Slide 1: Financial Results for the First Six Months of the Fiscal Year Ending February 28, 2027
Always Creating, Sharing Value. Always Striving For More. World Co., Ltd. Financial Results for the First Six Months of the Fiscal Year Ending February 28, 2027 October 2026 Copyright © 2026 WORLD CO.,LTD. All Rights Reserved. 1
Slide 2: Table of Contents and Disclaimer
World Co., Ltd. Financial Results for the First Six Months of the Fiscal Year Ending February 28, 2027 Ⅰ．Financial Results Review ･･････ P 3 Ⅱ．Medium-Term Management Plan ･････ P16 Table of Contents Ⅲ．Reference ･････ P25 Disclaimer The World Group’s earnings forecast and numerical targets described
Slide 3: Financial Results Review
Ⅰ Financial Results Review World Co., Ltd. Financial Results for the First Six Months of the Fiscal Year Ending February 28, 2027 Copyright © 2026 WORLD CO.,LTD. All Rights Reserved. 3
Slide 4: Financial Statements: Statement of Profit or Loss
Financial Statements: Statement of Profit or Loss ① 1H business profit was broadly in line with plan and flat YoY. On a quarterly basis, however, gains accumulated in 1Q were given back in 2Q, mainly due to a sharp decline in summer apparel sales in June. ② Operating profit and all subsequent profit
Slide 5: Financial Statements: Balance Sheet
Financial Statements: Balance Sheet ① ① Inventories increased by ¥2.0 billion (7%) from the same month last year. Excluding 棚卸資産は前年同月から20億円（7%）増加したものの、新規連結 the ¥4.0 billion impact of （ライトオン・ワールドスタイルレーベルズ） newly consolidated の影響40億円を除く companies—RIGHT-ON and WORLD STYLE LABELS—existing businesses ach
Slide 6: Financial Statements: Cash Flow Statement
Financial Statements: Cash Flow Statement 実質フリーキャッシュフロー（FCF）は前期から61億円増の53億円と大きく好転した。この実質FCFの改善には休日影響 Real free cash flow (FCF) improved substantially to ¥5.3 billion, up ¥6.1 billion YoY. Although this improvement の押上げ＋52億円を含むものの、運転資本を大幅に圧縮したエムシーファッションなどの下支えが大きく、主にアパレ included a ¥5.2 billion boost f
Slide 7: Financial Statements: Plan for Three Management Indicators
Financial Statements: Plan for Three Management Indicators VISION-Wの経営目標設計に基づき「あるべき目標値」に更新した経営３指標に対しては、「収益性」はROEこそ達成した Among the three management KPIs revised under VISION-W to reflect appropriate target levels, the Profitability ものの、「成長性」は今一歩届かず、ROICや「健全性」は改善途上であり、計画外M&Aなどの追加アクションを進める。 target has b
Slide 8: Segment Information: Segment Composition
Segment Information: Segment Composition 48 Group companies 投資 Investment グループ48社 Parent, 45 subsidiaries, 当社／子会社45社／関連会社2社（※） W&D INVESTMENT DESIGN W&Dインベストメントデザイン and 2 affiliates* （※）持分法適用関連会社（斜体・下線） コーポレート Corporate 戦略イニシアティヴ Strategic initiatives INC. * Equity-method affiliates (italics, underl
Slide 9: Segment Information: Revenue by Segment
Segment Information: Revenue by Segment ① In the B2C Business, while some apparel brands were delayed in overcoming their MD challenges, contributions from newly consolidated RIGHT-ON and WORLD STYLE LABELS, as well as circular businesses such as TIN PAN ALLEY, more than offset the shortfall. ② In t
Slide 10: Segment Information: Trend by Business Segment
Segment Information : Trend by Business Segment B2C事業はアパレルブランドのV字型回復が連結計画達成の鍵として臨んだが、ワールドアパレルの一部でMD改革の While a V-shaped recovery in B2C apparel brands was key to achieving the consolidated plan, delays in MD reforms at some World apparel brands weighed on performance. We are determined to recover in
Slide 11: Subsegment Business Profit vs. Plan and YoY
Segment Information: Subsegment Business Profit vs. Plan and YoY Three WORLD-developed apparel companies ワールド生まれのアパレル3社 fell ¥1.8 （下記①～③） billion short of plan: で▲18億円の未達 (Millions of yen) （単位：百万円） ①Arcus International (AI): Women’s (ML) ①アルカスインターナショナル（AI） ②Feels International (FI): Women’s (MU) レディ
Slide 12: FY02/27 Plan: Consolidated Statement of Profit or Loss
FY02/27 Plan: 上期・下期別連結P/L FY02/27 Plan: Consolidated Statement of Profit or Loss P26 Consolidated Statement of Profit 計画も参照ください。 or Loss (1H / 2H) (Full-Year Forecast) The full-year P/L forecast and its underlying assumptions remain unchanged from the initial forecast. To achieve the turnaround in t
Slide 13: FY02/27 Plan: Segment Performance
FY02/27 Plan: Segment Performance Reference: Segment (Full-Year Forecast) P27 Performance (Half-Year Forecast) We have also left our full-year earnings forecasts by business segment unchanged from the initial forecasts for the current fiscal year. In the second half, each segment will pursue the the
Slide 14: Financial and Capital Strategy Progress ①: TSR Performance
VISION-W Financial and Capital Strategy Progress ① : TSR Performance One of the key focuses of VISION-W’s financial and capital strategy is achieving annual TSR of 10–12%. The benchmark is 11%, comprising FCFR of 3.5% and MVR of 7.5%. To achieve MVR of 7.5%, we aim for annual growth of 6.5% in profi
Slide 15: Financial and Capital Strategy Progress ②: Investment-Version ROIC Performance
VISION-W Financial and Capital Strategy Progress ② : Investment-Version ROIC Performance Another key focus of VISION-W’s financial and capital strategy is to achieve investment-version ROIC of over 10% at an early stage and ultimately reach the medium- to long-term target of 20%. Investment-version
Slide 16: Strategic Review
Ⅱ Strategic Review World Co., Ltd. Financial Results for the First Six Months of the Fiscal Year Ending February 28, 2027 Copyright © 2026 WORLD CO.,LTD. All Rights Reserved. 16
Slide 17: Roadmap: Proving Our Value-Creation Corporate Group
VISION-W Roadmap: Proving Our Value-Creation Corporate Group Endless Value Creation for Society and Customers Corporate Value Improvement Results-Backed Employee through Sustainable “Growth” Shareholder Value Creation Value Enhancement as the Outcome The Next Challenge: Targeting JPY 1 Trillion in R
Slide 18: VISION-W FY02/26 Earnings Strategy Framework Presentation (Reposted)
VISION-W FY02/26 Earnings Strategy Framework Presentation (Reposted) We have pursued initiatives based on VISION-W’s value creation framework. Individual and overall value creation To endlessly pursue optimization One goal Value creation management Society / All the leaders, all the employees custom
Slide 19: Business Portfolio Strategy: Progress ① — Overall
VISION-W Business Portfolio Strategy: Progress ① — Overall The B2B Business, led by the 事業ポートフォリオ戦略：成長性と資本収益性を軸とした企業運営 better-than-expected performance of Supply Chain, together with two new additions to the B2C Business and Narumiya’s recovery, is offsetting the weakness in WORLD-developed brands.
Slide 20: Business Portfolio Strategy Progress ②: B2C Business
VISION-W Business Portfolio Strategy Progress ② : B2C Business WORLD-developed brands are entering their “final grace period.” We will grow winning brands, decisively restructure those with limited prospects, and advance the second phase of corporate-led reforms. While consolidation may reduce the p
Slide 21: Business Portfolio Strategy: Progress ③ — B2B Business
VISION-W Business Portfolio Strategy: Progress ③ — B2B Business We will continue building a common platform across our businesses. Supply Chain remains strong, while we enhance manufacturing competitiveness and transform the business structure. Human Resources Operation will pursue growth in sales a
Slide 22: Progress in Developing Growth Engines
VISION-W Progress in Developing Growth Engines While initiatives for each of the three growth engines are progressing, new challenges have also emerged. We must address these challenges one by one while continuing to accelerate growth. M&A IP・alliance Overseas 1H Progress Strengthen the investment t
Slide 23: Progress in Establishing the Management Foundation
VISION-W Progress in Establishing the Management Foundation To solidify the management foundation of our diversifying and expanding Group, we will continue to meticulously strengthen each element and ensure persistent, careful communication by top management. Technology Human Capital Management Bott
Slide 24: In conclusion
In conclusion The first-half results under our new medium-term management plan, “VISION-W,” were in line with plan at every profit level. We thank all our stakeholders for their continued support. However, the improvement was insufficient to offset the one-time gain from RIGHT-ON recorded in the pre
Slide 25: Appendix
Ⅲ Appendix World Co., Ltd. Financial Results for the First Six Months of the Fiscal Year Ending February 28, 2027 Copyright © 2026 WORLD CO.,LTD. All Rights Reserved. 25
Slide 26: Reference: Consolidated Statement of Profit or Loss (1H / 2H Forecast)
Reference Consolidated Statement of Profit or Loss (1H / 2H Forecast) As the full-year P/L plan remains unchanged, the 2H P/L plan is calculated by subtracting 1H actual results. ※The 2H assumptions remain unchanged from the initial forecast. 上半期実績 1H 下半期計画 2H 当期 FY02/27 前期 FY02/26 当期 FY02/27 前期 FY0
Slide 27: Reference: Segment Performance (1H / 2H Forecast)
Reference ： Segment Performance （1H / 2H Forecast ） As the full-year segment plan remains unchanged, the 2H hurdle varies by 1H performance. For the underperforming B2C Business, recovery in World’s apparel business is key to achieving the full-year plan. 合計 Total 上半期実績 FY02/27 1H Forecast 計 Total 調
Slide 28: Reference: Abbreviations and Terminologies
Reference: Abbreviations and Terminologies No Term Description 1 2 212K Lifestyle brand “212 KITCHEN STORE.” 2 A AW Autumn and winter Abbreviation for “Forward Deployed Engineer,” an engineer who works closely with customers to identify 3 F FDE issues and implement and establish systems leveraging t
Slide 29: Contact
World Co., Ltd. （Contact） Financial Results for the First Six Months of World Co., Ltd. the Fiscal Year Ending February 28, 2027 Corporate Communication Division Watanabe (Senior manager), Kunieda Phone: +81-3-6887-1300 Copyright © 2026 WORLD CO.,LTD. All Rights Reserved. 29
Slide 30: Always creating, sharing value. Always striving for more.
Always creating, sharing value. Always striving for more. 株式会社ワールド 2026年2月期（第68期） 財務・資本戦略 Copyright © 2026 WORLD CO.,LTD. All Rights Reserved. 30