Slide 1: Financial Results for the Fiscal Year Ended March 2026
Financial Results for the Fiscal Year Ended March 2026 April 30, 2026 FP Corporation Securities code: 7947 1
Slide 2: Cautions for Handling This Material
Cautions for Handling This Material We have paid extremely close attention to the information provided and contained in the handouts. The forward-looking statements included in the information are our estimates based on the information available at the time of publication, and therefore contain pote
Slide 3: Table of Contents
Table of Contents • Financial Result … 4 for the Fiscal Year Ended March 2026 • To Increase Corporate Value … 16 • Supporting Data … 50 3
Slide 4: Financial Results
Financial Results for the Fiscal Year Ended March 31, 2026 Executive Vice President and Director, Executive General Manager of Finance and Accounting Division Isao Ikegami 4
Slide 5: Financial Summary for the Fiscal Year Ended March 31, 2026
Financial Summary for the Fiscal Year Ended March 31, 2026 Net sales Operating profit Ordinary profit Profit attributable to 240.5 billion yen 21.6 billion yen 21.8 billion yen owners of parent Full year (+4.9 billion yen +2.1%) (+3.1 billion yen +17.0%) (+3.3 billion yen +18.0%) 14.9 billion yen Yo
Slide 6: Results for Increase/Decrease in Ordinary Profit
Results for Increase/Decrease in Ordinary Profit (For the FY Ended March 2026) 0 50.0 100.0 150.0 200.0 250.0 FY ended March 2025 2025年3月期 通期 184.5 Unit: billion yen Full year 18.45 ※ Quantity and product mix improvement Product price revision effect 1st half 6.52 2nd half 11.93 2nd half: Vs. revise
Slide 7: Capital Investments and R&D Costs
Capital Investments and R&D Costs (Results and Projections) Results for Full year Full year projections FY ended March 2025 FY ended March 2026 FY ending March 2027 Increase / Year-on- Increase / Year-on- Unit: million yen Performance Performance decrease year Plan decrease year Tangible fixed asset
Slide 8: Balance Sheet (For the FY Ended March 2026)
Balance Sheet (For the FY Ended March 2026) We used strong infrastructure to establish a barrier to entry and maintained sound financial standing. ⚫ A vertically integrated business model in which we own manufacturing, logistics, and recycling facilities Productivity improved by using state-of-the-a
Slide 9: Cash Flows (For the FY Ended March 2026)
Cash Flows (For the FY Ended March 2026) We maximized our corporate value by allocating the cash we generated to growth investments and shareholder returns. ⚫ Stable cash flows from operating activities Largest share in the food container market, generating stable cash flows. This market is unlikely
Slide 10: Financial Forecasts for the Fiscal Year Ending March 31, 2027
Financial Forecasts for the Fiscal Year Ending March 31, 2027 Financial forecasts ⚫ The environment for procuring raw materials has remained uncertain due to the growing tensions in the Middle East. We expect to be able to continue stable product supply until the end of June. We will monitor changes
Slide 11: Initiatives to Improve ROE
Initiatives to Improve ROE We will increase ROE over the medium to long term by investing aggressively in growth to increase revenue. Trends in ROE Towards the medium- to long-term 13 improvement of ROE 11.5％ 12 ROE 11 Profitability improvement 10.0％ 10 9.4% • Price leadership against sharp 8.9％ ris
Slide 12: Shareholder returns
Shareholder returns We will increase medium-term profit by increasing the earning power of our main business, aiming to further enhance shareholder return. Our shareholder return policy 183.87 EPS (yen) ● Investing in growth to increase earnings 147.80 154.46 per share 140.87 143.50 136.96 ▶ Since t
Slide 13: Appendix
r7e4 Appendix
Slide 14: Financial Results Summary (For the FY Ended March 2026)
Financial Results Summary （For the FY Ended March 2026） Full year Results for Full year Remarks projections(revised) FY ended March 2025 FY ended March 2026 FY ended March 2026 <Products> • Product quantity decreased 0.3% year on year due to weaker consumer Increase/ Year-on Progress spending amid i
Slide 15: Enhancing IR Activities
Enhancing IR Activities FPCO Integrated Report 2026 To be published at the end of September 2026 We will continue to improve our corporate value by using our integrated report to enhance our dialogue with stakeholders. Cover (for illustrative purposes only) 15
Slide 16: To Increase Corporate Value
To Increase Corporate Value Chairman, Representative Director and Group Representative Morimasa Sato 16
Slide 17: Table of Contents
Table of Contents 01. Impact of the Middle East Situation 02. Management Strategy Reflecting Changes in the Market 03. Eco-Friendly Strategies 04. Utilization of the FPCO Group’s Infrastructure 05. Growth Strategy 17
Slide 18: 01. Impact of the Middle East Situation
01. Impact of the Middle East Situation 02. Management Strategy Reflecting Changes in the Market 03. Eco-Friendly Strategies 04. Utilization of the FPCO Group’s Infrastructure 05. Growth Strategy 18
Slide 19: Impact of the Middle East Situation
Impact of the Middle East Situation The prices of crude oil, naphtha, and other materials have soared due to the Middle East situation. The prices of all of our major materials, PS, PET, and PP, have increased by around 100 yen/kg (from April 2026). We expect to maintain a stable supply through the
Slide 20: 02. Management Strategy Reflecting Changes in the Market
01. Impact of the Middle East Situation 02. Management Strategy Reflecting Changes in the Market 03. Eco-Friendly Strategies 04. Utilization of the FPCO Group’s Infrastructure 05. Growth Strategy 20
Slide 21: Recovery of Product Sales Volume
Recovery of Product Sales Volume 110.0% Despite consumers becoming more cautious about spending due to inflation, sales volumes have recently started to recover, mainly in the supermarket sector. YoY (%) 101.2% 101.5% 100％ 100.0% 97.8% 98.3% 90.0% YoY change of full-year results 100.0% 101.2% 99.7%
Slide 22: Respond to Changing Needs
Respond to Changing Needs Containers that are compatible Shortage of labor with the use of machines Manufacturing process Feeding Lidding and top seal Storage in containers Dishing out Labeling at Deli PC containers packaging and transportation Containers which can be Container which can be used wit
Slide 23: New Products to Increase the Top Line (1): Addressing the Labor Shortage
New Products to Increase the Top Line (1): Addressing the Labor Shortage Drip Pocket: A New Product Helping Customers Reduce Costs Point Adds value to general-purpose containers through patented molding technology that enables precise shapes and drip retention using surface tension. No need for abso
Slide 24: New Products to Increase the Top Line (2): Addressing the Soaring Food Prices
New Products to Increase the Top Line (2): Addressing the Soaring Food Prices We have added 91 molds to our 6 mainstay series to respond to changing portion size needs. Sales Volume YoY 200% (December, 2025 Results) MSD Layer series Shiori series MFP Pashio series MFP Yu Deli series Ryokaku series R
Slide 25: Frozen Medical and Nursing Care Food, a Growth Market
Frozen Medical and Nursing Care Food, a Growth Market While the overall population is declining, the elderly population continues to grow, driving changes in food service operations. Addressing the increasingly severe labor shortage has become an urgent issue. * Source: 2022 statistical survey by th
Slide 26: Frozen Medical and Nursing Care Food, a Growth Market
Frozen Medical and Nursing Care Food, a Growth Market There has been progress in the transition from returnable containers to single-use containers due to the labor shortage Returnable containers Single-use containers ● Dishwashing accounts for 40% of ● Reduction of washing work kitchen operations.
Slide 27: Development of Technologies for Cold-resistant Containers
Development of Technologies for Cold-resistant Containers Development of cold-resistant PPiP-talc®, a new material A lineup of 12 product series containing a total of 33 items Point 1 Reduction of plastic usage FT-TS More than 25% reduction in the use of plastics compared to cold-resistant PP Point
Slide 28: Development of Technologies for Cold-resistant Containers
Development of Technologies for Cold-resistant Containers Established fixed-position forming technology through vacuum-pressure thermoforming. Point 1 Productivity improvements Manufacturing speed is approx. two times faster than conventional thermoforming Point 2 Visual quality Patterned trays that
Slide 29: Examples of Use in Food Services for Nursing Care Facilities
Examples of Use in Food Services for Nursing Care Facilities WJU Food Systems Okinawa Factory 3,000 meals per day are manufactured and delivered to nursing care facilities in Okinawa ● By using heat-resistant containers, it is possible to manufacture and rapidly freeze food for seven days over a fiv
Slide 30: Example Customers in the Frozen Food Market
Example Customers in the Frozen Food Market Supermarkets Frozen food manufacturer Companies in LIFE CORPORATION Musashino Foods Co., Ltd. Chugoku/Shikoku Industrial catering Hospital and nursing care food Silver Life Co., Ltd Nissin Healthcare Food Service Co., Ltd. Expansion is also underway to maj
Slide 31: 03. Eco-Friendly Strategies
01. Impact of the Middle East Situation 02. Management Strategy Reflecting Changes in the Market 03. Eco-Friendly Strategies 04. Utilization of the FPCO Group’s Infrastructure 05. Growth Strategy 31
Slide 32: Store to Store Recycling
“Store to Store Recycling” Starting and Finishing at the Same Store Trays and PET bottles used at a store are collected at the same store as resources, recycled into food trays and transparent containers, and used again by the same store actively. Supermarkets Consumers FPCO Collection/Sales Cleanin
Slide 33: Expansion of Store-to-Store Recycling: Collaborative Eco Store Declaration
Expansion of Store-to-Store * Source: Supermarket whitepaper for FY2025 from the National Supermarket Association of Japan More than 5,000 stores have signed the Collaborative Eco Store Declaration! (Total number of supermarkets in Japan: Approx. 23,000*) As of April 2026 5,261 stores of 141 compani
Slide 34: Growth of Eco-friendly Products
Growth of Eco-friendly Products More supermarkets choose eco-friendly products. Eco-friendly products sales volume Eco-friendly products 113.4% compared to the fiscal year ended March 31, 2023 Launch of the Collaborative Eco Store Declaration Percentage of all products 100.9% '23/3 '24/3 '25/3 '26/3
Slide 35: Reduction of CO2 Emissions Achieved through Eco Products
Reduction of CO2 Emissions Achieved through Eco Products Eco PS containers Eco APET and Eco OPET containers CO2 emission reduction effect CO2 emission reduction effect Products shipped on April 1, 2026 and beyond 33% 30% Comparison of the CO2 emissions between new trays Comparison of the CO2 emissio
Slide 36: Contributions to CO2 Reductions through Eco-friendly Products
Contributions to CO2 Reductions through Eco-friendly Products CO2 reductions achieved through the manufacture and sale of eco-friendly products have exceeded the Group’s business-related CO2 emissions for three consecutive years. CO2 emissions that can be avoided by manufacturing and selling eco-fri
Slide 37: For the Expansion of Sales of Eco PS Products
For the Expansion of Sales of Eco PS Products Dissolution and separation recycling: Temporarily suspended as priority is being placed on securing virgin materials 1/ Material 2 Non-tinted recycling Foam trays White trays PS pellets Eco PS collected at stores (white or colored/patterned) Approx. 8,00
Slide 38: 04. Utilization of the FPCO Group's Infrastructure
01. Impact of the Middle East Situation 02. Management Strategy Reflecting Changes in the Market 03. Eco-Friendly Strategies 04. Utilization of the FPCO Group’s Infrastructure 05. Growth Strategy 38
Slide 39: Cooperation with Packaging Material Wholesalers
Cooperation with Packaging Material Wholesalers Enhancing wholesalers’ operations using the Group’s infrastructure to drive revenue growth M&A performance 2010 2013 2014 2016 2023 2025 FPCO International FPCO Ishida FPCO Miyako Himo FPCO Ueda APEX Corporation MAEBASHI HOSO Package Co., Ltd. Co., Ltd
Slide 40: Performance of FPCO International Packaging
Performance of FPCO International Packaging Expanding the growth model, which uses the Group's infrastructure, into wholesalers Work and labor productivity Net sales and ordinary profit 30.5 Net sales Net sales 1,100 Labor productivity 70.7 Ordinary profit 30.5 billion yen 31,000 Net sales 900 (bill
Slide 41: LSSPI (Overseas)
LSSPI (Overseas) Steady progress in the improvement of productivity There has been progress in improving both sales and profit, and LSSPI is expected to start contributing to earnings in the fiscal year ending March 2027 Lee Soon Seng Plastic Industries Sdn. Bhd. Step. 1 Location: Malaysia Ownership
Slide 42: 05. Growth Strategy
01. Impact of the Middle East Situation 02. Management Strategy Reflecting Changes in the Market 03. Eco-Friendly Strategies 04. Utilization of the FPCO Group’s Infrastructure 05. Growth Strategy 42
Slide 43: Growth Strategy
Growth Strategy Aiming to achieve near-double-digit growth through the expansion of business domains in addition to stable growth in existing businesses '3/2030 targets Net sales 300.0 billion yen Ordinary profit 30.0 billion yen Growth domains New OPP 5-10 Expanding business domains with new materi
Slide 44: Enhancement of Original Products
Enhancement of Original Products FY2026/3 Product Sales Composition (number of containers) Conventional materials Conventional materials Increasing the ratio of 31 Competing by using % the same materials original products New products using Non-foamed PS containers (HIPS) conventional materials Swit
Slide 45: Multi-layered Business Portfolio
Multi-layered Business Portfolio By establishing a multi-layered business portfolio leveraging our technological capabilities and our ability to generate stable cash flows, which we have cultivated through our existing businesses, we build a stronger earnings base. Entering the industrial New materi
Slide 46: Financial Strategy: Achievements (FY2026)
Financial Strategy: Achievements (FY2026) ● Cash flow from operating activities was used for capital investments and M&A, which target future growth and stable supply, as well as for shareholder return ● Utilizing debt while maintaining financial stability 2025/4 - 2026/3 Capital Investments Growth
Slide 47: Financial Strategy: Plan (FY2027 to FY2029)
Financial Strategy: Plan (FY2027 to FY2029) ● Allocating funds to investments and shareholder return strategically using cash flows from operating activities and financing ● Cash position needed for businesses: 15.0 billion to 20.0 billion yen ● Use interest-bearing debt within a range that enables
Slide 48: Shareholder returns
Shareholder returns ● Dividend policy Paying progressive dividends with a commitment not to cut dividends in principle and the goal of increasing the dividend payout ratio to 40% Aiming to stably increase the amount of dividends in response to the medium- to long-term growth in profit Dividends per
Slide 49: To Increase Corporate Value
To Increase Corporate Value “Reliably deliver the most environmentally friendly products of the highest quality at the most competitive prices whenever they are needed.” Product Marketing development capability IT systems Sales force The FP Corporation Value Chain that keeps creating value Productio
Slide 50: Supporting Data
FPCO Supporting Data
Slide 51: Explanation of Terms
Explanation of Terms ★:Original Products PS Polystyrene PET Polyethylene Terephthalate PP Polypropylene ★ Eco PS container A recycled expanded polystyrene container for which polystyrene containers collected at supermarket shop counters and scrap pieces collected within plants are used as raw materi
Slide 52: Trends in Results (1)
Trends in Results (1) * Changed to the Accounting Standard for Revenue Recognition in FY ended Mar. 2022. Retrospectively applied for FY ended Mar. 2021. Million yen 3/2019 3/2020 3/2021 3/2022 3/2023 3/2024 3/2025 3/2026 Net sales 181,171 186,349 187,509 195,700 211,285 222,100 235,628 240,490 Oper
Slide 53: Trends in Results (2)
Trends in Results (2) * Changed to the Accounting Standard for Revenue Recognition in FY ended Mar. 2022. Retrospectively applied for FY ended Mar. 2021. ROE Net sales Million yen ROA Ratio of ordinary profit to net sales 235,628 240,490 222,100 10.0% 211,285 9.4% 9.4% 195,700 9.1% 187,509 8.8% 8.5%
Slide 54: Factors influencing Ordinary Profit
Factors influencing Ordinary Profit Unit:100 million yen '19/3 '20/3 '21/3 '22/3 '23/3 '24/3 '25/3 '26/3 1st 2nd Full 1st 2nd Full 1st 2nd Full 1st 2nd Full 1st 2nd Full 1st 2nd Full 1st 2nd Full 1st 2nd Full half half year half half year half half year half half year half half year half half year h
Slide 55: Strategic Investment
Strategic Investment Unit: billion yen Ordinary profit before depreciation Capital Investments 37.0 29.8 30.8 23.3 23.3 21.0 23.3 20.2 19.4 18.5 15.0 14.0 16.1 12.5 12.4 12.2 9.0 9.5 '10/3 '11/3 '12/3 '13/3 '14/3 '15/3 '16/3 '17/3 '18/3 '19/3 '20/3 '21/3 '22/3 '23/3 '24/3 '25/3 '26/3 '27/3Plan Annua
Slide 56: Promotion of Dialogue with Shareholders
Promotion of Dialogue with Shareholders ● Explanatory meetings for institutional investors (FY2024 to FY2025) Date Name Details Main speakers Meetings related to financial results Nov. Q2 financial results briefing Chairman and Representative Director Performance forecasts and initiatives to enhance
Slide 57: World's First Sheets and Materials
World’s First Sheets and Materials PP: polypropylene Cold-resistant PS: polystyrene PSP: foamed polystyrene Heat-resistant: +110ºC PPiP-talc Easy to mold Low raw material ratio High oil resistance 25% reduction in the use of plastics compared to Weight reduction is possible cold-resistan
Slide 58: Retail Trends (Apr. 2023 – Mar. 2026)
Retail Trends (Apr. 2023 – Mar. 2026) Source: Japan Supermarkets Association (year-on-year changes in sales at existing stores) Source: Japan Franchise Association (year-on-year changes in sales at existing stores) Supermarkets Convenience stores Seafood Livestock Deli Net sales Number of customers
Slide 59: Expansion of Ready-to-Eat Meal Market
Expansion of Ready-to-Eat Meal Market Source: Japan Ready made Meal Association "Ready made Meal White Paper 2025" Trend in Scale of Ready-to-Eat Meal Market Home meal market 2027 140,000 (Compared with 2024) Approx. 2024 108.2％ 40.1 (Compared with 2006) trillion yen（2023） Expansion of 120,000 144.5
Slide 60: Changes in the Number of Households
Changes in the Number of Households Source: The graph was prepared by FPCO based on data from the National Institute of Population and Social Security Research. One-person Couple-only One person and couple-only Single-parent Two-parent Other general households households households headed by people
Slide 61: Trends in the Food Container Market and Enhancement of the Performance of Our Business
Trends in the Food Container Market and Enhancement of the Performance of Our Business Providing products in response to market changes/Changing the market with our products Convenience Food manufacturers Hospitals/ Supermarkets stores (for ready-to-eat meals) Frozen foods Nursing care facilities Ta
Slide 62: FPCO Method of Recycling
FPCO Method of Recycling Cleaning and Acceptance and drying Collection Acceptance reproduction Packaging material Consumers Supermarkets wholesalers FPCO Home Sales Delivery Production Replacement of containers with History paper packages Collection bases 1980 Garbage problem in Hiroshima 1990 Boyco
Slide 63: Collection of Plastic Resources
Collection of Plastic Resources The corresponding values for the number of containers and bottles were calculated based on the following standard Amount of collected containers/ bottles weights. Foamed PS tray: Approx. 4 grams; Transparent container: Approx. 10 grams; PET bottle: Approx. 25 grams Re
Slide 64: Nationwide Production and Logistics Network
Nationwide Production and Logistics Network FPCO can produce and deliver on an area-specific basis ● Hokkaido Plant Completed a network which has 85% of the total ● Hokkaido Distribution Center/ Picking Center population, including the populations of major cities, ● Hokkaido Sorting Plant within a 1
Slide 65: Supply Chain Management (SCM) System
Supply Chain Management (SCM) System Stable supply for supporting safe, secure dietary life Sales A lineup of approx. Sales 12,000 items plan AI Maintenance of an appropriate inventory level SCM Using AI to improve the precision and efficiency of sales forecasts Inventory Production plan transfer pl
Slide 66: Investment to Attract and Retain Human Resources (1): Automation and Labor Reduction
Investment to Attract and Retain Human Resources (1): Automation and Labor Reduction Reducing labor for simply moving goods Lightening heavy work Reducing labor for frequent tasks Manufacturing division Logistics division Automated Guided Roll acceptance Roll transport Vehicles (AGV) Sorter ● AGV (A
Slide 67: Investment to Attract and Retain Human Resources (2): Improvement of Treatment
Investment to Attract and Retain Human Resources (2): Improvement of Treatment FY 2019 Expansion of retirement benefit system Improvement of salary levels FY 2021 (revision of late-night work allowances, etc.) FY 2024 Initiatives for employees working onsite at manufacturing and logistics companies:
Slide 68: ESG Assessments by External Rating Agencies
ESG Assessments by External Rating Agencies Rating FTSE（UK） MSCI（USA） (June 2024) (June 2025) (May 2025) (March 2026) 4.0 4.0 BBB BB CDP（UK） SUSTAINALYTICS （The Netherlands） (February 2025) (January 2026) (November 2024) (January 2026) A A- 17.8 14.9 （Low Risk） （Low Risk） * The lower, the better ESG
Slide 69: Evaluations by Other External Organizations and Other Activities
Evaluations by Other External Organizations and Other Activities External evaluation Environmental groups in which FP Corporation participates 69
Slide 70: Diversity Management Making Maximal Use of Capabilities
Diversity Management Making Maximal Use of Capabilities Support for Customers in their Employment of Playing key roles in FPCO Group's core operations People with Disabilities 405 people Number of employees With FPCO’s support, employment was created for 785 people at 61 companies with disabilities
Slide 71: Information on Facility Tours
【Accepted at any time】 Information on Facility Tours Corporate Planning Department: ir_7947@fpco-net.co.jp Visitors can view state-of-the-art production , logistics , and recycling 20 minutes drive from Kanto 30 minutes drive Chubu JR Central from JR East Koga Station Gifu-Hashima Station production