Takara Holdings Inc. · TSE:2531
Takara — Investor Presentation (September 2025)
76 slides from Takara's investor presentation, Sep 2, 2025
Slide 1: Takara Holdings Inc. (2531) Information Meeting
Takara Holdings Inc. (2531) Information Meeting September 2, 2025 Takara Holdings Inc.
Slide 2: Contents
Contents １．Overview of Takara Group ２．Progress of the Medium-Term Management Plan for 2025 ３．Domestic Business ４．Overseas Business ４-１. Overseas Alcoholic Beverages Business ４-２. Japanese Food Wholesale Business in Overseas Markets ５．Bio Business ６．Sustainability ７．Shareholder Returns and Reducing S
Slide 3: Contents
Contents １．Overview of Takara Group ２．Progress of the Medium-Term Management Plan for 2025 ３．Domestic Business ４．Overseas Business ４-１. Overseas Alcoholic Beverages Business ４-２. Japanese Food Wholesale Business in Overseas Markets ５．Bio Business ６．Sustainability ７．Shareholder Returns and Reducing S
Slide 4: Overview of Takara Group
Overview of Takara Group Trade name: Takara Holdings Inc. Founded: 1842 Established: September 6, 1925 exchange listings: 2531 Tokyo (Prime section) Head office: Kyoto, Japan Representative: Mutsumi Kimura, President Issued Capital: ¥13,226 million Number of employees ： 5,729 (Takara Holdings Consol
Slide 5: Business Structure of Takara Group
Business Structure of Takara Group Takara Holdings Inc. Takara Shuzo Takara Shuzo Int’l Group Takara Bio Group Domestic Business Overseas Business Biomedical business Others 5
Slide 6: Trend in Sales by business
Trend in Sales by business The group's overall sales have been on an upward trend. （billions of yen） 401.0 400 Takara Shuzo 362.6 Takara Shuzo Int'l 350.6 350 339.3 Takara Bio 300.9 300 Others 281.1 278.4 268.1 277.4 250 234.1 200 150 100 50 0 '17/3 '18/3 '19/3 '20/3 '21/3 '22/3 '23/3 '24/3 '25/3 '2
Slide 7: Change in Composition Ratio of Operating Income by Business
Change in Composition Ratio of Operating Income by Business With the growth of overseas businesses, the composition ratio of Takara Shuzo Int’l Group exceeded 60%. The operating income of the Group as a whole more than 1.5 times in the last 10 years as each business grew. ■Takara Shuzo ■Takara Shuzo
Slide 8: Change in overseas sales ratio
Change in overseas sales ratio The overseas sales ratio of the Takara Group has significantly increased from 22.2% in the fiscal year ended March 2017 to 59.3% in the fiscal year ended March 2025. For the fiscal year ending March 2026, the Group plans to exceed 60%. ◆Overseas sales ratio of the Taka
Slide 9: Contents
Contents １．Overview of Takara Group ２．Progress of the Medium-Term Management Plan for 2025 ３．Domestic Business ４．Overseas Business ４-１. Overseas Alcoholic Beverages Business ４-２. Japanese Food Wholesale Business in Overseas Markets ５．Bio Business ６．Sustainability ７．Shareholder Returns and Reducing S
Slide 10: Overview of Medium-Term Management Plan for 2025
Overview of Medium-Term Management Plan for 2025 Long-Term Management Plan “TaKaRa Group Challenge for the 100th（TGC100） ” (for 2020-2025) Medium-Term Management Plan for 2022 Medium-Term Management Plan for 2025 for 2020-2022 for 2023-2025 During this period, Takara Group intends to accelerate inve
Slide 11: Gap Between Planned and Current External Environment
Medium-Term Management Plan for 2025 Gap Between Planned and Current External Environment Gaps in external Impact on performance environment Takara Shuzo Negative Increasing weak yen Takara Shuzo Int’l Positive Group Growth stagnation in Takara Shuzo Int’l restaurant markets due to Negative Group gl
Slide 12: Financial forecasts for FY ending March 2026 vs mid-term plan
Takara Holdings (Consolidated) Financial forecasts for the fiscal year ending March 31, 2026 <vs mid-term plan2025> (Millions of Yen) Mid-term plan '26/3 Forecasts Change (％) 2025 Target Net Sales 401,000 420,000 or more (4.5) Gross profit 21,900 38,000 or more (42.4) Percentage of net sales 61.9％ 6
Slide 13: Financial forecasts by business vs mid-term plan
Takara Holdings (Consolidated) Financial forecasts by business for the fiscal year ending March 31, 2026 <vs mid-term plan2025> (Millions of Yen) Mid-term '26/3 Forecasts plan 2025 Change (％) Target Net Sales 120,681 123,200 (2.0) Takara Shuzo Gross profit 5,337 5,000 ＋6.7 Net Sales 214,600 218,000
Slide 14: Takara Shuzo Performance Trends
Takara Shuzo Performance Trends <vs mid-term plan2025> Net Sales Since October 2023, appropriate price Actual & Forecasts 130 revisions have been made, but net Mid-Term Plan Targets 125 sales have decreased 120 115 Net sales are expected to fall below 110 the plan mainly due to price revisions 105 m
Slide 15: Takara Shuzo Int'l Group Performance Trends
Takara Shuzo Int’l Group Performance Trends <vs mid-term plan2025> Net Sales (Billions of Yen) Actual & Forecasts 240 Mid-Term Plan Targets While organic sales growth has slowed 220 down, due to additional revenue from 200 exchange rates as well as planned and 180 unplanned M&As (such as Kagerer & 1
Slide 16: Takara Bio Group Performance Trends
Takara Bio Group Performance Trends <vs mid-term plan2025> Net Sales (Billions of Yen) Actual & Forecasts 80 Mid-Term Plan Targets 70 Sluggishness in the global life science 60 research market, among other factors, 50 led net sales in all categories (reagents, 40 equipment, contract, and gene therap
Slide 17: Investment Plan for '24/3-'26/3 vs mid-term plan
Investment Plan for ’24/3-’26/3 <vs mid-term plan2025> M&A investments, etc. increased in the Takara Shuzo Int’l Group. Investments in the consolidated Takara Group exceeded medium-term management plan targets, totaling 99.7 billion yen. ◇Investment Plan Investment Plan Mid-term plan Change Factors
Slide 18: Investment Plan for '24/3-'26/3 overview
Investment Plan for ’24/3-’26/3 overview By investing in businesses in growth and high-priority fields, we are laying the foundation for future growth. Key Investment Objectives Initiatives and Plans Takara ・Various line upgrades at facilities such as the Matsudo Plant, Fushimi Plant, and ・Establish
Slide 19: Takara Shuzo: Safety and security equipment upgrades
[Takara Shuzo] Continued commitment to initiatives prioritizing safety and security Planning equipment upgrades at each production facility. Fushimi Plant （Kyoto） Shirakabegura （Hyogo） Shimabara Plant KusuPlant （Nagasaki） （Mie） Matsudo Plant Kurokabegura （Miyazaki） （Chiba） 19
Slide 20: Japanese food wholesale: Expansion in North America
［Takara Shuzo Int’l Group］ Japanese food wholesale business : Expansion in North America The coverage area, which had previously focused on the West and East Coasts, has been expanded to include major metropolitan regions. ◇Expansion of areas ●…Exsisting Existing areas ●…New New areas ’20/03 ’26/03
Slide 21: Japanese food wholesale: Expansion in Europe
［Takara Shuzo Int’l Group］ Japanese food wholesale business : Expansion in Europe In 2024, new bases were established in Germany and the Nordic region to expand operations. Furthermore, by leveraging the client network of Kargeller GmbH in Germany—which spans across various European countries—the de
Slide 22: Acquisition of shares in Curio Inc.
［Takara Bio Group］ Acquisition of shares in Curio Inc. Accelerated market launch of Curio Inc. (U.S.) products and full utilization of synergies with spatial analysis services, with a particular focus on expanding NGS-related products. Next Generetion Sequencing * NGS Technology for rapid and cost-e
Slide 23: Construction of the Cell and Gene Processing Center III
［Takara Bio Group］ Construction of the Cell and Gene Processing CenterⅢ (CGCPⅢ) A dual-use facility serving as both a vaccine production base and a base for manufacturing components and materials. Construction to start in May 2024 / Scheduled for completion in 2027. CGCPⅡ CGCPⅠ CGCPⅢ Main building(3
Slide 24: Cash allocation forecasts for '24/3-'26/3
Cash allocation forecasts for ’24/3-’26/3 <vs mid-term plan2025> ・mid-term plan 2025 ・forecasts for ’24/3-’26/3 Target for ’24/3-’26/3 CASH IN CASH OUT CASH IN CASH OUT Operating cash flows Capital 70.8 billion investment, yen M&A, etc. Operating Capital 99.7 billion cash flows investment, yen 87.4
Slide 25: ROE/ROIC performance forecasts
Takara Holdings (Consolidated) ROE/ROIC performance forecasts for the fiscal year ending March 31, 2026 <vs mid-term plan2025> Mid-term ‘26/3 plan 2025 Change Factors Forecast(%) Target(%) 9.0 or Investment in growth and high-priority fields was ROE 6.5 more accelerated, but net income fell below ta
Slide 26: Initiatives to improve ROIC
Initiatives to improve ROIC In addition to further enhancing profitability, we are actively working to improve operational efficiency. Initiatives ・Development of key brands through product mix optimization ・Improving production efficiency through capital investment Takara Shuzo ・Enhancing working c
Slide 27: Contents
Contents １．Overview of Takara Group ２．Progress of the Medium-Term Management Plan for 2025 ３．Domestic Business ４．Overseas Business ４-１. Overseas Alcoholic Beverages Business ４-２. Japanese Food Wholesale Business in Overseas Markets ５．Bio Business ６．Sustainability ７．Shareholder Returns and Reducing S
Slide 28: Domestic Business (Takara Shuzo)
Domestic Business（Takara Shuzo） Takara Group began its founding business of sake brewing in Fushimi, Kyoto in 1842. Leveraging over 180 years of accumulated technical expertise and innovative thinking, the company has launched numerous brands. 28
Slide 29: Market Environments
Market Environments RTD sales are continuing to expand, while shochu, sake, and other Japanese alcoholic beverages are continuing to decline. ◆ Taxable quantity trends by category （KL） 8,000 7,000 Total Beer 6,000 Sake 5,000 Ko-type Shochu 4,000 Otsu-type Shochu Total Shochu 3,000 Wine 2,000 Whiskey
Slide 30: Main Products of Takara Shuzo
Main Products of Takara Shuzo We manufacture and sell alcoholic beverages in a wide range of categories focusing on light-alcohol refreshers such as Takara Can Chu-Hi, as well as Japanese traditional alcohol including shochu, sake and Hon-mirin. ◆ Sales by Business Category (Fiscal year ended March
Slide 31: Takara Shuzo: Business Strategy for FY ending March 2026
Takara Shuzo: Business Strategy for the fiscal year ended March 31, 2026 Expanding washu to the global market while implementing thorough brand cultivation and improving profit margins. Basic policy —Fostering an awareness of ROIC-focused management for budget achievement and capital efficiency impr
Slide 32: Expansion of the sales composition ratio of key brands
Expansion of the sales composition ratio of key brands Improving profit margins by increasing sales of high-profit-margin key brands to 41% of total sales. ● Sales composition ratio of key brands, Gross profit margin ‘25/3 ‘26/3 Actual Forecasts Sales Gross profit Sales Gross profit composition marg
Slide 33: Initiatives of Key Brand Development
Initiatives of Key Brand Development <Takara Shochu Highball><Sho Chiku Bai Shirakabegura “MIO” Sparkling Sake> Using advertising with a focus on the key brand core products, Takara Shochu Highball and Sho Chiku Bai Shirakabegura Mio, to acquire new users. ◇Takara Shochu Highball：’26/3 18,300,000 C/
Slide 34: Initiatives of Key Brand Development
Initiatives of Key Brand Development <Sho Chiku Bai Subaru><Sho Chiku Bai Mizuoto> Developing products that will create new markets based on selling points of washu such as “aroma” and “mixing with soda”. ◇ Sho Chiku Bai Subaru: ‘26/3 120,000 C/S (1.8L x 6 bottles) (YOY +15%) Main visual ＜Highly rat
Slide 35: Contents
Contents １．Overview of Takara Group ２．Progress of the Medium-Term Management Plan for 2025 ３．Domestic Business ４．Overseas Business ４-１. Overseas Alcoholic Beverages Business ４-２. Japanese Food Wholesale Business in Overseas Markets ５．Bio Business ６．Sustainability ７．Shareholder Returns and Reducing S
Slide 36: Overview of Overseas Business
Overview of Overseas Bussiness Developing two businesses: Overseas alcoholic beverages business and Japanese Food Wholesale markets Business in overseas markets. ◆Japanese Food Wholesale Business ◆Overseas Alcoholic Beverages Business in overseas markets Net Sales ‘25/3: 23.5 billion yen Net Sales ‘
Slide 37: Overseas Business Bases
Overseas Business Bases Our overseas alcoholic beverages business has manufacturing bases in the United States, China, the UK, and Canada. Our overseas Japanese food wholesale business has a global network across the U.S., Europe, and Australia. 37
Slide 38: Market Environment: Growth of Export Market
Market Environment: Growth of Export Market Exports of Japan’s agricultural, forestry and fishery products and foods are increasing every year. Growth in 2024 showed a year-on-year growth of 103.7%. ◇Trends in exports of Japan’s agricultural, forestry and fishery products and foods (Billions of yen)
Slide 39: Market Environment: Growth of Export Market
Market Environment: Growth of Export Market Although the export value of Japanese alcoholic beverages in 2024 fell below the previous year, it remained roughly at the same level as in 2023. From January to May 2025, exports totaled ¥64.4 billion, representing 117.9% year-on-year growth. ◇ Trends in
Slide 40: Market Environment: Growth of Japanese Restaurants Abroad
Market Environment: Growth of Japanese Restaurants Abroad The number of Japanese restaurants in the world is rapidly growing, 3.4 times larger than that 10 years ago. ＜2013＞ ＜2019＞ ＜2021＞ ＜2023＞ Approx. → Approx. → Approx. → Approx. 55,000 156,000 159,000 187,000 Russia Europe 3,200 16,400 （3,100） N
Slide 41: Group Company's Transaction Case
Takara Shuzo Int’l Group: Group Company’s Transaction Case While Japanese food ingredients are primarily used in Japanese restaurants, their adoption is expanding into a variety of culinary styles—including Asian cuisine, Chinese, Korean, and Western dishes. ◆Client Composition by restaurant types F
Slide 42: Takara Shuzo Int'l Group: Business Strategy for FY ending March 2026
Takara Shuzo Int’l Group : Business Strategy for the fiscal year ended March 31, 2026 We will achieve revenue growth for the whole Group through the rapid growth of the Washu and Japanese food wholesale Basic policy business and the stable growth of Western-style liquor business. ＜Key Initiatives＞ ●
Slide 43: Contents
Contents １．Overview of Takara Group ２．Progress of the Medium-Term Management Plan for 2025 ３．Domestic Business ４．Overseas Business ４-１. Overseas Alcoholic Beverages Business ４-２. Japanese Food Wholesale Business in Overseas Markets ５．Bio Business ６．Sustainability ７．Shareholder Returns and Reducing S
Slide 44: Overseas Alcoholic Beverages Business (Washu): Business Strategy
Overseas Alcoholic Beverages Business (Washu) : Business Strategy for the fiscal year ended March 31, 2026 Overseas Alcoholic Net sales 9,360 Beverages Business (Washu) Target Operating income 553 (Millions of yen) We will aim for the rapid growth of the Washu business, Business maximizing synergies
Slide 45: Initiatives of MIO Brand Development
Overseas Alcoholic Beverages Business(Washu) : Initiatives of “MIO” Brand Development In the US with high sales distribution ratio, we aim to acquire trial users through 150ml bottles of Mio, and promote new introduction of Mio to American mass retailers’ chains by utilizing a new sponsorship contra
Slide 46: Product Development of Innovative SAKE
Overseas Alcoholic Beverages Business(Washu) : Initiatives of Product Development of “Innovative SAKE” In collaboration with Japanese food wholesale business in oversea markets, we have developed and will (partly planned) launch two products tailored to local market needs: canned sake, a trend overs
Slide 47: Takara Sake USA Inc.
Overseas Alcoholic Beverages Business (Washu): Takara Sake USA Inc. For 40 years since its founding in 1983, Takara Sake USA, Inc. has pursued the brewing of sake using rice and water produced in the United States, and has continued to develop products that meet local needs. ◆Location in Berkeley, C
Slide 48: Takara Sake USA Inc.
Overseas Alcoholic Beverage Business (Washu) Takara Sake USA Inc. Takara Sake USA Inc. has achieved the same level of quality as in Japan, backed by its solid technological expertise. In 2011, “Sho Chiku Bai Classic” became the first U.S.-produced sake to win a gold award at the U.S. National Sake A
Slide 49: Takara Sake USA Inc. innovative sakes
Overseas Alcoholic Beverages Business (Washu): Takara Sake USA Inc. We are launching innovative sakes developed by Takara Sake USA Inc., leveraging our strength as a group with a base in the United States. 【MU|WA 【OCEAN VIEW（White Koji）】 （SAKE aged in bourbon barrels）】 【SKYLINE（Uses highly acidic ye
Slide 50: Overseas Alcoholic Beverages (Western-style liquor): Business Strategy
Overseas Alcoholic Beverages Business (Western-style liquor) : Business Strategy for the fiscal year ended March 31, 2026 Overseas Alcoholic Beverages Net sales 15,858 Business (Western-style liquor) Target Operating income 7,107 (Millions of yen) Business We aim to boost the value of our brands, su
Slide 51: Contents
Contents １．Overview of Takara Group ２．Progress of the Medium-Term Management Plan for 2025 ３．Domestic Business ４．Overseas Business ４-１. Overseas Alcoholic Beverages Business ４-２. Japanese Food Wholesale Business in Overseas Markets ５．Bio Business ６．Sustainability ７．Shareholder Returns and Reducing S
Slide 52: Business Model of Japanese Food Wholesale Business
Business Model of Japanese Food Wholesale Business Our Japanese Food Wholesale Business imports products via routes involving specialized trading companies or through direct trading. Sell to local restaurants and supermarkets, and takeout shops, also EC channels and secondary wholesalers. Products w
Slide 53: Progress in the Japanese Food Wholesale Business
Progress in the Japanese Food Wholesale Business Acquired shares of FOODEX S.A.S. (France) and made it a consolidated subsidiary, 2010 entering the overseas Japanese food wholesale business 2013 Acquired Tazaki Foods Limited (UK) as a consolidated subsidiary 2014 Acquired Cominport Distribución S.L.
Slide 54: Strengths of the Japanese Food Wholesale Business
Strengths of the Japanese Food Wholesale Business We leverages its strengths —including a logistics system focused on maintaining ingredient freshness, a wide selection of non-food items, and proposals that pair food with sake— to promote Japanese culture through Japanese cuisine and alcoholic bever
Slide 55: Japanese Food Wholesale Business: Business Strategy
Japanese Food Wholesale Business: Business Strategy for the fiscal year ended March 31, 2026 Japanese Food Net sales 192,098 Wholesale Business Target Operating income 7,489 (Millions of yen) We will promote the diversification of sales channels, pioneer new Business areas, and develop and cultivate
Slide 56: Initiatives to expand washu
Japanese Food Wholesale Business : Initiatives to expand “washu” Spreading awareness of the appeal of washu, in particular Mio, in various regions with a target of increasing net sales by 10.6% YoY. Japanese food wholesalers in overseas markets ‘25/3 ‘26/3 Targets (five companies total*) Net sales o
Slide 57: Initiatives to expand seafood
Japanese Food Wholesale Business : Initiatives to expand “seafood” With strengths in marine products, new markets will be opened up, with a target of increasing net sales by 9.1% YoY. We will create synergies by utilizing strengths in marine product procurement belonging to companies newly added to
Slide 58: Sales expansion strategies in North America
Japanese food wholesale business : Sales expansion strategies in North America In North America, efforts are being made to expand the sales network for fresh fish and Wagyu beef, enhance the lineup of products for retail customers, and develop new sales channels. Additionally, the acquisition of new
Slide 59: Sales expansion strategies in Europe
Japanese food wholesale business : Sales expansion strategies in Europe Development of Differentiated Products through Collaboration among Four Companies in France, Spain, the UK, and Germany, and Market Expansion Using Secondary Distributors in Northern, Eastern, and Southern Europe. Area Major str
Slide 60: Traditional Sake Brewing Registered as UNESCO Intangible Cultural Heritage
Traditional Sake Brewing Registered as UNESCO Intangible Cultural Heritage In 2024, traditional sake brewing was newly registered as a UNESCO Intangible Cultural Heritage. This marks the second registration related to Japanese food culture, following Washoku (traditional Japanese cuisine). ◇List of
Slide 61: UNESCO Inscription of Traditional Sake Brewing vs Washoku
The UNESCO Inscription of Traditional Sake Brewing as Intangible Cultural Heritage – Contrasting with Washoku, Traditional Japanese Cuisine Following the UNESCO registration of Washoku, the Milan Expo was held, leading to a significant expansion of Japanese restaurants. The registration of tradition
Slide 62: Contents
Contents １．Overview of Takara Group ２．Progress of the Medium-Term Management Plan for 2025 ３．Domestic Business ４．Overseas Business ４-１. Overseas Alcoholic Beverages Business ４-２. Japanese Food Wholesale Business in Overseas Markets ５．Bio Business ６．Sustainability ７．Shareholder Returns and Reducing S
Slide 63: Bio Business
Bio Bussiness It started as a biotechnology business of Takara Shuzo (now Takara Holdings), and established Takara Bio Inc. in 2002. Biotech researchers around the world are its customers. Reagents Instruments CDMO* Automated PCR Nucleic Acid Contact services related to General reagents instruments
Slide 64: Takara Bio Group: Business Strategy
Takara Bio Group: Business Strategy for the fiscal year ended March 31, 2026 Basic By improving productivity, creating synergies from acquired companies, and selecting and focusing on R&D projects, we policy will put our profits back on track for growth. ＜Key Initiatives＞ ●Establish a position as a
Slide 65: Reagents Business: Business Strategy
Reagents Business: Business Strategy for the fiscal year ended March 31, 2026 Reagents Business Business Growth of the reagents business through a glocal, multi-polar policy expansion of general research-use reagents. Europe(Gothenburg) U.S.(San Jose) ・New manufacturing of products for the ・Reduce p
Slide 66: CDMO Business: Business Strategy
CDMO Business: Business Strategy for the fiscal year ended March 31, 2026 CDMO Business Business Proactive technology development, talent cultivation, and policy capital investment aimed at achieving significant growth. C D M O Leveraging proprietary platform technologies such as Spo-T , CereAAV , a
Slide 67: CDMO Business: ViSpot virus safety testing
CDMO Business: Business Strategy for the fiscal year ended March 31, 2026 ViSpot, a domestic provider of virus safety testing services essential for biopharmaceutical development, has been acquired and integrated into our CDMO business to drive expansion. Virus safety testing （A）Virus clearance test
Slide 68: Contents
Contents １．Overview of Takara Group ２．Progress of the Medium-Term Management Plan for 2025 ３．Domestic Business ４．Overseas Business ４-１. Overseas Alcoholic Beverages Business ４-２. Japanese Food Wholesale Business in Overseas Markets ５．Bio Business ６．Sustainability ７．Shareholder Returns and Reducing S
Slide 69: ESG scores
ESG scores Promoting initiatives based on those of the FTSE, the ESG score in 2025 was 3.6, which exceeded the beverage sector average of 3.44. As of June 2025, MSCI grade had been retained as A. ● Changes in FTSE score Takara ●MSCI Holdings 4 3.6 Retained an A grade in 2025 3.5 3.06 3.44 3 2.8 3.35
Slide 70: Resolve social issues through products and services
Resolve social issues through the business of providing products and services We will further enhance the Takara Group’s corporate value by achieving the sustainability vision formulated for each material issue and working to resolve various social issues through business activities. Materiarity Ini
Slide 71: Initiatives for biodiversity conservation
Initiatives for biodiversity conservation Materiarity Initiatives 40th anniversary of the establishment ・The Takara Harmonist Fund, a public trust, was established in 1985 and provides subsidies for research and other activities to protect forest, grassland, and waterside natural environments. ＜No.
Slide 72: Contents
Contents １．Overview of Takara Group ２．Progress of the Medium-Term Management Plan for 2025 ３．Domestic Business ４．Overseas Business ４-１. Overseas Alcoholic Beverages Business ４-２. Japanese Food Wholesale Business in Overseas Markets ５．Bio Business ６．Sustainability ７．Shareholder Returns and Reducing S
Slide 73: Shareholder Returns for the fiscal year ending March 31, 2026
Shareholder Returns for the fiscal year ending March 31, 2026 ◇Dividend for the fiscal year ending March 31, 2026 （Planned） 31yen （Dividend Payout Ratio37.1％） Dividend Ordinary dividend of ¥29 commemorative dividend for the 100th anniversary ¥2 ◇Record of treasury stock acquisition Number of shares
Slide 74: Policy for reducing strategic shareholdings
Policy for reducing strategic shareholdings for the fiscal year ending March 31, 2026 To further improve capital efficiency, the total amount of strategic shareholdings will be reduced by 50% from the end of the fiscal year ending March 31, 2025 to the end of the fiscal year ending March 31, 2030. ◇
Slide 75: Smiles in Life
Smiles in Life ～Smiles are Life’s Treasures ～ We will progressively achieve our vision of “Smiles in Life ~ Smiles are Life’s Treasures ~” by contributing to a well-balanced diet for people around the world through Washu and Japanese food, and by supporting healthy lifestyles through our biomedical
Slide 76: Forward-Looking Statements
Forward-Looking Statements Statements in this presentation, other than those based on historical fact, concerning the current plans, prospects, strategies and expectations of the Company and its Group represent forecasts of future results. While such statements are based on the conclusions of manage
Takara Holdings — Investor Presentation (September 2025) on 6ix