Slide 1: FY2025 Financial Results Briefing
YAMAZEN CORPORATION FY2025 Financial Results Briefing May 19, 2026 Securities Code: 8051
Slide 2: Agenda and notes
◼ About Yamazen ◼ Financial Summary for FY2025 ◼ Medium-Term Management Plan "PROACTIVE YAMAZEN 2027" and Full-Year Forecast for FY2026 ◼ Strategic Partnership with Advantage Partners and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns ⚫ As the figures in th
Slide 3: Agenda
◼ About Yamazen ◼ Financial Summary for FY2025 ◼ Medium-Term Management Plan "PROACTIVE YAMAZEN 2027" and Full-Year Forecast for FY2026 ◼ Strategic Partnership with Advantage Partners and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns 2
Slide 4: Founder and Origins
Founder and Origins Management of Fostering Personnel To make active use of personnel, and to foster independent and virtuous employees Management of Breaking Pioneering a New Future, with All of You Through To challenge, innovate and No one knows what the world will be like 100 years from now. crea
Slide 5: Aims for 2030 (VISION)
Aims for 2030 (VISION) Leading worldwide manufacturing and enriched lives Yamazen has continually been a contributor to society, satisfying numerous user expectations in the two domains of Production Equipment that support manufacturing, and Consumer Goods that enrich everyday living. Moving forward
Slide 6: Business Models and Business Domains
Business Models and Business Domains Founded as a wholesaler of industrial tools (production equipment), we have A expanded our business to include the machine tools, industrial machinery, and housing-related domains Relationship Between Business Models and Business Organizations B Our continuous tr
Slide 7: Competitive Advantages of Our Business
Competitive Advantages of Our Business ⚫ Demonstrating a strong presence in Japan and overseas based on solid relationships with manufacturers Suppliers (manufacturers) Customers (secondary wholesalers, retailers, end-users) Production equipment suppliers Production equipment customers About 3,000 c
Slide 8: Performance Trends
Performance Trends ⚫ Expanding our business steadily despite economic fluctuations COVID-19 Pandemic (Million yen) (Million yen) 600,000 20,000 Net sales Global Operating profit Financial Burst of 500,000 Crisis Japanese 15,000 bubble 400,000 10,000 300,000 5,000 200,000 0 100,000 0 -5,000 1970 1975
Slide 9: Business Portfolio Growth Trajectory
Business Portfolio Growth Trajectory ⚫ Accelerate growth through the implementation of continuous M&A in Resilience-enhancing Businesses and Growing Businesses, as well as the acquisition of new business domains New Businesses New business pillars through M&A Growing Businesses Business model for sp
Slide 10: Agenda
◼ About Yamazen ◼ Financial Summary for FY2025 ◼ Medium-Term Management Plan "PROACTIVE YAMAZEN 2027" and Full-Year Forecast for FY2026 ◼ Strategic Partnership with Advantage Partners and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns 9
Slide 11: FY2025 Consolidated Profit and Loss Results
FY2025 Consolidated Profit and Loss Results (Million yen) FY2024 FY2025 YoY Full-year Achievement Net sales: 541,885 million yen Forecasts rate • Demand for capital investment overseas increased. Net sales 516,126 541,885 +5.0% 535,000 101.3% • Demand for air conditioning, water heating equipment, G
Slide 12: FY2025 Results by Segment
FY2025 Results by Segment (Million yen) Segment profit Net sales (based on disclosed segments, bottom row is operating profit margin) Full-Year Results Full-year Forecasts Full-Year Results Full-year Forecasts Achievement Achievement FY2024 FY2025 YoY FY2025 FY2024 FY2025 YoY FY2025 rate rate Machin
Slide 13: FY2025 Results: Sales Analysis by Business Segment
FY2025 Results: Sales Analysis by Business Segment ⚫ Sales reached a record high (YoY / Million yen) 677 288 8,780 Growth slowed 541,885 as consumers (+5.0%) held back on 11,227 purchasing Captured durable demand for air consumer conditioning goods due to due to the soaring prices 1,371 extreme heat
Slide 14: Factors for Changes in Operating Profit
Factors for Changes in Operating Profit (Million yen) ■ Factors for profit increase ■ Factors for profit decrease Increase in gross profit (+6,058) Increase in SG&A expenses +2,216 -3,552 Gross profit margin factors +3,841 Improvement in gross profit margin due to an Salaries and bonuses +1,113 incr
Slide 15: Point 1: Improvement in Gross Profit Margin
Point 1: Improvement in Gross Profit Margin ⚫ Gross profit margin improved due to initiatives in each business. Gross profit margin Gross profit margin improved Operating profit margin • Gross profit reached a record high driven by strong sales 15.3% • Succeeded in raising awareness in each business
Slide 16: Point 2: Accelerating Global Expansion
Point 2: Accelerating Global Expansion ⚫ Execute M&A to expand business domains (not consolidated in FY2026) Sales Plan Malaysia (CK Mac Global Sdn. Bhd.) Capturing global capital investment demand and • Acquired a top-class local machinery trading company as a subsidiary Will strengthen aiming for
Slide 17: Point 3: Sustainable Growth of the Building Materials Business
Point 3: Sustainable Growth of the Building Materials Business ⚫ Despite sluggish housing starts, the Building Materials Business posted increased sales for the fifth consecutive fiscal year, contributing to the improvement of company-wide sales and profit margins ⚫ Increased sales in all quadrants:
Slide 18: Consolidated Financial Position
Consolidated Financial Position (Billion yen) Total assets Total assets 292.2 351.9 (+59.7) End of Mar. 2025 Item End of Mar. 2026 Current liabilities 6.1% ROE 7.0% Current liabilities 171.0 43.3% Shareholders’ equity ratio 39.3% (+27.2) 143.7 Current assets 1,481.00 yen Net assets per share 1,612.5
Slide 19: Agenda
◼ About Yamazen ◼ Financial Summary for FY2025 ◼ Medium-Term Management Plan "PROACTIVE YAMAZEN 2027" and Full-Year Forecast for FY2026 ◼ Strategic Partnership with Advantage Partners and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns 18
Slide 20: Medium-term Management Plan PROACTIVE YAMAZEN 2027
Medium-term Management Plan “PROACTIVE YAMAZEN 2027” The Overall Framework of Strategies and Initiatives to Realize the 2030 Corporate Vision PURPOSE Pioneering a new future, with all of you Company-Wide Strategy to Realize VISION Investment in Growth Drivers VISION Business portfolio and Making Who
Slide 21: Five Strategic Priorities of the Medium-term Management Plan
Five Strategic Priorities of the Medium-term Management Plan ⚫ Each business segment will implement initiatives in line with the five strategic priorities. 1 2 3 4 5 Accelerating Upgrading Enhancing Strengthening Value Sales Management Sustainability Global Enhancement Activities Infrastructure Mana
Slide 22: Linkage Between the Five Strategic Priorities and Corporate Value
Linkage Between the Five Strategic Priorities and Corporate Value (4) Enhancing management sustainability management Our five ⚫ Improve capital efficiency and enhance corporate value through the implementation of (1) Value enhancement (2) Accelerating global strategic priorities (3) Upgrading sales
Slide 23: Outlook for External Environment
Outlook for External Environment ⚫ The Group’s performance is influenced mainly by capital investment in the Production Equipment segment and by personal consumption in the Consumer Goods segment. ⚫ The external environment is generally improving, but the impact of the situation in the Middle East r
Slide 24: FY2026 Full-year Earnings Forecasts
FY2026 Full-year Earnings Forecasts Net sales +5.2% YoY Operating profit: +10.4% YoY Although the economic environment remains uncertain, we will Although amortization of core and logistics system costs, capture recovery demand centered on production equipment and as well as increases in personnel a
Slide 25: FY2026 Forecast: Sales Analysis by Business Segment
Full-Year Earnings Forecast for FY2026: Sales Analysis by Business Segment ⚫ Capture demand recovery and maintain 5% growth 600,000 (+5.3%) (YoY / Million yen) 570,000 (+5.2%) 1,439 1,297 2,596 11,038 570,000 (+5.2%) 7,588 1,424 516,126 2,729 541,885 FY2025 Results Machine Tools Industrial Solution
Slide 26: Segment Results/Plan (Domestic Production Equipment)
Segment Results/Plan (Domestic Production Equipment) Mid-term Management Plan (Million yen) 前中計 Previous MTP 中期経営計画 Results 実績 実績 Results 計画 Plan 計画 Plan 2024年度 FY2024 2025年度 FY2025 対前年 2026年度 FY2026 対前年 2027年度 FY2027 対前中計 Change vs. YoY YoY Previous MTP 増減率 増減率 増減率 売上高 Net sales 機械 Tools Machine 72
Slide 27: Segment Results/Plan (Overseas Production Equipment)
Segment Results/Plan (Overseas Production Equipment) (Million yen) 前中計MTP Previous 中期経営計画 Mid-term Management Plan 実績 Results 実績 Results 計画 Plan 計画 Plan 2024年度 FY2024 2025年度 FY2025 対前年 2026年度 FY2026 対前年 2027年度 FY2027 対前中計 Change vs. YoY YoY 増減率 増減率 Previous 増減率 MTP 売上高 Net sales 海外 Global 85,733 96,
Slide 28: Segment Results/Plan (Building Materials)
Segment Results/Plan (Building Materials) (Million yen) 前中計MTP Previous 中期経営計画 Mid-term Management Plan 実績 Results 実績 Results 計画 Plan 計画 Plan 2024年度 FY2024 2025年度 FY2025 対前年 2026年度 FY2026 対前年 2027年度 FY2027 対前中計 Change vs. YoY YoY Previous MTP 増減率 増減率 増減率 売上高 Net sales 78,623 87,403 +11.2% 90,000 +3.
Slide 29: Segment Results/Plan (Home Products)
Segment Results/Plan (Home Products) (Million yen) 前中計MTP Previous 中期経営計画 Mid-term Management Plan Results 実績 実績 Results 計画 Plan 計画 Plan 2024年度 FY2024 2025年度 FY2025 対前年 2026年度 FY2026 対前年 2027年度 FY2027 対前中計 Change vs. YoY YoY Previous MTP 増減率 増減率 増減率 売上高 Net sales 100,883 101,560 +0.7% 103,000 +1.4%
Slide 30: Medium-Term Management Plan: By Segment
Medium-Term Management Plan: By Segment (Million yen) Segment profit Net sales (based on disclosed segments, bottom row is operating profit margin) Results FY2026 Forecasts FY2027 Forecasts Results FY2026 Forecasts FY2027 Forecasts (Previous Medium- Vs. FY2025 Vs. Previous (Previous Medium- Vs. FY20
Slide 31: Medium-Term Plan: Net sales, profit, and Management Indicators
Medium-Term Management Plan: Net sales, profit, and Management Indicators ■ Sales/Profits (Million yen) (Previous Medium- term Plan) FY2025 FY2026 Forecasts FY2027 Forecasts FY2024 Results Results Vs. FY2025 ResultsResults Vs. FY2025 Vs. FY2025 Vs. Results Previous Medium-term Plan Net sales 516,126
Slide 32: Agenda
◼ About Yamazen ◼ Financial Summary for FY2025 ◼ Medium-Term Management Plan "PROACTIVE YAMAZEN 2027" and Full-Year Forecast for FY2026 ◼ Strategic Partnership with Advantage Partners and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns 31
Slide 33: Purpose of Strategic Partnership and Financing
Purpose of Strategic Partnership and Financing As part of our initiatives to further enhance corporate value, we have entered into a strategic partnership with Advantage Partners (“AP”) and have arranged secure financing. About AP’s private solutions to support the growth of listed companies ✓ The t
Slide 34: Growth Image under Partnership with AP
Growth Image under Partnership with AP By further expanding functions during the current medium-term plan, we will improve our growth potential early on. Growth Image Medium-Term Management Plan (3-Year) Final Year Operating Profit (Billion yen) Illustrative Impact of the Partnership Growth on a Sta
Slide 35: Our Five Strategic Priorities for the Current Medium-Term Plan
Our Five Strategic Priorities for the Current Medium-Term Management Plan Sharpen our five strategic priorities to transform potential into measurable outcomes. Medium-Term Management Plan (announced in May 2025) Net sales Operating profit margin (Billion yen) 6,000 FY2027 Forecast Company-Wide Str
Slide 36: Expanding the Value Creation Foundation with AP
Expanding the Value Creation Foundation with AP (Illustration) Turn transformational concepts into execution and deliver step-change growth on an accelerated timeline １ Drive operational transformation ２ Accelerate expansion into new business domains ３ Embed best practices companywide １ Current busi
Slide 37: Business Portfolio Growth Trajectory
Business Portfolio Growth Trajectory Transform potential into measurable outcomes and materially accelerate growth Allocate all capital earned through the Wholesale Business into deepening the creation of Pre-Partnership value and high-growth business domains New Businesses New business pillars thro
Slide 38: Overview of Financing (Convertible Bonds)
Overview of Financing (Issuance of Convertible Bonds with Share Subscription Rights) ⚫ We aim to reduce cash-based financing costs by securing zero-coupon funds. ⚫ The CBs include a contingent conversion provision and an issuer acquisition/cash-settlement provision (par-value cash settlement through
Slide 39: Structure of the CBs
Structure of the CBs Conceptual diagram of an automatic-exercise, Dilution comparison by financing structure par-value cash-settled CB (share-count basis) (Billion yen) CB Share price Cash increase issuance (e.g. 2 times) settlement Without a par-value cash settlement provision: The par value portio
Slide 40: Capital Allocation After Financing
Capital Allocation After Financing ⚫ We will flexibly review and disclose cash allocations in a timely manner in accordance with the status of this financing and growth investments. ⚫ In principle, our shareholder return policy remains unchanged. ⚫ We will strengthen cash generation through the part
Slide 41: Agenda
◼ About Yamazen ◼ Financial Summary for FY2025 ◼ Medium-Term Management Plan "PROACTIVE YAMAZEN 2027" and Full-Year Forecast for FY2026 ◼ Strategic Partnership with Advantage Partners and Financing for the Enhancement of Corporate Value ◼ Capital Policy and Shareholder Returns 40
Slide 42: Shareholder Returns
Shareholder Returns ⚫ The higher amount between a 40% dividend payout ratio and a 3.5% dividend on equity will be adopted. (Yen) 160 Profit per share (yen) Annual dividend per share (yen) Treasury share 140 Treasury share acquisition amount acquisition amount 120 Approx. 5 billion yen Approx. 6 bill
Slide 43: Introduction of a New Shareholder Benefit Program
Introduction of a New Shareholder Benefit Program ⚫ A new shareholder benefit program has been established to deepen understanding of YAMAZEN-brand products and businesses through the shareholder benefits, and to attract individual investors by enhancing investment appeal. ⚫ Gifts under the program
Slide 44: PROACTIVE YAMAZEN 2027
yy PRaACTIVE YAMAZEN 2027 f= YAMAZEN Pioneering a new future, with all of you aAKg YAMAZEN 43