Trusco Nakayama Corporation · TSE:9830
Trusco Nakayama — FY2025 Earnings Presentation
47 slides from Trusco Nakayama's earnings presentation, Feb 13, 2026
Slide 1: The 63rd Business Year Business Performance Data Analysis
The 63rd Business Year Business Performance Data Analysis FYE December 31, 2025 Published by: (Securities code: 9830) Business Management Department, Corporate Planning Division, Public and Investor Relations Section Trusco Fiorito Bldg. 10th floor, 4-28-1, Shinbashi, Minato-ku, Tokyo 105-0004, Japa
Slide 2: Table of Contents
Table of Contents 04. Financial and Other Performances …… P. 19 [Consolidated] Selling, general and administrative expenses (SGA) [Consolidated] Capital expenditures Future capital investment plans 01. Company Profile ……………………… P.3 [Consolidated] Quarterly business performance and budget (quarterly)
Slide 3: Company Profile
01 Company Profile Company overview Business flow 3 Copyright 2026 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 4: Company overview
Company overview Corporate message Company name TRUSCO Nakayama Corporation “GAMBARE!! Founding May 15, 1959 JAPANESE MONODZUKURI”. Tetsuya Nakayama, President Chairman, Nakayama Visual Welfare Foundation Representative Vice president, Japan Federation of Machine Tool Distributors Associations Presi
Slide 5: Business flow
Business flow Manufacturers Wholesale Distributors Users 3,729companies Retail 5,680 companies ∞ (infinite) Factory route Connecting an outlet to Manufacturers, Domestic suppliers We deliver our products to factories, construction Trusco is an easy way to construction sites, and other manufacturing
Slide 6: Company-wide Business Performance
02 Company-wide Accounting highlights [Consolidated] Business performance [Consolidated] Monthly sales Business Performance 6 Copyright 2026 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 7: Accounting highlights
Accounting highlights ▮Actual result for FYE December 31,2025(63rd business year) Net sales expanded due to the increased use of highly convenient services, notably our “NIAWASE+U-choku” (Order 320,043million yen Net Sales Consolidation + Direct Delivery Service). These services are powered by the s
Slide 8: [Consolidated] Business performance
[Consolidated] Business performance ※1 This is the revised budget announced on August 12, 2025. Actual results for FYE December 31, FYE December 31, 2025 2024 (62nd business year) (63rd business year) Points Change Actual results Share YoY change Actual results Share YoY change from ・Net Sales budge
Slide 9: Monthly sales
[Consolidated] Monthly sales FYE December 31, 2025 ▮ Results (January to-December) Sales per day and operating days ・Orders are constantly placed for January February March April May June July August September October November December Total consumables used in factories. As Sales per day (million y
Slide 10: Sales Performance
[Consolidated] Business performance by sales route ・Factory route 03 ・e-business route ・Home center route ・Business performance of subsidiaries [Non-consolidated] Sales by category of goods Sales [Non-consolidated] Changes in sales by category of goods (small category) Performance [Non-consolidated]
Slide 11: Business performance by sales route
[Consolidated] Business performance by sales route Factory Route sales increased by 7.2% compared to the previous period, driven by enhanced customer convenience through measures such as expanding inventory in line with market demand. e-Business Route sales grew by 12.9% compared to 2024, achieved b
Slide 12: Business performance by sales route: Factory route
[Consolidated] Business performance by sales route: (Factory route) This route delivers our products to factories, construction sites, and other manufacturing sites through machine tool dealers, etc. While business conditions in the manufacturing sector are returning to their pre-pandemic levels, th
Slide 13: Business performance by sales route: e-business route
[Consolidated] Business performance by sales route: (e-business route) This is a distribution route that delivers products to manufacturing sites such as factories and construction sites, as well as to general consumers, through online retailers. By offering “NIAWASE + U-Choku”(Order Consolidation +
Slide 14: Business performance by sales route: Home center route
[Consolidated] Business performance by sales route: (Home center route) This channel delivers products to general consumers and others through home centers and pro shops. By leveraging inventory and logistics facilities, we actively pursued proposals for store-based sales, e-commerce operations, and
Slide 15: Business performance of subsidiaries
[Consolidated] Business performance by sales route: (Business performance of subsidiaries) We strengthened our sales activities by reviewing inventory items and developing local customers and suppliers. Trusco NAKAYAMA CORPORATION (non-consolidated) Trusco NAKAYAMA CORPORATION (THAILAND) LIMITED PT.
Slide 16: [Non-consolidated] Sales by category of goods
[Non-consolidated] Sales by category of goods FYE December 31, 2025 (63rd business year) (Unit: million yen, %) Points Gross Gross Category of goods Category of goods Medium category Trusco's sales Share QoQ change profit Medium category Trusco's sales Share QoQ change profit (large category) (large
Slide 17: Changes in sales by category of goods (small category)
[Non-consolidated] Changes in sales by category of goods (small category) FYE December 31, 2025 (63rd business year) (unit: million yen, %) Points +1,421 Sales increased as demand for Heatstroke Fan-cooled summer-related products rose Prevention Spot Air Workwear Disaster following the mandatory Goo
Slide 18: Sales of private brand (PB) goods
▮ Private brand product share in net sales [Non-consolidated] Sales of private brand (PB) goods The development of our private brand "TRUSCO" takes longer than the expansion of our national brand product lineup, resulting in a declining sales composition ratio. However, we will continue to work on i
Slide 19: Financial and Other Performances
[Consolidated] Selling, general and administrative expenses (SGA) 04 [Consolidated] Capital expenditures Future capital investment plans [Consolidated] Quarterly business performance and budget (quarterly) Financial and [Consolidated] Quarterly business performance and budget Other (cumulative) Perf
Slide 20: Selling, general and administrative expenses (SGA)
[Consolidated] Selling, general and administrative expenses (SGA) Selling, general and administrative expenses increased by + 5.3% year-on-year. This was due to higher salaries, bonuses, and welfare expenses following the base salary revision for all employees implemented in July 2025, as well as in
Slide 21: Capital expenditures
[Consolidated] Capital expenditures Actual and major capital expenditures (Unit: million yen) Investment Details of major capital expenditures in 2025 Actual investment Performance ①HC East Japan Distribution Center new construction（total investment:17,200 million yen） 11,080 Land and buildings Land
Slide 22: Future capital investment plans
Future capital investment plans ▮ Planet Aichi ▮ HC East Japan Distribution Center [Role of HC East Japan Distribution Center] [Role of Planet Aichi] (1) Strengthening the delivery system for Home Center Route (1) A base capable of holding more than 1 million items in stock (2) Stock center for good
Slide 23: Quarterly business performance and budget (quarterly)
[Consolidated] Quarterly business performance and budget (quarterly) FYE December 31, 2025 (63rd business year) [Quarterly] (million yen,%) *The budgets for the first and second quarter are based on the budget at the beginning of the period, and the budgets for the third and fourth quarter are based
Slide 24: Quarterly business performance and budget (cumulative)
[Consolidated] Quarterly business performance and budget (cumulative) FYE December 31, 2025 (63rd business year) [Cumulative] (million yen,%) *The budgets for the first and second quarter are based on the budget at the beginning of the period, and the budgets for the third and fourth quarter are bas
Slide 25: Management Plan
[Consolidated] Full-year Management plan for the 64th business year [Consolidated] 64th Business Year Management plan by sales route 05 [Consolidated] Selling, General and Administrative Expenses Plan for the 64th Fiscal Year [Consolidated] Capital Expenditure Plan for the 64th Fiscal Year Managemen
Slide 26: Full-year Management plan for the 64th business year
[Consolidated] Full-year Management plan for the 64th business year We aim for further sales growth, projecting ¥341,000 million in net sales. This will be achieved by expanding shipping capacity through our new logistics center and promoting proprietary services that leverage extensive inventory, a
Slide 27: 64th Business Year Management plan by sales route
[Consolidated] 64th Business Year Management plan by sales route ▮ Plans by sales route for the fiscal year ending December 2026(64th business year) FYE December 31, 2025 (63rd business year) FYE December 31, 2026(64th business year) Year-on- results Share budget Share year change Factory route 211,
Slide 28: SG&A Plan for 64th Fiscal Year
[Consolidated] Selling, General and Administrative Expenses Plan for 64th Fiscal Year Plan: 50,080 million yen (+14.0% YoY, +6,165 million yen) FYE December 31, 2025 (63rd business year) FYE December 31, 2026 (64th business year) Surveyed Subjects Year-on-year Year-on-year Change from previous resul
Slide 29: Capital expenditures plan for 64th
[Consolidated] Capital expenditures plan for 64th Planned major capital expenditures (Unit: million yen) Total Investment Details of major capital expenditures in 2026 Investment Plan Plan ①HC East Japan Distribution Center new construction（total investment:17,200 million yen） 3,391 Land and buildin
Slide 30: Quarterly business budget (Quarterly)
[Consolidated] Quarterly business budget (Quarterly) FYE December 31, 2026 (64th business year) [Quarterly] (Unit: million yen,%) 1st Quarter (+1 day) 2nd Quarter (-1 day) 3rd Quarter (-1day) 4th Quarter (±0 day) Budget Share QoQ change Budget Share QoQ change Budget Share QoQ change Budget Share Qo
Slide 31: Quarterly business budget (Cumulative)
[Consolidated] Quarterly business budget (Cumulative) FYE December 31, 2026 (64th business year) [Cumulative] (Unit: million yen,%) 1st Quarter (+1 day) 2nd Quarter (±0 day) 3rd Quarter (-1 day) Full year (-1 days) Budget Share QoQ change Budget Share QoQ change Budget Share QoQ change Budget Share
Slide 32: Business Forecast
Business Forecast ５years later Our Projected Sales Growth (Reference) 500,000 million (+8.0％) yen MRO Market Size: Approx. ¥10 Trillion 463,000 428,000 (+8.2％) 396,000 (+8.1％) 367,000 (+7.9％) 341,000 (+7.6％) 320,000 Net Sales (+6.5％) (YoY) (+8.5％) Direct shipping to 47,500 60,000 73,000 90,000 108,0
Slide 33: Vision - Medium-term management ability targets -
Vision - Medium-term management ability targets - 1. We want to be a company that stocks over 1 million items by 2030. 3. We want to increase the usage rate of our "Sokuto ・We aim to stock over one million items by 2030. While we had 620,000 items at the Meijin" AI estimation system to 50%. end of 2
Slide 34: Vision - Medium-term management ability targets -
Vision - Medium-term management ability targets - 6. We want to be a platformer that supports the foundation of 9. We want to be a company that can be of help in times of Japanese manufacturing. emergency. ・We are strengthening our BCP ・Based on our belief that "immediate capabilities through our ex
Slide 35: Various key indicators
06 Merchandise Catalogs & Media Logistics Sales Various key indicators Digital 35 Copyright 2026 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 36: Key indicators (Merchandise/Catalogs & Media)
Key indicators (Merchandise/Catalogs & Media) [Before revenue recognition・ Plan for FYE December FYE December 31, 2024 FYE December 31, 2025 Non-consolidated] Key indicators 31, 2026(64th business in company-wide sales (62nd business year) (63rd business year) year) Sales of New Inventory Number of
Slide 37: Key indicators (Logistics)
Key indicators (Logistics) [Before revenue recognition・Non-consolidated] Changes in the number of direct delivery to users and sales FYE December 31, FYE December 31, Plan for FYE December Key indicators 2024 (62nd business 2025 (63rd business 31, 2026(64th business year) year) year) Inventory shipm
Slide 38: Key indicators (Logistics)
Key indicators (Logistics) FYE December 31, 2024 FYE December 31, 2025 Plan for FYE December 31, Key indicators (62nd business year) (63rd business year) 2026(64th business year) Number of chartered vehicle deliveries 146 136 128 Logistics Number of own company deliveries 132 143 151 Rate of own com
Slide 39: Key indicators (Sales)
Key indicators (Sales) Trends in the number of MRO stockers installed and sales Plan for FYE December FYE December 31, 2024 FYE December 31, 2025 Key indicators (62nd business year) (63rd business year) 31, 2026(64th business year) Number of corporate clients 5,652 5,680 5,715 Sales Number of compan
Slide 40: Key indicators (Digital)
Key indicators (Digital) FYE December 31, 2024 FYE December 31, 2025 Plan for FYE December 31, Since launching our Internet ordering Key indicators (62nd business year) (63rd business year) 2026(64th business year) system "Web Trusco" in 2002, we have been automating ordering. Additionally, System o
Slide 41: ESG Information
07 ESG Information TRUSCO's "Gentleness for the Future" Project Sustainability indicators Relationship with society & corporate governance 41 Copyright 2026 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 42: Trusco's "Gentleness for the Future" Project
Trusco's "Gentleness for the Future" Project Trusco's "Gentleness for the Future" Project We have been making various environmental efforts under our environmental philosophy "Gentleness for the Future" since 1998, based on our desire "to be a global environment- friendly company so that our small e
Slide 43: Sustainability indicators: CO2 emissions
Sustainability indicators CO₂ emissions (as of the end of 2025) CO₂ emissions from fuel use (Scope 1) 2,185t-co₂ / CO₂ emissions from electricity use (Scope 2) 8,636t-co₂ CO₂ emissions in the supply chain (Scope 3 * ) 2,633,927t-CO₂ ※Only Scope 3 is for the year 2024. ▮ CO₂ emission reduction throug
Slide 44: Sustainability indicators
Sustainability indicators Workshop Role of repair workshop "Naojiro" Naojiro TRUSCO power generation installations: at 21 locations It is a service that maintains the safety and precision essential for pro tools, and aims to reduce the environmental impact and contribute to cost Annual solar power g
Slide 45: Relationship with society & corporate governance
Relationship with society & corporate governance “Trusco Unknown Gulliver”, TV program provided by a single company Open judge system for promotion (OJS = 360 degree evaluation) This is a program provided by a single company that conveys our company's This is a system in which all employees who know
Slide 46: Reference Information
08 Reference Index comparison in the industry Information 46 Copyright 2026 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 47: Index comparison in the industry
Index comparison in the industry Performance of trading companies and direct sales companies (listed companies) in the same industry [Wholesale] YoY Market capitalization Trading companies in the Closing month Net sales (million yen) machine tools industry change (100 million yen) include the compan