Seikitokyu Kogyo Co., Ltd. · TSE:1898
Seikitokyu Kogyo — H1 FY2025 Earnings Presentation
39 slides from Seikitokyu Kogyo's earnings presentation, Nov 28, 2025
Slide 1: Financial Results Presentation for the First Half of FY Ending March 31, 2026
Financial Results Presentation for the First Half of the Fiscal Year Ending March 31, 2026 November 28, 2025 Becoming a truly strong corporate group
Slide 2: Contents
Contents Business Environment During the First Half of FY2025 4 Financial Results (Consolidated and Non-consolidated) 5 Orders Received, Net Sales and Construction Contracts Brought Forward (Consolidated) 6 Construction Work Orders Received (Non-consolidated) 7 Product Manufacturing and Sales Result
Slide 3: Overview of Financial Results for the First Half of the Fiscal Year Ending March 31, 2026
Overview of Financial 1 Results for the First Half of the Fiscal Year Ending March 31, 2026
Slide 4: Business Environment During the First Half of FY2025
1 Business Environment During the First Half of FY2025 In the road construction market, public construction investment remained strong due to disaster prevention and mitigation projects as well as for building national resilience. While the price for purchasing straight asphalt, which is a main mate
Slide 5: Financial Results (Consolidated and Non-consolidated)
1 Financial Results (Consolidated and Non-consolidated) On both a consolidated and non-consolidated basis, net sales were lower than both the year-on-year and initial forecast figures, while profits were higher than both the year-on-year and initial forecast figures. Operating income (consolidated)
Slide 6: Orders Received, Net Sales and Construction Contracts Brought Forward (Consolidated)
1 Orders Received, Net Sales and Construction Contracts Brought Forward (Consolidated) Total orders received were higher than both the year-on-year and initial forecast figures, reaching the highest levels in the past 10 years. Net sales of completed construction contracts were lower than 1H of the
Slide 7: Construction Work Orders Received (Non-consolidated)
1 Construction Work Orders Received (Non-consolidated) Trends in orders for construction work held up well, and we constantly received orders in general. Large-scale construction work orders, such as those related to expressways, and construction orders from the private sector, which we focus on, bo
Slide 8: Product Manufacturing and Sales Results (Non-consolidated)
1 Product Manufacturing and Sales Results (Non-consolidated) Although product demand remained sluggish, production volume and sales volume of asphalt composites exceeded the levels seen in 1H of the previous year. Net sales of finished goods increased 13.9% year on year, due to an increase in sales
Slide 9: Net Sales and Profit (Loss) Results by Segment (Consolidated)
1 Net Sales and Profit (Loss) Results by Segment (Consolidated) In the construction business, operating income decreased as construction volume growth stalled and net sales of completed contracts decreased year on year. In the pavement materials manufacturing and sales business, operating income imp
Slide 10: SG&A, Operating Income, Ordinary Income and Net Income (Consolidated)
1 SG&A, Operating Income, Ordinary Income and Net Income (Consolidated) Selling, general, and administrative expenses increased due to expanded investments in human resources and other factors. Operating income and ordinary income reached levels approaching the highest 1H earnings recorded in the pa
Slide 11: Analysis of Factors Affecting Changes in Net Income (Consolidated)
1 Analysis of Factors Affecting Changes in Net Income (Consolidated) Although construction work profit decreased due to lower net sales of completed contracts, net income exceeded the level of 1H of the previous year due to factors such as a significant improvement in product profit. Profit increase
Slide 12: Consolidated Financial Position and Cash Flows
1 Consolidated Financial Position and Cash Flows Dividends paid of 1,642 million yen. Purchase of property, plant and equipment of 689 million yen, including facility upgrade of plants and rebuilding offices. Long-term borrowings of 5,000 million yen that mature during the current year will be refin
Slide 13: Major Construction Works in Progress
1 Major Construction Works in Progress (Those We Received Orders for and Those Brought Forward) Construction works we received orders for Site Customer Project (Prefecture) Kanto Regional Development Environmental improvement and other work on National Route 4, Saitama Bureau, MLIT Higashi-Saitama R
Slide 14: Major Completed Construction Works
1 Major Completed Construction Works Site Customer Project (Prefecture) East Nippon Expressway Pavement work on Onahama Road in Yamada Fukushima Company Limited Tokyo Metropolitan Government Pavement work at Ariake Seaside Park (FY2024) Tokyo Kanto Regional Development Soya common-use cable tunnel w
Slide 15: Outlook for the Fiscal Year Ending March 31, 2026
2 Outlook for the Fiscal Year Ending March 31, 2026
Slide 16: Financial Results Forecast for FY2025 (Consolidated and Non-consolidated)
2 Financial Results Forecast for FY2025 (Consolidated and Non-consolidated) We continue to expect firm underlying demand in the road construction market, such as disaster prevention and disaster mitigation business and building national resilience. Given the 1H results, both consolidated and non-con
Slide 17: Financial Results Forecast for FY2025 (Key Performance Indicators)
2 Financial Results Forecast for FY2025 (Key Performance Indicators) Medium-term Management Plan (FY2024-2026): Key Performance Indicators Consolidated Item FY2024 actual FY2025 Est. FY2026 plan Net sales 99.3 billion yen 101.3 billion yen 100.0 billion yen Operating income 5.8 billion yen 6.6 billi
Slide 18: Net Sales and Profit (Loss) Forecast by Segment (Consolidated)
2 Net Sales and Profit (Loss) Forecast by Segment (Consolidated) In the construction business, backed by extensive construction works in progress and solid orders received, we expect the net sales of completed construction contracts to remain roughly at the same level as the previous year. Despite c
Slide 19: Forecast of Construction Work Orders to be Received
2 Forecast of Construction Work Orders to be Received (Consolidated and Non-consolidated) We intend orders received for construction work on a non-consolidated basis to exceed the initial forecast by 2 billion yen, in light of the outlook for orders from the third quarter onward and the current cons
Slide 20: Reference: Medium-term Management Plan (FY2024-2026)
Reference: 3 Medium-term Management Plan (FY2024–2026)
Slide 21: Phases on our way to achieving Where We Should Be in 2030
3 Phases on our way to achieving Where We Should Be in 2030 Corporate Philosophy An infrastructure building company that helps Where We A truly strong corporate group create affluent communities Should that pursues personal and corporate growth in tandem and helps realize a Be in 2030 sustainable so
Slide 22: Medium-term Management Plan: Basic Policies
3 Medium-term Management Plan (FY2024-2026) Basic Policies Becoming a truly strong corporate group 2nd Phase For achieving our vision (Where We Should Be in 2030), we are furthering initiatives under the five basic policies: “Expand stable earnings,” “Diversify revenue sources,” “Execute people-cent
Slide 23: Medium-term Management Plan: Key Performance Indicators
3 Medium-term Management Plan (FY2024-2026) Key Performance Indicators Consolidated ［連結］ Item FY2023 actual FY2024 actual FY2025 Forecast FY2026 plan Net sales 88.0 billion yen 99.3 billion yen 101.3 billion yen 100.0 billion yen Operating income 4.1 billion yen 5.8 billion yen 6.6 billion yen 6.0 b
Slide 24: Individual Strategies 01: Expand stable earnings
3 Medium-term Management Plan (FY2024-2026) Individual Strategies 01 Key Strategies Expand stable earnings by further strengthening the competitiveness of our core businesses Construction Business Build track record with construction and strengthen response capacity (win construction work from Min
Slide 25: Individual Strategies 02: Expand business areas
3 Medium-term Management Plan (FY2024-2026) Individual Strategies 02 Key Strategies Rise to the challenge of expanding business areas and developing new business fields Provide new technology and value for social infrastructure development Lengthen the life of road infrastructure Surface repair wo
Slide 26: Individual Strategies 03: Human resources
3 Medium-term Management Plan (FY2024-2026) Individual Strategies 03 Key Strategies Create a virtuous cycle in the recruitment, retention, and development of human resources Actively Promote Diversity & Inclusion and Improve Engagement Enhance recruiting through the promotion of diversity and stro
Slide 27: Individual Strategies 04 and 05
3 Medium-term Management Plan (FY2024-2026) Individual Strategies 04 Establish new ways of working that help Key Strategies improve productivity 05 Build a strong and sound management Key Strategies and financial base Improve Productivity and Operational Efficiency Regain Credibility and Trust from
Slide 28: Financial Capital Policy: Capital Allocation
3 Medium-term Management Plan (FY2024-2026) Financial Capital Policy Capital Allocation (FY2024-2026) • Implement continuous and strategic investments for building a sustainable business foundation • Control the balance sheet to reflect a balance between financial soundness and capital efficiency •
Slide 29: Financial Capital Policy: Investments
3 Medium-term Management Plan (FY2024-2026) Financial Capital Policy Implement continuous and strategic investments for building a sustainable business foundation Cumulative total for plan FY2024 result period (Planned value) Capital expenditure (maintain backbone systems, growth) Approx. 1.5 billio
Slide 30: Financial Capital Policy: Shareholder Returns Based on DOE
3 Medium-term Management Plan (FY2024-2026) Financial Capital Policy Stable and proactive shareholder returns based on DOE ●Trends of relevant indicators Targeting DOE of 6% *For FY2024, maintain DOE target of 8% FY2025 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 (Forecast) Equity (million yen) 36,632
Slide 31: Where We Should Be in 2030: Basic Policies
3 Where We Should Be in 2030 Basic Policies to Achieve Where We Should Be Expand stable earnings Enhance management Diversify revenue and financial base sources Becoming a truly strong corporate group Establish new ways Execute people-centric of working management In the medium-term management plan
Slide 32: Where We Should Be in 2030 (Quantitative Targets)
3 Where We Should Be in 2030 Where We Should Be in 2030 (Quantitative Targets) Updated on May 2024 Key Performance Indicators (KPI) Consolidated Our New Approach to Where We Original target Updated on Should Be (Quantitative Targets) (May 2021) May 2024 Net Sales of 110 billion yen and Operating I
Slide 33: Where We Should Be in 2030: Cash Flow Allocation
3 Where We Should Be in 2030 Cash Flow Allocation Updated on May 2024 ●Cash flow use (2024-2030) Operating cash flow (for 7 cumulative years) Growth Investments Approx. 23 billion yen (capital expenditure/strategic investment) (approx. 18 billion yen/approx. 5 billion yen) Approx. 43 billion yen (ne
Slide 34: Reference Information
(DSEIKITOKYU KOGYO CO. LTD. 4 | Reference Information
Slide 35: Corporate Philosophy / Company Profile
4 Corporate Philosophy / Company Profile Corporate Philosophy An infrastructure building company that helps create affluent communities Company name SEIKITOKYU KOGYO CO., LTD. Established January 16, 1950 Head office location 2-9-3, Shibakoen, Minato-ku, Tokyo, Representative Yoshikazu Taira, Direct
Slide 36: Main Offices, Laboratories, Consolidated Subsidiaries, etc.
4 Main Offices, Laboratories, Consolidated Subsidiaries, etc. Business offices, etc. 50 sites Material plants, etc. 51 sites Hokkaido ・Hokkaido Branch Technology research Tochigi Prefecture laboratory Testing laboratories 8 sites Equipment center Tochigi Prefecture Training center Tochigi Prefecture
Slide 37: Our Technologies
4 Our Technologies αFlat Mible-eco (generic term: foamed asphalt mixture) αFlat is a gap correction material for filling holes and repairing Asphalt and aggregate can be mixed easily with an additive to gaps that occur in bridge joints, and can be applied on asphalt foam fine bubbles in asphalt, whi
Slide 38: Consolidated Performance Indicators, etc
4 Consolidated Performance Indicators, etc Business term 60th 61st 62nd 63rd 64th 65th 66th 67th 68th 69th 70th 71st 72nd 73rd 74th 75th 76th Fiscal year FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 Net sales (Millions of yen)
Slide 39: Forward-looking statements and contact
This material contains financial results forecasts, projections, and other forward-looking statements, which are based on available information and certain assumptions that are considered reasonable at the time of preparation. Various factors including changes in future business environment may caus