Slide 1: FY03/2022 Financial Results Briefing
FY03/2022 Financial Results Briefing May 19, 2022
Slide 2: Overview of FY03/2022 Financial Results
Overview of FY03/2022 Financial Results FY03/2022 Financial Results Briefing
Slide 3: Performance Variance Analysis (FY03/22 Full-Year Results)
Performance Variance Analysis（FY03/22 Full-Year Results） FY03/2022 2021/11/8 2022/5/12 (Millions of yen) A-B 【Consolidated】 A B Factor(1) Factor(2) Factor(3) Factor(4) Individual Other Individual Other If factor (1)(3) Results Ratio Forecast Ratio Difference Pt Factor changes Factor changes were exc
Slide 4: Preventing the Recurrence of Construction Defects, etc.
Preventing the Recurrence of Construction Defects, etc. “Notice Concerning Revisions to Full-year Forecast” (November 8, 2021) Prevention of recurrence “Defective Ends of Piles for an Ongoing Construction Project (follow-up report)” (November 18, 2021) Accountability clarification Recorded estimat
Slide 5: Overview
Overview Demand was strong by and large, with public-service projects emerging toward the government’s goal of “Building National Resilience” and with private-sector projects Business (large-scale distribution warehouses, data centers, residence buildings for investment environment purposes in the
Slide 6: FY03/22 Full-Year Results (Consolidated)
FY03/22 Full-Year Results (Consolidated) The Company’s non-consolidated orders fell 10.4% year on year but exceeded the initial forecast. Although net sales rose due to an increase in completed construction sales, profit dropped significantly due to the recording of losses reflecting individual fact
Slide 7: Factors Affecting Net Income (Consolidated)
Factors Affecting Net Income (Consolidated) Completed construction gross profit significantly decreased due to individual factors 10,000 (Millions of yen) Increase in completed 8,000 construction Increase gross profit in gain on excluding 6,000 sales of individual factors fixed 5,678 4,000 assets, O
Slide 8: FY03/22 Full-Year Results (Non-Consolidated)
FY03/22 Full-Year Results (Non-Consolidated) Although net sales rose due to an increase in completed construction sales in building construction, profit dropped significantly owing to individual factors. Real estate saw profit come under pressure due to deteriorating revenue from major development p
Slide 9: Completed construction sales・gross profit (Civil engineering)
Completed construction sales・Completed construction gross profit（ Non-Consolidated ／ Civil engineering ） Completed construction sales: Decreased due to a decline in large-scale projects at public offices and the Tokyu Group and also due to delayed overseas construction projects Gross profit: Decline
Slide 10: Orders (Non-Consolidated / Civil engineering)
Orders（ Non-Consolidated ／ Civil engineering ） The amount for the general private decreased compared with the previous fiscal year when it received a large-scale contract. The amount for the Tokyu Group companies increased due to the Shibuya redevelopment project. 63,713 53,281 (Millions of yen) 1,4
Slide 11: Completed construction sales・gross profit (Building construction)
Completed construction sales・Completed construction gross profit（ Non-Consolidated ／ Building construction） Completed construction sales: Increased about 33% year on year as major projects received in the previous fiscal year progressed Gross profit: Increased as a result of higher completed constru
Slide 12: Orders (Non-Consolidated / Building construction)
Orders（ Non-Consolidated ／ Building construction） Orders from the general private sector, which generated several orders for major logistics projects in the previous fiscal year, declined, while orders from the Tokyu Group were boosted by major project orders. The full-year amount, which turned out
Slide 13: Selling, general & administrative expenses (Consolidated)
Selling, general & administrative expenses （Consolidated） Selling, general & administrative expenses increased ¥1,173 million year on year Expenses for R&D, digital technology, and innovation promotion increased SG&A SG&A expenses (Millions of yen) expenses /Net sales 15,858 15,794 14,620 6.3% 6.1%
Slide 14: Balance Sheet (Consolidated)
Balance Sheet（Consolidated） The equity ratio was at 38.9%, a drop of 6.5 percentage points compared with March 31, 2021 (Millions of yen) Liabilities and Assets equity 237,811 Bills payable, 226,568 237,811 226,568 construction Notes receivable, accounts payable, accounts receivable from etc.＋9,350
Slide 15: Interest-bearing debt, Equity, D/E ratio (Consolidated)
Interest-bearing debt, Equity, D/E ratio（Consolidated） D/E ratio was at 0.24 times, almost flat year on year Interest-bearing debt (Millions of yen) Equity 101,215 102,963 92,490 26,557 26,754 22,431 As of March 31, As of March 31, As of March 31, 2020 2021 2022 0.26 0.26 0.24 D/E ratio times times
Slide 16: Cash flow statement (Consolidated)
Cash flow statement（Consolidated） Free cashflow is ¥11.7 billion as cash flows from operating activities increased due to an increase in trade payables, decrease in advances received on construction contracts in progress, etc. (Millions of yen) Year ended Year ended Items March 31, March 31, FY03/20
Slide 17: Dividend Forecast
Dividend Forecast The dividend for FY03/2022 at 25 yen per share was lower than the initial forecast, due to the net loss for the fiscal year. Based on the policy of aiming at a dividend on equity ratio (DOE) of 4.0% or higher, a dividend of 36 yen per share is planned for FY03/2023. Dividend per sh
Slide 18: Full-year Forecast for FY03/2023
Full-year Forecast for FY03/2023 FY03/2022 Financial Results Briefing
Slide 19: P/L Forecast (Consolidated)
P/L Forecast（Consolidated） Net sales is forecast to increase due to progress in construction projects contracted in previous fiscal years. By eliminating individual factors, gross profit is expected to improve significantly, allowing us to estimate operating income of 4 billion yen. (Millions of yen
Slide 20: P/L Forecast (Non-Consolidated)
P/L Forecast (Non-Consolidated) Net sales are forecast to increase due to higher completed construction sales in building construction and civil engineering. Operating income is forecast at 2.1 billion yen due to recovery in completed construction gross profit of civil engineering and real estate gr
Slide 21: Order Forecast (Non-Consolidated)
Order Forecast（Non-Consolidated） Civil engineering: Orders from the Tokyu Group are forecast to decrease but are expected to increase significantly due to large-scale construction orders in the Philippines. Building construction: Orders from domestic private are forecast to decline but are expected
Slide 22: P/L・Order Forecast (Civil engineering)
P/L・Order Forecast（Non-Consolidated／Civil engineering ） The completed construction sales is forecast to increase, as there will be progress in public-service and overseas projects. Completed construction gross profit is forecast to improve as the revenue deterioration experienced in the previous fis
Slide 23: P/L・Order Forecast (Building construction)
P/L・Order Forecast（Non-Consolidated／Building construction） Completed construction sales is forecast to increase due to progress in the construction projects contracted in previous fiscal years. However, the ratio of completed construction gross profit is forecast to decrease due to hikes in equipmen
Slide 24: Net Sales・Gross Profit Forecast (Construction Renewal)
Net Sales・Gross Profit Forecast（Construction Renewal） Quotation requests are on the rise, and hence net sales and the amount of orders received will both return to the pre-COVID-19 levels. The gross profit ratio is forecast to be lower compared with the previous fiscal year as market competition wil
Slide 25: Net Sales・Gross Profit Forecast (International・Real estate)
Net Sales・Gross Profit Forecast（International・Real estate） International: Net sales is forecast to increase due to less impact from the COVID-19 pandemic on subsidiaries and also due to progress in newly-contracted ODA projects. The ratio of gross profit to sales is forecast to improve, as there is
Slide 26: Rolling of Long-Term Management Plan
Rolling of Long-Term Management Plan We have updated the Long-Term Management Plan every year to keep strategies viable toward VISION2030. We revised the outlook for FY03/2025 downward, but made no change to the goals set for FY03/2031. We also revised the total amount of investments downward becaus
Slide 27: Appendix: International business (Infrastructure Project)
Appendix: International business (Infrastructure Project) We received an order for a subway construction project in the Philippines. Based on the expertise we have accumulated through railway construction in Japan and urban development along the Tokyu railway lines, we are going to accelerate our in
Slide 28: Appendix: Domestic building construction business (ZEB, ZEH-M)
Appendix：Domestic building construction business （ZEB,ZEH-M） Decarbonization We have been working to respond to the request for ZEB (net Zero Energy Building) and ZEH-M (net Zero Energy House Mansion). Efforts to respond to the request for ZEB,ZEH-M ZM2021-00097-DC We renovated our Institute of Tech
Slide 29: Appendix: Domestic building construction business (Logistics Facilities)
Appendix：Domestic building construction business (Logistics Facilities) As one of the leading players in the construction industry, we have and will provide customers with a solution meeting their varying and detailed needs. “GLP Zama” for the development of GLP Japan Inc. “LOGIʼQ Kyoto Kumiyama” fo
Slide 30: Appendix: Innovation of construction and production systems
Appendix：Domestic building construction business （Innovation of construction and production systems ） Digital We are accelerating our initiative to innovate construction and production systems toward the resolution of labor and time shortages, etc. We are also seeking to establish, as early as possi
Slide 31: Appendix: New business (Initiatives for Innovation 1)
Appendix：New business (Initiatives for Innovation 1） 【Investment・Fund】 By promoting open-innovation for the value proposition of “decarbonization,” “zero waste,” and “disaster prevention and mitigation” and in the fields of “human resources” and “digital technology,” we seek to transform our constru
Slide 32: Appendix: New business (Initiatives for Innovation 2)
Appendix：New business（Initiatives for Innovation 2） [Developing a Structure and Culture for Innovation] We are seeking to increase our corporate value by transforming our business portfolio through the creation of new business. As a means to develop a structure and culture for encouraging employees
Slide 33: Notes
[Inquiries] Nishida/Morita Corporate Planning Department, Corporate Strategy Division TEL: +81-3-5466-5008 URL: webmaster@tokyu-cnst.co.jp Notes Forward-looking statements such as forecasts of the company’s results contained in this document are based on information available as of the date of publi