Yamazen Corporation · TSE:8051
Yamazen — FY2025 Q3 Earnings Presentation
69 slides from Yamazen's earnings presentation, Mar 10, 2026
Slide 1: FY2025 Q3 Financial Results Briefing
YAMAZEN CORPORATION FY2025 Financial Q3 Results Briefing March 10, 2026 Securities Code: 8051 (Prime)
Slide 2: Table of Contents
Table of Contents ◼ Business Overview and Medium-Term Management Plan “PROACTIVE YAMAZEN 2027” ◼ Overview of FY2025 Q3 Financial Results ◼ Initiatives Aimed at Global Business Growth ◼ Strategic Partnership and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns
Slide 3: Table of Contents
Table of Contents ◼ Business Overview and Medium-Term Management Plan “PROACTIVE YAMAZEN 2027” ◼ Overview of FY2025 Q3 Financial Results ◼ Initiatives Aimed at Global Business Growth ◼ Strategic Partnership and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns
Slide 4: Management Philosophy
Management Philosophy Management of Fostering Personnel To make active use of personnel, and to foster independent and virtuous employees Management of Breaking Through To challenge, innovate and create Management of Trust To respond to the needs and expectations of Founder Takeo Yamamoto society an
Slide 5: Leading worldwide manufacturing and enriched lives
Aims for 2030 (VISION) Leading worldwide manufacturing and enriched lives Yamazen has continually been a contributor to society, satisfying numerous user expectations in the two domains of Production Equipment that support manufacturing, and Consumer Goods that enrich everyday living. Moving forward
Slide 6: Business Models and Business Domains
Business Models and Business Domains ⚫ Founded as a wholesaler of industrial tools (production equipment), we have expanded our business to include the machine tools, industrial machinery, and housing-related domains A ⚫ Our continuous transactions with many distributors have allowed us to establish
Slide 7: Net Sales Composition by Business (FY2024 Result)
Net Sales Composition by Business (FY2024 Result) Consumer Goods Production Equipment 179,506 million yen (34.8%) 333,205 million yen (64.6%) Machine Tools Business Home Products Business 72,217 million yen (14.0%) 100,883 million yen (19.6%) FY2024 Industrial Solution Business Building Materials Bu
Slide 8: Medium-term Management Plan PROACTIVE YAMAZEN 2027
Medium-term Management Plan “PROACTIVE YAMAZEN 2027” ⚫ The previous medium-term management plan (FY2022–FY2024) Value Enhancement was positioned as a “Functional Expansion Period.” Building on Period this foundation, the company has launched a new three-year -FY2030 medium-term management plan, “PRO
Slide 9: Medium-term Management Plan: Sales/Profits/Management Indicators
Medium-term Management Plan: Sales/Profits/Management Indicators ■Sales/Profits (Million yen) FY2024 FY2025 Forecasts FY2027 Forecasts Results Vs. FY2024 Results Vs. FY2024 Results Net sales 516,126 530,000 +2.7% 600,000 +16.3% Operating profit 9,535 10,000 +4.9% 16,000 +67.8% Ordinary profit 10,018
Slide 10: Medium-term Management Plan: Sales and Profits by Segment
Medium-term Management Plan: Sales and Profits by Segment (Million yen) Net sales Segment profit (based on disclosed segments, bottom row is operating profit margin) FY2025 Full-year FY2027 Full-year FY2025 Full-year FY2027 Full-year Forecasts Forecasts Forecasts Forecasts FY2024 FY2024 Results Vs.
Slide 11: Table of Contents
Table of Contents ◼ Business Overview and Medium-Term Management Plan “PROACTIVE YAMAZEN 2027” ◼ Overview of FY2025 Q3 Financial Results ◼ Initiatives Aimed at Global Business Growth ◼ Strategic Partnership and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns
Slide 12: Executive Summary: Summary of Q3 Financial Results
Executive Summary Summary of Q3 Financial Results ⚫ Outline of Initiatives ✓ Domestic: While the automotive industry's appetite for capital investment is generally sluggish, accurately ascertain the needs for automation and labor-saving, and proactively develop the non- residential sector ✓ Global:
Slide 13: FY2025 Q3 Consolidated Profit and Loss Results
FY2025 Q3 Consolidated Profit and Loss Results Net sales: 398,455 million yen, +4.1% YoY Gross profit: 60,924 million yen, +7.1% YoY • Demand for capital investment overseas increased. • Gross profit increased due to increased sales. • Demand for renewal of air conditioning and other housing equipme
Slide 14: Factors for Changes in Operating Profit
Factors for Changes in Operating Profit ⚫ Gross profit increased on the back of strong sales. ⚫ While personnel expenses, commission expenses, and advertising and promotion expenses—primarily related to home products— increased, we thoroughly reviewed and rationalized various operating expenses. (Mi
Slide 15: External Environment
External Environment ⚫ The Group’s performance is influenced mainly by capital investment in the Production Equipment segment and by personal consumption in the Consumer Goods segment. External Environment in FY2025 Q3 Business Segments External Environment Impact Mainly Affected Capital investment
Slide 16: FY2025 Q3 Net Sales by Business Division
FY2025 Q3 Net Sales by Business Division ⚫ In the Production Equipment segment, the Industrial Solution Business, which is responding to the needs for automation, labor saving, and improving working environments, and the Overseas Business, which is capturing equipment demand in China and ASEAN, are
Slide 17: Domestic Production Equipment Business: Q3 Results
Domestic Production Equipment Business: Q3 Results ⚫ In the Machine Tools Business, sales of machine tools to major auto parts processing manufacturers were slightly lower than the previous year. ⚫ In the Industrial Solution Business, sales of equipment and machinery for responding to automation, la
Slide 18: Global Business: Q3 Results
Global Business: Q3 Results ⚫ We captured demand from capital investment by domestic demand-oriented companies in China and new capital investment demand in ASEAN due to the transfer of production from other regions, resulted in performance growth YoY. ⚫ In North America, capital investment in the m
Slide 19: Building Materials Business: Q3 Results
Building Materials Business: Q3 Results ⚫ Sales of air conditioning equipment were strong on the back of demand for energy-saving renovations and sales of products such as water heaters that meet consumers' cost-saving needs also remained firm. ⚫ We strengthened proposals for facility renovations th
Slide 20: Home Products Business: Q3 Results
Home Products Business: Q3 Results ⚫ Sales grew through expanding the product lineup and improving information dissemination of the YAMAZEN brand (private brand) through social and other media. ⚫ Sales of workwear with built-in cooling fans and spot coolers were solid in the first half due to the ex
Slide 21: Table of Contents
Table of Contents ◼ Business Overview and Medium-Term Management Plan “PROACTIVE YAMAZEN 2027” ◼ Overview of FY2025 Q3 Financial Results ◼ Initiatives Aimed at Global Business Growth ◼ Strategic Partnership and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns
Slide 22: Acquisition of shares of a local machinery trading company in Malaysia
(1) Acquisition of shares of a local machinery trading company in Malaysia ⚫ Acquisition of all shares in AtoG1, the parent company of CK Mac Global Sdn. Bhd. in Malaysia. ⚫ CK Mac Global: a leading local machine tool distributor in Malaysia, with four locations delivering machine tool sales and eng
Slide 23: Strengths and complementarities of acquired company
(1) Strengths and complementarities of acquired company 1 Client base with ongoing trading 2 Machine tool sales capabilities, including engineering services 3 Wide range of customer sectors 4 Local personnel that understand local customs and needs By leveraging management resources with our Malaysia
Slide 24: Basic agreement on acquisition of shares of a local trading company in Indonesia
(2) Basic agreement on acquisition of shares of a local trading company in Indonesia ⚫ Basic agreement to acquire shares of PT. Somagede Indonesia (SGI), a local cutting tools and adhesive distributor in Indonesia ⚫ SGI sells cutting tools mainly from Japanese manufacturers and adhesives and mainten
Slide 25: Strengths and complementarities of acquired company
(2) Strengths and complementarities of acquired company 1 Extensive sales network, including remote islands 2 Client base with ongoing trading 3 Long-standing, stable local entity with a proven track record 4 Inventory center and product shipping infrastructure Efficiently strengthening and expandin
Slide 26: Table of Contents
Table of Contents ◼ Business Overview and Medium-Term Management Plan “PROACTIVE YAMAZEN 2027” ◼ Overview of FY2025 Q3 Financial Results ◼ Initiatives Aimed at Global Business Growth ◼ Strategic Partnership and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns
Slide 27: Purpose of Strategic Partnership and Financing
Purpose of Strategic Partnership and Financing As part of our initiatives to further enhance corporate value, we have entered into a strategic partnership with Advantage Partners (“AP”) and have arranged secure financing. About AP’s private solutions to support the growth of listed companies ✓ The t
Slide 28: Aim of This Partnership
Aim of This Partnership Drive step-change improvements in execution capability to transform potential into measurable outcomes Copyright © 2025 YAMAZEN CORPORATION 27
Slide 29: Growth Image under Partnership with AP
Growth Image under Partnership with AP By further expanding functions during the current medium-term plan, we will improve our growth potential early on. Growth Image Medium-Term Management Plan (3-Year) Final Year Operating Profit (Billion yen) Illustrative Impact of the Partnership Growth on a Sta
Slide 30: Key Challenges Identified from Recent Results
Key Challenges Identified from Recent Results While on a gradual upward trend in sales, it is not accompanied by profit growth, repeated shortfalls against plan. Trends in results (sales, operating profit) from past Medium-Term Management Plans Operating profit CAGR (3-year) Results Net sales Operat
Slide 31: Our Five Strategic Priorities for the Current Medium-Term Management Plan
Our Five Strategic Priorities for the Current Medium-Term Management Plan Sharpen our five strategic priorities to transform potential into measurable outcomes. Medium-Term Management Plan (announced in May 2025) Net Operating Company-Wide Strategy to Realize Vision 売上高 sales 営業利益率 profit margin (Bi
Slide 32: Initiatives for Enhancing Corporate Value
Initiatives for Enhancing Corporate Value Our five (2) Accelerating global Improve capital efficiency and enhance corporate value (3) Upgrading sales strategic Financial Strategy (5) Strengthening enhancement management management infrastructure sustainability through the implementation of five stra
Slide 33: Expanding the Value Creation Foundation with AP (Illustration)
Expanding the Value Creation Foundation with AP (Illustration) Turn transformational concepts into execution and deliver step-change growth on an accelerated timeline １ Drive operational transformation ２ Accelerate expansion into new business domains ３ Embed best practices companywide １ Current busi
Slide 34: Leverage AP's Functions to Drive Operational Transformation
1. Leverage AP’s Functions to Drive Operational Transformation Unlock the comprehensive strengths of our dual-pillar trading company spanning production equipment and consumer goods 1 Resilience-enhancing Growing Businesses New Businesses Businesses Reinforcing the Engineering New business through S
Slide 35: Leverage AP's Functions to Accelerate Expansion into New Business Domains
2. Leverage AP’s Functions to Accelerate Expansion into New Business Domains Achieve sustainable growth and value creation through the establishment of organizational capabilities that enable continuous M&A Resilience-enhancing Growing Businesses New Businesses ２ Businesses Reinforcing the Engineeri
Slide 36: Leverage AP's Capabilities to Embed Best Practices Companywide
3. Leverage AP’s Capabilities to Embed Best Practices Companywide Establish a highly repeatable management system to institutionalize ever-advancing execution capabilities Resilience-enhancing Growing Businesses New Businesses Businesses Reinforcing the Engineering New business through Strengthening
Slide 37: Business Portfolio Growth Trajectory
Business Portfolio Growth Trajectory Transform potential into measurable outcomes and materially accelerate growth Allocate all capital earned through the Wholesale Business into New Pre-Partnership Businesses deepening the creation of value and high-growth business domains New business pillars thro
Slide 38: Overview of Financing
Overview of Financing (Issuance of Convertible Bonds with Share Subscription Rights) ⚫ We aim to reduce cash-based financing costs by securing zero-coupon funds. ⚫ The CBs include a contingent conversion provision and an issuer acquisition/cash-settlement provision (par-value cash settlement through
Slide 39: Schedule (Strategic Partnership, Financing)
Schedule (Strategic Partnership, Financing) Next Medium-Term Management Plan period and thereafter Time of issuance 1 year later 2 years later 3 years later 4 years later 5 years later 2026/3 2027/3 2028/3 2029/3 2030/3 2031/3 Growth support Strategic Partnership with AP Payment completed on schedul
Slide 40: Structure of the CBs
Structure of the CBs Conceptual diagram of an automatic-exercise, Dilution comparison by financing structure par-value cash-settled CB (share-count basis) (Billion yen) Share price increase Cash CB issuance (e.g. 2 times) settlement The par value portion of the Without a par-value cash settlement pr
Slide 41: Use of funds to be procured
Use of funds to be procured ⚫ Through the acquisition of treasury shares, we will mitigate the impact on our shares’ supply–demand dynamics from potential dilution arising from, among other things, conversions of outstanding Euroyen-denominated CBs (¥10 billion) and third-party allotment CBs (¥28 bi
Slide 42: Medium-Term Management Plan Cash Allocation Policy Prior to Financing
Medium-Term Management Plan Cash Allocation Policy Prior to Financing ⚫ Operating cash flows generated during the period will be allocated to shareholder returns and growth investments as in the previous Medium-Term Management Plan. ⚫ We set out the priorities and criteria for allocation (below). Fr
Slide 43: Capital Allocation After Financing
Capital Allocation After Financing ⚫ We will flexibly review and disclose cash allocations in a timely manner in accordance with the status of this financing and growth investments. ⚫ In principle, our shareholder return policy remains unchanged. ⚫ We will strengthen cash generation through the part
Slide 44: Table of Contents
Table of Contents ◼ Business Overview and Medium-Term Management Plan “PROACTIVE YAMAZEN 2027” ◼ Overview of FY2025 Q3 Financial Results ◼ Initiatives Aimed at Global Business Growth ◼ Strategic Partnership and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns
Slide 45: Shareholder Returns
Shareholder Returns ⚫ The higher amount between a 40% dividend payout ratio and a 3.5% dividend on equity will be adopted. Treasury share (Yen) acquisition amount Approx. 6 billion yen 160 Treasury share 140 acquisition amount 141.0 Approx. 5 billion yen 120 128.8 133.7 100 80 85.6 90.6 84.1 80.3 73
Slide 46: Introduction of a New Shareholder Benefit Program
Introduction of a New Shareholder Benefit Program ⚫ A new shareholder benefit program has been established to deepen understanding of YAMAZEN-brand products and businesses through the shareholder benefits, and to attract individual investors by enhancing investment appeal. ⚫ Gifts under the program
Slide 47: Table of Contents
Table of Contents ◼ Business Overview and Medium-Term Management Plan “PROACTIVE YAMAZEN 2027” ◼ Overview of FY2025 Q3 Financial Results ◼ Initiatives Aimed at Global Business Growth ◼ Strategic Partnership and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns
Slide 48: Supplementary Materials for Full-Year Earnings Forecasts
Supplementary Materials for Full-Year Earnings Forecasts Copyright © 2025 YAMAZEN CORPORATION 47
Slide 49: FY2025 Full-year Earnings Forecasts
FY2025 Full-year Earnings Forecasts Net sales: +2.7% YoY Operating profit: +4.9% YoY Although the economic environment remains uncertain, we will Although amortization of core and logistics system costs, as well as effectively utilize the business foundation that was implemented and increases in per
Slide 50: Revisions to Consolidated Earnings Forecasts for FY2025 by Segment
Revisions to Consolidated Earnings Forecasts for FY2025 by Segment (Million yen) Net sales Segment profit (based on disclosed segments, bottom row is operating profit margin) FY2025 Full-year Forecasts FY2025 Full-year Forecasts Full-year Full-year FY2024 FY2024 Initial Change vs. Pct. Change Initia
Slide 51: Supplementary Materials for Business Model, etc.
Supplementary Materials for Business Model, etc. Copyright © 2025 YAMAZEN CORPORATION 50
Slide 52: YAMAZEN's Three Business Models and Strengths
YAMAZEN’s Three Business Models and Strengths Wholesale Model 1 Engineering Model 2 Model 3 Fabless manufacturer YAMAZEN’s Driving Force Behind Value Creation Independent and virtuous employees who have a pioneering spirit and the ability to think while taking action Copyright © 2025 YAMAZEN CORPORA
Slide 53: Wholesale Model
YAMAZEN’s Three Business Models and Strengths Model 1 Wholesale In the machinery tool industry, it is difficult for small and medium-sized manufacturers, which are our users, to find the optimal equipment from the wide array of manufacturers and products available, and distributors are also explorin
Slide 54: Engineering Model
YAMAZEN’s Three Business Models and Strengths Model 2 Engineering For engineering, we have laid out a system to gather user needs and provide one-stop support, ranging from defining requirements to production line design, procurement of production equipment, installation, and operation. Outside Japa
Slide 55: Fabless Manufacturer Model
YAMAZEN’s Three Business Models and Strengths Model 3 Fabless manufacturer About 60% of sales in the Home Products Business comes from private brand (PB) products. We can commercialize these private brand products swiftly because our merchandisers (MDs), who are familiar with customer needs and have
Slide 56: YAMAZEN's Core Competence
YAMAZEN’s Core Competence YAMAZEN’s Driving Force Behind Value Creation Independent and virtuous employees who have a pioneering spirit and the ability to think while taking action “Destiny is something that you pioneer yourself.” This life philosophy of Founder Takeo Yamamoto is embedded deeply in
Slide 57: Production Equipment Business
Production Equipment Business Machine Tools Business Machine tools (machining centers, CNC lathes, CNC grinding machines, CNC milling Major items machines, electric discharge machines, conventional machine tools, 3D printers, etc.), handled metal forming machines, plate processing machines (presses,
Slide 58: Production Equipment Business
Production Equipment Business Wholesale and Engineering Machine Tools Business, Industrial Solution Business, Tool & Engineering Business At production sites where a high level of expertise is required, we respond to customer needs as they change with the times and promote high-value-added proposal
Slide 59: Domestic Production Equipment Business: Performance Trend and Current Situation
Domestic Production Equipment Business:Performance Trend and Current Situation Net Sales Trend in the Domestic Production Equipment Business Production Equipment Consumer Goods Net sales Machine Tools Industrial S T&E Global Buildin Materials Home Products (million yen) Domestic capital investment g
Slide 60: Global Business
Global Business Global Network Engineering Europe/ Global Business Middle East 3 countries North 3 branches America 1 country Asia 18 branches We promote high-value-added proposal sales at manufacturing sites 10 countries and regions both in Japan and overseas that require a high level of expertise.
Slide 61: Global Business: Performance Trend and Current Situation
Global Business: Performance Trend and Current Situation Net Sales Trend in the Global Business Production Equipment Consumer Goods (million yen) Machine Tools Industrial S T&E Global Building Materials Home Products 120,000 COVID-19 (pandemic) 100,000 Wholesale Wholesale 80,000 Wholesale Engineerin
Slide 62: Consumer Goods Business
Consumer Goods Business Building Materials Business Major items handled Kitchen equipment, Kitchen equipment, cooking cooking equipment, bathroom equipment, bathroom equipment, equipment, washbasin equipment, water washbasin equipment, water boiling equipment, sanitary boiling equipment, sanitary eq
Slide 63: Building Materials Business
Consumer Goods Business Wholesale and Engineering Building Materials Business We provide total support for creating comfortable spaces, from residential to non-residential. We are comprehensively expanding business as a multi-functional trading company that responds to changing needs, from the procu
Slide 64: Building Materials Business: Performance Trend and Current Situation
Building Materials Business: Performance Trend and Current Situation Building Materials Business: Net Sales and Segment Profit Margin Trends Production Equipment Consumer Goods (million yen) Machine Tools Industrial S T&E Global Building Materials Wholesale Home Products 系列1 系列2 8.0% COVID-19 80,000
Slide 65: Home Products Business
Consumer Goods Business Fabless Manufacturer and Wholesale Home Products Business We support the rich and diverse lifestyles of consumers with a wide array of products that utilize our dual functions as a trading company and a fabless maker. Home Products Business Commercial Distribution Suppliers D
Slide 66: Home Products Business: Performance Trend and Current Situation
Home Products Business: Performance Trend and Current Situation Home Products Business: Net Sales and Segment Profit Margin Trends Production Equipment Consumer Goods COVID-19 Machine Tools Industrial S T&E Global Building Materials Home Products (pandemic) (million yen) Stay-at-home demand 120,000
Slide 67: Logistics Strategy: Strengthening the Wholesale Business
Logistics Strategy: Strengthening the Wholesale Business by Improving the Productivity of Distribution Assets ⚫ Sharing distribution assets across business units by implementing LMS/WMS and increasing efficiency through distribution DX ⚫ Several improvement initiatives have been selected as outstand
Slide 68: List of Online Services (Japanese Only)
List of Online Services（Japanese Only） Target Service Name Details Segment Corporations/ ✓ A composite SaaS platform for manufacturing companies manufacturing sites ✓ Providing services to improve streamlining tailored for manufacturing sites, such as equipment management, drawing management, defect
Slide 69: Pioneering a new future, with all of you
emt) Pioneering a new future, with all of you aAKg YAMAZEN 68