Arclands Corporation · TSE:9842
Arclands — FY2025 Earnings Presentation
49 slides from Arclands's earnings presentation, Apr 14, 2026
Slide 1: FY2025 Full Year Financial Results Presentation Materials
ARCLANDS CORPORATION TSE Prime [Securities Code: 9842] April 14, 2026 FY2025 Full Year Financial Results Presentation Materials
Slide 2: Financial Highlights
Financial Highlights Consolidated net sales increased by 25.4 billion yen and ordinary profit decreased by 5.3 billion yen Consolidated net sales: 341.1 billion yen Compared to previous fiscal year: 108.0% Compared to plan*2: 99.6% ⚫ Opened three Lopia (franchise) food supermarket stores in addition
Slide 3: Consolidated Statements of Income
Consolidated Statements of Income (Units: million yen, %) FY2025 Full Year Consolidated YoY change Vs. Plan* Sales ratio results Difference % Difference % Net sales 341,141 100.0 25,414 108.0 -1,358 99.6% Gross profit 129,980 38.1 11,548 109.8 (YoY: +0.6) Operating revenue 16,025 4.7 787 105.2 Opera
Slide 4: Statement of Income (Housing-related and Food Service)
Statement of Income (Housing-related and Food Service) (Units: million yen, %) FY2025 Full year ARCLANDS*1 ARCLANDS SHD (Food Service) (Housing-related: Consolidated - Food Service) Results Sales ratio % Vs. Plan*2 Results Sales ratio % Vs. Plan*2 Net sales 280,367 100.0 108.0 99.6% 60,774 100.0 108
Slide 5: Increase/Decrease in Ordinary Profit from Previous Period
Increase/Decrease in Ordinary Profit from Previous Period ∎YoY Increase/Decrease (Unit: million yen) Increase mainly due to the acquisition of Pets First Holdings as Difference in a subsidiary In addition to the success of the fair menu, the consolidated ordinary frozen food production and sales bus
Slide 6: Operating Revenue and Operating Profit by Segment
Operating Revenue (Net Sales + Operating Revenue) and Operating Profit by Segment (Units: million yen, %) FY2024 FY2025 % Full year Full year Operating Operating Operating Operating Operating Operating revenue profit revenue profit revenue profit Retail business 255,270 5,559 276,722 4,496 108.4 80.
Slide 7: Retail Business Sales by Product
Retail Business Sales by Product (Units: million yen, %) FY2025 Full Year Consolidated MUSASHI, etc.*1 VIVA HOME etc.*1 Composition Composition Composition Net sales % Net sales % Net sales % ratio ratio ratio Home center sector total 262,411 106.6 100.0 60,931 104.0 100.0 168,202 99.1 100.0 Constru
Slide 8: Retail Business: Year-on-Year Change in Net Sales at Existing Stores
[Housing-related] Retail Business: Year-on-Year Change in Net Sales at Existing Stores While December and February were affected by increased rainfall, performance remained firm, supported by strong sales of seasonal products. Full-year cumulative - Net sales: 99.2%, ∎Year-on-year change in net sale
Slide 9: Number of Retail Stores
[Housing-related] Number of Retail Stores End of FY2024 Change End of FY2025 Home centers 139 +2 141 Number of retail stores 367 stores MUSASHI 39 +2 41 Overseas Hokkaido 2 stores 12 stores VIVA HOME 100 ±0 100 Pro Shop 5 +1 6 Koshinetsu NICO PET 16 +4 20 Hokuriku 38 stores 15 stores Tohoku Pets Fir
Slide 10: Status of Food Service Business
Status of Food Service Business (Consolidated figures for FY2025 are from January to December) Maintained sales growth due to steady customer numbers and higher unit prices thanks to the effects of fairs and campaigns Katsuya full-year cumulative - Net sales: 102.9%, ∎Year-on-year change in net sale
Slide 11: Number of Food Service Business Stores
Number of Food Service Business Stores Unit: stores End of FY2024 End of FY2025 (December 31, 2024) Opened Closed Change (December 31, 2025) Japan 491 15 0 +15 506 Katsuya Overseas 71 6 7 -1 70 Katsuya Total 562 21 7 +14 576 Japan 121 7 1 +6 127 Karayama Overseas 11 2 2 ±0 11 Yukari Japan 34 1 3 -2
Slide 12: Consolidated Balance Sheet
Consolidated Balance Sheet Unit: million yen End of FY2024 End of FY2025 Change Current assets 87,237 98,195 10,957 Decrease in property, plant and equipment Cash and deposits 18,053 20,403 2,350 Decrease in land: 17,724 (million yen) Notes and accounts receivable - Mainly from the sale of land with
Slide 13: Consolidated Cash Flow
Consolidated Cash Flow (Unit: million yen) Main factors behind changes from the FY2024 FY2025 Change previous fiscal year Increase/decrease in operating profit: -2,035 Cash flows from Increase/decrease in inventories: -2,974 operating activities 31,011 23,229 -7,781 Increase/decrease in trade payabl
Slide 14: Shareholder Returns
Shareholder Returns Although operating cash flow in the second half declined from the previous fiscal year, the company plans to pay a dividend of 20 yen per share, the same amount as the previous year, based on its policy of paying a progressive dividend. The annual dividend for FY2026 is expected
Slide 15: FY2026 Financial Forecast and Initiatives
FY2026 Financial Forecast and Initiatives
Slide 16: Consolidated Forecast
Consolidated Forecast Net sales: 360.0 billion yen (+5.5%), ordinary profit: 16.5 billion yen (+19.2%) FY2026 Full Year H1 H2 Unit: million yen Year-on-year Forecast Sales ratio % Forecast % Forecast % change Net sales 360,000 100.0 18,858 105.5 181,600 106.4 178,400 104.7 Gross profit 140,700 39.1
Slide 17: Housing-related FY2026 Business Forecasts and Initiatives
"Housing-related" FY2026 Business Forecasts and Initiatives
Slide 18: Earnings Forecast: Housing-related
Earnings Forecast: Housing-related (Retail, Wholesale, Real Estate) Net sales: 295 billion yen (+5.2%* Existing stores 100.0%), ordinary profit: 10.5 billion yen (+25.8%) FY2026 Full Year H1 H2 Unit: million yen Year-on-year Forecast Sales ratio % Forecast % Forecast % change Net sales 295,000 100.0
Slide 19: Housing-related Store Opening Plan
Housing-related Store Opening Plan While opening specialty stores such as the pet business, we focus on investing in and strengthening existing home improvement centers. End of FY2025 Opened Closed End of FY2026 Home centers 141 0 2 139 MUSASHI 41 0 0 41 VIVA HOME 100 0 2 98 Pro Shop 6 0 0 6 NICO PE
Slide 20: Medium-Term Management Plan Progress
Medium-Term Management Plan Progress Medium-Term Management Plan Initiatives in FY2025 Actions FY2025 FY2026 FY2027 Standardization of • Cutting of unnecessary products basic product range • Define standardized assortment and improve accuracy Best One Product Strategy Addition of new category • Begi
Slide 21: Initiatives for the Current Fiscal Year
Initiatives for the Current Fiscal Year Expanding an enjoyable shopping experience for customers Initiatives in FY2025 Initiatives for FY2026 Strengthen Deepening of human capital product lineup and and sales organizational methods base Promoting the creation of a strong home improvement Best One Pr
Slide 22: Management for Strengthening Hybrid Individual Stores
The Retail Model that ARCLANDS Targets Originality and innovation of Stable operating base each store Utilizing the scale of approximately Give each store discretion to extend 140 stores, make the chain's the product lineup and enhance structure and efficiency the services by identifying local needs
Slide 23: Best One Product Strategy (1) Overall picture
Best One Product Strategy (1) Overall picture In addition to reducing unnecessary products and improving the accuracy of standardized product assortments, focus on sales methods Initiatives taken Initiatives for the current fiscal year in the previous fiscal year Originality and innovation Stable op
Slide 24: Best One Product Strategy (2) Ingenuity in sales methods
Best One Product Strategy (2) Ingenuity in sales methods A hands-on sales floor to make product selection a convincing choice. Example: A booth where visitors can Example: In-house workshops and in- actually try out a high-pressure washer store events for the plaster product "Kärcher" by pouring out
Slide 25: Best One Product Strategy (3) PB development
Best One Product Strategy (3) PB development Promote product development from the customer's perspective, with PB products accounting for 23.5% of sales, an increase from 22% Three values that WIZ'A promises Lower price for the same quality Higher functionality for the same price Generate unpreceden
Slide 26: Low-cost Strategy
Low-cost Strategy Promote head office operational reforms and strengthen efforts to improve logistics profitability Initiatives in the previous fiscal year Initiatives for the current fiscal year Began workforce optimization Increase the productivity of head and the reduction of back- office operati
Slide 27: Deepening Expertise (1) Pet business synergies with Pets-first
Deepening Expertise (1) Growth of pet business by creating synergies with Pets-first Initiatives taken in the Initiatives for the current fiscal year previous fiscal year Implemented product Realization of a customer-driven unification through product assortment and value- category expansion and com
Slide 28: Deepening Expertise (2) Working with Lopia
Deepening Expertise (2) New initiatives Working with Lopia in the specialty store business Improve facilities' ability to attract customers: Establish a model for opening pro shops FC management + tenant attraction Previous fiscal year Opened three ARCLANDS-operated Lopia stores. Previous fiscal yea
Slide 29: Expansion of Loyal Customers: ACPO membership program
Expansion of Loyal Customers Launch of "ACPO," a new membership program to create new encounters across channels New customer experience through the use of digital technology Commonization of Improved online purchasing experience Stores point allocation and use Common points that can be used and sav
Slide 30: Human Capital
Human Capital Improve human capital by strengthening human capital development and evaluation systems Training Strengthen management Systematic training for each of hybrid layer and role independent stores Recruitment Promoting a comfortable work environment, including revised grooming standards Hum
Slide 31: Food Service Business: FY2026 Earnings Forecast and Initiatives
Food Service Business: FY2026 Earnings Forecast and Initiatives
Slide 32: Food Service Business Earnings Forecast
Food Service Business (ARCLAND SERVICE HOLDINGS) Earnings Forecast Net sales: 65.0 billion yen (+7.0%), ordinary profit: 6.0 billion yen (+9.1%) (Units: million yen, %) FY2026 Full Year (Jan-Dec) H1 (Jan-Jun) H2 (Jul-Dec) Year-on- Forecast Sales ratio year % Forecast % Forecast % change Net sales 65
Slide 33: Food Service Business Opening Plan
Food Service Business Opening Plan Plans to open 51 stores in Japan and 14 stores overseas, for a total of 65 stores End of FY2025 End of FY2026 Opened Closed (December 31, 2025) (December 31, 2026) Japan 506 25 2 529 Katsuya Overseas 70 14 6 78 Katsuya Total 576 39 8 607 Japan 127 13 2 138 Karayama
Slide 34: Food Service: Progress of Medium-Term Management Plan
Food Service: Progress of Medium-Term Management Plan Medium-Term Management Plan Initiatives in FY2025 FY2025 FY2026 FY2027 • Measures to address rising rice prices / Diversification of procurement, Reinforcement of product supply Reconstruction of such as direct procurement product supply systems
Slide 35: Food Service Business: FY2026 Key Initiatives
Food Service Business: FY2026 Key Initiatives Creating New Value ~Change from existing structure~ 1. Katsuya – Creating New Value 2. Karayama – Acceleration of Store Openings Toward the Next Model 3. Third and Fourth Brand Development 4. Expansion of Ready-to-Eat and Home Meal Businesses 5. Restruct
Slide 36: Katsuya – Establishment and expansion of new model stores
1-(1) Katsuya – Creating New Value Establishment and expansion of new model stores • Pursuit of a new store model • Consideration of multi-brand store (prepaid self-service system) formats • Reintroduction of drive-through model • Promotion of DX Copyright ©ARCLANDS CORPORATION All Rights Reserved.
Slide 37: Katsuya – Creating loyal users by improving convenience
1-(2) Katsuya – Creating New Value Creating loyal users from repeat customers by improving convenience Number of App downloads as of the end of December: approx. 1.72 million The number of online orders is increasing dramatically. 200 October 2025 180 1.5 million downloads 160 June 2025 1 million 14
Slide 38: Karayama – Acceleration of Store Openings
2-(1) Karayama – Acceleration of Store Openings Toward the Next Model Acceleration of New Store Openings - Become the No. 1 Karaage Chain New store openings in untapped areas First entry into Kyushu – Karayama Hakata Higashinaka store Opened on April 10, 2026 (Friday) Opened Stores decided to open B
Slide 39: Karayama – Introduction of Karayama App
2-(2) Karayama – Acceleration of Store Openings Toward the Next Model Introduction of Karayama App Introduce attractive new menu items Full rollout planned from July 2026 Karaage + Ginger Pork Popular Fair Menu + Copyright ©ARCLANDS CORPORATION All Rights Reserved. 38
Slide 40: Third and Fourth Brand Development
3-(1) Third and Fourth Brand Development Building the Next Brand Under the Multi-Business-Axis Strategy Development of multi-brand store formats and new business axes Copyright ©ARCLANDS CORPORATION All Rights Reserved. 39
Slide 41: Third and Fourth Brand Development: New business axis
3-(2) Third and Fourth Brand Development February 2, 2026 (Monday) New business axis Shimbashi store opens Second store: Nakano-Kitaguchi store opening in May, multiple store openings planned within the year Copyright ©ARCLANDS CORPORATION All Rights Reserved. 40
Slide 42: Expansion of Ready-to-Eat and Home Meal Businesses
4. Expansion of Ready-to-Eat and Home Meal Businesses Transformation into a comprehensive food company ∎Frozen food production ∎Frozen food sales New Cosmic SY plant to be completed Expansion of frozen in November 2027 food sales channels Production capacity to more than Katsuya Brand double the cur
Slide 43: Restructuring of Overseas Business Model
5. Restructuring of Overseas Business Model Accelerating expansion into untapped areas and increasing store count 2 stores 4 stores 5 stores 7 stores 3 stores 1 stores 2 stores 85 56 stores 5 stores Concluded a franchise affiliation 85 stores in 6 Asian countries (as of December 2025) agreement for
Slide 44: MOU Regarding Business Integration with JOYFUL HONDA
Concerning the Signing of a Memorandum of Understanding Regarding the Business Integration With JOYFUL HONDA CO., LTD.
Slide 45: Objective and Significance of the Business Integration
Objective and Significance of the Business Integration Consumers: Their values are diversifying, and they demand highly Changes in convenient and specialized products and services. the external environment Competitors: Competition is intensifying due to entry from different industries and the expans
Slide 46: Expected Benefits From the Business Integration
Expected Benefits From the Business Integration i. Collaboration on product deployment and procurement functions • Mutual supply and sale of private brand products • Reduction of procurement costs by leveraging merits of scale ii. Collaboration on customer base and marketing functions • Enabling the
Slide 47: Integration Scheme/Ratio
Integration Scheme/Ratio iii. After the execution i. Current situation ii. Joint share transfer of the integration Shareholders of Shareholders of Shareholders of Shareholders of Shareholders of Shareholders of holding company holding company ARCLANDS JOYFUL HONDA ARCLANDS JOYFUL HONDA Former shareh
Slide 48: Major Future Schedule
Major Future Schedule Signing of a memorandum of understanding (both companies) April 14, 2026 Conclusion of final agreement and preparation of First half of July 2026 (Planned) share transfer plan (both companies) Extraordinary general meeting of shareholders for Second half of September 2026 appro
Slide 49: Fulfillment in your life. Fulfillment in your heart.
Fulfillment in your life. Fulfillment in your heart. This document has been prepared for the purpose of providing corporate information and does not constitute a solicitation for securities issued by the Company. Matters concerning future performance forecasts contained in this document are based on