Slide 1: Revisions to the Medium-Term Management Plan
Disclaimer: This document has been translated using machine translation and is provided for reference purposes only. In the event of any discrepancies, the original Japanese version shall prevail. Revisions to the Medium- Term Management Plan Tuesday, May 12, 2026 PIOLAX, INC. (Code: 5988) Satoshi Y
Slide 2: Contents
Contents 1. Looking Back on the Medium-Term Management Plan 2. Revisions to the Medium-Term Management Plan 2
Slide 3: FY2025 Full Year Consolidated Results
1. Looking Back on the Medium-Term Management Plan FY2025 Full Year Consolidated Results ◼ Revenue and profit both decreased YoY. Compared with the initial forecast, revenue was up slightly but profit fell. ◼ There was an impact from significant production cutbacks at major OEMs and increased variab
Slide 4: External Environment and Previous Fiscal Years' Results
1. Looking Back on the Medium-Term Management Plan External Environment and Previous Fiscal Years’ Results Despite making progress in our recovery from the significant decline in net sales caused by the COVID-19 pandemic, net sales have leveled off as a result of the slump in production volumes at m
Slide 5: Analysis of Deterioration in Profits
1. Looking Back on the Medium-Term Management Plan Analysis of Deterioration in Profits The main factor was a deterioration in performance in Japan, the US, China, and the UK. In addition to OEM production cuts, increases in the cost of materials, energy, and labor have had a significant impact. ¥10
Slide 6: Recognizing the Issues
1. Looking Back on the Medium-Term Management Plan Recognizing the Issues Promote efforts to address issues and achieve the vision. Issues Initiatives Vision Management • Breaking away from • Diversify OEMs and product • Achieve management that does dependence on areas. not rely solely on increased
Slide 7: Contents
Connect people and society with technology for an exciting future Contents 1. Looking Back on the Medium-Term Management Plan 2. Revisions to the Medium-Term Management Plan 7
Slide 8: Long-term Management Concept
2. Revisions to the Medium-Term Management Plan Long-term Management Concept Start to produce results from sales expansions and aim for growth in the medium to long term after bottoming out in FY2025. Operating Operating Continue to achieve Net sales ROE of 8% or higher profit profit ratio Return to
Slide 9: Performance Targets
2. Revisions to the Medium-Term Management Plan Performance Targets Reestablish performance targets for each phase and steadily achieve them. Structural reform phase Profit expansion phase Improve the profit base through structural reforms, Expand earnings through the sales expansions, and strengthe
Slide 10: Structural reform phase
2. Revisions to the Medium-Term Management Plan Structural reform phase ◼ Aim: Improve the profit base through structural reforms, sales expansions, and strengthening of developmental capabilities. ◼ Period: FY2025-FY2027 (3 years) ◼ Target: Net sales: ¥65.0 billion, Operating profit: ¥2.5 billion (
Slide 11: Profit improvements
2. Revisions to the Medium-Term Management Plan Profit improvements Increase in net sales ◼ Increase per car sales through global sales expansions, as well as development and sales of high value-added products. ◼ Thoroughly manage profits at overseas subsidiaries by the Head Office. ◼ Promote furthe
Slide 12: Product Strategy - Existing Products
2. Revisions to the Medium-Term Management Plan Product strategy ◼ Create high value-added products that also incorporate electrification, capturing needs that change as CASE advances. ◼ Expand products developed through Japanese OEMs to non-Japanese OEMs, starting with open/close mechanism parts. ◼
Slide 13: Product Strategy - New Products
2. Revisions to the Medium-Term Management Plan Product Strategy - New Products ◼ Take on the challenge of developing new products by going beyond the conventional functions of “connecting” and “securing.” ◼ Target a double-digit profit ratio, differentiate ourselves by leveraging our lightweight, q
Slide 14: Regional strategy: Japan
2. Revisions to the Medium-Term Management Plan Regional strategy 1) Expand sales channels for existing products through proposals that contribute to increased customer value. ¥100 mil. Net Sales Trend [Net sales 2) Develop new products through active investments. target] 3) Increase productivity th
Slide 15: Regional strategy: China, India
2. Revisions to the Medium-Term Management Plan Regional strategy 1) Respond to local needs swiftly and flexibly by leveraging an in- [Net sales target] country system covering everything from design and ¥100 mil. Net Sales Trend FY30: ¥10.0 development to production. billion (non-Japanese ¥4.0 2) S
Slide 16: Medical device business
2. Revisions to the Medium-Term Management Plan Medical device business ◼ Active investments for medium- to long- ◼ Net sales reached a record high, while term growth operating profit declined slightly due to (¥100 mil.) Performance Targets one-off factors in the previous year. Operating FY2024 FY20
Slide 17: Capital Policy
2. Revisions to the Medium-Term Management Plan Capital Policy Share buyback ◼ Starting in FY2024, we have been executing a cumulative share buyback of ¥30.0 billion in total over a three-year period. ◼ In FY2025, we acquired approximately ¥2.3 billion of treasury shares, bringing cumulative acquisi
Slide 18: Sustainability Initiatives
2. Revisions to the Medium-Term Management Plan Sustainability Initiatives Carbon neutral (CN) 46% reduction by 2030 (compared to FY2019) Diversity FY2023: 100% renewable energy at Moka Plant, Fuji Plant, and medical companies FY2024: Expanded roadmap coverage from domestic to global FY2025 FY2030 T
Slide 19: Precautions for Handling This Document
Precautions for Handling This Document The forward-looking statements regarding our company in this document are based on information currently available to us. Please note that they are only projections at this time containing risks and uncertainties, and actual results may differ significantly fro