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:) SUNWELS CO . , Ltd First Quarter of FY March 2027 Financial Highlights Sunwels aims to address societal challenges centered around healthcare and caregiving , including the establishment of specialized facilities like the ' PD House ' for Parkinson's disease , working towards the realization of a sustainable society . Aug 12 , 2026
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Appointment of New President & Representative Director Drawing on the extensive knowledge and experience in the healthcare and long-term care sectors gained through government service, particularly at the Ministry of Health, Labour and W elfare, as well as experience supporting governance reform as an Outside Director, I will, as President and Representative Director, leverage my understanding of both regulatory frameworks and frontline operations, together with my expertise in legal affairs, public administration, and corporate governance, to lead the restoration of trust and the rebuilding of the company. Bridging Policy and Practice to Build Trust President & Representative Director 1992 Graduated from the Faculty of Law, Kyoto University; joined the Ministry of Health and Welfare (now the Ministry of Health, Labour and Welfare). Served in various senior positions, including Director of the Aging Policy Division, Kyoto Prefectural Government; Director of the Planning Division at GPIF; Counsellor of the Cabinet Legislation Bureau; Director at the Ministry of Health, Labour and Welfare; and Director of the General Affairs Division, Secretariat of the Food Safety Commission of Japan. 2022 Retired from the Ministry of Health, Labour and Welfare; founded Khranos Inc. and assumed the position of Representative Director. 2025 Appointed Outside Director of Sunwels Co., Ltd. 2026 Admitted to the Bar; appointed President and Representative Director of Sunwels Co., Ltd. Career Highlights President & Representative Director Toshihiko Atarashi
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■ Company-wide review and transformation of the business model to achieve sustainable growth while preserving the unique strengths of specialized Parkinson’s disease care facilities. Implementation of structural reforms for business turnaround ● Revenue and cost optimization to improve the profitability of each facility Planned initiatives include bringing outsourced facility cleaning operations in -house and transitioning meal services to company -employed staff. Introduction of move-in fees and review of service charges based on occupancy rates and regional characteristics . ● Implementation of sales initiatives focused on eliminating vacancies Deployment of dedicated sales representatives , collaboration with local healthcare providers, and sales training to enhance sales capabilities . ● Revision of staffing levels at PD House Transition to staffing levels aligned with the comprehensive home -visit nursing framework while preserving the specialized stren gths of PD House. Redesign of required staffing levels by facility and job category to optimize personnel costs through staff reallocation. ● Reduction of administrative expenses Optimization of required staffing levels through workload reviews in administrative functions and reassignment to facilities . Reduction of recruiting expenses resulting from revised staffing levels and elimination of unnecessary expenditures through e xpense reviews. 2
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Ⅰ. Ⅱ. Overview of Financial Results for First Quarter of FY March 2027 Business Profile
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■ Revision of the medical fee schedule in June 2026 (see p. 5) ・ Decline in medical insurance sales due to the introduction of a new comprehensive home -visit nursing care fee system . ■ PD House‘s average occupancy rate as of the end of the first quarter was 79% (see p. 9) ・ The average occupancy rate for facilities opened through March 2025 was 87 %, while the average occupancy rate for facilities opened during the fiscal year ending March 2026 was 53%. ■ Revision of staffing levels in response to revisions to medical fee standards (see p. 11) ・In conjunction with the revision of medical fees , we will be reviewing the staffing arrangements , with a focus on nursing assistants. ・The planned number of hires for FY March 2027 is 250 (vs. 145 hire in 1Q FY2027), and the total number of employees is projected to be 3,150 at FY-end (vs. 3,636 employees at the end of 1Q FY2027). ■ Application for transfer to the Tokyo Stock Exchange Standard Market (see p. 18) ・ The formal application for transfer to the Standard Market was submitted on June 30, 2026. ・ Introduction of a market eligibility review process and implementation of management initiatives aimed at restoring corporate value. Overview of Financial Results Financial Summary (1Q) 4
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Overview of Financial Results Regarding the revision of medical fees Medical insurance sales Before the medical fee revision Long-Term Care Insurance Sales Rent, food expenses, etc. Sales (Self-pay) Approximately 150～200 thousand yen Approximately 250 thousand yen Approximately 580 thousand yen Personnel expenses Medical insurance sales Long-Term Care Insurance Sales Rent, food expenses, etc. Sales (Self-pay) Personnel expenses Review of Staffing Levels Approximately 350～400 thousand yen After the medical fee revision* Monthly sales composition per tenant (average) * Each sales amount is expected to fluctuate depending on the future situation of tenants. Approximately 250 thousand yen Approximately 150～200 thousand yen 5 ■ Following the introduction of the new comprehensive home-visit nursing care fee system, medical insurance sales are expected to decline from June 2026. We will be reviewing staffing arrangements at each facility, with a particular focus on nursing assistants.
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■ Sales and profit fell short of the plan due to slower-than-expected customer acquisition. ■ Government subsidies for staff compensation improvements recorded as non-operating income were paid as bonuses, affecting EBITDA and operating profit compared with the forecast. FY 2027/3 1Q forecast (vs. sales) FY 2027/3 1Q results (vs. sales) Difference Achievement Rate Sales 7,343 （100.0%) 7,298 (100.0%) △45 99.4% EBITDA 319 （4.3％) 115 (1.6%) △203 36.3% Operating Income △168 （－) △347 (－) △178 ー Ordinary Income △506 （－) △519 (－) △12 ー Quarterly net income △507 （－) △557 (－) △49 ー （Unit: million yen） Overview of Financial Results Comparison of forecasts and actual results 6
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FY 2027/3 1Q forecast FY 2027/3 1Q results FY 2027/3 2Q forecast FY 2027/3 3Q forecast FY 2027/3 4Q forecast FY 2027/3 Full-year forecast Sales 7,343 7,298 6,930 7,267 7,331 28,872 Personnel expenses 5,171 5,449 4,892 4,762 4,649 19,476 EBITDA 319 115 294 807 980 2,402 Operating income △168 △347 △199 307 480 420 Ordinary income △506 △519 △535 △28 216 △854 Quarterly (current) net income △507 △557 △537 △30 14 △1,060 Overview of Financial Results Quarterly breakdown of full-year earnings forecast (May 2026 Disclosure) (Unit: million yen) ■ Quarterly profit improvement expected through growth in the number of residents, as well as revisions to staffing arrangements in response to the medical fee revision. 7
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FY 2026/3 1Q results (vs. sales) FY 2027/3 1Q results (vs. sales) Increase/Decrease Percentage increase/decrease Sales 6,605 (100.0%) 7,298 (100.0%) +692 +10.5% EBITDA △95 (－) 115 (1.6%) +211 ー Operating income △507 (－) △347 (－) +160 ー Ordinary income △687 (－) △519 (－) +168 ー Net income △725 (－) △557 (－) +167 ー Number of PD House facilities 46 56 +10 +21.7% Overview of Financial Results YoY comparison (Unit: million yen) 8 ■ Despite lower medical insurance sales, both sales and profit increased year on year due to growth in the number of residents.
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Overview of Financial Results Trends in PD House occupancy rate* 86% 86% 86% 87% 86% 86% 86% 87% 86% 86% 86% 87% 86% 87% 87% 10% 16% 21% 21% 29% 32% 36% 39% 41% 41% 45% 47% 50% 53% Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Facilities opened by March 2025: 43 (Capacity: 2,325 people) Facilities opened in FY March 2026: 13 (Capacity: 745 people) 86% 84% 82% 81% 76% 76% 75% 76% 75% 76% 75% 77% 77% 78% 79% 1,995 2,004 2,028 2,063 2,082 2,160 2,213 2,240 2,282 2,287 2,311 2,356 2,362 2,385 2,417 2,325 2,375 2,479 2,533 2,732 2,852 2,966 2,966 3,025 3,025 3,070 3,070 3,070 3,070 3,070 PD House occupancy rate ■ Facilities opened by March 2025 remained largely flat, while facilities opened in FY2026 improved by approximately 3 percentage points per month. * Occupancy rate = Number of residents at month-end for each facility / Total capacity at each facility FY2026/3 (April 2025–March 2026) FY2027/3 (April 2026–March 2027) 9 Occupancy rate Number of residents Capacity (people) All PD Houses
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Overview of Financial Results Trends in PD House number of vacant beds FY2026/3 (April 2025–March 2026) Number of facilities opened 321 316 318 303 301 130 376 425 411 352 Apr. May 1 facility Jun. 2 facility Jul. 1 facility Aug. 3 facility Sep. 2 facility Oct. 2 facility Nov. Dec. 1 facility Jan. Feb. 1 facility Mar. Apr. May Jun. Facilities opened in FY March 2026: 13 (Capacity: 745 people) Facilities opened by March 2025: 43 (Capacity: 2,325 people) 692 451 653 Total number of vacant beds PD House number of vacant beds 714743 ■ Vacancies at 56 PD House facilities are showing an improving trend. FY2027/3 (April 2026–March 2027) 10
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Number of employees at end of period* / Turnover rate 297 people (1Q results) 145 people (1Q results) 532 people 902 people 1,023 people 1,354 people 1,045 people 250 people 10.1 times 7.8 times 9.7 times 8.0 times 6.3 times FY 22/3 6 facility FY 23/3 8 facility FY 24/3 9 facility FY 25/3 12 facility FY 26/3 13 facility FY 27/3 0 facility (Planned) 3,150 people (Planned) 1,168 people 1,831 people 2,521 people 3,394 people 3,653 people 3,636 people (As of June 30) 15.4 % 11.3 % 12.0 % 13.6 % 17.3 % FY 22/3 6 facility FY 23/3 8 facility FY 24/3 9 facility FY 25/3 12 facility FY 26/3 13 facility FY 27/3 0 facility (Planned) 11 Overview of Financial Results Hiring Plans Number of new hires / Applicant-to-hire ratio * Year-end total number of employees including temporary staff Number of facilities opened ■ Due to revisions to staffing arrangements following the medical fee revision, 1Q hires were limited to 145 employees (vs. 297 in 1Q FY2026).
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+965 △17 +34 △95 △272 +47 △720 +173 115 FY 26/3 1Q EBITDA Increase in sales from facilities opened by March 2025*¹ Increase in personnel expenses (cost of sales) for facilities opened by March 2025*¹ Increase in sales from facilities opened in FY March 2026*² Increase in personnel expenses (cost of sales) for facilities opened in FY March 2026*² Increase in rent (cost of sales) Increase in personnel expenses (SG&A expenses) Other FY 27/3 1Q EBITDA ■ EBITDA increased by 211 million yen year on year due to improved occupancy at facilities opened in the previous fiscal year and company-wide cost reductions. * ¹ 43 facilities opened by FY March 2026 and other projects * ² 13 facilities opened in FY March 2026 Factors Underlying Changes in EBITDA (Unit: million yen) +211 million yen YoY 12 +130 +63 +41 △61 Supplies expenses Hiring costs Taxes and dues Other
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2,050 2,260 2,325 2,479 2,852 3,025 3,070 3,070 FY 25/3 2Q 3 facility FY 25/3 3Q 4 facility FY 25/3 4Q 1 facility FY 26/3 1Q 3 facility FY 26/3 2Q 6 facility FY 26/3 3Q 3 facility FY 26/3 4Q 1 facility FY 27/3 1Q 0 facility 38 42 43 46 52 55 56 56 13 6,847 7,206 6,203 6,605 6,802 7,327 7,401 7,298 FY 25/3 2Q 3 facility FY 25/3 3Q 4 facility FY 25/3 4Q 1 facility FY 26/3 1Q 3 facility FY 26/3 2Q 6 facility FY 26/3 3Q 3 facility FY 26/3 4Q 1 facility FY 27/3 1Q 0 facility Number of facilities Number of facilities opened Number of PD House facilities / Capacity Sales (Million yen)(facilities / people) ■ Sales declined due to the impact of the June 2026 medical fee revision. Quarterly Trends
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653 495 △ 618 △ 507 △ 485 △ 198 △ 31 △ 347 FY 25/3 2Q 3 facility FY 25/3 3Q 4 facility FY 25/3 4Q 1 facility FY 26/3 1Q 3 facility FY 26/3 2Q 6 facility FY 26/3 3Q 3 facility FY 26/3 4Q 1 facility FY 27/3 1Q 0 facility 377 400 411 431 416 416 406 396 FY 25/3 2Q 3 facility FY 25/3 3Q 4 facility FY 25/3 4Q 1 facility FY 26/3 1Q 3 facility FY 26/3 2Q 6 facility FY 26/3 3Q 3 facility FY 26/3 4Q 1 facility FY 27/3 1Q 0 facility 14 9.5% 6.9% (Million yen) Administrative personnel expenses (SG&A expenses) vs. Sales Operating income (Million yen) Quarterly Trends Number of facilities opened Operating income ratio ■ Administrative personnel expenses decrease each quarter. 5.5% 5.6 % 6.6% 6.5% 6.1% 5.7% 5.5% 5.4%
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Vacancy and Move-Out Information Initiatives to Improve Occupancy Rates By assigning dedicated sales representatives to each region, we aim to strengthen collaboration with local medical institutions and other referral sources, reduce vacant rooms more quickly, continuously improve occupancy rates, and build a stable pipeline of prospective residents for each facility. + Hospitals Home Care Service Agency Patients and Families PD House Each Region Sales Activities Prospective Resident Information ■ Dedicated sales representatives are assigned to each region to continuously improve occupancy rates. Dedicated Sales Representative Prospective Resident and Waitlist Information Call Center Over 7,000 inquiries per year Sales Support Department Event planning and study group management 15
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16 ■ Strengthen compliance training on an ongoing basis. ● Level-based management training ● Level-based pre-promotion training ● Ethics training/legal training ● New employee training (management philosophy, abuse prevention and physical restraint prevention, accident prevention, infection control, BCP, and c ustomer service) ● Ethics training/legal training ● Compliance training ● Basic training required under service operation standards ● In-house PD license system (grade 1 to grade 3) ● Specialized training to enhance individual skills (specialized care, clinical judgment, functional support, insurance systems, etc.) ● Facility administrative staff training Professional education Basic education 1. Targeting leaders (facility managers, assistant managers, and deputy assistant managers) 2. Targeting all staff Continue to Strengthen Human Resource Development
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17 PD Licensing System introduced to develop a group of specialists in Parkinson’s disease. Continue to Strengthen Human Resource Development *Internal publicity materials Eligibility to take the examination Understand the pathology of Parkinson’s disease and the roles of other professions in its care. (Pathophysiology: mechanisms that cause symptoms) Persons who have passed Grade 2 (Optional) Once a year (Every December) One year Grade 1 holders shall take the exam in the renewal month of their certification. Renewal examination (December) <Pass>Renewal <Fail / Not taken> Grade 2 Grade 1 (under examination) Understand the pathology of Parkinson’s disease and the roles of their own profession in its care. Personswho have passed Grade 3 (Optional) Once a year (Every February) One year Grade 2 holders shall take the exam in the renewal month of their certification. Renewal examination (February) <Pass>Renewal <Fail / Not taken> Grade 3 Understand the symptoms and risks commonly seen in PD house. All employees Every month ー ー Frequency of the examination Period of certification Renewal Method Skills to be acquired Grade Supervision Specially Appointed Professor at Juntendo University Yoshio Tsuboi Makio Takahashi Professor at Kansai Medical University Benefit Full-time employees: 10,000 yen/month Part-time employees: 61 yen/hour Full-time employees: 3,000 yen/month Part-time employees: 18 yen/hour ー Grade 2 (under examination) Grade 3 (under examination) （Not implemented） June 30, 2025 - Number of PD Licenses Grade 3 Number of PD Licenses Grade 2 Number of PD Licenses Grade 1 Number of staff 166 (Acquisition rate 5%) Number of staff 335 (Acquisition rate 11%) Number of staff 2,744 (Acquisition rate 88%) Number of staff 2,382 (Acquisition rate 88%) Number of staff 377 (Acquisition rate 14%) June 30, 2026
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Preliminary Application Completed Review Deadline 2026.03.27 By 2027.03.26 Formal Application Completed 2026.06.30 Rebuilding the Revenue Base ● Response to the Medical Fee Revision Optimization of service delivery, staffing arrangements, and the maintenance and enhancement of service quality in line with the medical fee revision ● Promotion of Occupancy Improvement Initiatives Deployment of dedicated sales representatives in each region to strengthen collaboration with local healthcare providers and other referral sources ● Fundamental Review of the Revenue and Cost Structure Insourcing of outsourced operations to improve facility profitability, review of service charges based on occupancy rates and regional characteristics, and reduction and optimization of administrative expenses Strengthening Governance and Internal Controls ● Thorough Implementation of Recurrence Prevention Measures Continued meetings of the Home-Visit Nursing and Care Services Risk Review Committee, identification of operational challenges in recurrence prevention measures, and implementation of necessary corrective actions ● Strengthening Compliance Training Continuous implementation of training programs for all employees ● Strengthening Internal Controls Establishment and operation of verification procedures utilizing electronic records and cameras in common areas, as well as review processes for visit records and on-site interviews Improving the Financial Structure ● Stabilization of the Financial Foundation Stabilizing cash flow and optimizing borrowing terms through discussions with financial institutions ● Working Capital Optimization Enhancing capital efficiency and financial soundness through receivables securitization ● Investment Plan Optimization Review of investment plans and promotion of the effective utilization and disposal of assets ■ Market Reclassification Schedule Priority Initiatives Ongoing Standard Market Reclassification Review and Priority Initiatives 18
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End of March 2025 End of March 2026 End of June 2026 Change from March 2026 to June 2026 Gross assets 38,994 45,633 45,050 △583 Current assets 9,967 9,448 9,084 △364 Fixed assets 29,026 36,185 35,966 △219 Liabilities 30,377 38,661 38,631 △30 Current liabilities 5,602 7,084 7,417 +333 Fixed liabilities 24,774 31,576 31,213 △363 Lease liabilities 14,877 22,535 22,430 △105 Net assets 8,616 6,972 6,418 △553 Equity ratio 22.0% 15.2% 14.2% △1.0pt Balance Sheet (Unit: million yen) 19
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Ⅰ. Ⅱ. Overview of Financial Results for First Quarter of FY March 2027 Business Profile
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Parkinson’s Disease and Social Background 21 About Parkinson’s Disease ● Parkinson’s Disease often develops in the elderly in which an abnormality occurs in the brain, with diminished activity of the cells that generate dopamine in the substantia nigra of the midbrain, leading to tight muscles and tremors . ● Dysphagia and difficulty walking can occur. As the disease progresses, the effects of typical treatment drugs become unstable, and their effective duration also declines . ● The disease has a progressive course. Treatment with current medicines poses difficulties. It is recognized by the government as a designated intractable disease . Symptoms (1) Drug therapy (2) Rehabilitation (3) Surgery (deep brain stimulation therapy) Primary treatments ● According to research comparing relative improvement in symptoms, in cases in which patients undergo continuous rehabilitation, they gain improvements in walking function, balance, general motor function, and daily life activities. ● Rehabilitation has been shown to improve movement disorders observed with Parkinson’s disease, particularly those observed with ambulatory functions and balance.
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Parkinson’s Disease Symptoms Movement Disorders 22 Non-Movement Disorders Early stage Advanced stage Number of years since onset Symptom severity +20+100-10-20 Prodromal period (pre-motor phase) 3 4 521 Hoehn and Yahr Scale ● Tremors(bodily shaking) ● Muscular stiffness(muscular rigidity) ● Immobility (slowness of movement) ● Postural reflex disorder ● Dysphagia Symptoms and Progression* ● Depression symptoms ● Hallucinations ● Sleep disorders ● Seborrhea ● Cognitive dysfunction ● Constipation ● Urinary disorders, frequent urination ● Autonomic nervous system disorder ● Orthostatic hypotension … Depression symptoms Constipation Hyposmia EDS Aching pain Fatigue MCI Urinary symptoms Orthostatic hy potension Dementia Diurnal variation Rigidity Tremors Falls Frozen gait Postural disorders Dysphagia Slow movement 150,000 patients* * Number of patients with Parkinson’s disease (Hoehn and Yahr 3–5) (FY2024 Report on Public Health Administration and Services) The diagram was created based on Kalia, L. V., & Lang, A. E. (2015). Parkinson’s disease. Lancet Lond Engl 386: 896–912. Psychiatric symptoms Parkinson’s Disease and Social Background Complications Movement disorders Non-movement disorders
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84.3% Does not offer 96.5% Does not offer 97.2% Does not offer 23 Social Background With the trend toward a super-aging society in recent years, the problems of the elderly caring for the elderly, and working people leaving their jobs to care for the elderly, demand for nursing care facilities has risen sharply. Few care facilities are capable of providing specialized rehabilitation and medical treatment for Parkinson’s disease; it is important to maintain specialized care even after patients enter a facility. Care facilities offering rehabilitation Care facilities with 24 -hour nursing services Care facilities offering rehabilitation and 24 -hour nursing services 15.7% 3.5% 2.8% * Company survey of approx. 57,000 care facilities Parkinson’s Disease and Social Background
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Business Model and Social Background 24 A facility inspired by this and other patient feedback ■ PD House is a new form of nursing care facility specialized in Parkinson’s disease ●Outpatient rehabilitation has its limits. As no facilities provide daily rehabilitation outside of hospitalization, patients are at risk of their condition worsening after discharge. ● When commuting to the hospital starts to become difficult, therapy from a specialist is no longer readily available. Neurology specialists tend to be relatively rare, especially outside major cities. ● Increasing medication doses and frequency result in complex medication management. Three Therapy Issues Three features of PD House facilities Rehabilitation programs specialized in Parkinson’s disease (overseen by specialist doctors) Medical care provided by affiliated neurologists and neurology-specialized healthcare institutions 24-hour visiting nursing care and medication management 1 2 3
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25 Responsiveness to medical treatment in end-of-life care Responsiveness to Parkinson’s disease Geriatric Health Services Facility Paid Intensive Care Home for the Elderly Paid Residential Home for the Elderly Residential Hospice Palliative Care Unit PD House Facilities Offering Long -term Care Facilities Offering Long -term Care and Nursing Care Facilities capable of providing specialized care are limited Special Nursing Home for the Elderly Positioning of PD House Within the Sphere of Parkinson’s Disease Care Services ■ Nursing Care Industry Market Map Unlike hospitals, the number of nursing care facilities specializing in specific diseases is limited, while demand for disease -specific specialized facilities remains high. Enhancing nursing and long - term care system Dedicated rehabilitation services We strive to provide reliable services that allow patients and their families to live how they wish until the end of their lives with peace of mind. We provide 24-hour home nursing and care services with a well-staffed team, enabling us to offer comprehensive services throughout the day and night Provision of rehabilitation program tailored to the treatment of Parkinson’s disease through joint research with a university Safe and convenient locations Safe locations chosen based on hazard maps, close to stations, easy for family members to visit frequently, and easy for employees to commute to Facilities capable of providing specialized care are limited
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PD House Service Structure 26 ■ PD House Service Structure Application for long-term care need certification → Long-term care certification notification→ Determination of long-term care support specialist → Creating the care application→ Selecting the provider and contract → Start of visiting long-term care service 1) Bodily nursing care (h elp wit h eat ing, b athin g, bed b athin g, w alkin g, changing posit i ons , movement , et c. ) 2) Lifestyle support (cleaning, l au ndry, meal prep , and ot her non-medical act i on s) Certified care workers, new care workers who have completed training Long-term care insurance (unit system / upper limit depending on level of certification) Bodily nursing care and lifestyle support services for patients needing support or long-term care Helper Station Consideration of use of visiting nursing service → Issuance of visiting nursing instructions based on attending physician’s diagnosis → Selecting and contracting with provider→ Creating visiting nursing plan → Explanation and agreement (patient and family memb er s)of visiting nursing plan → Start of service provision. 1) Support for recuperation (e.g., eating, elim ination, and clea nliness ma nagement, terminal ca re, etc.) 2) Assistance with medical treatment (health status assessment, medication m anagement , rehabilita tion, m edical actio ns, etc. based on the physicia n’s orders, etc.) 3) Family support related (instruct ions and consultations related t o t reatment by fam ily m em bers) Medical insurance People with diseases and conditions specified by the Minister of Health, Labour and Welfare deemed by the attending physician to require visiting nursing care (condition fo r acceptance to o ur facilities) Registered nurse visits patient home and provides nursing services based on instructions from and with the cooperation of the attending physician. Visiting Nursing Station Rent, food, management, kitchen management, utilities, diapers, etc. PD House Draws on long-term care insurance Draws on medical insurance*1 Visiting long-term care service Visiting Nursing Service Providers Target Costs Provider Target ■ Specific services ■ Flow of Steps ■ Flow of Steps (for patients co vered by medical insurance) ■ Specific services Main costs Those assessed 1-2 in need of support and 1-5 in need of nursing care Registered nurses, etc. Facility Service Costs associated with PD House facility use (support for medical treatment or help with medical treatmen t) Parkinson’s disease, *2 progressive supranuclear palsy, corticobasal degeneration, etc. Occupancy conditions Contracted facility occupants (with target disease)Target Lifestyle support, meal service, club activities, recreation, rehabilitation, etc. ■ Specific services Providing visiting long-term care services Providing visiting nursing service *1 Of the eligibility conditions for visiting nursing care, the person must be a patient of a condition stipulated in Users Public Notice No. 4. *2. Stage 3 or higher on the Hoehn and Yahr scale and Category II and higher on MHLW Classification for Life Functions Costs
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27 PD House market size and capacity comparison Home care recipients Approx. 124,000 Hospitalized patients / patients in long-term care facilities Approx. 81,000*2 *1 Number of patients with Parkinson’s disease and related conditions: Ministry of Health, Labour and Welfare, FY2024 Report on Public Health Adminstration and Services Approx. 150,000 Parkinson’s disease (Hoehn and Yahr scale 3 –5) patients and approx. 55,000 patients with related conditions (progressive supranuclear palsy, corticobasal degeneration, multiple system atrophy, spinocerebellar ataxia) *2 Number of hospitalized patients and patients in long -term care facilities: Estimated (as of March 2024) from the cumulative n umber of patients in long -term care facilities at nursing care level 2–5 based on percentages provided in the Ministry of Health, Labour and Welfare’s Status Report on the Long -Term Care Insurance Business ■ Through improved occupancy rates and enhanced quality of care at PD Houses, we aim to provide highly specialized care for Parkinson’s disease patients. Patients with Parkinson’s disease or related condition by the end of FY2024 Market Scale ( Number of Specified Medical Expense Beneficiary Certificate Holders ) Approx. 205,000 *1 81,000 individuals (3.8% share) 3,070 individuals PD House The end of FY March 2026
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■ Established a system that enables the continuation of specialized treatment through on -site medical care provided by affiliated healthcare institutions, in collaboration with neurologists and healthcare institutions nationwide. Achieved collaboration with more than 125 of the approximately 600 (estimated) home -visit physicians in Japan. Cooperating with 125 neurologists in Japan (as of June 30, 2026) 28 PD House Strengthening the coordination of home visits by physicians specializing in neurology ■ Kanto area Neurologist Ryoichi Okiyama Prime Clinic Neurologist Yutaka Ogino Toyoda Internal Medicine Clinic Neurologist Naohiko Togashi Yuushin Clinic Neurologist Masaki Hizume Coral Clinic 53 doctors ■ Hokkaido area Neurologist Hiroyuki Soma Sapporo Memorial Hospital 6 doctors ■ Tokai area 11 doctors■ Kyushu area Neurologist Yoshio Tsuboi Tsutsumi Clinic Neurologist Takenori Uozumi Nakama Medical 15 doctors Including the following physicians ■ Kansai area Neurologist Sadayuki Matsumoto Noshinkei Home Clinic Neurologist Yosuke Taruno Kitano Hospital Neurologist Miki Hishizawa Sakura Clinic 27 doctors Including the following physicians ■ Hokuriku area Neurologist Ayumi Hamaguchi Kanazawa Happy Clinic Neurologist Chiaki Kabasawa Kobari Family Clinic Neurologist Hiroshi Matsuda Sakura Internal Medicine & Neurology Clinic 13 doctors Including the following physicians Including the following physicians Including the following physicians Including the following physicians Neurologist Tomonori Inagaki Mokuren Clinic Neurologist Jun Torii Nagoya Neurology Home Medical Care Clinic
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■ Advancing care quality and strengthening our expertise through research and collaboration with leading Parkinson’s disease specialists across Japan. 29 Operations advisor Kyoto University Program-Specific Prof. Ryosuke Takahashi (ⅰ) Management and supervision of research associations related to Parkinson’s disease (ⅱ) Department of multiple system atrophy therapeutics A specialist who conducts research to unravel the molecular mechanisms of Parkinson’s disease and develop treatment approaches based on those findings. Growth Strategy Joint Research with University Hospitals and Dedicated Hospitals Joint research (i) Verification of results using an e -sports program (ii) Research on building a system to train personnel to provide care for Parkinson’s disease Kansai Medical University Prof. Makio Takahashi Organizes numerous research meetings and seminars on Parkinson’s disease. Leading Parkinson’s disease specialist in the Kansai region. Operations advisor/Joint research Juntendo University Specially Appointed Prof. Nobutaka Hattori Seventh most-cited authority on Parkinson’s disease research in the world from 1996 through 2006. Considered the world’s leading authority on the subject. Advisor to the Japan Parkinson’s Disease Association. (i) Validation of a 3D telemedicine system (ii) Verification of activity detection by wearable devices (iii) Efforts to detect and reduce falls (iv) Hosting online seminars related to Parkinson’s disease Operations advisor/Joint research Tsutsumi Clinic Fukuoka/ Juntendo University Specially Appointed Prof. Yoshio Tsuboi Currently monitoring the progress of some 600 patients, chiefly in Fukuoka Prefecture. Pursues research on stopping the progress of the disease through comprehensive care. Advisor to Fukuoka Branch, Japan Parkinson’s Disease Association. (i) Online case consultations (ii) Verification of the efficacy of the multidisciplinary cooperation (PD House care model) (ⅲ) Verification of the effectiveness of PD dance (ⅳ) Parkinson ’s disease long-term care observation program
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30 ミッション 私 た ち サ ン ウ ェ ル ズ は 夢 と 誇 り を 持 っ て 志 事 に 取 り 組 み 、 皆 が あ こ が れ る 業 界 づ く り に チ ャ レ ン ジ し ま す 。 私 た ち サ ン ウ ェ ル ズ は 介 護 の 常 識 に と ら わ れ る こ と な く 、 利 用 者 様 の 立 場 に 立 っ た よ り 良 い サ ー ビ ス づ く り に チ ャ レ ン ジ し ま す 。 私 た ち サ ン ウ ェ ル ズ は 仕 事 を 通 じ て ク リ エ イ テ ィ ブ に 発 想 し 、 自 ら 行 動 す る 「 輝 く 大 人 」 づ く り に チ ャ レ ン ジ し ま す 。 福祉の職場をもっと魅力的に！ 介護サービスに進化と変化を！ 未来を作る「人」を育成する！ 三つ. At SUNWELS, we pursue the challenge of finding multifaceted solutions to the social issues surrounding medicine and long-term care through business development, starting with management of our PD Houses, which are Parkinson’s disease care facilities. Let yourself shine and energize others. At SUNWELS, our services represent our dreams and our pride, and we challenge ourselves to create an industry that everyone can aspire to be a part of. We at SUNWELS Co., Ltd. challenge ourselves to provide better services from the users’ point of view without being bound by the conventional wisdom of nursing care. Through work, we at SUNWELS Co., Ltd. challenge ourselves to create Radiant People who think creatively and act independently. 1. Making the Welfare Workplace More Attractive 2. Bringing Evolution and Change to Nursing Care Services 3. Creating the Future Nurturing People Mission Management Philosophy
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Basic Sustainability (ESG) Policy Environment PD House considerations for the environment • Deployed solar power for self-consumption • Calculated greenhouse gas emissions • Promoting paperless office via cloud system • Deployed stainless steel garbage bins suitable for long-term use • Helping to cut CO2 emissions by using 99% recycled garbage bags Social PD Houses meeting the need for nursing and long -term care for Parkinson’s disease patients • Internal certification system to ensure high performance and consistency in the knowledge and skills of care workers along with regular study sessions with university hospitals • To enhance corporate value and further prioritize employee health and working conditions through the promotion of health-conscious management Governance Rigorous governance, risk management, and compliance • Establishment of a management system for appropriate medical fee claims • In addition to audits conducted by an independent auditor in accordance with the Financial Instruments and Exchange Act, we have established a framework to obtain evaluations and advice from external experts as necessary Expanding initiatives to address sustainability issues to full-scale operations Environment Social Governance 31
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PD House Nationwide 32 PD House has 56 facilities open nationwide (as of June 30, 2026). ● PD House Fujie ● PD House Toita ● PD House Hakusan ● PD House Kosaka Ishikawa Prefecture ● PD House Akiyoshi Toyama Prefecture ● PD House Niigata Shichikuyama Niigata Prefecture ● PD House Heiwagaoka ● PD House Atsuta ● PD House Sakurayama Aichi Prefecture ● PD House Nishino ● PD House Taihei ● PD House Nishimiyanosawa ● PD House Kiyota ● PD House Tsukisamu Hokkaido ● PD House Itabashi ● PD House Adachi ● PD House Nishi-Tokyo ● PD House Hachioji ● PD House Yoga ● PD House Kunitachi ● PD House Shakujii-Koen ● PD House Nakano Shirasagi Tokyo ● PD House Hikarinomori Kumamoto Prefecture ● PD House Noke ● PD House Arita ● PD House Imajuku ● PD House Jinnoharu Fukuoka Prefecture ● PD House Minami-Yono ● PD House Higashi-Omiya ● PD House Koshigaya ● PD House Higashi-Urawa Saitama Prefecture ● PD House Sagamiono ● PD House Fujisawa ● PD House Konandai ● PD House Kandaiji ● PD House Chuorinkan Kanagawa Prefecture ● PD House Kishibe ● PD House Kadoma ● PD House Higashi-Osaka ● PD House Yao ● PD House Joto ● PD House Higashi-Osaka II ● PD House Hatsushiba ● PD House Otori Osaka Prefecture ● PD House Funabashi ● PD House Yachiyo Chuo ● PD House Minami-Kashiwa ● PD House Inage Chiba Prefecture ● PD House Nishi-Kyogoku Kyoto Prefecture ● PD House Kobe Fukae Honmachi Hyogo Prefecture ● PD House Okayama Tatsumi Okayama Prefecture ● PD House Gifu Gifu Prefecture ● PD House Otsu Shiga Prefecture ● PD House Hamamatsu Wagou Shizuoka Prefecture Tochigi Prefecture ● PD House Utsunomiya Hosoyacho * * PD House Itabashi expanded in June 2023
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33 Corporate Profile Company name Headquarters Branch Representative Number of employees Lines of business Sunwels Co., Ltd. ■ Tokyo Headquarters (9th floor, PMO HamamatsuchoIII, 2-10-6, Hamamatsucho, Minato-ku, Tokyo) ■ Kanazawa Headquarters (15-13 Ninomiya-machi, Kanazawa, Ishikawa Prefecture) ■ Osaka Branch (3rd Floor, Hiranomachi Chuo Building, 3-2-13 Hiranomachi, Chuo-ku, Osaka) 3,554 (Excluding 82 temporary employment / as of June 30, 2026)* Toshihiko Atarashi, President & CEO Established September 2006 Capital 35,000,000 yen Long-term care and related businesses (care residences with medical services, day services, group homes, rental of care equipment, etc.) ■ Operation of PD House facilities specializing in long-term care for Parkinson’s disease patients * The number of employees represents the number of full -time employees. The number of temporary employees (i.e., part -time and contract employees) represents the average number of temporary employees per year (converted based on an eight-hour workday). ■ Fukuoka Branch (5th floor, Hakata Tanaka Building, 3-27-24 Hakata Ekimae, Hakata-ku, Fukuoka Prefecture)
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Disclaimer / Inquiries Contact https://sunwels.jp/pdh/contact/ SUNWELS Co., Ltd. https://sunwels.jp/pdh/ The forecasts, plans and other forward-looking statements contained in this material are based on information available to the Company at the time of preparation and are subject to certain assumptions. Actual results may differ materially from those expressed or implied by these forward-looking statements due to various factors, including economic conditions, market trends, changes in laws and regulations, and other uncertainties. Accordingly, the Company does not guarantee the achievement of any forward-looking statements contained in this material.