Srs Holdings Co.,ltd. · TSE:8163
Srs Holdings Co.,ltd — Investor Presentation (June 2026)
34 slides from Srs Holdings Co.,ltd's investor presentation, Jun 22, 2026
Slide 1: Investor Presentation
Investor Presentation June 22, 2026 SRS HOLDINGS CO., LTD. (Securities Code: 8163) CONFIDENTIAL© SRS HOLDINGS CO.,LTD. All rights reserved.
Slide 2: Agenda
01 Executive Summary 3 02 Company Profile 5 03 Equity Story 1: Establishing Washoku Sato as a National Brand 11 04 Equity Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi 16 05 Equity Story 3: Accelerating Growth through Strategic M&As 21 06 FY3/26 Financial Results and FY3/27 Guidance 25 07 A
Slide 3: Agenda
01 Executive Summary 3 02 Company Profile 5 03 Equity Story 1: Establishing “Washoku Sato” as a National Brand 11 04 Equity Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi 16 05 Equity Story 3: Accelerating Growth through Strategic M&As 21 06 FY3/26 Financial Results and FY3/27 Guidance 25 07
Slide 4: Executive Summary
Executive Summary ・A leading Japanese cuisine restaurant group, operating approximately 780 locations across Japan and overseas. Core brands include Washoku Sato, Nigiri Chojiro, and Umai Sushikan. Company ・A multi-brand strategy to develop multiple price ranges and dining concepts. Profile ・Vertica
Slide 5: Company Profile
01 Executive Summary 3 02 Company Profile 5 03 Equity Story 1: Establishing Washoku Sato as a National Brand 11 04 Equity Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi 16 05 Equity Story 3: Accelerating Growth through Strategic M&As 21 06 FY3/26 Financial Results and FY3/27 Guidance 25 07 A
Slide 6: Company Profile (1)
Company Profile (1) The SRS Group Highlights • A leading Japanese cuisine restaurant group Year of establishment Paid in capital • Operating a diversified multi-brand portfolio across varied price points 1968 11,077 million yen • Building a dominant presence in the Kansai region through company-oper
Slide 7: Company Profile (2) Sales and Profit
Company Profile (2) Sales and Profit Net sales (Millions of yen) Sales by business segment Washoku Sato is the largest, followed by gourmet sushi, which together account for about two thirds. Other Washoku FY3/23 FY3/24 FY3/25 Sato Ordinary profit (Millions of yen, %) Soba and udon Gourmet sushi (To
Slide 8: Company Profile (3) Main Brands
Company Profile (3) Main Brands Japanese family restaurant Washoku Sato Gourmet sushi Nigiri Chojiro *2 Net sales: 29,138 million yen Operating regions Net sales: 14,841 million yen Operating regions 201 restaurants Kanto, Chubu, Kinki, Chugoku, Shikoku 73 restaurants Tokyo, Saitama, Chubu, Kinki Ke
Slide 9: Company Profile (3) Main Brands
Company Profile (3) Main Brands Kaiten Sushi Hokkaido & Gourmet sushi Umai Sushikan Gourmet sushi Sushi Benkei Net sales: 6,793 million yen Operating regions Net sales: 1,080 million yen *October 2025 to March 2026 results *2 33 restaurants Tohoku, Northern Kanto, Tokyo, 6 restaurants Operating regi
Slide 10: Company Profile (4) Store Locations by Region
Company Profile (4) Store Locations by Region The SRS Group operates 780 restaurants, including 757 restaurants in 41 prefectures throughout Japan and 23 restaurants overseas*3 Approximately 60% of the restaurants are concentrated in the Kinki region, establishing a dominant position. Hokkaido 4 Kin
Slide 11: Equity Story 1: Establishing Washoku Sato as a National Brand
01 Executive Summary 3 02 Company Profile 5 03 Equity Story 1: Establishing Washoku Sato as a National Brand 11 04 Equity Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi 16 05 Equity Story 3: Accelerating Growth through Strategic M&As 21 06 FY3/26 Financial Results and FY3/27 Guidance 25 07 A
Slide 12: Basic Policy and Key Strategies of the Medium-term Business Plan
Basic Policy and Key Strategies of the Medium-term Business Plan For details on the Medium-term Business Plan, please refer to our website: https://srsholdings.com/pages/ir-vision/ <Basic Policy> Achieving overwhelming No.1 position in the Japanese restaurant chain group through drastic expansion of
Slide 13: Story 1: Establishing Washoku Sato
Story 1: Establishing Washoku Sato as a National Brand Offering an extensive menu combining "Japanese family restaurant" and "all-you-can-eat" dining. Capturing diverse demand across different dayparts Operational excellence powering a vast menu ◼ At Washoku Sato, the menu of the family restaurant m
Slide 14: Story 1: Washoku Sato expansion potential
Story 1: Establishing Washoku Sato as a National Brand Washoku Sato has substantial new location expansion potential, with the possibility of scaling to approximately 400 locations nationwide. Own estimate *5 (Approx. double the current number) Room for further expansion within existing Underpenetra
Slide 15: Story 1: Washoku Sato expanding into new business areas
Story 1: Establishing Washoku Sato as a National Brand Washoku Sato is steadily expanding into new business areas, with plans to grow its geographic footprint over the medium to long term Restaurant openings in Okayama and Hiroshima Targeting 35 new openings by March 2030 ◼ Concentrated restaurant o
Slide 16: Equity Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi
01 Executive Summary 3 02 Company Profile 5 03 Equity Story 1: Establishing Washoku Sato as a National Brand 11 04 Equity Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi 16 05 Equity Story 3: Accelerating Growth through Strategic M&As 21 06 FY3/26 Financial Results and FY3/27 Guidance 25 07 A
Slide 17: Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi
Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi The gourmet sushi market is highly fragmented, with numerous regional chains. ◼ The SRS Group currently holds a 16% share in the approximately 150 billion yen market and is steadily expanding its position, competing for market leadership. *7 The
Slide 18: Story 2: The SRS Group holds the Overwhelming No.1 Position
Story 2: Achieving the Overwhelming No.1 Position in Gourmet Sushi The SRS Group holds a portfolio of strong gourmet sushi brands in key regional markets. Areas of Umai Sushikan restaurant openings *9 ◼ Top five gourmet sushi chains in the Kinki region Areas of Marukuni restaurant openings Areas of
Slide 19: Story 2: From market leadership contender to undisputed No.1
Story 2: Achieving the Overwhelming No.1 Position in Gourmet Sushi From market leadership contender to undisputed No.1, by the final year of the Medium-term Business Plan (FY3/30). No. of restaurants: Approx. 1.4 times, Sales: Approx. 1.6 times Development of chefs to support restaurant openings and
Slide 20: Story 2: Improve margin mix by focusing on gourmet sushi
Story 2: Achieving the Overwhelming No.1 Position in Gourmet Sushi Improve margin mix by focusing on the gourmet sushi segment. Gourmet sushi’s high margin Gourmet sushi to become the largest segment ◼ Gourmet sushi (Nigiri Chojiro, Umai Sushikan, Kaiten Sushi ◼ By FY3/30, we expect gourmet sushi to
Slide 21: Equity Story 3: Accelerating Growth through Strategic M&As
01 Executive Summary 3 02 Company Profile 5 03 Equity Story 1: Establishing Washoku Sato as a National Brand 11 04 Equity Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi 16 05 Equity Story 3: Accelerating Growth through Strategic M&As 21 06 FY3/26 Financial Results and FY3/27 Guidance 25 07 A
Slide 22: Story 3: Accelerating Growth through Strategic M&As
Story 3: Accelerating Growth through Strategic M&As Continue to pursue M&A opportunities focused on Japanese cuisine for more than 10 years, further strengthening the brand portfolio. SRS Pyramid ◼ Covers a wide range of prices, from casual everyday meals to those "just a little special" dining-out
Slide 23: Story 3: Post-integration performance and group synergies
Story 3: Accelerating Growth through Strategic M&As While leveraging the strengths and identity of each brand, the Group will drive post-integration performance by advancing operational efficiency systems and sharing know-how across the SRS Group. Group integration of departments and functions and S
Slide 24: Story 3: Group synergies track record
Story 3: Accelerating Growth through Strategic M&As Our track record proves that Group synergies have delivered significant improvements in sales and profitability across each brand. [Kazokutei] Significantly streamlined [Nigiri Chojiro] Substantially increased store count headquarters functions ◼ I
Slide 25: FY3/26 Financial Results and FY3/27 Guidance
01 Executive Summary 3 02 Company Profile 5 03 Equity Story 1: Establishing Washoku Sato as a National Brand 11 04 Equity Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi 16 05 Equity Story 3: Accelerating Growth through Strategic M&As 21 06 FY3/26 Financial Results and FY3/27 Guidance 25 07 A
Slide 26: FY3/26 Financial Results
FY3/26 Financial Results Net sales Record Operating profit Record Ordinary profit Record high high high 76,421 million yen 3,051 million yen 2,994 million yen Up 13.3% YoY Up 13.9% YoY Up 17.9% YoY Number of restaurants Overview ◼ Record highs in net sales, operating profit, and ordinary profit. Num
Slide 27: FY3/27 Guidance
FY3/27 Guidance ◼ For FY3/27, the second year of the Medium-Term Management Plan, existing store sales growth (+6% year-on-year) and contributions from new store openings are expected to drive the top-line growth. On the cost side, rising raw material prices and labor costs are planned in line with
Slide 28: Dividend History and Forecast
Dividend History and Forecast Dividend results and dividend forecast Dividends per share and consolidated dividend payout ratio • In principle, the basic policy is to determine dividends （円） (Yen) to aim for a consolidated dividend payout ratio of 20% or more. We will promote a flexible dividend pol
Slide 29: Shareholder Benefit Program
Shareholder Benefit Program To increase understanding of the business and make it more attractive to investors, the number of shares held subject to the shareholder benefits will be reduced to 100 shares or more. ■ Shareholder Benefit Program: • As of the end of March 2026, coupons issued to shareho
Slide 30: Appendix
01 Executive Summary 3 02 Company Profile 5 03 Equity Story 1: Establishing Washoku Sato as a National Brand 11 04 Equity Story 2: Achieving Overwhelming No. 1 in Gourmet Sushi 16 05 Equity Story 3: Non-linear Growth through M&As 21 06 FY3/26 Financial Results and FY3/27 Guidance 25 07 Appendix 29 C
Slide 31: Corporate History
Corporate History In pursuit of social infrastructure, continuing to pursue deliciousness and offering a variety of Japanese cuisine As of the end of May, 2026 Sail for the chain store Withdrawing from Western-style restaurant Structural reforms as a foothold for Make Japanese cuisine more familiar
Slide 32: Medium-term Business Plan's Basic Policies and Key Strategies
Medium-term Business Plan’s Basic Policies and Key Strategies Increase net sales and earnings and improve profitability and return on equity by implementing four key strategies. SRS VISION 2030 Consolidated Financial Targets Key Strategy I Establishing Washoku Sato as a National Brand Net sales (Mil
Slide 33: Key Mid-term Goals
Key Mid-term Goals Targets for FY3/30 Consolidated net sales Consolidated ordinary profit ROE Number of restaurants (Billions of yen) (Billions of yen) (Stores) 115 +2.4 x +2.1 x +1.4 x 6.0 Over 12.0% Over 1,100 67 CAGR over 11% 2.5 FY3/25 FY3/30 FY3/25 FY3/30 FY3/25 FY3/30 FY3/25 FY3/30 FY3/25 FY3/
Slide 34: Human Resources-related KPIs
Human Resources-related KPIs ◼ Utilization and promotion of diverse human resources •Aim to create an organization where all human resources can demonstrate their abilities regardless of gender, age, or nationality, provide an environment where all people can have career choices, and realize flexibl