of scale do not apply In addition to the individual characteristics of the homes themselves, extreme differences in the levels of deterioration make standardized reforms difficult, and economies of scale do not easily apply. Lifestyles by region Lifestyles differ throughout Japan with its heavy snowfall regions and hot and humid regions, meaning thorough regional knowledge is required to respond to customer needs. Differing business environments The presence of competition as well as the number and level of partner companies such as contractors and other licensed professionals differ by region. Standardization policies Individual solutions policies ⚫Preparation and weekly updates of manuals ～Organize individual work processes including purchasing, reforms, and sales in detail. Create manuals for renovation contractors as well. ⚫Standardization of knowledge ～Collect information on good knowledge and bad knowledge through weekly business condition reports. Standardize and disseminate solution methods to workplaces through weekly company-wide morning video conferences. ⚫Checking system at headquarters ～Check the contents of contracts and reforms at headquarters from a third- party perspective. ⚫Sales staff oversees every phase of the business flow ～By overseeing every phase from the property acquisition to reform plans to sales, the sales staff takes responsibility for everything from property quality to customer support. ⚫Hire personnel with ties to each region throughout Japan ～Hire “exceptional students wishing to work for the region” at local universities and establish positioning as a company that works for the region. ⚫Compensation system not reliant on results ～Compensation system based on fixed salaries to allow employees to work for a long time and accumulate the benefits of experience. ⚫Accumulate “experiences of success and failure” based on the results of more than 80,000 properties ⚫By focusing on regional cities and the middle-income range, we will build a platform that, unlike metropolitan city center and high-end markets, is resistant to market conditions ⚫Prevent employee attrition to competitors, supported by high employee engagement We will create our own unique positioning by properly managing the balance between “standardization” and “individual solutions” Barriers to Entry and Competitive Advantages of Our Business Model: Economies of Scale Do Not Apply Because Renovations Vary From One House to Another
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（TSE Prime 8919） Hokkaido 8% Tohoku 16% Kanto 10% Chubu 18%kinki 1% Chugoku 7% Shikoku 5% Kyushu 14% Tokyo area 9% Nagoya area 7% Osaka area 4% Tokyo area 28% Nagoya area 25% Osaka area 15% Regional areas 32% Nationwide Branch Network and High Brand Recognition 37 ◼ KATITAS maximizes purchasing and sales opportunities by covering geographic areas not or rarely accessed by competitors, including small- and medium-sized cities with populations between 50,000-300,000 ◼ KATITAS has No.1 brand recognition in regional areas KATITAS: Sales by area(1) (FY2025, based on number of units) Nationwide Branch Network ◼ 3 or more branches ◼ 2 branches ◼ 1 branch ◼ No branches ※e.g. Aomori prefecture： Multiple branches in cities in addition to the prefectural capital REPRICE: Sales by area (FY2025, based on number of unit) 1st 2nd 3rd 4th 5th Survey on Brand Recognition(4) Q. ”Which company comes to mind if you are asked about a company to which one could sell a house?” Source: Web-based survey without presenting answers options in February 2026 conducted by a third-party research firm requested by KATITAS. The number of samples of each survey was 1,100. 10 prefectures were selected as target survey areas and the surveys were conducted in rotation. The above chart shows aggregated results of prefectures where KATITAS TV commercials were aired High Brand Recognition in Regional Areas Branch Locations(3) of KATITAS (As of March 31, 2026) TowadaHirosaki Aomori Hachinohe *Number of properties sold (FY2025): 1,958 *”Regional areas” are other areas than the “three metropolitan areas” (2) *Number of properties sold (FY2025): 6,422 (1)Tohoku: Aomori, Iwate, Miyagi, Akita, Yamagata and Fukushima prefectures. Kanto: Ibaraki, Tochigi and Gunma Prefectures. Chubu: Niigata, Toyama, Ishikawa, Fukui, Yamanashi, Nagano and Shizuoka prefectures. Kinki: Shiga and Wakayama prefectures. Chugoku: Tottori, Shimane, Okayama, Hiroshima and Yamaguchi prefectures. Shikoku: Tokushima, Kagawa, Ehime and Kochi prefectures. Kyushu: Fukuoka, Saga, Nagasaki, Kumamoto, Oita, Miyazaki, Kagoshima and Okinawa prefectures. (2) Three Metropolitan Areas (defined by the Ministry of Internal Affairs and Communications): Tokyo area (Saitama, Chiba, Kanagawa and Tokyo prefectures), Nagoya area (Gifu, Aichi and Mie prefectures) and Osaka area (Osaka, Hyogo, Nara and Kyoto prefectures) (3) Branch list is explained in detail on P43 (4) Surveyed areas in February 2026 were Ishikawa, Kagoshima, Aomori, Akita, Tochigi, Toyama, Siga, Kagawa, Nagasaki, Kumamoto prefectures (where TV commercials were aired), as well as Chiba and Saitama prefectures (where no TV commercials were aired) KATITAS Company S Company D 3. Company M Company T 10.5% 6.0% 3.8% 3.6% 3.4%
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（TSE Prime 8919） ✓ Form alliances with local brokers throughout Japan to gain strength of presence in local markets ✓ Stable purchase system 2,348 2,449 2,355 2,857 3,499 FY2021 FY2022 FY2023 FY2024 FY2025 ✓ Entrust renovation work to partner contractors that are knowledgeable about KATITAS quality ✓ Efficiency and quality of renovation work 38 KATITAS’ Advantages in Supplying High-Quality Renovated Homes at Reasonable Prices Ability to assess property purchase risks Ability to plan renovation work ✓ Exploit renovation know-how to meet customer needs with a reasonable selling price ✓ Plan renovation to make purchased properties sellable, by addressing region specific needs ✓ Awarded by the Ministry of Economy, Trade and Industry as an Innovative Renovation Company in 2015(2) ✓ Careful inspection and leverage track record to knowledgeably assess properties that on face might seem too risky for competitors to procure ✓ Purchase price determined with strong awareness of expected renovation costs and likely selling price Ability to purchase properties Ability to implement renovation work Accumulated Knowhow based on Track Record Well-organized Third Parties Number of partner contractors(1) Number of partner intermediaries(1) ◼ Track record of dealing over 80,000 pre-owned single-family homes, leading to accumulation of know-how (Management of failure) ◼ Conducting efficient procurement and renovation by utilizing organized third parties such as builders and intermediaries ◼ Advantage in ability to procure vacant pre-owned homes that competitors are unable to acquire, utilizing our ability to judge, procure, plan and renovate (1) The number of contractors and intermediary companies are on a non-consolidated basis (2) Starting in 2014, METI has been granting annual awards to companies that address a variety of needs of consumers with the strengths of their unique business models 3. * Number of intermediary companies with which KATITAS concluded one or more purchase transaction annually 1,037 1,173 1,289 1,292 1,414 FY2021 FY2022 FY2023 FY2024 FY2025
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（TSE Prime 8919） 3. 39 Vacant houses spoil the landscape and create concern over public safety ⁺ ⁺ ⁺ University students wishing to work for the community Creating employment Stimulation of the community Work-Life balance Affordable houses for people with annual household income of ¥2-5 million Resolving the vacant house issue by renovating and distributing vacant houses There are 9.00 million vacant houses nationwide, a large social problem Population concentration in urban areas Various regional social problems including the aging population, young people leaving and the hollowing out of the economy Renovation contractors *The UN’s Sustainable Development Goals website ：https://www.un.org/sustainabledevelopment/ KATITAS' ESG and SDGs : Contributing to Acquisition of Affordable Housing for Low- and Middle-Income Households
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（TSE Prime 8919） 3. 40 Scrap and build new houses KATITAS’ pre-owned house renovation business CO2 emissions volume The wooden materials used ✓ Of those, three are Independent Outside Directors. ✓ Outside Director attendance ratio: 91.7% ✓ Flat Board of Directors operations in which Directors can comment freely. Independent outside directors: 1/3 of the total Weekly video conference connecting all branches nationwide ✓ Communication including failure cases and compliance. The three reporting principles ✓ Thorough internal notifications on compliance awareness. ・Voluntary Remuneration Advisory Committee ・Monthly partner meetings held with renovation contractors (KRP Meeting) ・Regular distribution of awareness- raising materials related to human rights 1. Promptly report trouble 2. Report the bad things first 3. Do not lie (2) (3) (1) (4) Results for the fiscal year ended March 31, 2026 (5) Results for the fiscal year ended March 31, 2025 (for employees ranging from personnel in charge to sales department managers) newly built KATITAS newly built (1) Source: Kimoto, Ikaga, Hanaki, Shintani, and Noguchi (2009), "Projection of CO2 Emissions from Construction, Renovation, and Demolition of Housing to 2050” (2) Source: ”Current Status and Issues in the Forestry, Logging, and Timber Industry,” Forestry Agency (March 2021) (3) Our standard remodeling property results, constructed in December 2018 KATITAS‘ ESG and SDGs: Status of Overall Initiatives ✓ Incentives make up a small percentage of salaries, which are less likely to become contributors to unreasonable sales activities and sales. Incentives 3 0 ％ Fixed salaries and allowances 7 0% Wage system (5) Salaries of sales employees are mainly fixed salaries (4) KATITAS
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（TSE Prime 8919） Presentation Highlights 41 3. Overview of Business Model 4. APPENDIX Overview of Financial Results for the First Three Months of the FY2026 (Ending March 31, 2027)1. 2. Fourth Medium-Term Management Plan and Management Plan for FY2026 (Ending March 31, 2027) (Reposted from Financial Results Presentation For the 48th Fiscal Year Ending March 31, 2026) P3-P10 P12-P23 P25-P40 P42-P50
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（TSE Prime 8919） Date Event Sep. 1978 Established as Yasuragi Co., Ltd., in Kiryu, Gunma Prefecture with ¥10 million in capital to conduct the stone quarrying business Dec. 1988 Acquired a real estate brokerage license and started the real estate sales and agency business Aug. 1998 In line with the revised Civil Execution Act, established a business model of purchasing real estate at property auctions and selling refurbished properties Mar. 1999 Opened the Takasaki Branch (later openedmore regional branches, reaching a total of 138 as of March 31, 2026) Feb. 2004 Listed on the Centrex Market of the Nagoya Stock Exchange Mar. 2012 Tender offer for the Company’s shares by Advantage Partners Inc., a private-equity fund Jul. 2012 Delisted from the Centrex Market of the Nagoya Stock Exchange Jul. 2013 Changed company name to KATITAS Co., Ltd. Feb. 2016 Received the METI Minister Award for “Advanced Rehabilitation Remodeler” from the Ministry of Economy, Trade and Infrastructure Mar. 2016 Acquired all shares of REPRICE Co., Ltd. (now a consolidated subsidiary) Apr. 2017 Formed a capital and business alliance with Nitori Holdings Co., Ltd. Oct. 2017 Received the 17th Porter Prize (sponsored by the School of International Corporate Strategy, Hitotsubashi University Business School) Dec. 2017 Listed on the First Section of the Tokyo Stock Exchange Mar. 2020 Due to stable growth post-listing, achieved consolidated operating profit of ¥10.0 billion May. 2021 Cumulative number of homes sold by REPRICE surpasses 10,000 Apr. 2022 Listed on the Prime Market of the Tokyo Stock Exchange Feb. 2025 Cumulative number of homes sold by KATITAS surpasses80,000 42 History4.
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（TSE Prime 8919） (1) The branches newly opened in FY2026. KATITAS Group Branch List（All Own Branches） 43 Branches (As of June 30, 2026) Hokkaido Sapporo Kitami Nayoro Asahikawa Iwamizawa Otaru Kushiro Obihiro Tomakomai Muroran Hakodate Tohoku Aomori Hirosaki Towada Hachinohe Sendai Osaki Natori Ishinomaki Yamagata Sakata Yonezawa Morioka Ichinoseki Hanamaki Kamaishi Akita Odate Yokote Fukushima Koriyama Iwaki Aizu Kansai Kobe Himeji Akaho Takarazuka Fushimi Fukuchiyama Hikone Kusatsu Nara Chugoku Tottori Yonago Okayama Tsuyama Yamaguchi Shimonoseki Iwakuni Izumo Masuda Hiroshima Higashi- Hiroshima Fukuyama Miyoshi Shikoku Tokushima Takamatsu Marugame Matsuyama Saijo Uwajima Kochi Kyushu Fukuoka Fukuoka-Higashi Iizuka Kita-Kyushu Kurume Omuta Nagasaki Sasebo Isahaya Oita Nakatsu Kirishima Kagoshima-Chuo Satsumasendai Saga Kumamoto Yatsushiro Uki Miyazaki Miyakonojo Nobeoka Okinawa Kanto Hachioji Koshigaya Kumagaya Kawagoe Iruma Higashi- Matsuyama Honjo Mito Tsukuba Shimotsuma Hitachi Ota Midori Numata Takasaki Maebashi Hon'atsugi Chiba Mobara Sakura Kisarazu Utsunomiya Oyama Nasu Tochigi REPRICE Tokai REPRICE Tokyo REPRICE Kanagawa REPRICE Saitama REPRICE Hokkaido REPRICE Tohoku REPRICE Kita-Kanto REPRICE Shinshu REPRICE Shizuoka REPRICE Mikawa REPRICE Kansai REPRICE Hyogo REPRICE Chugoku REPRICE Okayama REPRICE Shikoku REPRICE Kyushu ＋ ⇒ Nationwide network covering regional small- to medium- sized cities ⇒Focus on urban areas Total 140 Branches Total 16 Branches KATITAS Metropolitan city centers Regional cities(3) Rural areas Main types of house sellers ✓ Local home builders ✓ (KATITAS) ✓ Real estate brokers Urban areas(2) (KATITAS) Main types of house sellers ✓ Home builders ✓ “Power Builders” (home builders specializing in built - for-sale houses primarily targeting customers purchasing home for the first time in the price range of JPY20MM-30MM) ✓ House re-sellers (primarily condominium units) ✓ ✓ Real estate brokers (2) Primarily regional cities and suburban areas in proximity to the three major metropolitan cities of Japan (Tokyo, Nagoya and Osaka) (3) Suburban areas surrounding regional cities across Japan 4. + Koshinetsu, Hokuriku Kofu Nagano Ueda Matsumoto Ina Suwa Niigata Nagaoka Shibata Tsubamesanjo Joetsu Toyama Takaoka Uozu Nanao Kanazawa Fukui Tsuruga Tokai Nagoya Toyohashi Toyota Gifu Tajimi Ogaki Shizuoka Numazu Fuji Iwata Matsuzaka Nabari Yokkaichi (1) (1) (1)
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（TSE Prime 8919） 44 4. Performance Trend FY2021 FY2022 FY2023 FY2024 FY2025 Net sales 101,269 121,341 126,718 129,537 151,851 YoY +3.6% +19.8% +4.4% +2.2% +17.2% Number of properties sold 6,120 6,927 7,169 7,372 8,380 YoY -0.6% +13.2% +3.5% +2.8% +13.7% Number of properties purchased 6,855 7,311 7,008 8,323 9,804 YoY +17.0% +6.7% -4.1% +18.8% +17.8% Gross profit 24,647 26,855 27,814 30,702 35,371 Gross profit Margin (％) 24.3% 22.1% 21.9% 23.7% 23.3% Adjusted gross profit 24,647 26,855 27,814 30,702 37,671 Adjusted gross profit margin (%) (1) 24.3% 22.1% 21.9% 23.7% 24.4% SG&A expenses 11,519 12,795 15,141 16,479 17,091 Operating profit 13,127 14,060 12,672 14,222 18,279 YoY +15.7% +7.1% -9.9% +12.2% +28.5% Operating profit Margin (％) 13.0% 11.6% 10.0% 11.0% 12.0% Inventory real estates 44,862 54,143 52,252 61,535 81,203 Total number of employees (including part-time employees) 844 895 928 985 1,074 Number of sales staff (including part- time employees) 660 700 721 770 839 YoY +3.3% +6.1% +3.0% +6.8% +9.0% (1) Adjusted gross profit margin: Gross profit margin the company would have reported if not for deductions of “differences in consumption taxes, etc.” from ne t sales and gross profit undertaken since a May 2025 litigation defeat. Provided as a reference to illustrate the group’s underlying competitiveness (Reposted from FY2025 4Q)
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（TSE Prime 8919） 1,067 1,248 1,140 1,305 1,497 426 470 494 470 461 0 400 800 1,200 1,600 2,000 22/3 23/3 24/3 25/3 26/3 マンション 戸建 1,589 1,717 1,553 1,857 1,992 89 107 77 102 130 0 400 800 1,200 1,600 2,000 22/3 23/3 24/3 25/3 26/3 競売仕入 買取仕入 2,402 2,895 3,336 3,205 2,001 2,504 3,705 10.6% 8.1% 5.3% 6.3% 8.0% 6.4% 7.2% 0% 2% 4% 6% 8% 10% 12% 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 22/3 23/3 24/3 25/3 26/3 31,377 39,573 37,639 39,945 46,147 1,493 1,718 1,634 1,775 1,958 0 500 1,000 1,500 2,000 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 22/3 23/3 24/3 25/3 26/3 売上高（左軸） 販売件数（右軸） 4. 45 （properties） Number of sales by detached houses/condominiums (JPY MM) Number of Houses Procured by Procurement Method （properties） (JPY MM) Sales (Left axis) Number of Homes Sold (Right axis) Operating profit(Left axis) Operating profit Margin(Right axis) Detached housesCondominiumsFrom Auctions From Direct Purchases Sales and number of properties sold Operating profit and operating profit margin ◼ In March 2016, we conducted a merger with REPRICE by acquiring 100% of its shares and thereby removed funding constraints, which was the biggest hindrance to REPRICE’s growth. ◼ We injected our know-how to REPRICE and have effectively switched their purchase strategy from auction to direct purchase and shifted property types from condominiums to detached houses. ◼ Both sales and operating profit have increased since the merger. Unlike KATITAS’ operations which are centered around rural areas, REPRICE’s operations are in the suburbs of the three major metropolitan areas where there are competitors. Merger and Synergies with REPRICE Adjusted Operating profit(Left axis) Adjusted Operating profit Margin(Right axis) (Reposted from FY2025 4Q)
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（TSE Prime 8919） Alliance with Nitori Holdings (Announced on April 28, 2017) ◼ Advantage Partners transferred 34% of KATITAS’ shares to Nitori Holdings for JPY23,300 MM ◼ KATITAS and Nitori entered into an alliance that aims to utilize their respective strengths to provide enriched and more comfortable living environments to their customers 46 (1) As of March 31, 2026. The number of contractors are on a non-consolidated basis. (2) Aggregate of “Nitori” stores, “Nitori Deco home” stores, “Nitori Express” stores and “Shimachu” stores in Japan (as of March 31, 2026) 4. Expected Synergies 138 branches(1) 8,380 units sold in FY2025 (consolidated) 1,414 partner contractors(1) 830 stores(2) Number of items sold 10,000 items / store Low-cost logistics system Private Brand materials “offering the unexpected” Contractors network Customer introduction Home-staging Materials/logistics Alliance From House Re - seller to Lifestyle Provider Value of “Offering the Unexpected”Value-add via renovation KATITAS
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（TSE Prime 8919） ◼ Pre-owned houses fitted with Nitori furniture and interior items not only convey a more concrete image of the post-move lifestyle and living space to those considering purchasing, but also have the advantage to the purchaser of incorporating the expense into the home loan, so that there is no burden associated with the new lifestyle. ◼ Buyers of KATITAS Group properties will receive two coupons that multiply reward points received through purchases at NITORI by up to seven. 4. 47 Progress of Alliance-based Operations(1/2) Issuing coupons that can be used for purchases of Nitori products Offering and selling pre-owned houses fitted with Nitori furniture and interior items Coupons provided to buyers upon conclusion of property contracts and upon delivery Website banner announcing that coupons will be given SAMPLE Sales Service Sales Service
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（TSE Prime 8919） 5-chome, Hoshigaura Odori, Kushiro-shi, Hokkaido (single-family homes) Progress of Alliance-based Operations(2/2) 48 ◼ "VHS (Virtual Home Staging)" virtually installs Nitori furniture in KATITAS properties. ◼ This can be implemented more easily in terms of cost and furniture delivery logistics than showing a "furnished house“. ◼ VHS increases the success rate, so using VHS before revising prices helps to curtail price reductions. 4. Switchable with one click Links to a 360° panorama allows viewers to take virtual tour of a property while moving the view around. Currently, VHS is used mainly for living rooms Monthly payments JPY 38,080 Selling Price JPY 13.5MM (Including tax)
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（TSE Prime 8919） -20 -10 0 10 20 30 40 1976 1981 1986 1991 1996 2001 2006 2011 2016 2021 2026 -20 -10 0 10 20 30 40 1976 1981 1986 1991 1996 2001 2006 2011 2016 2021 2026 49 Trends in Land Prices - Regional Areas vs Three Metropolitan Areas ◼ As land prices in regional areas fluctuate based on actual demand, the level of volatility is lower than that in urban areas. ◼ In addition, with the trend of stable and low land prices, fluctuations in land prices have a limited influence on prices of residential properties in regional areas. ◼ As a result, buying and re-selling residential properties in regional areas is less subject to market volatility. Trends in land prices of residential districts in regional areas, compared to the previous year Trends in land prices of residential districts in the three metropolitan areas, compared to the previous year (%) (%) (Year) (Year) Source: Ministry of Land, Infrastructure, Transport and Tourism, “Survey of Land Prices by Prefecture” 4.
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（TSE Prime 8919） 1) Before April 1, 2023 (Before the Tokyo District Court ruling against the Company) 2) April 1, 2023 to May 11, 2025 3) Since May 12, 2025 (After the Supreme Court ruling against the Company became final) Net sales & Gross profit Our calculation method = consumption tax calculated using an apportionment method based on fixed asset tax amounts Unchanged from 1) (consumption tax calculated using our calculation method / prices in contracts also based on our calculation method) Decreased from 2) (difference in consumption taxes, etc. is deducted from net sales) Operating profit Calculated based on our calculation method *From FY2015 (ended March 31, 2016) onward, tax correction orders were issued and recognized as extraordinary losses Decreased from 1) (difference in consumption taxes, etc. is calculated retroactively and recorded under SG&A expenses) Unchanged from 2) (although net sales and gross profit decrease, SG&A expenses also decrease by the same amount due to the difference in consumption taxes, etc.) Cash flow Tax payments made based on our calculation method *From FY2015 (ended March 31, 2016) onward, tax correction orders were issued and tax payments were made Decreased from 1) (tax payments made based on the National Tax Agency’s calculation method) Unchanged from 2) (as tax payments have already been made based on the National Tax Agency’s calculation method since the litigation period) 50 ◼ The method of calculating consumption tax changed as follows in line with the progress of the litigation ◼ From May 12, 2025 onward, we adopted the calculation method prescribed by the National Tax Agency 3) from the sales contract phase, resulting in a decrease in net sales and gross profit compared with 2). However, since the difference in consumption taxes, etc. has already been recorded under SG&A expenses, there will be no impact on operating profit. Cash flow also remains unchanged from 2). ◼ The “Adjusted gross profit” and “Adjusted gross profit margin” presented on this material are calculated using the methods described in 1) and 2). 1. Changes in Consumption Tax Calculation Methods Related to Consumption Tax-Related Litigation Consumption Tax 0.6m Tax-exclusive sales price 15.0m COGS 11.0m SG&A 2.5m Difference in consumption taxes, etc. 0.3m Operating profit 1.5m Consumption Tax 0.9m Difference in consumption taxes, etc. 0.3m Tax- exclusive sales price 14.7m COGS 11.0m SG&A 2.2m Operating profit 1.5ｍ Consumption Tax 0.6m Tax-exclusive sales price 15.0m COGS 11.0m SG&A 2.2m Operating profit 1.8m * Amounts are for illustrative purposes and not actual figures (JPY MM) Gross profit (margin): 4.0m (26.7%) Gross profit (margin): 4.0m (26.7%) Gross profit (margin): 3.7m (25.2%) (Reposted from FY2025 4Q)
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（TSE Prime 8919） Disclaimer This presentation was prepared solely for the purpose of presenting general background information regarding KATITAS CO., LTD (“KATITAS”) as of the date of this presentation. This presentation does not constitute an offer to sell or the solicitation of an offer to buy any security in the United States, Japan or any other jurisdiction and should not be treated as giving investment advice to any recipients. This presentation is based on the economic, regulatory, market and other conditions as in effect on the date hereof, and KATITAS does not guarantee that this information is true, accurate or complete. It should be understood that subsequent developments may affect the information contained in this presentation, which KATITAS is not under an obligation to update, revise or affirm. The information in this presentation is subject to change without prior notice and such information may change materially. Neither this presentation nor any of its contents may be disclosed to or used by any other party for any purpose without the prior written consent of KATITAS. This presentation contains statements that constitute forward-looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995, including estimations, forecasts, targets and plans. Such forward-looking statements do not represent any guarantee by management of future performance. In many cases, but not all, we use such words as “aim,” “anticipate,” “believe,” “continue,” “endeavor,” “estimate,” “expect,” “initiative,” “intend,” “may,” “plan,” “potential,” “probability,” “project,” “risk,” “seek,” “should,” “strive,” “target,” “will” and similar expressions to identify forward-looking statements. You can also identify forward- looking statements by discussions of strategy, plans or intentions. Any forward-looking statements in this document are based on the current assumptions and beliefs of KATITAS in light of the information currently available to it, and involve known and unknown risks, uncertainties and other factors. Such risks, uncertainties and other factors may cause KATITAS’ actual results, performance, achievements or financial position to be materially different from any future results, performance, achievements or financial position expressed or implied by such forward-looking information. The information in connection with or prepared by companies or parties other than KATITAS is based on publicly available and other information as cited, and KATITAS has not independently verified the accuracy and appropriateness of, nor makes any warranties of, such information. These materials contain non-GAAP financial measures, including adjusted operating profit, EBITDA, adjusted EBITDA, and adjusted net profit attributable to owners of the parent. These non-GAAP financial measures should not be considered in isolation or as a substitute for the most directly comparable financial measures presented in accordance with Japanese GAAP. Please refer to reconciliation tables for details. This presentation and its contents are proprietary, confidential information and may not be reproduced, published or otherwise disseminated without KATITAS’ written consent. Throughout this presentation, unless otherwise specified, FY refers to the fiscal year ended March 31 of the following year (for example, FY2025 refers to the fiscal year ended March 31, 2026). In this presentation, unless otherwise specified, references to our “homes” include single-family detached houses and condominium units that KATITAS acquires, renovates and resells as part of its business. Data presented for “homes” is on a gross basis, excluding home returns. This is a partial English translations of the original Japanese version prepared only for the convenience of shareholders residing outside Japan. Should there be any inconsistency between the translation and the official Japanese text, the latter shall prevail. On March 30, 2016, KATITAS completed the acquisition of REPRICE Co., Ltd. (“REPRICE”) and its two wholly owned subsidiaries (Comprehensive Urban Development Corporation and Arctive Co., Ltd.), and REPRICE became a wholly owned subsidiary of KATITAS as of the same date. Because the date of the acquisition of REPRICE was deemed to be March 31, 2016 for accounting purposes, the consolidated balance sheet of KATITAS as of March 31, 2016 reflects the consolidation of REPRICE but the consolidated results of operations of REPRICE for the period from March 30, 2016 to March 31, 2016 are not reflected in KATITAS’ consolidated statements of income, comprehensive income, changes in equity and cash flows for the fiscal year ended March 31,2016. On September 2, 2016, KATITAS sold all of the shares of Comprehensive Urban Development Corporation, and on September 30, 2016, KATITAS sold all of the shares of Arctive Co., Ltd. to third parties. Due to the consolidation of the results of operations of REPRICE and its subsidiaries in KATITAS’ results of operations for the fiscal year ended March 31, 2017, KATITAS’ results of operations for that fiscal year are not directly comparable to the results of operations for prior fiscal years. Further, prior to the completion of the acquisition of REPRICE on March 30, 2016, KATITAS did not have any subsidiaries.