Ain Holdings Inc. · TSE:9627

Ain — FY2026 Earnings Presentation

45 slides from Ain's earnings presentation, Jun 17, 2026

Slide 1: FY2026 IR Presentation
FY2026 IR PRESENTATION June 17, 2026
Slide 3: Consolidated P/L
Consolidated P/L Net sales increased 41.8% YoY and 0.3% against the plan, while ordinary profit increased 57.2% YoY and 7.2% against the plan, due to the consolidation of Sakura Pharmacy Group and the growth of existing stores and stores opened in the previous fiscal year across both businesses. FY2
Slide 4: Dispensing Pharmacy Business (Consolidated)
Dispensing Pharmacy Business (Consolidated) Net sales increased 44.6% YoY and 0.9% against the plan due to the contribution of Sakura Pharmacy Group and an increase in the average prescription price resulting from a rise in high-cost prescriptions. Segment profit increased 47.2% YoY and 10.7% agains
Slide 5: Retail Business (Consolidated)
Retail Business (Consolidated) Although Francfranc contributed fully and the average spending per customer in AINZ & TULPE and Francfranc remained firm, net sales up 31.5% YoY and decreased 3.4% against the plan, and segment profit increased 35.9% YoY and decreased 13.0% against the plan. This was d
Slide 6: Consolidated B/S
Consolidated B/S Net cash became ¥(120.9) billion due to funds procured for the acquisition of shares associated with the consolidation of Sakura Pharmacy Group through borrowings. End-FY2025 End-FY2026 (¥ million) (¥ million) Assets Liabilities and Net Assets Assets Liabilities and Net Assets Curre
Slide 7: Assets
Assets The balance of total assets increased ¥197.7 billion from the end of fiscal year 2025, mainly reflecting increases in goodwill due to the consolidation of Sakura Pharmacy Group. (¥ million) End-FY2024 End-FY2025 End-FY2026 Change Cash and deposits 48,611 26,881 50,925 ＋24,044 Accounts receiva
Slide 8: Liabilities and Net Assets
Liabilities and Net Assets Accounts payable – trade increased ¥ 32.9 billion due to the consolidation of Sakura Pharmacy Group. Short-term and long-term borrowings increased ¥ 133.2 billion due to funds procured for the acquisition of shares associated with the consolidation. (¥ million) End-FY2024
Slide 9: Consolidated C/F
Consolidated C/F Net cash used in investing activities was ¥60.6 billion due to the consolidation of Sakura Pharmacy Group. Cash and cash equivalents at end of the period was ¥50.6 billion. (¥ million) FY2025 FY2026 Change Net cash provided by operating activities 23,146 30,872 ＋7,726 Profit before
Slide 10: Business Value Analysis
Business Value Analysis Although net cash decreased ¥109.1 billion due to the consolidation of Sakura Pharmacy Group, EPS increased ¥227.3 and EBITDA increased ¥20.9 billion, driven by organic growth and M&A activities including Sakura Pharmacy Group. FY2024 FY2025 FY2026 Change Shareholders’ equity
Slide 11: FY4/27 Plan (Consolidated)
FY4/27 Plan (Consolidated) The group forecasts net sales increase 11.4% YoY and ordinary profit increase 5.6% YoY, due to the growth of new stores in both businesses, the impact of dispensing fee revisions, and the full contribution of Sakura Pharmacy Group. FY2025 FY2026 FY2027 YoY YoY （¥ million）
Slide 13: Consolidated (YoY results)
Consolidated (YoY results) Operating profit increased ¥12.9 billion and ordinary profit increased ¥10.4 billion YoY due to the full-year contribution of Francfranc and the nine-month contribution of Sakura Pharmacy Group, both of which joined the group. Net sales Operating profit Ordinary profit ¥45
Slide 14: Consolidated (vs plan)
Consolidated (vs plan) Operating profit increased ¥1.5 billion and ordinary profit increased ¥1.9 billion, driven by steady growth in the number of prescriptions at existing stores and stores opened in the previous fiscal year, an increase in average prescription price due to high-cost prescriptions
Slide 15: Number of Pharmacies and Stores
Number of Pharmacies and Stores Including M&A of Sakura Pharmacy Group, the number of new store openings in dispensing pharmacy business was 902, and in retail business was 21. As of the end of fiscal 2026, dispensing pharmacy business had 2,137 and retail business had 269, resulting in a total of 2
Slide 17: FY2027 Consolidated Plan vs FY2026
FY2027 Consolidated Plan vs FY2026 The group forecasts net sales increase ¥73.7 billion, operating profit increase ¥2.7 billion, and ordinary profit increase ¥1.6 billion YoY. This is due to the impact of dispensing fee revisions, the full contribution of Sakura Pharmacy Group, and new store opening
Slide 18: FY2027 Plan operating profit ¥32.5 billion
FY2027 Plan operating profit Operating profit is planned to be ¥32.5 billion due to the top line expansion in dispensing pharmacy business, the full contribution of Sakura Pharmacy Group, the growth in existing stores and stores opened in the previous fiscal year in retail business, and investment i
Slide 19: Top line expansion
Top line expansion In fiscal 2027, we plan to open 80 new pharmacies in dispensing pharmacy business and 24 stores in retail business, while closing a total of 35 across both businesses. As of the end of the fiscal year, we plan to have 2,187 in dispensing pharmacy business, 288 in retail business (
Slide 20: FY2027 Plan (Dispensing Pharmacy Business)
FY2027 Plan (Dispensing Pharmacy Business) The group forecasts net sales increase 11.7% YoY and segment profit decrease 0.9% YoY, due to the impact of dispensing fee revisions, and an increase in the average prescription price resulting from proper evaluation of technical fees and a rise in high-cos
Slide 21: FY2027 Plan (Retail Business)
FY2027 Plan (Retail Business) The group forecasts net sales increase 9.7% YoY and segment profit increase 14.9% YoY due to new store openings and growth in existing stores of AINZ & TULPE and Francfranc. FY2025 FY2026 FY2027 YoY YoY （¥ million） results results plan change change(%) Net sales 61,041
Slide 23: Strategy
Strategy ■ Essential points for dispensing fee Achieving revenue revisions growth ■ Dispensing pharmacy business ■ Retail business Medium- and ■ Reconstruction quantitative targets long-term vision ■ Reconstruction cash allocation Reinforce the ■ Digital transformation investment management base ■ H
Slide 24: Essential points for dispensing fee revisions
Essential points for dispensing fee revisions The dispensing fee revision in 2026 is centered on three major pillars: further promotion from dispensing-focused to patient-centered services, a review of home-based healthcare evaluations, and wage increases for healthcare workers along with inflation
Slide 25: Impact Transition of Dispensing Fee Revisions
Impact Transition of Dispensing Fee Revisions We have been impacted by dispensing fee revisions and changes in the social conditions. For the fiscal 2027, we expect to achieve growth in both sales and profit, driven by the consolidation of Sakura Pharmacy Group and the expansion of the retail busine
Slide 26: Store opening targets
Store opening targets 60% of our organic store opening targets are exempt from the reductions for location dependency of dispensing pharmacies near hospitals. Store openings subject to the deduction remain feasible following rigorous profitability reviews. With sufficient opportunities available, we
Slide 27: Average days of prescription and average prescription value
Average days of prescription and average prescription value Due to the impact of longer prescription days, the number of prescriptions has been showing a slight downward trend, which is expected to continue based on actual results from May 2026. Meanwhile, the average prescription price has been inc
Slide 28: Number of prescriptions processed
Number of prescriptions processed 1 The number of prescriptions processed has been on an increasing trend, driven by initiatives such as next-generation medication history and AI diagnostic report. Targeting 30.0 prescriptions processed per person by fiscal 2034, for the fiscal 2027, we are setting
Slide 29: Number of prescriptions processed
Number of prescriptions processed 2 To achieve our target of processing 30.0 prescriptions per person by fiscal 2034, we will establish phased goals and promote implementation step by step. (prescriptions/ person) 32.0 処理枚数 Number of prescriptions processed (Month) 30.0 平均処理枚数 Number of prescription
Slide 30: AINZ & TULPE × Francfranc
AINZ & TULPE × Francfranc At the end of November 2025, we jointly opened AINZ & TULPE (new store) and Francfranc (relocation and renovation) at atre MARUHIRO kawagoe. Compared to when Francfranc operated as a standalone store, synergies have been realized, with net sales approximately 4 times. We wi
Slide 31: AINZ & TULPE × AIN Pharmacy
AINZ & TULPE × AIN Pharmacy We are implementing co-location of AIN Pharmacy and AINZ & TULPE in facilities across various regions nationwide. By having both brands in the same facility, we meet diverse customer needs across various life stages. JA Tsukisamu-Chuo Building (Sapporo City, Hokkaido) KAW
Slide 32: AINZ & TULPE + Francfranc × AIN Pharmacy
AINZ & TULPE + Francfranc × AIN Pharmacy We are exploring the creation of a new store format that combines medical and shopping services by opening AIN Pharmacy and AINZ & TULPE in adjacent locations, with studies underway at multiple sites. Haneda Airport Passenger Terminal 1, 1F © AIN HOLDINGS INC
Slide 33: AINZ & TULPE × Francfranc × AIN Pharmacy
AINZ & TULPE × Francfranc × AIN Pharmacy By co-locating AIN Pharmacy, AINZ & TULPE, and Francfranc—our group's three business formats—in a single facility, we maximize customer touchpoints and achieve synergistic effects. Perie Chiba TOKOROZAWA Grand Emio © AIN HOLDINGS INC. All Rights Reserved. 32
Slide 34: Further value creation for Francfranc
Further value creation for Francfranc Beyond joint store openings, we will run trials to generate synergies leveraging Francfranc's strengths. Having identified key management challenges within Francfranc, we will execute structural reforms to address these issues and drive further value creation fo
Slide 35: Medium- and Long-term Vision: Ambitious Goals 2034
Medium- and Long-term Vision Brand Promise Aiming to be a company that people welcome to their communities Medium- and Long- Ambitious Goals 2034 term Vision A decade to promote innovation and strive for our challenging goal of a trillion yen in sales Dispensing Pharmacy Business Vision by Creating
Slide 36: Reconstruction Quantitative Targets 1
Reconstruction Quantitative Targets1 The net sales target for fiscal 2030 is expected to be achieved ahead of schedule. Continuing to drive growth through dispensing pharmacy business and retail business, we are targeting revenue of ¥1 trillion by fiscal 2034. We have consolidated our long-term visi
Slide 37: Reconstruction Quantitative Targets 2
Reconstruction Quantitative Targets2 We will restructure the sales composition ratio of both dispensing pharmacy business and retail business, targeting revenue of ¥1 trillion by fiscal 2034. We will continue to work on improving capital efficiency and strengthening and maintaining profitability. ■
Slide 38: Initiatives to achieve business segment KPIs
Initiatives to achieve business segment KPIs In dispensing pharmacy business, we will drive top-line growth through M&A and organic store openings, while in retail business, we will promote growth centered on organic store openings. In addition, we will execute other KPIs in line with the initiative
Slide 39: Reconstruction cash allocation
Reconstruction cash allocation To address the changes in financial structure resulting from the Sakura Pharmacy Group share acquisition, we will clarify our investment cost review and cash allocation policy, achieving a balanced approach between growth investments and financial soundness. At this st
Slide 40: Shareholder return
Shareholder return We have maintained shareholder returns based on progressive dividends, balancing growth investments and shareholder returns. Going forward, while continuing to invest toward our medium-to-long-term vision, we will target a dividend payout ratio of 30.0% as our medium-to-long-term
Slide 41: Digital transformation investments medium-term measures
Digital transformation investments medium-term measures In each business and whole the company, digital transformation measures to expand the scale of business, and the upgrading of operations using IT, etc., are set as mid-term measures by fiscal 2027. The company provides added value that only AIN
Slide 42: Human capital
Human capital We aim to hire about 500 new pharmacists, 300 new medical support staff, and 130 new retail staff and others in fiscal 2027. The employee turnover rate among full-time employees has been declining as a result of efforts in human resource strategy, including changes to the personnel sys
Slide 43: Sustainability management Materiality
Sustainability management Materiality In December 2025, we conducted a review of our materiality in light of the announcement of our medium-to- long-term vision and changes in the external environment. Going forward, by keeping in mind our diverse stakeholders, including our customers, and by proact
Slide 44: FY4/27 Plan (Consolidated)
FY4/27 Plan (Consolidated) The group forecasts net sales increase 11.4% YoY and ordinary profit increase 5.6% YoY, due to the growth of new stores in both businesses, the impact of dispensing fee revisions, and the full contribution of Sakura Pharmacy Group. FY2025 FY2026 FY2027 YoY YoY （¥ million）
Slide 45: Inquiries: Corporate Planning Division
Inquiries related to this presentation should be addressed to AIN HOLDINGS INC. Corporate Planning Division TEL: +81-3-5333-1812 https://www.ainj.co.jp/corporate/ This document may not be reproduced or distributed to any third party without prior approval of AIN HOLDINGS INC. This document has been

Ain Holdings — FY2026 Earnings Presentation on 6ix

Ain — FY2026 Earnings Presentation

Slide 1: FY2026 IR Presentation

Slide 2: Results Overview

Slide 3: Consolidated P/L

Slide 4: Dispensing Pharmacy Business (Consolidated)

Slide 5: Retail Business (Consolidated)

Slide 6: Consolidated B/S

Slide 7: Assets

Slide 8: Liabilities and Net Assets

Slide 9: Consolidated C/F

Slide 10: Business Value Analysis

Slide 11: FY4/27 Plan (Consolidated)

Slide 12: Review

Slide 13: Consolidated (YoY results)

Slide 14: Consolidated (vs plan)

Slide 15: Number of Pharmacies and Stores

Slide 16: FY2027 Plan

Slide 17: FY2027 Consolidated Plan vs FY2026

Slide 18: FY2027 Plan operating profit ¥32.5 billion

Slide 19: Top line expansion

Slide 20: FY2027 Plan (Dispensing Pharmacy Business)

Slide 21: FY2027 Plan (Retail Business)

Slide 22: Strategy

Slide 23: Strategy

Slide 24: Essential points for dispensing fee revisions

Slide 25: Impact Transition of Dispensing Fee Revisions

Slide 26: Store opening targets

Slide 27: Average days of prescription and average prescription value

Slide 28: Number of prescriptions processed

Slide 29: Number of prescriptions processed

Slide 30: AINZ & TULPE × Francfranc

Slide 31: AINZ & TULPE × AIN Pharmacy

Slide 32: AINZ & TULPE + Francfranc × AIN Pharmacy

Slide 33: AINZ & TULPE × Francfranc × AIN Pharmacy

Slide 34: Further value creation for Francfranc

Slide 35: Medium- and Long-term Vision: Ambitious Goals 2034

Slide 36: Reconstruction Quantitative Targets 1

Slide 37: Reconstruction Quantitative Targets 2

Slide 38: Initiatives to achieve business segment KPIs

Slide 39: Reconstruction cash allocation

Slide 40: Shareholder return

Slide 41: Digital transformation investments medium-term measures

Slide 42: Human capital

Slide 43: Sustainability management Materiality

Slide 44: FY4/27 Plan (Consolidated)

Slide 45: Inquiries: Corporate Planning Division