Nisshinbo Holdings Inc. · TSE:3105
Nisshinbo — FY2025 Earnings Presentation
45 slides from Nisshinbo's earnings presentation, Feb 10, 2026
Slide 1: Financial Results Presentation Materials: Fiscal Year Ended December 2025
Financial Results Presentation Materials: Fiscal Year Ended December 2025 February 10, 2026 Nisshinbo Holdings Inc.
Slide 2: Agenda
1. Financial Results for FY2025 2. Outlook for FY2026 and business direction 3. Progress of Medium-Term Management Plan 2026 4. "Blueprint for Management" The performance forecasts contained in this document are based on judgments made by the Company using information currently available and do not
Slide 3: Business Performance Highlights
1. Financial Results for FY2025 Business Performance Highlights (Millions of yen) Change FY2025 FY2024 FY2025 Initial Rate Forecast Net Sales 494,746 502,339 +7,593 +1.5% 506,000 Operating 16,581 26,401 +9,820 +59.2% 19,700 income Ordinary 24,403 29,327 +4,924 +20.2% 21,600 income Net income attribu
Slide 4: Segment Results
1. Financial Results for FY2025 Segment Results (Millions of yen) FY2025 FY2024 Change (Current Period) Segment Sub-segment Operating Operating Operating Sales Sales Sales income income income Wireless and (JRC) 63,814 233 76,272 6,535 12,458 6,302 Communications (KDE) 71,061 3,742 78,149 6,934 7,08
Slide 5: Comparison by Segment: Wireless and Communications
1. Financial Results for FY2025(Comparison by Segment) (Millions of yen) FY24/12 FY2025 Change Wireless and Communications Business Segment Sub-segment Operating Operating Operating Solutions & Defense Total Sales income Sales income Sales income Increased revenue and profits driven by higher orde
Slide 6: Comparison by Segment: Micro Devices Business
1. Financial Results for FY2025(Comparison by Segment) (Millions of yen) FY24/12 FY2025 Change Micro Devices Business Segment Operating Operating Operating Sales income Sales income Sales income Electronic Devices Business Industrial Machinery Micro Devices Revenue increased due to higher 64,225
Slide 7: Comparison by Segment: Materials Business
1. Financial Results for FY2025(Comparison by Segment) (Millions of yen) FY24/12 FY2025 Change Materials Business Segment Operating Operating Operating Sales income Sales income Sales income Brakes Japan/US: Increased revenue and profit Brakes 58,188 2,333 57,795 3,385 -392 1,052 Korea: Decreased
Slide 8: Agenda
1. Financial Results for FY2025 2. Outlook for FY2026 and business direction 3. Progress of Medium-Term Management Plan 2026 4. "Blueprint for Management" 8
Slide 9: Outlook for FY2026
2. Outlook for FY2026 and business direction Outlook for FY2026 (Millions of yen) FY2026 Change FY2025 Forecast rate Net Sales 502,339 511,000 +8,661 +1.7% Operating 26,401 21,000 -5,401 -20.5% income Ordinary 29,327 21,500 -7,827 -26.7% income Net income attributable to 13,920 10,000 -3,920 -28.2%
Slide 10: Outlook for FY2026 by Segment
2. Outlook for FY2026 and business direction (Millions of yen) FY2025 FY2026 Forecast Segment Sub-segment Operating Operating Sales Sales income income Wireless and (JRC) 76,272 6,535 82,600 6,100 Communications (KDE) 78,149 6,934 80,000 7,200 Solutions & Defense Total 154,421 13,469 162,600 13,300
Slide 11: FY2026 Outlook: Wireless and Communications
2. Outlook for FY2026 and business direction (Comparison by Segment) (Millions of yen) FY2025 FY2026/12 Wireless and Communications Business Forecast Sales Segment Sub-segment Operating Operating Despite fluctuations in the market environment and Sales income Sales changes in product mix, revenue
Slide 12: FY2026 Outlook: Micro Devices Business
2. Outlook for FY2026 and business direction (Comparison by Segment) (Millions of yen) FY2025 FY26/12 Forecast Micro Devices Business Segment Sub-segment Operating Operating Sales income Sales Sales income Industrial Machinery: In addition to the market recovery, we anticipate Micro Devices 62,400
Slide 13: FY2026 Outlook: Materials Business
2. Outlook for FY2026 and business direction (Comparison by Segment) (Millions of yen) FY2025 FY2026 Forecast Materials Business Segment Operating Operating Brakes Sales income Sales income Demand remains solid, but profits are expected to decline due to the backlash from the price increases imple
Slide 14: Agenda
1. Financial Results for FY2025 2. Outlook for FY2026 and business direction 3. Progress of Medium-Term Management Plan 2026 4. "Blueprint for Management" 14
Slide 15: Progress of Medium-Term Management Plan 2026 (Year 2, FY2025)
3. Progress of Medium-Term Management Plan 2026 (Year 2,FY2025) Phase of laying the foundation to achieve our vision Key Initiatives FY2025 Progress • Initiating structural reforms in the Wireless and • Accelerating Growth Centered on Wireless and Communications business, including an early retireme
Slide 16: Reference Material: Wireless and Communications Operating income Trends
Reference Material: Wireless and Communications Business Operating income Trends 200 7.0% 8.0% [Key Factors for the Difference Between FY2024 and FY2025] 180 6.5% Profit contribution from temporary cost reductions 7.0% 160 Total: 176 6.0% 140 Total: 171 120 5.0% Margin 3.2% 3.2% 69 100 OP 3.0% 72 4.
Slide 17: Reference Material: Segment Sales and Operating income
Reference Material: Segment Sales and Operating income Segment Sales and Operating income (Millions of yen) FY2025 Initial FY2025 FY26/12 FY24/12 Change Forecast (Current Period) Initial Forecast Segment Sub-segment Operating Operating Operating Operating Operating Sales Sales income Sales income Sa
Slide 18: Agenda
1. Financial Results for FY2025 2. Outlook for FY2026 and business direction 3. Progress of Medium-Term Management Plan 2026 4. "Blueprint for Management" 18
Slide 19: Foundation Building for Realization of Our Vision: Blueprint for Transformation and Growth
Foundation Building for Realization of Our Vision ～Blueprint for Transformation and Growth～ February 10, 2026 Nisshinbo Holdings Inc.
Slide 20: Summary
Summary 1. Our Current Situation and Challenges 2. Redesign for Transformation and Growth 3. Blueprint Overview and Transformation Progress 4. Vision for Achieving Transformation 5. Summary 20
Slide 21: Top Management Priorities: Weak earning power
1. Our Current Situation and Challenges Top Management Priorities Our primary challenge is to'Weak earning power' 21
Slide 22: Turn Crisis into Strength, Challenges into Growth
1. Our Current Situation and Challenges Compass for Overcoming This Crisis and Returning to a Growth Path President's Vision 'Turn Crisis into Strength, Challenges into Growth' Based on the President's vision, we will accelerate significant profitability transformation and drive major business and i
Slide 23: Three Core Elements for Driving Reforms
1. Our Current Situation and Challenges Three Core Elements for Driving Reforms President's Vision An unwavering policy that chars the course forward Logical blueprint A clear execution plan to realize the vision Activated Talents and Organizational Culture The driving force executing the blueprint
Slide 24: Agenda
1. Our Current Situation and Challenges 2. Redesign for Transformation and Growth 3. Blueprint Overview and Transformation Progress 4. Vision for Achieving Transformation 5. Summary 24
Slide 25: Redesign for Transformation and Growth
2. Redesign for Transformation and Growth If we compare a company to a machine Parts Specification Details Concept Development Drawing Assembly Operation Design Creation Logically redesign from a 10% target profit margin Careful review of the business details to secure a 10% operating profit target
Slide 26: Business Transformation & Restructuring
2. Redesigning for Transformation and Growth Business Transformation & Restructuring ⇒ Accelerated Growth + Creation of New Business Models Accelerating Growth in Wireless and Communications Businesses Strengthening and expanding core business foundations, Organic Growth※1 Expanding business opp
Slide 27: Redesign Status by Business
2. Redesigning for Transformation and Growth Specificati Parts Concept Details on Drawing Assembly Operation Status Developme Design Creation nt Wireless and ・Structural reforms implemented; Communications ● ● ● ▲ ▲ Not yet framework established ・Now entering the phase of Business infusing it with s
Slide 28: Efficiency benchmark for business redesign: ROIC ≥ 7%
2. Redesigning for Transformation and Growth : Standards for Driving Business Transformation Consolidated Operating Profit ≥ 10% Profit Target = Criteria for Redesigning Each Business Corporate ROIC > WACC Value Target (WACC ≈ 6% as of 2025) Expected to rise to approximately 7% going forward ⇒ Effic
Slide 29: Agenda
1. Our Current Situation and Challenges 2. Redesign for Transformation and Growth 3. Blueprint Overview and Transformation Progress 4. Vision for Achieving Transformation 5. Summary 29
Slide 30: Wireless and Communications Business Blueprint
3. Design Blueprint Overview and Transformation Progress Wireless and Communications Business Wireless and Communications Business Blueprint Structural Reform of Japan Radio Co., Ltd. (JRC) Design Overview phase1 JRC and KDE will become dual Reorganization of the Company engines, contributing to
Slide 31: Blueprint for the Micro Devices Business
3. Blueprint Overview and Transformation Progress MicroDevices Business Blueprint for the Micro Devices Business Nisshinbo Microdevices Structural Reform Design Overview phase1 Prioritizing Profitability Reducing Fixed Costs Through Early Improvement Through Structural Retirement Incentive Program
Slide 32: Addressing the Materials Business
3. Design Blueprint Overview and Transformation Progress Materials Business Addressing the Materials Business Business Design Review Concept We are carefully reviewing our cultivated material and production technologies "Sustainable Smart Materials and conducting a technology inventory – Materials
Slide 33: Agenda
1. Our Current Situation and Challenges 2. Redesign for Transformation and Growth 3. Blueprint Overview and Transformation Progress 4. Vision for Achieving Transformation 5. Summary 33
Slide 34: Vision for Achieving Transformation: Evolution of the Business Portfolio
4. Vision for Achieving Transformation: Evolution of the Business Portfolio Target State Transformation of Business Models and 2025 Achievement of High Profitability 2030 Other 6% wireless and Textiles 7% Communications 50% Chemicals 2% Precision Instruments Fiscal Year 11% Structural Reform and S
Slide 35: Summary
5. Summary By 2026, we will complete structural reforms and obtain our earning power Generate operating profits independent of the real estate business Implement the growth strategy based on the "blueprint" Achieve ¥300 billion in sales and ¥30 billion in operating profit in the wireless and communi
Slide 36: Reference Material: Vision for Achieving Transformation
Reference Material: Vision for Achieving Transformation Operating Profit Target The urgent task of "building earning power“ (i.e., prioritizing operating profit as a key indicator) Unit: 100 million yen Fiscal Year 2024 Fiscal Year 2025 Fiscal Year 2026 (Actual) (Actual) (Planned) Wireless and Commu
Slide 37: Wireless and Communications Business: Overall Strategy
Wireless and Communications Business: Overall Strategy ~ Aiming to Become a "Wireless Communications Total Engineering Company" Providing Safety and Security ~ February 10, 2026 Nisshinbo Holdings Inc. 37
Slide 38: Vision for the Wireless and Communication Business: Realizing a Safe and Secure Society
1. Vision for the Nisshinbo Group's Wireless and Communication Business "Realizing a Safe and Secure Society" Maritime Transport Disaster Prevention National Defense Various Sites & Shipbuilding Changes in Japan's surrounding environment, including disaster prevention and national defense; Declining
Slide 39: Wireless Communications Total Engineering Company
2. Wireless Communications Total Engineering Company Advanced technology and extensive experience, "reliable wireless communication infrastructure" and "DX solutions" Supporting frontline workers For people working on the front lines across various industries and fields in Japan Proposing solutions
Slide 40: Wireless and Communications - Business Policy
3. Wireless and Communications - Business Policy - Sales Operating Profit Aiming for fiscal 2030, sales of ¥300 billion and operating Operating Profit Margin profit of ¥30 billion, 10％ OP Margin We will promote the restructuring through structural reforms and business process improvements. ¥30bi
Slide 41: Wireless and Communications - Business Policy
3. Wireless and Communications - Business Policy - As a total wireless communication engineering company, our business processes are divided into Business Development, Maintenance & Services, and Manufacturing & Production, with responsibilities shared among group companies. We build our busines
Slide 42: One JRC: Structural Reform of the Japan Radio Group
3. Wireless and Communications - One JRC - (3) Business Strategy: Structural Reform of the Japan Radio (JRC) Group ■ Restoring Credibility from a “Company That Doesn‘t Change/Doesn’t Grow ⇒ ”Changing/Growing Compaｎy“ ～ Insufficient Results from Multiple Reform Projects Over the Past 15 Years ～ ■ Sei
Slide 43: System Development Strategy: Overall Measures for Business Growth
3. Wireless and Communications - System Development Strategy - (3) Business Strategy: Overall Measures for Achieving Business Growth Hi-MA Platform Equipped with security features such as SASE and PSIRT, applying a common foundation utilized by both Japan Radio and Kokusai Electric to each solutio
Slide 44: Summary
4. Summary As a total wireless communication engineering company, we are committed to structural reform and business growth toward achieving our 2030 target Completion of the “One JRC” structural reform Strengthening the management foundation through the realization of true consolidated manageme
Slide 45: Earnings forecast disclaimer
The earnings forecasts contained in this document are based on the Company's judgment using information currently available and do not constitute a promise of their achievement.