Slide 1: Financial Results Presentation Material for the Fiscal Year Ended March 31, 2026
GLOBERIDE, Inc. Stock code: 7990 Financial Results Presentation Material for the Fiscal Year Ended March 31, 2026 and Medium-Term Management Plan May 22, 2026
Slide 2: Overview of Financial Results for the Fiscal Year Ended March 31, 2026
Overview of Financial Results for the Fiscal Year Ended March 31, 2026 1
Slide 3: Highlights of Financial Results (i) Changes from the previous fiscal year
Highlights of Financial Results for the Fiscal Year Ended March 31, 2026 (i) Changes from the previous fiscal year (Million yen) 2025/3 2026/3 Change % Net sales 123,983 126,956 2,973 2.4% Gross profit 46,547 48,369 1,822 3.9% Gross profit margin 37.5% 38.1% +0.6point ― Operating profit 6,508 6,501
Slide 4: Highlights of Financial Results (ii) Changes from the initial forecasts
Highlights of Financial Results for the Fiscal Year Ended March 31, 2026 (ii) Changes from the initial forecasts (Million yen) 2026/3 Change % Forecast Result Net sales 125,000 126,956 1,956 1.6% Operating profit 5,400 6,501 1,101 20.4% Operating profit ratio 4.3% 5.1% +0.8point ― Ordinary profit 5,
Slide 5: Factors for Changes in Operating Profit
Factors for Changes in Operating Profit (Million yen) Improvement of the cost of sales ratio Increase in gross +581 profits due to increased net sales +1,182 Effect of foreign exchange rate 6,508 +56 6,501 Increase in SG&A -1,826 2025/3 2026/3 4
Slide 6: Breakdown of Selling, General and Administrative Expenses
Breakdown of Selling, General and Administrative Expenses (Million yen) Change (Change excluding the impact of exchange rates) 41,868 40,038 40,000 40% +325 (+338) Other +56 (+61) Rent expenses and 30,000 +63 (+77) 35% depreciation +450 (+455) Sales commission 33.0% 32.3% -72 (-38) Commission expens
Slide 7: Status of Net Sales by Business
Status of Net Sales by Business * Numbers are given in units of one million yen in the graphs. Fishing business Golf business 120,152 112,799 110,349 113,382 8,138 108,281 6,886 2026/3 6,421 6,444 6,131 Sales share by segment +2.7% -4.9% 2022/3 2023/3 2024/3 2025/3 2026/3 2022/3 2023/3 2024/3 2025/3
Slide 8: Trend in Net Sales Composition by Reportable Segment
Trend in Net Sales Composition by Reportable Segment 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3 2026/3 (Unit: %) Japan 74.5 73.1 73.6 71.2 68.3 66.4 65.1 62.3 56.5 54.3 53.4 52.5 Americas 5.6 5.2 5.5 6.0 6.9 7.5 8.0 8.4 10
Slide 9: Status of Net Sales and Profit by Reportable Segment (i)
Status of Net Sales and Profit by Reportable Segment (i) * Numbers are given in units of one million yen in the graphs. Japan Net sales trend [Net sales] 66,596 million yen +0.6% 75,125 76,002 68,383 66,195 66,596 In Japan, rising prices of energy and goods produce adverse impacts on disposable hous
Slide 10: Status of Net Sales and Profit by Reportable Segment (ii)
Status of Net Sales and Profit by Reportable Segment (ii) * Numbers are given in units of one million yen in the graphs. Americas Net sales trend [Net sales] 13,707 million yen +2.9% 13,933 13,320 13,707 12,513 In the Americas, the market outlook is uncertain, partly due to 10,110 the impact of the
Slide 11: Status of Net Sales and Profit by Reportable Segment (iii)
Status of Net Sales and Profit by Reportable Segment (iii) * Numbers are given in units of one million yen in the graphs. Europe Net sales trend [Net sales] 17,000 million yen +4.4% 17,000 16,280 14,465 14,730 13,553 In Europe, the market showed signs of a gradual recovery. Amid this situation, we c
Slide 12: Status of Net Sales and Profit by Reportable Segment (iv)
Status of Net Sales and Profit by Reportable Segment (iv) * Numbers are given in units of one million yen in the graphs. Asia & Oceania Net sales trend [Net sales] 29,651 million yen +5.2% 30,182 30,379 29,651 28,186 In the Asia & Oceania region, while social and economic 21,894 conditions vary by c
Slide 13: Status of Balance Sheets
Status of Balance Sheets ■ Balance Sheets (Million yen) End of Mar. 2025 End of Mar. 2026 Change % Total assets 113,957 119,631 5,673 5.0% Current assets 73,233 78,086 4,852 6.6% Cash and deposits 12,299 13,025 725 5.9% Inventories 42,208 44,204 1,995 4.7% Non-current assets 40,723 41,545 821 2.0% T
Slide 14: Inventories Trend
Inventories Trend (Million yen) (Months) 50,000 4.5 45,000 Inventories by Segment 4.0 (with YoY Change) 40,000 3.5 (Change excluding Change the impact of 35,000 exchange rates) 3.0 Japan -578 30,000 2.5 25,000 Americas 745 (806) 2.0 20,000 Europe 378 (-306) 1.5 15,000 10,000 Asia & 1.0 1,450 (1,227)
Slide 15: Status of Cash Flows
Status of Cash Flows ■ Status of Cash Flows (Million yen) 2025/3 2026/3 Change % CF from operations 2,042 8,033 5,991 293.3% CF from investments -4,186 -2,992 1,194 － CF from financing 1,011 -4,617 -5,629 － Cash and cash equivalents at end of period 11,470 11,850 379 3.3% Free cash flows (FCF) -2,14
Slide 16: Forecast for the Fiscal Year Ending March 31, 2027
Forecast for the Fiscal Year Ending March 31, 2027 (Million yen) 2026/3 2027/3 Change % (Actual) (Forecast) Net sales 126,956 134,000 7,043 5.5% Operating profit 6,501 7,000 498 7.7% Operating profit ratio 5.1% 5.2% +0.1 point ― Ordinary profit 7,184 6,400 -784 -10.9% Ordinary profit ratio 5.7% 4.8%
Slide 17: About Medium-Term Management Plan 2030
About Medium-Term Management Plan 2030
Slide 18: Review of the Medium-Term Management Plan 2026 (1/2)
Review of the Medium-Term Management Plan 2026 (1/2) In FY2026/3, net sales increased, and there were signs that the market had bottomed out. Profit was maintained despite the impact of rising prices of goods and other events. Steady dividend increases were made to return profits to shareholders. Ca
Slide 19: Review of the Medium-Term Management Plan 2026 (2/2)
Review of the Medium-Term Management Plan 2026 (2/2) From a long-term perspective, net sales have been growing steadily since FY2013/3, which was when we began to strengthen the overseas business. In the future we need to increase the profit ratio. (Billion yen) Long-Term Trend Indicating Performanc
Slide 20: Background to Revision of the Medium-Term Management Plan 26
Background to Revision of the Medium-Term Management Plan 2026 ● In FY2026/3, the revised target was achieved although it fell short of the initially announced forecast value because the market was more sluggish than assumed when formulating Medium-Term Management Plan 2026 (FY2025/3 to FY2027/3). ●
Slide 21: Positioning of the Medium-Term Management Plan 2030
Positioning of the Medium-Term Management Plan 2030 We will improve the foundation of our business and return to a growth trajectory. We have formulated the Medium-Term Management Plan to transform our earnings structure. We will establish a lean management structure over the five years from FY2027/
Slide 22: Numerical Targets of Medium-Term Management Plan 2030
Numerical Targets of Medium-Term Management Plan 2030 We will work to grow sales and transform our earnings structure. With regard to shareholder returns, we will increase dividends stably and continuously and enhance the total payout ratio to maintain it at 50% for the overall period. Forecast fo
Slide 23: Corporate Philosophy
Corporate Philosophy SLOGAN Feel it, live with it. VISION Sports to enrich your life. PROMISE Feel the nature of life, provide life's new and exciting "Wow!" to the world. Transformation of positive richness will be created by thinking freely and valuing diversity. Design the unknown with technologi
Slide 24: Medium-Term Management Plan 2030 Basic Policy
Medium-Term Management Plan 2030 Basic Policy We will implement priority strategies based on our basic management policy with the goal of transforming our earnings structure and link our strategies to sustainable growth. [Basic management policy] [Key policies] (three types of evolution) Evolution i
Slide 25: Priority Strategies under the Medium-Term Management Plan 2030
Priority Strategies under the Medium-Term Management Plan 2030 We will improve profitability to achieve continued growth and sustainably enhance our corporate value. Key strategies Outline • For sales and marketing in the fishing business, we will implement a four-block strategy that divides the glo
Slide 26: Key Management Indicators for the Medium-Term Management Plan 2030
Key Management Indicators for the Medium-Term Management Plan 2030 We have established three key management indicators to enhance shareholder value. By improving ROE and enhancing shareholder returns, we aim to continuously achieve a PBR of at least 1.0x. Key management indicators Capital profitab
Slide 27: Business strategy
Business strategy
Slide 28: Fishing Business_BRAND MARK, SLOGAN, and PROMISE
Fishing Business_BRAND MARK, SLOGAN, and PROMISE To solidify our position as the number one fishing brand in the world, we will seek to further promote the DAIWA brand and lead the world in the future. BRAND MARK SLOGAN PROMISE Technology and Quality Design New Lifestyle Live with Nature 27
Slide 29: Fishing Business_Our Unique Initiatives and the Group's Synergy
Fishing Business_Our Unique Initiatives and the Group's Synergy In addition to enhancing our unique, differentiated initiatives, we will demonstrate the strengths that we possess within the Group, thus building a business foundation with overwhelming advantages and aiming to cultivate demand. Our un
Slide 30: Fishing Business Market Review
Fishing Business Market Review The global fishing market bottomed out and has been recovering moderately, despite conditions varying in individual areas. We will monitor the future impact of geopolitical risks and trends in goods prices, interest rates, etc. Market Conditions by Block Japan Trend in
Slide 31: Fishing Business Four Blocks for Global Sales
Fishing Business Four Blocks for Global Sales In developing our global sales structure, we divided the world into four blocks. Europe Americas 2012 2030 Japan 2012 2030 2012 2030 Asia & Oceania 2012 2030 * Size of each circle indicates the market size (source: GLOBERIDE). 30
Slide 32: Fishing Business_Sales Strategy — Global 4 Block Strategy
Fishing Business_Sales Strategy — Global 4 Block Strategy — Under this strategy, we will divide the world into four blocks and implement strategies according to the characteristics of each region. We will work to grow net sales and improve profit margins. Net sales and operating profit margin target
Slide 33: Fishing Business_Product Strategy — DAIWA CONNECTED
Fishing Business_Product Strategy — DAIWA CONNECTED — We will open up a new "Wow!" based on completely new information obtained from reels connected with smartphones (DAIWA CONNECTED). * At present, this product is only available in Japan. Providing not only the fun of fishing but also the time Comp
Slide 34: Fishing Business_Product Strategy — Evolution of Our Carbon Technologies
Fishing Business_Product Strategy — Evolution of Our Carbon Technologies — We have been developing one-of-a-kind products by widening the range of carbon technologies as our core competence. Evolution of our carbon technologies 1970s - Fishing rod materials and designs — High elasticity — Light weig
Slide 35: Fishing Business_Product Strategy — Application of Carbon Technologies
Fishing Business_Product Strategy — Application of Carbon Technologies (Medical-Engineering Collaboration) — We will enhance the value of our carbon technologies as our core competence to contribute to business expansion. Evolution of our carbon technologies 1970s - Fishing rod materials and designs
Slide 36: Fishing Business_Location Strategy — MIRAI Field Project
Fishing Business_Location Strategy — MIRAI Field Project — We will build a new building, which is planned to begin operating in 2029, on the land adjacent to our head office. Positioning it as our mother factory, we will achieve globally optimal production and strengthen measures to crease "Wow!" wi
Slide 37: Fishing Business_Location Strategy — Global Production System
Fishing Business_Location Strategy — Global Production System — We operate a global production system with our mother factory in Japan. Mother factory Developing and accumulating specific Manufacturing technologies and development Production engineering Factory with cost excellence Strategic factory
Slide 38: Fishing Business_Earnings Structure Innovation
Fishing Business_Earnings Structure Innovation We will take initiatives to optimize PSI management, SKU, pricing, costs, productivity, and other elements on a global scale, thus innovating the earnings structure of the overall fishing business. Achieving total optimization of the fishing business
Slide 39: Golf/Racquet Sports Business
Golf/Racquet Sports Business We will propose high-quality products and services and secure stable sales and profits by enhancing brand value, while maintaining our unique worldview. Optimizing the promotion of each brand and Promoting sophisticated brands featuring unique developing products and ser
Slide 40: Racquet Sports Business_Initiatives on Pickleball
Racquet Sports Business_Initiatives on Pickleball In the rapidly growing pickleball market, we will strive to further expand the market and sales further with our DIADEM brand, which boasts the largest domestic market share, thus solidifying its position as the top brand. Providing support on courts
Slide 41: Financial strategy & capital policy
Financial strategy & capital policy (Achieving management with awareness of the cost of capital and share prices)
Slide 42: Market Evaluation: PBR / PER
Market Evaluation: PBR / PER In FY2021/3, when the market grew due to the pandemic, PBR rose significantly. It is currently below 1.0x, and PER is also low. 2.0 1.79 1.78 PBR (times) 1.5 1.31 1.30 1.23 1.20 1.10 0.91 0.94 1.0 0.86 0.72 0.71 0.5 0.0 FY14 15 16 17 18 19 20 21 22 23 24 25 30 25 PER (ti
Slide 43: Capital Profitability: ROE
Capital Profitability: ROE ROE has declined due to lower profit ratio and lower financial leverage due to deteriorating market conditions in the outdoor, sports, and leisure equipment industry. 10 (%) ROE (%) and PBR (times) (times ) Ratio of net profit to net sales (%) 7.9 8 6.8 ROE [left] PBR [rig
Slide 44: Cost of Capital: Cost of Shareholders' Equity / WACC
Cost of Capital: Cost of Shareholders' Equity / WACC The cost of shareholders' equity under the CAPM standard is expected to be around 7.6–9.6%. Estimated cost of capital Remarks ROE: 8.6% • Risk-free rate: 10-year Japanese government bond interest, (2026/3) 2.37%*1 CAPM • Market risk premium: 6.0%
Slide 45: Policy for Improving Corporate Value
Policy for Improving Corporate Value Achieve an ROE of 12% or more, meet market growth expectations, and reduce cost of capital to increase corporate value (achieve a PBR of 1.0x or more). Improving profit • Increasing net sales ratio • Improving productivity (Profitability) • Transforming profitabi
Slide 46: Achieving ROE of 12% or More: Capital Policy (Shareholder Returns)
Achieving ROE of 12% or More: Capital Policy (Shareholder Returns) Basic policy regarding capital measures We will balance investment in growth and shareholder returns by enhancing our cash generation ability through innovation of earnings structure. Aim for a target ROE of 12% or higher Increase di
Slide 47: Cash Allocation Policy (FY2027/3–2031/3)
Cash Allocation Policy (FY2027/3–2031/3) We will make business investments to increase corporate value over the medium to long term and also achieve a total payout ratio of around 50% as a target for the overall period. Cash inflows Cash outflows Investment in the • Investment for developing the MIR
Slide 48: Reduction of Cost of Capital: Strengthening Engagement with Shareholders and Investors
Reduction of Cost of Capital: Strengthening Engagement with Shareholders and Investors We will strengthen our engagement with shareholders and investors to reduce the cost of capital. Initiatives to reduce the cost of capital Establish an Improve Enhance internal IR promotion system information disc
Slide 49: Status of Dialogues with Shareholders and Institutional Investors
Status of Dialogues with Shareholders and Institutional Investors In FY2025, we held 65 dialogues and direct meetings on the themes of the outlook for the business environment and business results. Status of direct meetings with shareholders Main responders and dialogue themes and institutional inve
Slide 50: Strengthening our business foundations
Strengthening our business foundations
Slide 51: Promotion of Human Capital Management
Promotion of Human Capital Management Having set our human resource policy, we aim to be a company that continues to be selected by human resources who believe the possibilities of "Wow!" [Human Resource Management Policy] We will optimize the possibilities and diversity of internal "Wow!" to crea
Slide 52: Sustainability Strategy
Sustainability Strategy We recognize the importance of consideration for global environmental issues such as climate change and sustainability issues such as human capital as important management issues, and will systematically promote them. Basic Policy on Sustainability The Company will strive to
Slide 53: DX Initiatives: Driving DX for Building a Next-generation Management Platform
DX Initiatives: Driving DX for Building a Next-generation Management Platform Based on a global information system and strong security, we will use data and AI strategically to create added value of our businesses through data-driven decision- making. Head office AI ●●● Digitalization Data-driven GL
Slide 54: Strengthening Governance: Rebuilding a Risk Management System
Strengthening Governance: Rebuilding a Risk Management System We will examine and rebuild our current risk management system, formulate a new basic policy on risk management, and also establish a robust compliance framework, thereby aiming to strengthen governance. Establishing a personal Maintainin
Slide 55: Aiming for Sustainable Enhancement of Our Corporate Value
Aiming for Sustainable Enhancement of Our Corporate Value Value creation process for sustainable growth and corporate value enhancement Evolution into a company that provides impressive experiences Evolution into a global company originating from Japan Evolution to establish a sustainable business f
Slide 56: Disclaimers and inquiries
Disclaimers and inquiries Thank you for your attention. 55
Slide 57: Reference (1): Data on Financial Results over the Past Years
Reference (1): Data on Financial Results over the Past Years 56
Slide 58: Net Sales Trend by Business
Net Sales Trend by Business 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 (Million yen) 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3 2026/3 2027/3 (Forecast) Fishing business 65,318 66,461 72,824 76,827 78,031 91,150 108,281 120,152 112,799 110,349 113,382 12
Slide 59: Segment Sales Trend (by region)
Segment Sales Trend (by region) * Numbers are given in units of one million yen. 90,000 16,000 【Japan】 【Americas】 80,000 14,000 70,000 12,000 60,000 10,000 50,000 8,000 40,000 6,000 30,000 4,000 20,000 10,000 2,000 0 0 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3 2026/3 2016
Slide 60: Operating Profit and Operating Profit Ratio Trends
Operating Profit and Operating Profit Ratio Trends 14,000 14.0 12,000 12.0 10.2 10,000 10.0 9.0 8,000 7.4 8.0 12,349 5.9 6,000 12,125 6.0 5.2 5.1 5.2 4.3 4.3 4.4 4.3 4.1 4,000 4.0 7,405 7,496 7,000 6,508 6,501 3,768 3,818 2,000 2.0 3,420 3,416 3,613 0 0.0 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 20
Slide 61: Net Assets and Equity Ratio Trends
Net Assets and Equity Ratio Trends 70,000 70.0 60,000 60.0 53.5 54.1 49.9 50,000 50.0 43.4 41.1 40,000 40.0 35.3 30.8 31.1 29.3 64,929 30,000 27.7 61,268 30.0 26.7 54,488 47,485 20,000 20.0 37,478 27,577 23,119 23,265 23,023 10,000 18,510 19,441 10.0 0 0.0 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2
Slide 62: Reference (2): Basic Information
Reference (2): Basic Information 61
Slide 63: Towards Being a Global Lifetime Sports Company
Corporate Profile Towards Being a Global Lifetime Sports Company Company name GLOBERIDE, Inc. Head office 14-16, Maesawa 3-chome, Higashikurume-shi, Tokyo Established July 29, 1958 * Registered on December 26, 1945 Representative Kazunari Suzuki, Representative Director and President Director Share
Slide 64: History
History 1955 Commences the production of reels (mainly for export, the company name was Matsui Seisakusho) 1958 Establishes Yamato Seiko, Inc. in Nakano-ku, Tokyo 1960 Builds a new reel production factory in the current headquarters location 1962 Commences the sale of reels in Japan 1964 Builds a ne
Slide 65: Disclaimer
免責事項 [Disclaimer] * Results forecasts presented in these materials have been prepared based on the information available to the Company at the present time, and actual results may differ from the forecasts due to a range of future factors. 64