Amita Holdings Co., Ltd. · TSE:2195
Amita — FY2025 Earnings Presentation
69 slides from Amita's earnings presentation, Mar 12, 2026
Slide 1: Earnings Briefing for the Fiscal Year Ended December 31, 2025
Earnings Briefing for the Fiscal Year Ended December 31, 2025 (FY 2025) March 12, 2026 AMITA HOLDINGS CO., LTD. (Stock code: 2195 on the Growth Market of the Tokyo Stock Exchange)
Slide 2: Agenda
01 Review of the Groundwork Phase in FY 2024 and 2025 KUMANO Eisuke, Chairman and Chief Visionary Officer (CVO) Consolidated Financial and Business Results for FY 2025 SUETSUGU Takahide, President and Chief Integrated Operations Officer (CIOO) 02 Key Strategic Initiatives for FY 2026 SUETSUGU Takahi
Slide 3: Review of the Groundwork Phase in FY 2024 and 2025
Review of the Groundwork Phase 01 in FY 2024 and 2025 KUMANO Eisuke, Chairman and CVO AMITA HOLDINGS CO., LTD. © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 2
Slide 4: Groundwork Phase in FY 2024 and 2025
Groundwork Phase in FY 2024 and 2025 Global scene February 2024 The world at a critical crossroads We updated our road map toward 2020 COVID-19 pandemic establishing the Social Systems Design Business by FY 2030. Increasingly unpredictable markets and society The Social Systems 2021 Objective: Enhan
Slide 5: Our Key Initiatives Undertaken during the Groundwork Phase
Our Key Initiatives Undertaken during the Groundwork Phase • Enhance the value propositions of our Cyano Project service suite for corporate Product Strategy sustainability • Develop the MEGURU STYLE service suite for community sustainability Sales & Marketing • Enhance our inbound marketing discipl
Slide 6: Consolidated financial performance for FY 2025 fell short of initial guidance
Our consolidated financial performance for FY 2025 fell short of initial guidance. (In millions of yen; amounts rounded down to the nearest million yen) Operating Profit Ordinary Profit Profit Attributable to Owners of Parent 757 653 526 435 469 Achievement ratio Achievement ratio 66.7% 62.1% 310 Ac
Slide 7: Unforeseen Changes in Market Dynamics
Unforeseen Changes in Market Dynamics ✔ Volatile U.S. tariff policy enforced by the second Trump administration ✔ China’s deflationary export practices ✔ A general decline in the corporate drive for ESG disclosure ● A decline in the drive for ESG disclosure among Japanese Revenue from the Cyano Proj
Slide 8: Focused on developing the sustainability solutions market during FY 2025
We were focused on developing the sustainability solutions market during FY 2025. We held two-tier seminars on corporate sustainability— one for corporate executives and the other for non-managerial staff. Seminar for corporate executives Seminar for non-managerial in four sessions staff Enlightenin
Slide 9: Positive developments increasingly advantageous to our business
Furthermore, the positive developments illustrated below are becoming increasingly advantageous to our business. Growing sustainability solutions markets Changing consumer mindset Global Japan Projected Circular-Economy-related "I'd rather pick and choose YES Projected Circular Economy Market enviro
Slide 10: Emerging market for social-impact solutions
A market for social-impact solutions is emerging and is projected to experience significant growth, driven by the increasing demand among Japanese businesses to achieve greater corporate sustainability. © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 9
Slide 11: Multi-agent AI causing a paradigm shift in business models
Emerging multi-agent AI technologies are causing a paradigm shift in business models— from those driven by labor productivity to those driven by value productivity. A society where information drives manufacturing An industrial society centered and ideas generate value around manufacturing Three pil
Slide 12: AMITA Group has embarked on a growth stage in FY 2026
Acknowledging the transformative impact on social and industrial landscapes, the AMITA Group has embarked on a growth stage in FY 2026. © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 11
Slide 13: Consolidated Financial and Business Results for FY 2025
Consolidated Financial and 02 Business Results for FY 2025 SUETSUGU Takahide, President and CIOO AMITA HOLDINGS CO., LTD. © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 12
Slide 14: Scope of AMITA Group's Service Lines
Scope of AMITA Group’s Service providers Service recipients For businesses For municipalities For consumers Service Lines Businesses Municipalities Consumers Businesses MEGURU STYLE Businesses Municipalities Consumers Address four primary community issues: population drain; aging Assist clients in t
Slide 15: Consolidated Financial Results for FY 2025
Consolidated Financial Results for FY 2025 © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 14
Slide 16: Financial Highlight for FY 2025: Difference from Initial Guidance
Financial Highlight for FY 2025: Difference from Initial Guidance Our consolidated financial results for FY 2025 fell short of initial guidance. FY 2025 Net sales and Changes in market dynamics resulted in a decline in the corporate drive for ESG disclosure and a disruption in the results operating
Slide 17: Financial Highlight for FY 2025: Changes from FY 2024
Financial Highlight for FY 2025: Changes from FY 2024 (In millions of yen; amounts rounded down to the nearest million yen) YoY change FY 2024 results FY 2025 results (Percentage change) Net sales 4,931 4,865 -65 (-1.3%) Operating profit 473 435 -37 (-7.9%) Ordinary profit 557 469 -88 (-15.8%) Profi
Slide 18: Abbreviated Consolidated Balance Sheet
Abbreviated Consolidated Balance Sheet (In millions of yen; amounts rounded down to the nearest million yen) As of December As of December YoY change 31, 2024 31, 2025 Current assets 3,853 4,323 +470 Assets Non-current assets 2,741 3,358 +616 The increase was attributed to an increase in property, p
Slide 19: Abbreviated Consolidated Statement of Cash Flows
Abbreviated Consolidated Statement of Cash Flows (In millions of yen; amounts rounded down to the nearest million yen) FY 2024 results FY 2025 results YoY change Net cash provided by operating activities 474 584 +110 The decrease was attributed to an investment made to construct a smart plant Net ca
Slide 20: Year-End Dividend
Year-End Dividend We propose the year-end dividend rate of 5.00 yen for FY 2025, unchanged from the initial guidance. FY 2024 result Proposed dividend rate for FY 2025 Record date December 31, 2024 December 31, 2025 Dividend rate 4.00 yen (Dividend payout ratio of 16.6%) 5.00 yen (Dividend payout ra
Slide 21: Key Financial Metrics
Key Financial Metrics Note: Effective FY 2022, the Company adopted the Accounting Standard for Revenue Note: Effective FY 2022, the Company adopted the Accounting Standard for Revenue Operating Profit Margin (%) Recognition. Ordinary Profit Margin (%) Recognition. * * 12.6 14.8 10.9 10.4 12.2 11.7 9
Slide 22: Consolidated Business Results for FY 2025
Consolidated Business Results for FY 2025 © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 21
Slide 23: Summary by Business Line ①
Summary by Business Line ① We were focused on implementing coherent Product and Sales & Marketing Strategies to enhance the value propositions of our Cyano Project. Consulting and solution services ● Assisting in transitioning – Revenue in this category fell short of expectations due to our ineffect
Slide 24: Summary by Business Line ②
Summary by Business Line ② Environmental – Assigned more assessors to accommodate corporate clients' growing demand for assessment and environmental certification, with a focus on FSC® CoC certification and ASC/MSC CoC certification service certification. – In particular, we provided ASC/MSC CoC cer
Slide 25: Review of FY 2025: Assisting in transition strategy
Assisting in corporate sustainability Assisting in transition strategy Consulting and solution services Review of FY 2025 Japanese market update The corporate drive for ESG disclosure declined. Number of project Revenue in this category fell short of expectations due to our orders received: 22 (26 i
Slide 26: Circular Co-Evolution
Assisting in transition strategy Key initiative undertaken in FY 2025 ① Developed two service suites aimed at addressing unmet client needs. Assisting manufacturers in achieving sound corporate Executive Community sustainability Circular Co-Evolution Sustainable Executive Alliance ● In June 2025, AM
Slide 27: Assisted corporate clients in developing circular business models
Assisting in transition strategy Key initiative undertaken in FY 2025 ② Assisted corporate clients in developing circular business models. Case studies Client: a leading heavy-industry manufacturer Client: KOSÉ Corporation (cosmetic company) Providing comprehensive assistance in transitioning Assist
Slide 28: Operation services: circular materials review of FY 2025
Sustainable BPO service Operation services － Producing and supplying circular materials derived from industrial waste Review of FY 2025 Market update The manufacturing sector experienced a significant disruption due to the sudden changes in the industrial landscape brought about by the U.S. administ
Slide 29: Circular Model 3.0
Business model aiming to enhance resource productivity rather than pursuing quantitative expansion Circular Model 3.0 Use AI tools to enhance the efficiency and performance of the production process of circular materials Circular Chatbot ■ Publicly available A conversational AI that generates ideas
Slide 30: Business operations outside Japan
Business operations outside Japan Review of FY 2025 Market update Malaysia As industrial demand for recycled materials remained strong, the market for them became increasingly competitive. We must stay away from price-driven competition by differentiating our products from competitors’ and offering
Slide 31: Business operations outside Japan: Our Asian operations
Business operations outside Japan Business development and expansion phase Preliminary research and groundwork phase Our Asian operations India Palau India Partner The Ramky Group Partner Koror State ● We are conducting a joint Palau ● AMITA is assisting the comprehensive feasibility state in develo
Slide 32: MEGURU STYLE
Addressing four major community issues MEGURU STYLE Review of FY 2025 Initiated the development of a prototype of MEGURU STYLE in Kameoka, Kyoto, a service dedicated to designing a sustainable community. Continued to promote MEGURU STATION®, a resource-collection site that facilitates mutually suppo
Slide 33: Locations of MEGURU STATION
MEGURU STYLE Locations of MEGURU STATION® MEGURU STATION® is a mutually supportive community resource-collection site that facilitates the process of Kameoka, Kyoto 1 location community engagement and resource circulation, starting Since January 2026 with residents visiting the site to dispose of ho
Slide 34: Key Strategic Initiatives for FY 2026
Key Strategic Initiatives 03 for FY 2026 SUETSUGU Takahide, President and CIOO AMITA HOLDINGS CO., LTD. © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 33
Slide 35: Multi-agent AI presents a significant growth opportunity
The advent of multi-agent AI presents a significant growth opportunity to ’s business. AMITA can no longer compete solely on generic and standardized strategies generated by AI tools. Rather, we must compete on professional expertise and know-how irreplaceable by AI to thrive. Expertise and know- ho
Slide 36: Business Expansion Phase in FY 2026 and 2027
Business Expansion Phase in FY 2026 and 2027 “Designing a Sustainable Establish our Future” Primary objective of the Business Expansion Phase Social Systems Design Business Establish a distinct position in the market AMITA Group to celebrate as a leading Integrated Sustainability its50 th 2030 Solut
Slide 37: Enhance the value propositions of our Cyano Project
Key strategic initiative for FY 2026 1. Enhance the value propositions of our Cyano Project Assisting in transitioning to sound corporate sustainability Develop Cyano Project into a core service product for the Business Expansion Phase Target for FY 2026 Number of corporate Number of SEA clients tha
Slide 38: Sales & Marketing Strategy: AI-assisted consultative approach
Key strategic initiative for FY 2026 Enhance the value propositions of our Cyano Project Action to take ② Sales & Marketing Strategy Take an AI-assisted consultative, relationship-selling approach to prospects and clients ● Use an AI agent to expedite the B2B sales cycle and enhance the quality of a
Slide 39: Expand our business operations outside Japan
Key strategic initiative for FY 2026 2. Expand our business operations outside Japan Develop a sustainability solutions market in ASEAN Accelerate the global expansion of our business to drive medium-term growth Primary objective for FY 2026 Expand the scope of our business foundation in Malaysia an
Slide 40: Develop MEGURU STYLE
Key strategic initiative for FY 2026 3. Develop MEGURU STYLE Assisting in transitioning to sound community sustainability Develop a sustainable community design service aiming to achieve an ecosystem society by 2030 Primary objective for FY 2026 Establish a foundation for MEGURU STYLE Actions to tak
Slide 41: Make better use of generative AI tools internally
Key strategic initiative for FY 2026 4 Make better use of generative AI tools internally to create greater value and . bolster production Establish an AI-assisted infrastructure to transform our services and internal operations Actions to take and delivery Service development Use AI to enhance our p
Slide 42: Enhance the Group's operational excellence
Key strategic initiative for FY 2026 5. Enhance the Group’s operational excellence Integrate group-level strategy development and business operations to expedite decision-making processes and achieve business results as planned Realign the Group’s management structure to more effectively implement g
Slide 43: Consolidated Financial Targets for the Business Expansion Phase
Our Consolidated Financial Targets for the Business Expansion Phase (In millions of yen; amounts rounded down to the nearest million yen) FY 2025 results FY 2026 targets FY 2027 targets Net sales 4,865 5,200 5,500 Operating profit 435 500 600 Ordinary profit 469 566 680 Profit attributable to owners
Slide 44: Primary objective for FY 2026: return to a growth track
Our primary objective for FY 2026 is to bring us back on a growth track, building on our accomplishments during the previous two years in the Groundwork Phase. © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 43
Slide 45: Medium- and Long-term Management Strategies Updated for FY 2026-2030
Medium- and Long-term Management Strategies Updated for 04 FY 2026-2030 KUMANO Eisuke, Chairman and CVO AMITA HOLDINGS CO., LTD. © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 44
Slide 46: Global landscape by 2030: heightened disorder and uncertainty
By 2030, the global landscape is predicted to experience heightened disorder, characterized by intricate complexities and inherent uncertainties. Multiple structural transformations in progress concurrently The advent of multi-agent AI technology Depleted Geopolitical Population Climate natural risk
Slide 47: Shift toward greater value productivity
In contemporary business practices, the emphasis has shifted toward achieving greater value productivity. This represents a significant departure from the traditional approach of maximizing labor productivity in the production and sale of commodities, which is an efficiency-oriented practice prevale
Slide 48: AMITA's Approach to Establishing a Value-Producing Model
AMITA’s Approach to Establishing a Value-Producing Model Three pillars of value productivity Resource productivity (circularity) Information productivity (DX) Relationship productivity (AIX) – Material resource circulation – Compile information into usable, – Ask essential questions and add meanings
Slide 49: Advanced stakeholder-centric business management approach
Prerequisite for establishing a successful revenue model in Japan, a mature society confronted with compounded social challenges ① An advanced stakeholder-centric business management approach that empowers consumers to create value Industrial model Value-producing model Humans = costs Stakeholder-ce
Slide 50: Consumers' and producers' sustained interactions in value creation
Prerequisite for establishing a successful revenue model in Japan, a mature society confronted with compounded social challenges ② Consumers’ and producers’ sustained interactions in value creation Consumers' value AI-enabled circulation of Producers' (businesses') creation value value creation Ampl
Slide 51: AMITA develops a social circular platform
AMITA develops a social circular platform that serves as a foundation for a social-impact solutions market. Establishing connections between resources, information, and relationships to foster a more engaging industry and lifestyle. Functions 1. Collect household waste and convert it into value-adde
Slide 52: AMITA's Remix Model employs predictive insights
AMITA’s Remix Model employs predictive insights to facilitate Use data-driven predictive insights to design and support optimized manufacturing optimized and lean business and community operations. processes MES Manufacturing Operated by execution ■ Share predictive insights system The local data ce
Slide 53: Aspires to become a leading social circular platform player
aspires to become a leading social circular platform player. © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 52
Slide 54: AMITA's two primary service lines toward 2030
AMITA’s two primary service lines that support the evolution of the social-impact solutions market toward 2030 IoE Develop and operate a database and a platform that track and gather information about everything Our integrated solutions for Our integrated solutions for sound community sustainability
Slide 55: Sustainable Executive Alliance: Why SEA now?
Key Business Strategy ① Introducing Executive Community Sustainable Executive Alliance Why SEA now? © 2026 AMITA HOLDINGS CO., LTD. All Rights Reserved. 54
Slide 56: A new service to assist corporate executives in decision-making
Key Business Strategy ① A new service designed to assist corporate executives in making firm, intelligent decisions and enhancing the overall quality of corporate management Enhance corporate sustainability to gain a competitive advantage AI Develop a comprehensive corporate Verbalize management’s I
Slide 57: Sustainable Executive Alliance (SEA)
Key Business Strategy ① Sustainable Executive Alliance (SEA) AMITA assists corporate executives in fully comprehending the current situation of their companies and businesses and prepares them to develop and implement coherent sustainability initiatives. Provide a comprehensive range of intertwined
Slide 58: Assisting clients in transitioning to sound corporate sustainability
Key Business Strategy ① AMITA assists clients in transitioning to sound corporate sustainability—throughout the entire process from strategy development to implementation and operation. ●Phase 1● Develop a framework for corporate sustainability strategy ●Phase 2● Develop, implement, and operate a bl
Slide 59: MEGURU STYLE
Key Business Strategy ② MEGURU STYLE Enhance and promote our social infrastructure services, ensuring they align with Japan’s national strategic initiative to create a “Circular and Ecological Economy”* MEGURU STYLE *An initiative proposed in the “Fifth Basic Environmental Plan,” published by the Mi
Slide 60: Common place in a community for positive interpersonal relationships
Key Business Strategy ② Establish a common place in a community that promotes the MEGURU STYLE development of positive interpersonal relationships among its residents and encourages their socially motivated behaviors MEGURU STYLE Encourage residents to embrace a socially motivated, mutually supporti
Slide 61: Transformative Community Operation Model Envisioned for FY 2029
Key Business Strategy ② A Transformative Community Operation Model MEGURU STYLE Envisioned for FY 2029 Circular and Ecological Payment source ✔ Proceeds from the sales of alternative data MES Economy Bonds for bonds and Manufacturing execution dividends ✔ Performance-based pay system Investment by r
Slide 62: Key Initiatives for Business Operations in Japan for FY 2026-2029
Key Business Strategies ① and ② Key Initiatives for Business Operations in Japan MEGURU STYLE for FY 2026-2029 We will accelerate the expansion of our business as a social circular platform player toward FY 2030, following the completion of the stages of increasing the public awareness of our missio
Slide 63: Expand business operations outside Japan, focus on ASEAN
Key Business Strategy ③ Expand our business operations outside Japan, Business operations outside Japan with a focus on the ASEAN region We use our proprietary resource-circulation technologies we have acquired in Japan to establish circular businesses in collaboration with local partners in these c
Slide 64: Strategic Transformation of Our Business Portfolio toward FY 2030
Strategic Transformation of Our Business Portfolio and Its Expansion toward FY 2030 We will pursue investment-driven business management to establish and integrate business lines while expanding our infrastructure-building business. Concurrently, we will progressively review and update our business
Slide 65: Corporate Management Architecture Designed for FY 2030
AMITA Group’s Corporate Management Architecture Designed for FY 2030 1 Redefine our primary management objectives Capture the social-impact ● Prioritize profitable growth over revenue growth solutions market ● Pursue business opportunities primarily in the social-impact solutions market Make proacti
Slide 66: More proactive corporate governance: extend director's term
More proactive corporate governance to support our investment-driven business management Extend a director’s term from the current one year to two years* Background and objective – In an increasingly unpredictable operating environment, our investment-driven business management, which prioritizes in
Slide 67: Corporate Management Architecture Designed for FY 2030
AMITA Group’s Corporate Management Architecture Designed for FY 2030 FY 2030 Operating profit Operating profit margin Ordinary profit Capture and 30 expand Ordinary profit margin the social-impact (In millions of yen) solutions market 12.4% 10.9% 10.9% 9.7% 9.6% 680 600 9.0% 566 500 469 435 FY 2025
Slide 68: Capturing the social-impact solutions market
The social-impact solutions market is the single most promising market in Japan, which is confronted with compounded social challenges. The AMITA Group is dedicated to capture and expand this market by implementing a value-creation platform. This platform leverages social innovation to address socia
Slide 69: Investor Relations inquiries and disclaimer
For inquiries about this document, send emails to the Investor Relations Section of AMITA HOLDINGS CO., LTD., at ir@amita-net.co.jp Disclaimer: This document is for informational purposes only and is not intended to solicit investment in the Company’s publicly traded stock. Opinions and forecasts ex