Iwaki Headquarters 2-11-3 Kita-Aoyama, Minato-ku, Tokyo, Japan Established June 14, 2006 Core Business Game Business Business Domains • Game Business: Secondary, Talent Matching, Development Solutions • New Business: Sports Content, Non-gaming Sectors (*Underlined items represent key growth areas) Group Headcount* 262 * As of December 31, 2025. 3
We believe daily entertainment is an essential part of life. Mynet is an entertainment company that brings color and inspiration to people's daily lives through games. Mid-Term Vision GATE26 – NEXT LEVEL Over the two-year period through 2026, Mynet aims to expand its diversity as a gaming and entertainment company and broaden its presence across various dimensions, including regions, platforms, and industries. 4
differentiated solutions like Fantasy Sports and strategic consulting. Game Business Secondary New Business Sports Content Long-term operation of titles acquired from game publishers, powered by proprietary know-how. Talent Matching and Development Solutions Addressing diverse needs in the gaming industry, including partial outsourcing and initial development. Strength in developing and operating Fantasy Sports as a new form of fan engagement. Non-gaming Sectors Consulting backed by in-house development resources, covering strategy formulation to execution. 5
of Growth Drivers" to a “Re-growth Phase" from FY2026. 2023 2024-2025 Cost Structure Reform Return to Profitability • Restructuring unprofitable businesses. • Optimization of company-wide costs. Creation of Growth Drivers Stabilization of Revenue Base • Establishing a stable revenue base (Business efficiency and investment management). • Selection and concentration in new business areas. 2026- Transition to Re-growth Phase • Strategic investment in key growth areas during the re-growth phase. • Expansion of new businesses and establishing them as revenue bases. • Agile capital policy aimed at the next growth stage. 6
growth areas to build new earnings pillars and enter full-scale monetization. Strategic Investment Policy Business Policies for Key Growth Areas Sports Content Earnings generated from Secondary Operations • Full-year growth of “J.LEAGUE FANTASY CARD". • Business expansion through multi-sport rollout. Non-gaming Sectors Evolving into a hybrid model combining Strategic Consulting and BPO. Talent Matching Increasing project volume through organizational expansion and strengthening sales structures. Development Solutions Expanding business based on the foundation of projects secured in 2025. Key growth areas with high growth potential 7
optimization via FinOps to fuel renewed growth and value. Security Enhancement Cost Optimization via FinOps Processing Performance Current Status Cyberattack threats are becoming increasingly 1.8 sophisticated and diversified. X １００％ Cost Reduction Action Strengthening security infrastructure with 50 comprehensive coverage of multi-cloud environments. 2021 Minimizing service downtime and system disruption risks. % 2025 Establishing sustainable cost optimization through strategic technology selection built up over time. 8
base and optimally allocating technology-generated resources for growth and returns. Step 1 Objective Reduction of Capital and Capital Reserves Securing distributable amounts. Step 2 Optimization of Capital Allocation Improving capital efficiency Intent Establishing a financial base capable of flexibly executing growth investments and shareholder returns. Optimizing capital structure and enhancing financial agility. Strategic Investment Shareholder Returns Flexibility in dividend policy × Investment in key areas Expansion and monetization phase Elevating corporate value to the next stage by driving the cycle of growth and returns. 9
professional league operations and product expansion. Track Record in Domestic Pro Leagues 3 Core Competitive Advantages Integration of Official Products and Media Knowledge ・ Established proprietary acquisition channels through official products covering all 60 J.League clubs Full-spec rollout: Covering all 60 clubs / Secondary market and physical card delivery and targeted media initiatives. ・ Acquired global sports media insights and domestic/international networks through capital tie-up with Zero Gaming Inc. Validation of fantasy-linked sponsorship schemes Fan Community Management Driven by Insights from 80+ Titles ・ Built an autonomous ecosystem where primary and secondary markets mutually stimulate each other, based on operational know-how from over 80 titles. ・ Maintained high LTV and sustainable usage rates without being temporary, through self-circulating user transactions. Built initial model of real-game linked games with high retention rates Unique Fan Experience Integrating "Digital × Physical" ・ Elevated digital ownership desire into “tangible physical assets" via home delivery of serialized physical cards. ・ Created touchpoints directly capturing real-world passion, including distribution to all stadium attendees and interview-linked features. 11
A game where users build fantasy teams and compete using real match stats. Real-World Matches Fantasy Sports 1 Select Players and Teams Player Info 1 Team Info Appearance Data 2 Real-World Matches Stats Data* Auto-updates with latest stats data Latest Stats Data Integration 2 3 Finalize Scores 3 Team Results Player Stats Award points and rewards The key is predicting top-performing players to assemble a fantasy team. *Includes team win rates, goal differentials, and individual player performance data. 12
Driven by technology, the global market is projected to reach $71.2B by 2030, led by the US. Global Market Size Major Players 2030 (Est.) 2023 $ 37.2 $ 71.2 Billion Billion Source: Mordor Intelligence 13
consulting, driving transformation from strategy to execution. Point 1 Point 2 Point 3 Consulting BPO AI Technology Highly experienced strategic consultants. Support for servers, PCs, and infrastructure essential for strategy execution. Support leveraging cuttingedge technology to drive competitive advantage. 14
gaming industry needs with proven operational and development capabilities. 01 02 03 Diverse needs within the gaming industry. Operational, planning, and development capabilities cultivated through game title management. Problem solving. 15
3rd globally at a massive ¥1.6T scale. Market Size by Key Country Trends in Japan's Mobile Game Market (Unit: Trillion JPY) 4.02 1.73 1.74 1.66 2023 2024 2025 1.91 1.66 0.80 0.38 US China Japan Source: Famitsu Mobile Game White Paper 2026 Korea Taiwan Source: Famitsu Mobile Game White Paper 2026 17
expand into talent matching and development. Sales Capabilities S trengths Operational Capabilities Planning and Development Capabilities • Networks with companies across the gaming industry. • Extensive track record in title acquisitions and M&A. • Skills and know-how in operational design based on quantitative analysis. • Long-term operational experience across over 80 titles in total. • Game software development knowledge backed by deep insights from title operational experience. 18
long-term operations by experts. Game Publishers Scheme Service Flow Title Sale / Outsourcing / Alliance Long-Term Operations Transfer Consideration Service Usage Users 19
Within Expectations; Full-Year Forecast Unchanged Operating loss bottomed in Q1 (-¥101 million) and narrowed to -¥31 million in Q2. Full-year targets are expected to be met as new initiatives monetize in H2. Key Growth Areas 2 3 4 5 New Season of Sports Content Starts Strong Focused deployment of key initiatives including the introduction of J2/J3 leagues and addition of new features. Aiming for H2 growth following strong initial response. Key Growth Areas Achieved Significant YoY Growth; Addressing Plan Lags for H2 Recovery Maintained high growth across key growth areas, including Talent Matching up 8.5x YoY. Recovering temporary plan lags in H2. Secondary Operations Generated Stable Profits, Supporting Consolidated Performance Revenue progressed according to plan, while operating profit achieved 112% of plan. Capital and Business Alliance and Capital Increase to Scale Multi-Sport Rollout Accelerating multi-sport expansion in Sports Content using approx. ¥200M raised, strictly separated from shareholder return funds. 21
to upfront investments; Full-year forecast unchanged (Unit: Millions of JPY) 44.6% Revenue Operating Income Ordinary Income 4,009 Initial Forecast: ¥9,000M Within Expectations (132) Initial Forecast: ¥390M Within Expectations (151) Initial Forecast: ¥345M Within Expectations Net Income (166) Initial Forecast: ¥285M ±0 Initial Forecast 100% 24
in Key Growth Areas hit record highs for 5 straight quarters (3.2x YoY) Revenue YoY (Unit: Millions of JPY) YoY Sports Content 3.2X 616 585 +1,361% Expanded target market by releasing "Edition 1", broadening coverage to J2 and J3 leagues. Accelerated new user acquisition through initiatives linked to J.League All-Star match broadcasts. Non-gaming Sectors +146% Business diversification progressing by adding BPO services to consulting. 288 Talent Matching 244 190 Net increase in active assignments for creative and planner job roles. Development Solutions Q2 +852% Q3 2025 Q4 Q1 Q2 +570% Contributed by new client acquisition for contract development and steady deliveries. 2026 27
temporary factors, but momentum continues. Recovering in H2 Domain Revenue vs. Q1 (Momentum) Q2 Plan Comparison and Assessment Medium-to-Long-Term Outlook 152% Key KPIs progressed solidly. While new user numbers expanded, acquisitions progressed below expectations. Aiming to build a stable revenue base while sustaining current growth. Non-gaming Sectors 76% BPO revenue fell behind plan due to geopolitical factors, but recovery is expected in H2 through steady diversification. Driving expansion in consulting via nonlinear growth, using the successful BPO integration as a precedent. Talent Matching 129% Missed revenue plan due to a specific client's business withdrawal, but full-year targets remain on track for achievement. Nurturing into a new business foundation by driving sustainable top-line growth. Development Solutions 110% Exceeded revenue plan due to steady delivery of new contracted projects. Establishing a contract framework centered on medium-to-large-scale development projects. Sports Content 28
Key KPIs beat expectations; autonomous ecosystem expanded, Accelerating H2 growth Deepening of Key KPIs Steady Expansion of Autonomous Ecosystem Driven by Primary and Secondary Distribution Primary Distribution (Market Launch) ▪Cumulative Primary Distribution Value ▪Cumulative Secondary Distribution Value 52% Secondary Distribution (Liquidity) Activity (Engagement) 48% Unique Value (Physical Integration) Jan Feb Mar Apr May Jun Jul Cumulative Paid Packs Sold Continuous supply of new cards through new pack releases 2.85M Cards Cumulative Marketplace Transactions Active user-to-user trading generating funds for repurchases 770K Transactions Card Evolutions / Entries / Reward Applications Significant boost in engagement across card training and match predictions 133% vs. Q1 Cumulative Physical Cards Created Edition 1 14０K Edition 2 220K Proprietary experience transforming digital data into "tangible physical assets" Aug (As of Aug 10) *As of August 10
Expanding market via J2/J3 rollout and new features, off to a strong start Target Market Expansion Covering All 60 Clubs Expanded coverage beyond J1 to J2/J3, introducing player cards from all 60 clubs. Established a massive fan engagement platform capable of reaching fans and supporters. Enhanced Casual Gameplay Experience with New Features Implemented the "Friend League" feature for casual enjoyment with close peers. Fostered an environment for playing with friends, driving casual-user acquisition and community activation. Establishing Unique Value Through Physical Card Delivery Delivered rare cards with uniform patches and serialized physical cards. Created high customer value through an unprecedented "elevation from digital ownership to physical assets."
BPO expansion QoQ dip is temporary due to delivery delays Revenue and Operating Profit (Unit: Millions of JPY) ▪Revenue ▪Operating Profit YoY 1.4X 1.4x YoY Growth Business diversification progressing through a hybrid consulting and BPO model 269 246 207 Reason for QoQ Revenue Decline (Temporary) 149 139 A shift in revenue recognition timing due to delivery delays; underlying demand remains solid 31 20 16 8 Aiming to build a new revenue pillar by broadening target domains in consulting (10) Q2 Q3 2025 Future Growth Pillar Q4 Q1 Q2 2026 32
kept growth momentum, scaling business with Development Solutions Talent Matching Revenue Trend Accelerating New Client Acquisition (Unit: Millions of JPY) 56 ▪Revenue While internal plans were missed due to a specific client's withdrawal, active baseline headcount steadily increased through accelerated new business development. 43 Domain Expansion Contracts expanded primarily for planners and creatives; order pipelines are also steadily growing due to high retention rates and increasing inquiries. 11 11 6 Q2 Synergy with Development Solutions Q3 2025 Q4 Q1 Q2 Project acquisitions in team units, a core strength, are secured through "Development Solutions" as turnkey development contracts and collaborative projects. 2026 33
while operating profit reached 112% of plan Comparison with Internal Plan Revenue Maintained at Planned Level Revenue Revenue remained roughly on track, aligned with planned levels. Plan Solid Performance in Operating Profit Actual 100% Exceeded plan through anniversary events and new rarity promotions in flagship titles. Operating Profit Sustainable Cost Optimization Measures Plan Actual 112% Achieved profit outperformance against 100% revenue target by continuing operational efficiency and reducing outsourcing costs; maintained and improved profit margins for long-term titles. Signed New Operational Outsourcing Contract Maintained Revenue Plan While Landing Operating Profit Above Plan Operations will commence in Q4, contributing to stable profit generation in Secondary Operations. 34
(ZG) Amount Raised JPY 198,588,000 Issue Price 0% Discount (Market Price Issuance) / Based on 5-day average closing price Dilution Rate Under 10% (Consideration for existing shareholder interests) Use of Funds App development and marketing expenses for multi-sport expansion Payment Date July 13, 2026 (Mon) Clean structure: Issued at market price (0% discount), balancing required capital and existing shareholder interests.
expanding the "Sports Content" domain—a key growth area—by December 2027. App Development 55% Functional expansion for multi-sport rollout: System investments for UI enhancement and platform compatibility. Marketing and Promotions 45% New user acquisition, brand awareness expansion, and media collaboration initiatives. By expanding "Digital Trading Cards x Fantasy Sports" across multiple sports, we wi ll achi eve Medium-to-Long-Term Profit Maximization vi a the Shortest Path. 37
Deane Sadler Execution and Platfor m MYNET Zero Gaming • Global media operations and extensive deal- ・The operational entity realizing multi-sport Virtus Athletica Fund CEO, Zer o Gaming Inc. making track record • Network across the domestic and international sports industry expansion by integrating real match data with user behavior Financial Capital ・ Actively investing in highly viable and innovative sectors under a MAS-compliant governance framework Integrating Each Entity's Strengths to Advance "Multi-Sport Expansion" via the Shortest Path in the Fastest Time.
leading expert in the sports media and broadcasting rights business in the Japanese market. Possesses extensive experience in global media and a robust network with domestic and international stakeholders. Director, Hokkaido Consadole Sapporo (Present) Founding Member and Director, DAZN Japan Served in executive roles at News Corp, MTV, and Perform Media Japan Former player for Toshiba Rugby Club (1996 Japan Rugby Championship Winner)
for Shareholder Returns • Independent funds dedicated exclusively to shareholder returns, generated through balance sheet (BS) optimization. • Defensive return capital backed by stable earnings from Secondary Operations. → Currently considering flexible execution within this fiscal year. Grow th Investment • Independent funds dedicated exclusively to growth investments for executing multi-sport expansion. • Aggressive investment capital for mid-to-long-term business growth. → Concentrated allocation to Key Growth Areas. Maximizing Capital Efficiency by Clearly Separating the "Wallet for Shareholder Returns" and the "Wallet for Growth Investments".
Investments in H1. Aiming for Full-Year Forecasts via H2 Growth On Top of Solid Core Earnings H1 Review H1 Performance on Track Concentrated Investment in Sports Content Growth in Key Growth Areas H2 Actions Full-Scale Monetization of Sports Content Expanding Earnings Contributions Across Key Areas Stable Profit Generation in Secondary Operations Achievement of Full-Year Forecasts Continued Strength in Secondary Operations Aiming for full-year forecasts via robust core earnings and H2 growth. 42
in this presentation contain so-called “forward-looking statements.” These statements are based on current expectations, forecasts, and assumptions that involve risks and contain uncertainties that could cause actual results to differ materially. These risks and uncertainties include general industry and market conditions, as well as general domestic and international economic conditions, such as fluctuations in interest rates and foreign exchange rates. The Company assumes no obligation to update or revise any “forward-looking statements” contained in this presentation, even if new information or future events arise. Contact Information To ensure fair and accurate responses, all IR inquiries are handled exclusively through our inquiry form, and we do not provide support by phone. We apologize for the inconvenience and kindly ask that you reach out to us using the form at the URL below. Inquiry Form: https://www.mynet.co.jp/ir/contact 43
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