การแถลงผลประกอบการไตรมาส 2 ปีงบประมาณ 2026 ของ Leifras (LFS): การเติบโตของกำไรแซงหน้ารายได้

บริษัท เลฟราส จำกัด (NASDAQ: LFS) รายงานรายได้ที่สูงขึ้นและการเติบโตของกำไรที่เร็วยิ่งขึ้นสำหรับครึ่งแรกของปีงบประมาณ 2026 นำโดยธุรกิจสนับสนุนชมรมโรงเรียนและค่าธรรมเนียมโรงเรียนกีฬาที่เพิ่มขึ้น โดยฝ่ายบริหารยังคงคงแนวโน้มตลอดทั้งปี พร้อมเน้นย้ำถึงการดำเนินงานในครึ่งปีหลัง วินัยในการควบรวมและซื้อกิจการ (M&A) และการเพิ่มประสิทธิภาพจากขนาดดำเนินงาน

ประเด็นสำคัญ

• รายได้สุทธิในครึ่งปีแรกเพิ่มขึ้น 8.9% เมื่อเทียบรายปี สู่ระดับ 36.8 ล้านดอลลาร์สหรัฐ ขณะที่กำไรจากการดำเนินงานเพิ่มขึ้น 35.9% สู่ระดับ 0.6 ล้านดอลลาร์สหรัฐ
• กำไรจากการดำเนินงานปรับปรุงแล้วเพิ่มขึ้น 105.6% สู่ระดับ 0.9 ล้านดอลลาร์สหรัฐ หลังจากบวกกลับค่าใช้จ่ายที่เกี่ยวข้องกับการซื้อกิจการจำนวน 0.3 ล้านดอลลาร์สหรัฐ
• รายได้จากธุรกิจเพื่อสังคมเพิ่มขึ้น 18.0% สู่ระดับ 11.3 ล้านดอลลาร์สหรัฐ โดยกำไรของกลุ่มธุรกิจเพิ่มขึ้น 156.7% สู่ระดับ 1.7 ล้านดอลลาร์สหรัฐ ซึ่งได้รับปัจจัยหนุนจากการขยายตัวของธุรกิจสนับสนุนชมรมโรงเรียน
• จำนวนสมาชิกโรงเรียนกีฬาลดลง 0.9% สู่ระดับ 68,873 ราย แต่ค่าธรรมเนียมรายเดือนและการใช้จ่ายของลูกค้าที่สูงขึ้นช่วยหนุนการเติบโตของรายได้และกำไรของกลุ่มธุรกิจ
• กิจกรรมชมรมโรงเรียนตามสัญญาแตะระดับ 2,224 กิจกรรม เพิ่มขึ้น 6.2% ขณะที่จำนวนโรงเรียนที่ให้บริการเพิ่มขึ้น 37.0% สู่ระดับ 478 แห่ง
• ฝ่ายบริหารยังคงคงคาดการณ์ปีงบประมาณ 2026 สำหรับรายได้ที่ 82.9 ล้านดอลลาร์สหรัฐ ถึง 95.7 ล้านดอลลาร์สหรัฐ และกำไรจากการดำเนินงานที่ 4.5 ล้านดอลลาร์สหรัฐ ถึง 5.4 ล้านดอลลาร์สหรัฐ

ผลประกอบการทางการเงินหลัก

ผลการดำเนินงานทางธุรกิจและการปฏิบัติงาน

โรงเรียนกีฬา

รายได้จากโรงเรียนกีฬาเพิ่มขึ้น 5.4% สู่ระดับ 25.5 ล้านดอลลาร์สหรัฐ ขณะที่กำไรของกลุ่มธุรกิจเพิ่มขึ้น 2.5% สู่ระดับ 5.3 ล้านดอลลาร์สหรัฐ โดยค่าธรรมเนียมสมาชิกรายเดือนและการใช้จ่ายเฉลี่ยที่สูงขึ้นช่วยชดเชยจำนวนสมาชิกที่ลดลง 0.9%

ฝ่ายบริหารระบุว่าการลดลงของจำนวนสมาชิกเกิดจากจำนวนสมาชิกที่สำเร็จการศึกษาที่มีมากขึ้น การเปลี่ยนแปลงกรอบเวลาการเปิดคลาสใหม่และการหาลูกค้าใหม่ การยกระดับการฝึกอบรมพนักงาน และการยกเลิกสัญญาแฟรนไชส์ ทั้งนี้ บริษัทคาดว่าความคิดริเริ่มด้านสมาชิกในไตรมาสที่สามและสี่จะช่วยหนุนการฟื้นตัว

เลฟราสได้ขยายธุรกิจครอบคลุมทั้ง 47 จังหวัดของญี่ปุ่นสำเร็จผ่านความร่วมมือกับ Blaublitz Akita และโรงเรียนความร่วมมือในเมืองโอดาเตะ โดยฝ่ายบริหารวางแผนจะเพิ่มความครอบคลุมในจังหวัดที่มีอยู่เดิม เพิ่มประเภทกีฬา ดำเนินการซื้อกิจการ และใช้เครือข่ายผู้ฝึกสอนทั่วประเทศเพื่อสนับสนุนธุรกิจสนับสนุนชมรมโรงเรียนและการขยายธุรกิจไปยังต่างประเทศ

การซื้อกิจการ Tokai Sports ได้เพิ่มจำนวนสมาชิกประมาณ 1,185 ราย และเพิ่มแพลตฟอร์มที่ให้บริการโรงเรียนอนุบาลและศูนย์รับเลี้ยงเด็กพันธมิตรประมาณ 20 แห่ง นอกจากนี้ เลฟราสยังได้เปิดตัว SIX SHOOT ร่วมกับ Blue Lock, 1v1 DRIBBLE ACADEMY D-UNLOCK และโปรแกรมพหุกีฬา L-Spo

ธุรกิจเพื่อสังคม

รายได้จากธุรกิจเพื่อสังคมเพิ่มขึ้น 18.0% สู่ระดับ 11.3 ล้านดอลลาร์สหรัฐ และกำไรของกลุ่มธุรกิจเพิ่มขึ้น 156.7% สู่ระดับ 1.7 ล้านดอลลาร์สหรัฐ โดยธุรกิจสนับสนุนชมรมโรงเรียนเป็นปัจจัยขับเคลื่อนการเติบโตหลัก

ณ วันที่ 30 มิถุนายน 2026 เลฟราสให้การสนับสนุนโรงเรียน 478 แห่ง และกิจกรรมชมรมตามสัญญา 2,224 กิจกรรม ซึ่งคิดเป็นการเพิ่มขึ้น 37.0% และ 6.2% ตามลำดับ โดยบริษัทให้บริการแก่องค์กรปกครองส่วนท้องถิ่น 24 แห่ง และสามารถรักษาลูกค้าราชการส่วนท้องถิ่นเดิมไว้ได้ทั้งหมด 19 แห่ง

หลังสิ้นสุดรอบระยะเวลารายงาน สัญญาเพิ่มเติมในซัปโปโร เกียวโต อาดาจิ และเอโดงาวะ ได้เพิ่มการดำเนินงานของบริษัทเป็น 5 ใน 9 เมืองที่รัฐบาลกำหนด และ 10 ใน 14 เขตของโตเกียวที่มีการเปิดประมูลสาธารณะ

เครือข่ายศูนย์รับเลี้ยงเด็กหลังเลิกเรียนของเลฟราสขยายตัว 45% เมื่อเทียบรายปี สู่ระดับ 29 แห่ง ซึ่งรวมถึงการซื้อกิจการ ทั้งนี้ บริษัทกำลังขยายขอบเขตการให้บริการเพิ่มเติมนอกจากศึกษานุบาลบำบัดอิงฟุตบอล ไปสู่การเรียนรู้ทักษะการเคลื่อนไหว การออกกำลังกายในร่ม การเรียนรู้ด้วยตนเอง และทักษะคอมพิวเตอร์

Swift Japan เข้ามาเป็นบริษัทย่อยเมื่อวันที่ 1 กรกฎาคม 2026 ซึ่งถือเป็นการเข้าสู่ธุรกิจการดูแลเด็กอย่างเต็มรูปแบบของเลฟราส โดยฝ่ายบริหารวางแผนที่จะเชื่อมโยงสถานรับเลี้ยงเด็กเข้ากับโรงเรียนกีฬาและบริการประเมินทักษะที่ไม่เกี่ยวกับสติปัญญา

แนวทางคาดการณ์จากฝ่ายบริหาร

ฝ่ายบริหารยังคงแนวโน้มงบการเงินรวมสำหรับปีงบประมาณ 2026 ไว้ตามเดิม:

บริษัทระบุว่ากำไรประจำปีส่วนใหญ่มักจะเกิดขึ้นในครึ่งปีหลังเนื่องจากปัจจัยฤดูกาลของการชำระเงินของสมาชิก งานกิจกรรม และองค์กรปกครองส่วนท้องถิ่น ทั้งนี้ คาดการณ์ดังกล่าวอยู่ภายใต้สมมติฐานว่าจะไม่มีการซื้อกิจการ ธุรกรรมการปรับโครงสร้าง หรือการประนีประนอมยอมความทางกฎหมายเกิดขึ้น

ความเสี่ยงและประเด็นที่ต้องจับตา

• จำนวนสมาชิกโรงเรียนกีฬาลดลงแม้ว่ารายได้จะสูงขึ้น ทำให้การหาลูกค้าใหม่และการรักษาลูกค้าในครึ่งปีหลังกลายเป็นตัวชี้วัดการดำเนินงานที่สำคัญ
• ฝ่ายบริหารเปิดเผยว่าองค์กรปกครองส่วนท้องถิ่นหลายแห่งยังคงระมัดระวังในการเปลี่ยนกิจกรรมชมรมโรงเรียนไปสู่โครงการระดับชุมชน ซึ่งอาจส่งผลกระทบต่อจังหวะความเร็วของโอกาสในการได้รับสัญญา
• การเปิดประมูลชมรมโรงเรียนบางแห่งได้รับการเสนอให้กับผู้ให้บริการที่เสนอราคาต่ำกว่า ทั้งนี้ เลฟราสมุ่งเน้นการให้ความสำคัญกับการดำเนินงานที่มั่นคง ความปลอดภัย และผลกำไรที่เหมาะสม มากกว่าการแข่งขันด้านราคาเพียงอย่างเดียว
• ต้นทุนการจัดการความปลอดภัยยังคงกดดันอัตรากำไรในปัจจุบัน แม้ว่าฝ่ายบริหารคาดว่าการเติบโตของรายได้ อัตราการใช้กำลังการผลิต และการประหยัดจากขนาดจะช่วยหนุนการขยายตัวของอัตรากำไรในระยะยาว
• การเร่งควบรวมและซื้อกิจการ (M&A) ก่อให้เกิดความเสี่ยงในการรวมกิจการ โดยฝ่ายบริหารระบุว่าจะมุ่งเน้นไปที่เป้าหมายที่เกี่ยวข้องกับกีฬาและการศึกษา พร้อมทั้งใช้เกณฑ์การตรวจสอบสถานะ (due diligence) การคืนทุน และการรวมกิจการหลังการควบรวม
• การระดมทุนด้วยการเสนอขายหุ้นในอนาคตอาจส่งผลกระทบให้สัดส่วนการถือหุ้นของผู้ถือหุ้นเดิมลดลง (dilution) โดยฝ่ายบริหารระบุว่าการตัดสินใจระดมทุนจะพิจารณาว่าการสร้างมูลค่าที่คาดหวังนั้นคุ้มค่ากับผลกระทบดังกล่าวหรือไม่

ไฮไลต์การถาม-ตอบ

ธุรกิจโรงเรียนกีฬาสามารถเติบโตอย่างต่อเนื่องได้หรือไม่ ท่ามกลางอัตราการเกิดที่ลดลงของญี่ปุ่น? ฝ่ายบริหารระบุว่าการรวมตัวในอุตสาหกรรมและความร่วมมือกับบริษัทที่ให้บริการด้านเด็กเป็นปัจจัยขับเคลื่อนการเติบโตหลัก โดยคาดว่าปัญหาการสืบทอดกิจการและความกดดันทางการเงินในหมู่นักพัฒนาหรือผู้ประกอบการรายเล็กจะสร้างโอกาสในการซื้อกิจการ

การเติบโตในอนาคตจะพึ่งพาการตั้งราคาเป็นหลักหรือไม่? ฝ่ายบริหารวางแผนที่จะมุ่งเน้นทั้งการเติบโตของจำนวนสมาชิกและการเพิ่มรายได้ต่อสมาชิก โดยความคิดริเริ่มรวมถึงการดึงดูดเด็กที่อายุน้อยลง การเพิ่มความหนาแน่นในภูมิภาค การควบรวมและซื้อกิจการ (M&A) พันธมิตรทางธุรกิจ และการยกระดับบริการที่สนับสนุนการกำหนดราคา

เหตุใดจำนวนโรงเรียนตามสัญญาจึงเติบโตเร็วกว่ากิจกรรมชมรม? ฝ่ายบริหารระบุว่าโมเดลอิงชุมชนมีการรวมนักเรียนจากหลายโรงเรียนเข้าด้วยกันเพื่อทำกิจกรรมร่วมกันมากขึ้น นอกจากนี้ รายได้ยังขึ้นอยู่กับความถี่ของกิจกรรม การจัดสรรบุคลากร และความรับผิดชอบด้านการบริหาร ไม่ใช่จำนวนชมรมเพียงอย่างเดียว

การขยายธุรกิจไปยังต่างประเทศจะได้รับการจัดการอย่างไร? บริษัทกำลังปฏิบัติต่อโครงการริเริ่มในแคนาดาในฐานะตลาดทดสอบ โดยฝ่ายบริหารวางแผนที่จะพิสูจน์ความต้องการในท้องถิ่นและเศรษฐศาสตร์ต่อหน่วย (unit economics) ก่อนที่จะเพิ่มเงินลงทุน โดยใช้โมเดลบริการเสริมสำหรับบริการที่มีฐานรายได้ในท้องถิ่นอยู่แล้ว

ฝ่ายบริหารมีแผนปรับปรุงความสามารถในการทำกำไรของงบการเงินรวมอย่างไร? เลฟราสมุ่งมั่นที่จะรักษาสัดส่วนการเติบโตของค่าใช้จ่ายในการบริหารให้อยู่ต่ำกว่าการเติบโตของรายได้ผ่านการปรับปรุงกระบวนการหลังบ้านให้เป็นมาตรฐานและการเปลี่ยนผ่านสู่ดิจิทัล นอกจากนี้ ฝ่ายบริหารยังคาดว่าอัตราการใช้งานที่สูงขึ้นและขนาดที่เพิ่มขึ้นจากการควบรวมและซื้อกิจการ (M&A) จะช่วยปรับปรุงประสิทธิภาพจากขนาดดำเนินงานให้ดีขึ้นตามกาลเวลา

บทสนทนาทางโทรศัพท์แถลงผลประกอบการฉบับเต็ม

บทถอดเสียงฉบับเต็มของการประชุมทางโทรศัพท์ผลประกอบการ

คำชี้แจงจากฝ่ายบริหาร

Operator

Good morning, and thank you for joining us. Welcome to Leifras' First Half of Fiscal Year 2026 Earnings Conference Call. My name is [ Tsuruku ] and I will be your moderator today. Today, we will discuss our first half results, our core Sports School and Social businesses and the progress of our growth strategies, including mergers and acquisitions. Joining us on today's call are Mr. Kiyotaka Ito, our Representative Director and Chief Executive Officer; and Ms. Rei Yamamoto, our Director and Chief Financial Officer. Before we begin, please review the disclaimer on this slide. Some of the information presented today includes forward-looking statements regarding our future performance. These statements reflect our current expectations and assumptions and are subject to risks and uncertainties. Actual results may differ materially. Further information regarding these and other risks, uncertainties or factors is included in the Leifras filings with the U.S. Securities and Exchange Commission. Now I will turn the call over to Mr. Ito. Mr. Ito, please go ahead.

Kiyotaka Ito

Hello, everyone. I am Kiyotaka Ito, the company's CEO. Thank you for taking the time to join us today. I would also like to express my sincere appreciation for your continued support of our business and growth. Tomorrow, October 9, marks exactly 1 year since Leifras was listed on NASDAQ. One year ago, we took a new step as a Japanese sports company entering the global capital markets. Over the past year, with the support of our shareholders, investors and many other stakeholders, we have worked to grow our business and enhance corporate value. We see our NASDAQ listing as the starting point for further growth rather than the completion of our journey. During this year, we have steadily built the foundation for our next phase of growth by expanding our sports schools to all 47 prefectures in Japan, growing our school club support business and entering new business areas through M&A. Today, as Leifras prepares to enter its second year as a NASDAQ-listed company, I will explain the growth we aim to achieve alongside our results for the first half of FY 2026.

Next slide, please. We will begin with an overview of our business, followed by an executive summary, our consolidated results for the first half of FY 2026, progress on our growth strategies, our consolidated financial position and our full year outlook. Next slide, please. Let us begin with our company profile. Let me start with a brief introduction to our company. At Leifras, our corporate philosophy is to change and design sports. We operate a sports and social business that uses sports to address a wide range of social challenges. Since our founding in 2001, we have expanded our operations around our sports school business. In 2013, we launched our School Club Support business. In FY 2025: net revenue reached USD 74.8 million, a record high in the full year period shown since FY 2023 under U.S. GAAP. We have also been recognized as Japan's #1 provider in 4 major categories. The nationwide customer base, workforce and network of local government relationships that we have built over the past 25 years form a critical foundation for our growth today.

Next slide, please. Our operations consist of 2 main segments: the Sports School business and the Social business. In the Sports School business, our teaching philosophy is to recognize, praise, encourage and inspire children. We provide distinctive sports programs that develop not only athletic skills, but also noncognitive skills such as courtesy and good manners, leadership, teamwork, self-management and problem solving. Our Social business centers on School Club Support and after-school daycare services that provide developmental support for children with disabilities. In FY 2025, the Sports School business accounted for 73% of revenue and the Social business accounted for 27%.

Next slide, please. Before we review our first half figures, I would like to explain the seasonality of our business. Due to the nature of our operations, we typically generate the majority of our annual profit in the second half of the fiscal year. In the Sports School business, membership temporarily declines during the graduation season in March, then increases from April through June as the new school year begins. Event revenue also peaks during school holidays in March, August and December through January. The Social business also has seasonal cash flows as payments under some local government contracts are made in March. Please keep these seasonal patterns in mind as we review our first half results.

Next slide, please. I will now present the executive summary for the first half of FY 2026. In the first half of FY 2026, both revenue and profit grew steadily, driven by our School Club Support business and our Sports School business. The key message on this slide is that 5 metrics reached record highs for the first half of the fiscal year in the period shown since FY 2025, net revenue, income from operations, adjusted income from operations, net income and the number of contracted club activities. Our CFO, Ms. Yamamoto, will explain the specific income statement figures shortly. Sports School membership, meanwhile, stood at 68,873, down 0.9% year-over-year. I will explain the reasons on the next slide. The number of school club activities under contract increased to a record 2,224. Overall, the first half brought improvements in profitability alongside top line growth.

Next slide, please. Sports School membership declined by 0.9% year-over-year. The main reasons were an increase in graduating members as existing members reached higher grades and a strategic shift in the timing of new member acquisition to strengthen service quality. In particular, we strengthened new employee training and shifted the timing of new class openings and customer acquisition. The termination of franchise agreement also reduced membership. Meanwhile, revised monthly membership fees and higher average spending per customer enabled the Sports School business to achieve growth in both net revenue and segment profit despite the slight decline in membership. Both measures reached record highs for the first half of the fiscal year in the period shown since FY 2025 under U.S. GAAP. We expect membership to recover in the third and fourth quarters through new initiatives.

Next slide, please. Next, let us look at the key developments in the first half. We made concrete progress across 3 areas: the Sports School business, the Social business and M&A. In the Sports School business, we expanded our presence to all 47 prefectures and broadened our business foundation through new services, alliances and M&A. In the Social business, we increased our school club support contracts and diversified our after-school daycare services. Through M&A, we strengthened our existing businesses and took steps toward entering childcare. We signed the share transfer agreement for Swift Japan on June 23, 2026, and the company became our subsidiary on July 1, 2026, after the first half reporting period. I will discuss these developments in detail in the growth strategy section. I will now hand over to our CFO, Ms. Yamamoto, to review the financial results.

Rei Yamamoto

Thank you, Mr. Ito, and good morning, everyone. I am Rei Yamamoto, the company's CFO. I will discuss our consolidated results for the first half of FY 2026 in which we delivered strong top line growth and profit growth that significantly outpaced it. Next slide, please. Let us begin with the consolidated income statement. The earlier summary provided an overview. I will now take you through the figures. Net revenue increased 8.9% year-over-year to USD 36.8 million, and gross profit increased 22.6% to $10.9 million. I would particularly like to highlight our strong operating leverage. Income from operations increased 35.9% to USD 0.6 million and net income increased 43.5% to $0.5 million. Profit growth substantially outpaced revenue growth. Net revenue, gross profit, income from operations, operating margin, adjusted income from operations and net income all reached record highs for the first half of the fiscal year in the period shown since FY 2025.

Our operating margin increased from 1.2% to 1.5%, an improvement of 0.3 percentage points. The key highlight is the further improvement in the profitability of our core operations. Next slide, please. Next, let us look at adjusted income from operations, a non-GAAP measure that we use to assess the profitability of our core business. It supplements our U.S. GAAP results and should be considered alongside them. The definition and reconciliation are provided in the appendix. First half income from operations was USD 0.6 million. Acquisition-related costs were $0.3 million. Adding back these costs, adjusted income from operations was $0.9 million or JPY 139.7 million, up 105.6% year-over-year. This compares with $0.4 million in the first half of FY 2025 when there were no acquisition-related costs to add back. The profitability of our core business continued to improve, providing a foundation for second half growth.

Next slide, please. Let us now review segment performance. In the Sports School business, higher monthly membership fees contributed to increased customer lifetime value. Net revenue rose 5.4% year-over-year to USD 25.5 million and segment profit increased 2.5% to $5.3 million. This business continues to provide a stable earnings base for our growth. In the Social business, the expansion of school club support contracts drove strong growth. Net revenue rose 18.0% to $11.3 million, and segment profit increased 156.7% to $1.7 million. Both businesses reached record highs within the first half comparison shown from FY 2025 onward under U.S. GAAP and contributed to our overall performance. I will now hand the presentation back to Mr. Ito to discuss the progress of our growth strategies in more detail.

Kiyotaka Ito

Thank you, Ms. Yamamoto. I will now discuss the progress we made on our growth strategies during the first half. Next slide, please. Let us turn to the Sports School business, the foundation of our operations. This slide provides an overview. I will cover our expansion to all 47 prefectures and the Tokai Sports acquisition in detail on the following slides. Higher monthly membership fees improved customer lifetime value, enabling us to achieve growth in both net revenue and segment profit despite a slight year-over-year decline in membership. Our CFO has already explained the specific financial results. We developed SIX SHOOT, a new sports competition in collaboration with the popular anime Blue Lock. We also launched 1v1 DRIBBLE ACADEMY D-UNLOCK, a soccer school specializing in dribbling under the supervision of Masakazu Okabe, known as the Dribble Designer. We signed an alliance agreement with Blaublitz Akita and opened a collaborative school in Odate City, Akita Prefecture, completing our expansion to all 47 prefectures. We also acquired approximately 1,185 members through the Tokai Sports acquisition.

I will explain these 2 developments on the following slides. In addition, we launched L-Spo, a multisport school for younger children and those seeking a more casual introduction to sports. Next slide, please. We have achieved a key goal set at our founding, establishing a presence in all 47 prefectures in Japan. The significance lies not simply in reaching every prefecture, but in completing a nationwide network of instructors and operating locations. With this nationwide instructor network in place, we are entering our second phase of growth. We will expand into underserved areas within each prefecture, pursue further M&A, offer additional sports in existing markets, scale our school club support business and expand overseas. Until now, our focus has been on establishing individual footholds. We will now build a broader presence around those footholds, increasing the density of our operations in each region to grow revenue and profit per region. Next slide, please.

Next, I will focus on the synergies from the Tokai Sports acquisition mentioned earlier. Through this transaction, we acquired a base of approximately 1,185 members, along with a business-to-business-to-consumer platform serving around 20 partner kindergartens and nursery schools. None of these partner institutions has terminated its contract over the past 3 years. By combining Tokai Sports' expertise in teaching athletic skills with our methods for developing noncognitive skills, we will provide an integrated environment that develops both sporting ability and personal character. This acquisition will help us expand market share, retain members seeking more competitive sports programs and attract customers at lower cost through the business-to-business-to-consumer model, thereby maximizing customer lifetime value.

Next slide, please. Here, I would like to explain the changes in the education market that support our business opportunities. As AI becomes more widely used, some cognitive skills such as memorization and calculation are increasingly susceptible to automation. At the same time, interest in noncognitive skills such as leadership, teamwork and perseverance is growing. In the June 2026 parent survey cited on this slide, only 1.7% of respondents selected academic ability and grades as their top priority. Since our founding, we have emphasized building inner strength, in other words, developing noncognitive skills. We will use this strength to expand our opportunities, both in acquiring individual sports school members and in providing solutions to educational institutions and other business customers. In our partnerships with tutoring schools, we began collaborating with Mainichi Kobetsu Juku 5 Days in 2020 and are also pursuing a partnership with Ando Juku in 2026. Our aim is to expand collaboration across the broader education sector beyond sports schools.

Next slide, please. Let us begin with an overview of the Social business. On the following slides, I will focus on school club activities, expansion into urban areas, childcare and after-school day care services in that order. In school club support, we serve 24 local governments and 7 private schools. We secured 5 new local government contracts, including 3 in Tokyo special wards and government-designated cities. We also retained all 19 existing local government clients, achieving a 100% retention rate. In after-school daycare services, we acquired 4 locations through the acquisition of Well Resource. We also added FLEI, which provides motor learning support, and ILFE, which provides independent learning support. Including M&A, our network expanded from 20 to 29 locations, up 45% year-over-year. As a result, the Social business as a whole achieved growth in both revenue and profit. I will now explain the progress in each area.

Next slide, please. Let me discuss our School Club Support business in more detail. As of the end of June 2026, we supported 478 schools and 2,224 school club activities under contract, up 37.0% and 6.2% year-over-year, respectively. We secured new contracts across a broad range of areas from major metropolitan regions to regional cities, including Ota Ward in Tokyo, Kawasaki City and Fujisawa City in Kanagawa Prefecture, Niiza City in Saitama Prefecture and Chiba City in Chiba Prefecture. After completing Phase 1, which focused on pilot programs and building a track record, we are now in Phase 2, expanding into government-designated major cities and Tokyo special wards. Starting in the Japanese fiscal year beginning April 2026, the National School Club activity reform initiative enters its implementation period. As the market is expected to expand significantly, we will build on our track record to further strengthen our competitive advantage.

Next slide, please. Our contracts in urban areas are also expanding steadily. As of the first half, we had secured contracts in 3 of the 7 government-designated major cities that had conducted public solicitations, representing a contract acquisition rate of 42.9%. Among Tokyo's 23 wards, we had secured contracts in 8 of the 12 wards that had conducted public solicitations, representing a rate of 66.7%. From July through September 2026, we also secured contracts in Sapporo and Kyoto among government-designated cities and in Adachi and Edogawa among Tokyo's 23 wards. Including these additions, we hold contracts in 5 of the 9 cities that have conducted public tenders, a win rate of 55.6% and 10 of the 14 wards, a win rate of 71.4%. By building our presence in densely populated urban areas with large numbers of schools, we will improve the efficiency of recruitment, staff deployment and operations, supporting further expansion.

Next slide, please. This slide shows how our business foundation has expanded over the past year. Between the end of June 2025 and the end of June 2026, the number of contracted local governments increased from 19 to 24. The number of contracted schools increased from 349 to 478 and the number of contracted club activities increased from 2,095 to 2,224. We also expanded our contracted service areas into Saitama, Chiba and Kanagawa prefectures. The key point is that we are increasing both the number of contracts and the geographic reach of our operations. Next slide, please. Next, let us look at our entry into childcare. We signed the share transfer agreement for Swift Japan on June 23, 2026, and it became our subsidiary on July 1, 2026. Through this acquisition, we added 5 small-scale licensed daycare centers, 1 corporate-sponsored daycare center and after-school care facility to our group, marking our full-scale entry into the childcare business.

This gives us a stable operating foundation supported by public funding while enabling us to establish relationships with children and their parents from infancy, earlier than in our existing businesses. Through collaboration with HR Produce, which partners with more than 10,000 preschools nationwide, the introduction of Milabo, a system for assessing noncognitive skills, and the opening of sports schools within childcare facilities, we will create synergies with our existing businesses and continue evolving into an education platform that supports children's development. Next slide, please. Our after-school daycare business now operates 29 locations, an increase of 9 locations or 45% year-over-year. In addition to our existing soccer-based therapeutic education programs, we are diversifying into indoor exercise and motor learning support as well as support for independent learning, including computer skills.

By broadening our developmental support options, we will address a wider range of needs while expanding into new areas and building concentrated networks of locations in local communities. Next slide, please. This slide illustrates our comprehensive business model in Aichi Prefecture. We offer multiple services tailored to children's stages of development, childcare through Swift Japan, partnerships with kindergartens and daycare centers, Leifras Sports Schools offering 13 sports, Tokai Sports, after-school daycare services, Nagoya Sports and Culture Community, after-school programs, Elementary School Club support in Nagoya and junior high school club support. As noted on this slide, Swift Japan became our subsidiary on July 1, 2026, after the first half reporting period. In Aichi, we are building a strong local presence by combining sports schools, school club activities, welfare services, childcare and after-school services. We will apply the expertise gained here to address more social challenges and replicate this model in other regions.

Rei Yamamoto

I will now discuss our consolidated financial position. Next slide, please. Let us review the highlights of our consolidated balance sheet. As of June 30, 2026, total assets were USD 30.4 million, up 5.6% from December 31, 2025. Total shareholders' equity was $11.8 million, up 4.2%. The increase in shareholders' equity reflected net income recorded during the period, supporting our sound financial foundation. We plan to continue to maintain a sound financial foundation as we pursue growth. As outlined in our capital allocation policy, we will prioritize M&A with rigorous assessment of strategic fit, synergies, investment rationale, risks and integration requirements.

Next slide, please. Next, let us review cash flow. Net cash provided by operating activities was USD 1.6 million compared with $1.9 million in the prior year first half. Net cash used in investing activities was $1.3 million compared with $0.3 million a year earlier. Net cash provided by financing activities was $0.2 million compared with a cash outflow of $1.9 million in the prior year period. Cash and cash equivalents increased by $0.4 million during the first half of FY 2026. Cash and cash equivalents at the end of the period were USD 15.9 million compared with $15.4 million at the end of the prior year first half. This supports the abundant liquidity highlighted on this slide.

Kiyotaka Ito

Finally, I will discuss our full year outlook for FY 2026. Our full year consolidated outlook for FY 2026 remains unchanged. As shown in the forecast table, we expect net revenue of USD 82.9 million to USD 95.7 million, representing growth of 10.8% to 27.9% compared with FY 2025. We expect income from operations of $4.5 million to $5.4 million, representing growth of 13.2% to 33.9%. Our expected operating margin is 5.5% to 5.6%. In the first half, both the Sports School and Social businesses achieved growth in revenue and profit, and we made steady progress on our growth strategies. Given that the majority of our profit is generated in the second half, we will continue to execute our second half initiatives and work toward achieving our full year targets. As stated in the presentation materials, this outlook assumes that no business acquisitions, restructuring transactions or legal settlements are entered into. That concludes my presentation.

Operator

Thank you, Mr. Ito and Ms. Yamamoto. We will now move on to the question-and-answer session to address the questions submitted in advance. Due to time constraints, we will focus on the most frequently asked questions. Let us begin with questions about M&A. Last year, you cited overseas expansion as one of the reasons for listing on NASDAQ. You have recently announced your first overseas initiative. How should we view its scale? And has there been any change in your strategy?

Kiyotaka Ito

There has been no change in our overseas expansion strategy. For the Canadian initiative, we deliberately chose this scale as a test market rather than taking on excessive risk. From the standpoint of financial discipline, our first step is to carefully assess how our approach to developing noncognitive skills can generate revenue overseas and to validate the unit economics or profitability per customer. Once we have confirmed that the business model is repeatable and identified a clear path to success, we intend to commit capital and scale up. This approach emphasizes capital efficiency over the medium to long term.

Operator

As you accelerate M&A, will you expand into industries where you have no prior experience? Could entering unfamiliar fields increase the risk of operational or integration failures after an acquisition?

Kiyotaka Ito

We do not intend to expand into unrelated industries without limits. Our investment focus is on areas adjacent to sports and education where we expect synergies with our existing businesses. We apply rigorous due diligence and investment recovery criteria. Regarding post-merger integration, we respect the strengths and expertise of acquired businesses while introducing our capabilities in personnel management, performance management and internal controls. We aim to integrate management systems at an early stage. We will select acquisition targets where we can enhance value, both financially and operationally.

Operator

Even if your Japanese approach to developing noncognitive skills is effective overseas, that does not necessarily mean parents will pay for it. How will you make your overseas school services a compelling choice for local families?

Kiyotaka Ito

Rather than building a business from scratch, we envisage an add-on model in which we enhance existing services that already have an established revenue base in the local market. Our financial objectives are to reduce customer churn by improving satisfaction and to maximize customer lifetime value. As service quality improves, we also see potential for appropriate pricing adjustments in the future. We will validate local needs and monitor KPIs that demonstrate a contribution to revenue.

Operator

Next, we will address questions about the Sports School business. Have membership and business performance in your core sports school business reached a plateau? Do you expect growth to slow from here?

Kiyotaka Ito

We explained the factors behind the membership trend earlier in the presentation. We are making a concerted effort to address these factors in the second half of this fiscal year. Overseas investors often ask us whether there is still room for a business serving children to grow in Japan given the declining birth rate. My answer is yes. We believe we can continue to grow. There are 2 main reasons. First, we will strengthen our M&A strategy. The declining birth rate creates a difficult business environment and many companies in our industry face financial challenges. Some have served their local communities for many years, but are reaching their limits, partly because of succession issues. As a result, acquisition opportunities have increased considerably. Our listing has placed us in a position to choose among these opportunities. We believe we can benefit from consolidation in the market and making effective use of those opportunities is our first growth driver.

Second, we will pursue alliances with companies in other industries. We cannot discuss specific initiatives at this stage, but major companies are showing strong interest in the market serving children from the perspective of customer lifetime value. These companies are interested in addressing social challenges as well as generating profits. Providing education and opportunities that help children who represent Japan's future overcome the challenges they face is an urgent social priority. With major companies that share this perspective, we can discuss practical solutions based on a common understanding. We see deeper collaboration with these companies as another part of the growth story for our Sports School Business.

Operator

We understand that pricing adjustments helped offset the lack of membership growth and supported revenue growth this time. Going forward, will growth be driven mainly by higher revenue per member? Or will you prioritize expanding membership?

Kiyotaka Ito

We intend to pursue both membership growth and higher revenue per member. To expand membership, we will implement the strategies discussed earlier, including attracting younger children, deepening our presence in existing markets, M&A and alliances. We also intend to increase revenue per member by enhancing the value we provide. We view tuition adjustments in response to inflation as a development that can occur across the education services industry. For parents who prioritize investment in their children's education, the value they receive matters alongside the price. By improving service quality and helping parents experience value that justifies the price, we believe we can earn their understanding of tuition adjustments. We will, therefore, improve the quality of instruction and use alliances with other companies to expand our services and the range of experiences we offer. Any price increase must be supported by corresponding value so that parents choose our services with confidence. By increasing both membership and the value we provide per member, we aim to achieve sustainable growth in revenue and profit.

Operator

We will now turn to questions about the Social business. The implementation period for the reform to move school club activities into community-based programs has begun. In this first year, how do you assess the gap between expectations and reality? Some municipalities, including Kobe and Toyota, are also pursuing their own approaches. Although the estimated economic impact has been described as JPY 500 billion, could the opportunities available to private companies be much smaller?

Kiyotaka Ito

As a leading operator, we have encountered a broad range of cases during the first year of the reform implementation period. Our candid impression is that relatively few local governments are willing to take the first step. Many are initially taking a wait-and-see approach. We discussed the number of public tenders earlier in the presentation. We also recognize that we need to act proactively rather than simply wait for opportunities, and that is the approach we are taking this fiscal year. Some municipalities are pursuing their own initiatives. At the same time, satisfaction among the municipalities we have served has been very high, and our repeat engagement rate is 100%.

We, therefore, believe there may also be opportunities to engage in discussions with municipalities currently pursuing independent approaches. The alliances with major companies that I mentioned earlier also extend to the transition of school club activities into community-based programs, an area attracting considerable attention. Depending on how these initiatives develop, we believe they could bring about a significant shift in this field.

Operator

Are you increasingly losing competitive tenders for school club activity support to providers offering lower prices? Could this affect future contract growth or profitability?

Kiyotaka Ito

In some tenders, providers offering lower prices are selected. However, we believe the competitive environment should be assessed not only in terms of price, but also in terms of whether a provider can consistently maintain stable operations. This is the first year of the reform implementation period, and municipalities are still evaluating providers' operational capabilities. After a contract is awarded, the provider must recruit and train instructors, cover staff absences, manage employment matters and maintain safety, among many other responsibilities. Even if the price is low, failure to maintain these functions can increase the burden on schools and municipalities.

We have, in fact, received inquiries concerning programs operated by other providers. We believe such experiences will give municipalities more opportunities to assess the importance of sustained operational capability. Our policy is not to win contracts by prioritizing price alone. We emphasize maintaining the necessary operating structure, securing an appropriate profit and providing stable services. As full-scale implementation progresses, we believe there will be more opportunities for municipalities to recognize the value of our workforce and organizational capabilities.

Operator

The number of contracted club activities has grown more slowly than the number of schools served. Does this simply mean that smaller contracts are increasing? Could growth in the number of schools fail to translate into revenue growth?

Kiyotaka Ito

To understand this trend, it is necessary to consider how operating models are changing as school club activities move into community-based programs. Under the traditional school-based model, each school has multiple club activities. A provider may be contracted to support several of those activities. So, an increase in schools can also lead to a substantial increase in the number of club activities. More recently, however, we are seeing more joint activities and community clubs that bring together students from multiple schools. In these cases, the number of schools served can increase without a corresponding increase in the number of activities or community clubs operated.

Therefore, slower growth in club activities relative to schools does not, by itself, indicate that contracts are becoming smaller or that growth is weakening. It partly reflects the shift from school-based to community-based activities. Revenue also depends on factors such as the frequency of activities, staffing levels and the scope of operational and administrative responsibilities. We will continue to support these community-based operating models and seek to translate the expansion of our services into revenue and profit growth.

Operator

Next, we will address questions about financial performance and profitability. Should investors expect your operating margin to remain around its current level?

Kiyotaka Ito

Our operating margin may appear modest, but this reflects our management policy of maintaining the spending on safety required to continue operating without serious accidents. We do not intend to lower that standard. That does not mean we have given up on improving our operating margin. Our business model has operating leverage. Once revenue covers a certain level of fixed costs, including the underlying cost of safety management, further revenue growth can generate a larger increase in profit. We intend to improve our operating margin over the medium to long term by increasing capacity utilization at existing schools and maximizing economies of scale through M&A and alliances.

Operator

Segment profits are substantial, but there is a large gap between those profits and consolidated operating profit. Could corporate expenses continue to rise as the business grows, leaving little profit for shareholders?

Kiyotaka Ito

It is true that corporate expenses, including spending to strengthen governance, have increased ahead of our expanding business scale. However, our key focus is to keep the growth rate of administrative expenses below the growth rate of revenue, thereby achieving operating leverage. Through the standardization of back-office processes and investment in digital transformation, we are developing a structure that can support business growth without excessive increases in administrative headcount. We expect these efforts to increasingly translate into consolidated profit and, ultimately, shareholder returns.

Operator

Finally, we will address questions about the timing of financial disclosures and shareholder value. There is an impression that your earnings announcements come relatively late. Can you announce your results earlier in the future?

Kiyotaka Ito

First, we have consistently made our financial disclosures well ahead of the applicable statutory deadlines. At the same time, as a NASDAQ-listed company, we benchmark our disclosure speed against leading U.S. companies. The recent changes to our U.S. audit firm arrangements are part of our efforts to further accelerate and streamline the disclosure process. Alongside further improvements to our internal financial reporting processes, we will continue to pursue timely disclosure that meets global standards.

Operator

If you issue additional shares to fund M&A or overseas expansion, existing shareholders' ownership will be diluted even if the company grows overall. How do you think about value per share?

Kiyotaka Ito

Growth in total revenue or profit does not necessarily mean that value per share has increased. When considering financing, we must take into account the impact on existing shareholders. We cannot comment on any unannounced financing plans. However, when evaluating financing, it is important to compare the intended use of funds, the terms and the amount required with the expected results of the investment. If financing involves issuing shares, we must assess whether the value created can justify the impact of dilution. Expanding the company's scale alone is not an appropriate basis for that decision. Our approach is to evaluate investment opportunities and financing terms together with an emphasis on translating corporate growth into higher value per share.

Operator

This concludes Leifras Company Limited's earnings briefing for the first half of FY 2026. Thank you for taking the time to join us today. We look forward to your continued support. Thank you again for joining us today.