Izumi Co., Ltd. · TSE:8273
Izumi — H1 FY2026 Earnings Presentation
41 slides from Izumi's earnings presentation, Oct 13, 2026
Slide 1: Financial Results Presentation for the First Half of FY2026
Financial Results Presentation for the First Half of the Fiscal Year Ending February 28, 2027 (FY2026) IZUMI CO., LTD [Stock code: 8273] Copyright (c) IZUMI CO., LTD. All rights reserved.
Slide 2: Contents
Contents Ⅰ. Summary of Financial Results for the First Half of the Fiscal Year Ending Slide No. February 28, 2027 (FY2026) 1. Consolidated Summary 3 2. Consolidated Profit and Loss Statement (Results) 4 3. Non-consolidated Profit and Loss Statement (Results) 7 4. Consolidated Balance Sheet 10 5. Con
Slide 3: Consolidated Summary for the First Half of FY2026
Consolidated Summary for the First Half of the Fiscal Year Ended February 28, 2027 (FY2026) YoY Comparison: - In March, we opened youme Mall Nakagawa (Fukuoka Prefecture), a neighborhood shopping center (NSC). In July, we opened Yours Hirose-kita (Hiroshima City), an urban SM model store. We renovat
Slide 4: Consolidated Profit/Loss for the First Half of FY2026
Consolidated Profit/Loss for the First Half of the Fiscal Year Ended February 28, 2027 (FY2026) The gross profit ratio improved in the second quarter, mainly due to the strengthening of pricing and the expansion of sales of high value-added products. Profits increased due to measures to control SG&A
Slide 5: Consolidated Profit/Loss: Operating Profit Factors
Consolidated Profit/Loss for the First Half of the Fiscal Year Ended February 28, 2027 (FY2026) Operating profit came to 13.2 billion yen, up 4.6% YoY. EBITDA 23.3 billion yen (up 0.5% YoY) • In addition to addressing consumer frugality, we strengthened our proposal of value-added products. Operatin
Slide 6: Consolidated Profit/Loss: Segment Information
Consolidated Profit/Loss for the First Half of the Fiscal Year Ended February 28, 2027 (FY2026) – Segment Information In retail operations, revenue and profits declined in the second quarter mainly due to the earthquake, but cumulative total revenue and profits for the first six months increased. In
Slide 7: Non-consolidated Profit/Loss for the First Half of FY2026
Non-consolidated Profit/Loss for the First Half of the Fiscal Year Ended February 28, 2027 (FY2026) In the second quarter, profits decreased in part due to a decrease in revenue and also gross profit, which was attributed mainly to the closure of stores affected by the earthquake • Operating revenue
Slide 8: Existing Store Net Sales and Gross Profit by Division
Non-consolidated Profit/Loss for the First Half of the Fiscal Year Ended February 28, 2027 (FY2026) - Year-on-Year Change in Net Sales at Existing Stores, Net Sales and Gross Profit by Division The number of customers increased, reflecting low-price initiatives and the strengthening of pricing for f
Slide 9: Non-consolidated SG&A Expenses
Non-consolidated Profit/Loss for the First Half of the Fiscal Year Ended February 28, 2027 (FY2026) - SG&A Expenses SG&A expenses increased 1.1%, and the percent (%) of operating revenue rose 0.1 points YoY to 37.5%. • Personnel expenses We limited the increase in expenses to 1.2% YoY by continuing
Slide 10: Consolidated Balance Sheet
Consolidated Balance Sheet for the First Half of the Fiscal Year Ending February 28, 2027 (FY2026) Total assets decreased 2.6 billion yen from the end of the previous fiscal year as cash and deposits and accounts payable - trade decreased mainly due to the impact of bank holidays. • Total assets Tot
Slide 11: Consolidated Cash Flows
Consolidated Cash Flows for the First Half of the Fiscal Year Ending February 28, 2027 (FY2026) There were bank holidays at the end of February this year and at the end of August the previous fiscal year. Cash flows from operating activities and cash flows from financing activities include the impac
Slide 12: Business Forecast for the Fiscal Year Ending February 2027
Business Forecast for the Fiscal Year Ending February 28, 2027 (FY2026) Full-year Business Forecast and Impact of the Kumamoto Earthquake • In the first half, operating revenue and each level of profit fell short of the forecast, mainly due to the impact of the temporary closure and shorter opening
Slide 13: Business Strategies for the Second Half of FY2026
Business Strategies for the Second Half of the Fiscal Year Ending February 28, 2027 II Business Strategies for the Second Half of the Fiscal Year Ending Slide No. February 28, 2027 1. Impact of the 2026 Kumamoto Earthquake and Our Response 14 2. First Half Summary and Second Half Directions 15 3. Pr
Slide 14: Impact of the 2026 Kumamoto Earthquake and Izumi's Initiatives
Impact of the 2026 Kumamoto Earthquake and Initiatives Implemented by Izumi • Izumi Group stores were seriously damaged by the July 28 earthquake. We evacuated stores and took actions to resume operations and other actions with the safety of our customers and employees as our top priority. • As a pa
Slide 15: First Half Summary and Second Half Directions
First Half Summary and Second Half Directions ◼ First Half Summary • As consumers were increasingly more budget-minded due to the continued rise of prices and the sluggish growth of real wages, demand for high value-added products remained strong, consumption patterns became increasingly polarized a
Slide 16: Product Strategies
Progress in the Third Medium-Term Management Plan | Product Strategies • On the back of the polarization of consumption patterns that have taken root, we also enjoy strong sales of price- oriented products and those with added-value appeal. • We are improving the balance of merchandise policies base
Slide 17: Enhancement of Private Brand
Progress in the Third Medium-Term Management Plan | Enhancement of Private Brand • We will accelerate the launch of items in our Regular line through to the second half, thus further strengthening measures to cater to diversifying needs. • We will achieve both sales growth with low-priced items in o
Slide 18: SM Strategies: Destination Store Model
Progress in the Third Medium-Term Management Plan | SM Strategies • We are building a model for shifting towards "destinations stores" at Youme Town Miyuki and Youme Mart Yahata. • Approx. six months after the renovation of the sales floors, both sales and the number of customers have remained stron
Slide 19: SM Strategies: Small Urban Store Operations
Progress in the Third Medium-Term Management Plan | SM Strategies • We are establishing a model for standard small urban store operations by absorbing SUNNY's expertise in low-cost operations. • At the new Yours Hirose-kita store, we have implemented low-cost operations, including sales floor and ba
Slide 20: GMS Strategies
Progress in the Third Medium-Term Management Plan | GMS Strategies • In line with the Evolution of GMS strategy under the Third Medium-Term Management Plan, we are driving the creation of places in which government services can be provided and people can interact and the introduction of facilities f
Slide 21: GMS Strategies: Lifestyle Sales Floor Reform
Progress in the Third Medium-Term Management Plan | GMS Strategies • In the lifestyle segment, we first renovated the sales floors at model stores to establish models for medium- and large-scale stores. • We are focusing on the selection of products for the younger generations and the facilitation o
Slide 22: NSC Strategies
Progress in the Third Medium-Term Management Plan | NSC Strategies • In urban areas with no room to open new GMSs, we will establish an NSC and multiple SMs in each area to establish a dominant position. • Since the opening of Youme Mall Nakagawa, sales have been strong at the Group's stores in the
Slide 23: Retail-peripheral Operations and New Businesses
Progress in the Third Medium-Term Management Plan | Retail-peripheral Operations and New Businesses • Strengthening the restaurant business by expanding the Izumi Food Service FC business and through mergers and acquisitions ◼ Opening of more stores in the FC business ◼ Expansion of the restaurant b
Slide 24: youme NEOBANK Service Launch
Progress in the Third Medium-Term Management Plan | Retail-peripheral Operations and New Businesses • On October 5, we began to provide the new youme NEOBANK banking service that links everyday shopping to financial services. • With financial services as a new form of added value, we will help local
Slide 25: Featured Benefits of youme NEOBANK
Progress in the Third Medium-Term Management Plan | Retail-peripheral Operations and New Businesses ◼ Featured benefits of youme NEOBANK Benefit 1 By topping up Youmeka accounts via youme NEOBANK, you will receive: 0.5 % return By setting and using a youme Benefit 2 NEOBANK account for Youme Card cr
Slide 26: SCM Restructuring
Progress in the Third Medium-Term Management Plan | SCM Restructuring • SCM restructuring makes it possible to simultaneously reduce costs by streamlining logistics and enhance the competitiveness of products by building new PCs, and it is an important foundation supporting the profitability of the
Slide 27: Area Strategies
Progress in the Third Medium-Term Management Plan | Area Strategies • In the first half of FY2026, we held a grand opening for Youme Town Kure RECRE (Hiroshima Prefecture) in addition to the opening of two new stores. • In FY2027, we plan to open three new stores and further increase our market shar
Slide 28: Area Strategies: Merger of Kyushu SM Businesses
Progress in the Third Medium-Term Management Plan | Area Strategies • Integrating SM businesses in Kyushu to facilitate prompt decision making, the effective utilization of management resources, and the strengthening of governance, thus improving the effectiveness of area strategies and building a f
Slide 29: Human Resource Strategies
Progress in the Third Medium-Term Management Plan | Human Resource Strategies • In the first half of FY2026, we worked to revise our training structure and system, visualize issues, and implement other initiatives. We achieved progress in the development of a foundation for making measures more conc
Slide 30: Customer Engagement and Employee Engagement
Progress in the Third Medium-Term Management Plan | Customer Engagement and Employee Engagement • The customer engagement score decreased by 0.2 points from the previous score, mainly due to a decrease in the "Freshness and lineup of produce" score. • While we confirmed achievements at two stores th
Slide 31: Management Philosophy and Contact
Management Philosophy Filling our employees with pride and joy as we continue contributing to communities and our customers' lives. This document contains descriptions of the future plans and strategies of the Company and its affiliates, as well as predictions and forward-looking statements regardin
Slide 32: Appendix
Appendix Ⅱ. Appendix Slide No. Group Store Network 33 Competitiveness of Existing Stores (Year-on-Year Change in Net Sales at Existing Stores) 34 Results by Business 35 ESG (Environment, Society, Governance) 36 Copyright (c) IZUMI CO., LTD. All rights reserved. 32
Slide 33: Appendix: Group Store Network
Appendix: Group Store Network 262 stores mainly in the Chugoku, Shikoku and Kyushu regions (As of Aug. 31, 2026) Number of stores region Main companies, etc. Headquarters Main business types Kyushu Chugoku Shikoku Other Total Izumi Hiroshima City SC (Youme Town and LECT) *1 20 35 4 2 61 NSC (Youme M
Slide 34: Appendix: Competitiveness of Existing Stores
Appendix: Competitiveness of Existing Stores Year-on-Year Change in Sales at Existing Stores from FY2016 (%) * In the year-on-year comparison of net sales from FY2023, figures including results from X-SELL are included. ’16 ’17 ’18 ’19 ’20 ’21 ’22 ’23 ’24 ‘25 ’26 Izumi 101.5 99.2 99.4 99.1 89.7 101.
Slide 35: Appendix: Results by Business
Appendix: Results by Business Operating revenue Operating profit (100 millions of yen) FY2026 1H FY2025 1H YoY FY2026 1H FY2025 1H YoY GMS business 1,480 1,488 99.5% 96 91 105.5% SM business 1,196 1,161 103.0% 20 19 95.0% Retail-peripheral 315 300 105.0% 32 30 106.7% business GMS business SM busines
Slide 36: Appendix: Sustainability - CO2 Reduction and Recycling
Appendix: Sustainability Effective Utilization of Resources and Promotion of Steady Progress Toward Reducing CO₂ Emissions Their Recycling and Reuse Accelerating decarbonization through electricity generation Installation of automatic PET bottle collecting machines and and conservation provision of
Slide 37: Appendix: Progress Toward FY2030 Environmental KPI Targets
Appendix: Sustainability Steady Progress Toward FY2030 Environmental KPI Targets ■ Progress in Environmental KPIs 1. CO₂ Emissions 1. Food Waste Recycling Rate Plastic Shopping Bag Reduction Rate 2. CO₂ Emissions Reduction Rate (Compared to FY2013; Scope 1&2) 2. Food Loss Reduction Rate (Compared to
Slide 38: Appendix: Sustainability - Community Initiatives
Appendix: Sustainability Bringing Energy and Vitality to Local Communities Working Together for Greater Progress The Bon Dance Festa, a feature of Gion in the summer Support for Onga-cho Demand Bus service demonstration In July 2026, we held the Bon Dance operations Festa at Youme Terrace Gion. The
Slide 39: Appendix: Sustainability - Workplace and Personal Development
Appendix: Sustainability Creating a Workplace Where Employees Can Supporting the Personal Development of Work Energetically While Being Themselves Individuals with Many Learning Opportunities Introduction of internal programs to encourage male employees to Enhancing customer service skills through a
Slide 40: Appendix: Sustainability - Sustainable Products
Appendix: Sustainability Providing Sustainable Products in Consideration of the Environment, Society, and the Economy Sale of eco-friendly fish Sale of SAGA AKUPONI Salmon Launch of Kaiju Lemon Chuhai under the Youme-Ichi Brand Marine Eco-Label Japan (MEL) is Japan's first eco- From May 2025 to Janu
Slide 41: Appendix: Governance
Appendix: Governance We will build an effective structure and sound and appropriate management. • Strive to maximize corporate value by realizing customer satisfaction, in order to meet stakeholder expectations • Fulfill our social responsibility with a high sense of ethics while contributing to loc