Saibu Gas Holdings Co. Ltd. · TSE:9536
Saibu Gas — FY2025 Earnings Presentation
36 slides from Saibu Gas's earnings presentation, May 12, 2026
Slide 1: Financial Results Briefing for the Fiscal Year Ended March 31, 2026
Financial Results Briefing for the Fiscal Year Ended March 31, 2026 Progress of Medium-Term Management Plan and Initiatives for Corporate Value Enhancement May 12, 2026 The forward-looking statements, including forecasts of financial results, contained in these materials are forecasts based on infor
Slide 2: Agenda
1 1. Financial Results for the Fiscal Year Ended March 31, 2026 P. 2 Financial Results Forecasts for the Fiscal Year Ending March 31, 2027 2. Progress of Medium-Term Management Plan P. 14 3. Initiatives for Corporate Value Enhancement P. 27 © Saibu Gas Holdings Co., Ltd. ALL Rights Reserved
Slide 3: 1. Financial Results for the Fiscal Year Ended March 31, 2026
2 1. Financial Results for the Fiscal Year Ended March 31, 2026 Financial Results Forecasts for the Fiscal Year Ending March 31, 2027 © Saibu Gas Holdings Co., Ltd. ALL Rights Reserved
Slide 4: Results for FY3/2026: Operating Results, etc.
Results for FY3/2026: Operating Results, etc. 3 • Net sales increased 2.9% year on year to ¥261,823 million mainly due to increases in sales volumes in the electricity sales and international energy businesses. • Operating profit increased 18.4% year on year to ¥12,463 million mainly due to a declin
Slide 5: Results for FY3/2026: Net Sales and Operating Profit by Business Segment
Results for FY3/2026: Net Sales and Operating Profit by Business Segment 4 • Net sales increased year on year in electricity and other energy, real estate, and others segments and decreased year on year in gas and LPG segments. • Operating profit increased year on year in gas, LPG, and electricity a
Slide 6: Financial Overview by Business Segment: Gas
Results for FY3/2026: Financial Overview by Business Segment 5 Gas: Decrease in sales and increase in profit • The sales volume of city gas decreased 1.8% year on year to 913,410 thousand m3. For residential use, sales volume decreased 2.7% year on year mainly due to a higher average temperature. Fo
Slide 7: Financial Overview by Business Segment: LPG, Electricity
Results for FY3/2026: Financial Overview by Business Segment 6 LPG: Decrease in sales and increase in profit Electricity and other energy: Increases in sales and profit • Net sales increased 35.0% year on year to ¥31,419 • Net sales decreased 2.9% year on year to ¥26,098 million due mainly to increa
Slide 8: Financial Overview by Business Segment: Real Estate, Others
Results for FY3/2026: Financial Overview by Business Segment 7 Real estate: Increase in sales and decrease in profit Others: Increase in sales and decrease in profit • Net sales increased 15.4% year on year to ¥47,700 • Net sales increased 6.1% year on year to ¥23,603 million mainly due to a rise in
Slide 9: YoY Comparison (Ordinary Profit)
Results for FY3/2026: YoY Comparison (Ordinary Profit) 8 • Ordinary profit increased 18.6% year on year to ¥12,583 million mainly due to increased profits in gas, LPG, and electricity and other energy segments. Ordinary profit Breakdown Major YoY change factors (Millions of yen) Results for • City g
Slide 10: YoY Comparison (Balance Sheet)
Results for FY3/2026: YoY Comparison (Balance Sheet) 9 • Total assets increased ¥18,071 million year on year mainly due to an increase in non-current assets associated with the capacity expansion of Hibiki LNG terminal and an increase in investment securities resulting from the rise in market value
Slide 11: Results for FY3/2026: Cash Allocation
Results for FY3/2026: Cash Allocation 10 • Cash inflows from operating activities amounted to ¥25,329 million, the same level as the ¥76,000 million in the Medium-Term Management Plan spread over three years. • Sale of assets amounted to ¥4,119 million, which mainly consists of gain on sale of cross
Slide 12: Forecasts for FY3/2027: Operating Results, etc.
Forecasts for FY3/2027: Operating Results, etc. 11 • The crude oil price and exchange rate assumptions have been revised from those in the Saibu Gas Group Management Plan announced on March 26, 2026, in light of the most recent market levels reflecting the situation in the Middle East and other fact
Slide 13: Forecasts for FY3/2027: YoY Comparison (Ordinary Profit)
Forecasts for FY3/2027: YoY Comparison (Ordinary Profit) 12 • Ordinary profit is expected to decrease 4.6% year on year to ¥12.0 billion mainly due to decreased profits in gas, LPG, and electricity and other energy segments, despite, an increase in non- operating income (loss). Ordinary profit Break
Slide 14: Reference: Changes in Financial Results and Forecasts
Reference: Changes in Financial Results and Forecasts 13 • Shown below are changes in financial results for the past five years and forecasts for FY2026. Net sales Operating profit (Millions of yen) (Millions of yen) 266,319 261,823 300,000 256,328 253,000 15,000 12,463 254,442 (Forecast) 250,000 12
Slide 15: 2. Progress of Medium-Term Management Plan
14 2. Progress of Medium-Term Management Plan © Saibu Gas Holdings Co., Ltd. ALL Rights Reserved
Slide 16: Overview of Medium-Term Management Plan
Overview of Medium-Term Management Plan (“MTMP”) 15 Basic policy and financial targets *1 Total of FY2022 to FY2024 Timing of achieving the target Target Maximize our profit by working to secure steady revenue Ordinary profit Total of FY2025 to FY2027 ¥38.0 bn (¥31.5 bn*1) in the real estate busines
Slide 17: Progress of Financial Targets
Progress of Financial Targets 16 • Results remained steady for FY3/2026, the first year of MTMP, exceeding the plan mainly due to an increase in electricity sales volume. • We will steadily advance initiatives to achieve three-year cumulative ordinary profit of ¥38.0 billion, ROE of approx. 8.0%, RO
Slide 18: Progress of Cash Allocation
Progress of Cash Allocation 17 • Cash flows from operating activities remain steady mainly due to the accumulation of ordinary profit. • Investment and funding of approx. ¥87.0 billion, equivalent to approx. 60% of the total for the MTMP period, is planned for the two years between FY2025 and FY2026
Slide 19: Major Initiatives in Integrated Energy Business
Major Initiatives in Integrated Energy Business (Gas Energy, Electricity and Other Energy) 18 • We are steadily advancing infrastructure expansion to capture demand, as well as promoting initiatives to decarbonize gas by introducing e-methane. • Our first in-house power source started commercial ope
Slide 20: Major Initiatives in Integrated Energy Business: Customer Services
Major Initiatives in Integrated Energy Business (Rolling out Services That Leverage Points of Contact with Customers) 19 • In addition to energy supply, we roll out services that solve local community issues to meet various needs in daily life and living environment. • Building on the connection wit
Slide 21: FY2026 Business Policies for Integrated Energy Business
FY2026 Business Policies for Integrated Energy Business 20 Business policy by segment Business policy by SBU • Enhance the ability to respond to energy-saving policies, and maintain and expand demand by utilizing digital technologies to Promote the creation of strong customer create customers City g
Slide 22: Major Initiatives in Real Estate Business
Major Initiatives in Real Estate Business 21 • We have officially been selected as a local development operator for the former Kyushu University Hakozaki Campus. • We aim to promote a sustainable real estate business by investing in green building funds and acquiring knowledge on obtaining environme
Slide 23: FY2026 Business Policies for Real Estate and Food-Related Businesses
FY2026 Business Policies for Real Estate and Food-Related and Other Businesses 22 Business policy by segment Business policy by SBU Condominium • Supply housing through stable procurement of land sales Replace assets to control B/S and increase • Acquire knowledge mainly through JVs with large devel
Slide 24: Initiatives to Reinforce Capital Cost Management
Initiatives to Reinforce Capital Cost Management 23 • In FY2025, we analyzed ROIC trees of each consolidated subsidiary and took action for improvement. We reorganized accounting of strategic business units (SBUs) newly set up and refined a B/S plan, laying a foundation for business administration t
Slide 25: Initiatives to Reinforce Human Capital Management (1)
Initiatives to Reinforce Human Capital Management (1) 24 • We published a Human Capital Report, which includes the Group’s Basic Policy for Human Resource Strategy and the policy for personnel system revision of Saibu Gas Co., Ltd. • We launched an employee engagement survey as a key indicator for o
Slide 26: Initiatives to Reinforce Human Capital Management (2)
Initiatives to Reinforce Human Capital Management (2) 25 • We are strengthening investment in training and education to develop human resources who take charge of management strategy and let employees grow. We launched a new business proposal system and a reskilling support system, which support emp
Slide 27: Highlights from the Progress of Medium-Term Management Plan
Reference: Highlights from the Progress of Medium-Term Management Plan 26 [Sales indicators] [Sustainability indicators] Natural gas Electricity sales Low carbonization Strengthening of transaction volume volume and decarbonization connections Contribution to CO2 SAIBULAND members 811→945 k tons emi
Slide 28: 3. Initiatives for Corporate Value Enhancement
27 3. Initiatives for Corporate Value Enhancement © Saibu Gas Holdings Co., Ltd. ALL Rights Reserved
Slide 29: Initiatives for Corporate Value Enhancement
Initiatives for Corporate Value Enhancement 28 • Work on corporate value enhancement from the perspectives of both capital efficiency and market value, with the current PBR level as the starting point • Seek to improve capital efficiency by utilizing appropriate leverage on the premise of financial
Slide 30: Global Energy Business: Medium- to Long-Term Basic Policy
Initiatives in Global Energy Business: Medium- to Long-Term Basic Policy 29 • Make the overseas energy business the third pillar by FY2030, following the integrated energy and real estate businesses <Basic policy> Expand businesses utilizing the terminal by taking full advantage of No. 3 LNG tank, a
Slide 31: Global Energy Business: How to Proceed with Priority Businesses
Initiatives in Global Energy Business: How to Proceed with Priority Businesses 30 • Expand the global energy business by centering around businesses utilizing the terminal, which take advantage of the Company’s strength, and selling LNG for the demand captured through the investment and participatio
Slide 32: Initiatives in Global Energy Business: Roadmap
Initiatives in Global Energy Business: Roadmap 31 • From FY2026, advance the materialization of the core business model of each business along with the enhancement of the organizational structure. Participate in new gas mid- and downstream businesses from FY2028, and start the LNG sales business for
Slide 33: Initiatives for IR and shareholder value creation (1)
Initiatives for IR and shareholder value creation (1) 32 • Enhance the organizational structure from FY2026 to further promote dialogue with investors (enhance the content of disclosure materials and strengthen IR activities) Enhancement of organizational structure Examples of enhanced dialogue with
Slide 34: Initiatives for IR and shareholder value creation (2)
Initiatives for IR and shareholder value creation (2) 33 • Steadily promote initiatives for sustainability and stronger governance in response to market requirements • Enhanced shareholder returns in FY3/2026 through stock repurchase and new shareholder benefits Initiatives for sustainability and st
Slide 35: Reference: Changes in KPIs
Reference: Changes in KPIs 34 FY3/2017 FY3/2018 FY3/2019 FY3/2020 FY3/2021 FY3/2022 FY3/2023 FY3/2024 FY3/2025 FY3/2026 Financial indicators Return on equity: ROE (%) 5.1 8.2 7.2 6.2 2.3 0.6 16.4 6.6 6.3 6.5 Return on asset: ROA (%) 1.0 1.7 1.5 1.3 0.5 0.1 3.3 1.5 1.4 1.6 Equity-to-asset ratio (%) 1
Slide 36: Contact
35 <Contact> IR Office, Corporate Governance Dept. Saibu Gas Holdings Co., Ltd. Telephone +81-92-633-2795 Email sgg_ir@saibugas-group.com URL https://hd.saibugas.co.jp/ir/ © Saibu Gas Holdings Co., Ltd. ALL Rights Reserved