Umios Corporation · TSE:1333

Umios — Maruha Nichiro — FY2024 Earnings Presentation

39 slides from Umios's earnings presentation, May 16, 2025

Slide 1: Consolidated Financial Results for the Fiscal Year Ended March 2025
Consolidated Financial Results for the Fiscal Year Ended March 2025 (April 2024-March 2025) May 16, 2025 Maruha Nichiro Corporation (TSE: 1333) Copyright ©Maruha Nichiro Corporation
Slide 2: Table of Contents
Table of Contents 1. Business Overview of the Fiscal Year Ended March 2025 P. 3 2. Plan and Future Measures for the Fiscal Year Ending March 2026 P. 7 3. Strategy of the Mid-Term Management Plan P. 14 Appendix P. 29 Copyright ©Maruha Nichiro Corporation 2
Slide 4: Financial Highlights (1): Consolidated Group
Financial Highlights (1): Consolidated Group ⚫ Both net sales and operating income increased in the FY Ended March 2025. Operating income reached a record high of over 30 bln.JPY since the business integration in 2007. ⚫ Achieved all targets in the previous mid-term management plan (EBITDA of 51.6 b
Slide 5: Financial Highlights (2): Overview by Business Segment
Financial Highlights (2): Overview by Business Segment (Bln.JPY) Net Sales Net sales: Increase ／ Operating income: Decrease Marine Resources Processed Foods (Segment operating income: 1.6 bln.JPY, YoY: -1.3 bln.JPY） Business 175.7 172.4 160.4 Business Although the European operations in North Americ
Slide 6: Consolidated Balance Sheets
Consolidated Balance Sheets (Bln.JPY) (Bil. JPY) Mar/25 Mar/24 Change Remarks (Year-end change) Cash & deposits (+11.3), Current Assets 414.6 405.0 9.6 Notes & accounts receivable -trade and contract (-5.2), Inventories (+2.7) Property, plant and equipment (+6.0), Increase in Assets (+9.4 bln.JPY) N
Slide 8: Plan for the Fiscal Year Ending March 2026
Plan for the Fiscal Year Ending March 2026 ⚫ We are proactively driving corporate transformation to achieve the 40 bln.JPY operating income target set in the Mid-term Management Plan. Corporate Transformation Expenses* Mar/28 Approx. 5 bln.JPY recorded Mar/25 Mar/26 Forecast Change ・CI change (brand
Slide 9: Full-Year Forecast for FY Ending March 2026: Overview by Segment
Full-Year Forecast for the Fiscal Year Ending March 2026: Overview by Segment Operating income increase of 1.6 bln.JPY is planned, excluding the 5 bln.JPY Key Points corporate transformation expenses. <Organizational Restructuring> (Bln. JPY) March 2026 Transfer of 2 companies, etc. from the Marine
Slide 10: Full-Year Forecast: Marine Resources Business Segment
Full-Year Forecast for Fiscal Year Ending March 2026: Marine Resources Business Segment In addition to structural reforms upstream, including the early withdrawal from unprofitable businesses, the strengthening of downstream strategies is expected to result in a op. income increase of 4.5 bln.JPY. (
Slide 11: Full-Year Forecast: Foodstuff Distribution Business Segment
Full-Year Forecast for Fiscal Year Ending March 2026: Foodstuff Distribution Business Segment The Marine Products trading business is carefully accounting for changes in the business environment. Although a temporary decline in op. income the is expected in the Meat products business it remains with
Slide 12: Full-Year Forecast: Processed Foods Business Segment
Full-Year Forecast for Fiscal Year Ending March 2026: Processed Foods Business Segment While sales are expected to remain firm both domestically and internationally, operating income is forecasted to decline due to rising production costs in the pet food business (Thailand) (Bln.JPY) Unit FY March 2
Slide 13: Shareholder Returns and Reduction of Cross-shareholdings
Shareholder Returns and Reduction of Cross-shareholdings The Company recognizes that appropriately returning profits to shareholders is an important management Dividend policy. During the period of our Mid-term Management Plan, our basic policy is to implement progressive Policy dividends based on a
Slide 14: 3. Strategy of the Mid-Term Management Plan
3. Strategy of the Mid-Term Management Plan Copyright ©Maruha Nichiro Corporation
Slide 15: Table of Contents
Table of Contents ✓ Overview of the Mid-term Management Plan ✓ Value Cycle and Glocal Strategy ✓ Approach to Investment 15 Copyright ©Maruha Nichiro Corporation
Slide 16: (Repost) Mid-Term Management Plan Strategy
(Repost) Mid-Term Management Plan Strategy Building on the “Value Cycle” and “Glocal Strategy,” we are targeting 40 bln.JPY in operating income through “Challenge” and “Co-creation.” Operating Income Target: 40.0 bln JPY Actions to achieve the new long-term vision Operating Income by Segment (FY End
Slide 17: Table of Contents
Table of Contents ✓ Overview of the Mid-term Management Plan ✓ Value Cycle and Glocal Strategy ✓ Approach to Investment 17 Copyright ©Maruha Nichiro Corporation
Slide 18: About the "Value Cycle" and "Glocal Strategy"
About the “Value Cycle” and “Glocal Strategy” While value is already being created daily across each business, we will strengthen the collaboration among the 5 key functions– internally and externally. → Aim to expand and reinforce the value cycle, ultimately enhancing the earning power of the entir
Slide 19: Strengthening the Value Cycle through the 'Wholesale' Business
Strengthening the Value Cycle through the ‘Wholesale’ Business One of our most valuable assets — the ‘Wholesale’ business (which operate in Toyosu and similar markets and act as intermediaries between producers (such as fishing cooperatives) and intermediate wholesalers. By leveraging the Group’s pr
Slide 20: Value Cycle Enhancement: North American Alaska Pollock Business
Value Cycle Enhancement: North American Alaska Pollock Business Proce- ➢ We hold 26% of the Bering Sea quota for Alaska pollock, the world’s second-largest wild-caught ssing Distri- fish. bution Procure- ➢ With a strong track record in sustainable management, we maintain a stable resource base. ment
Slide 21: Promoting Glocal Strategies
Promoting Glocal Strategies Consumer-Driven Value Cycle with a Glocal Approach → Delivering products tailored to the needs of each region around the world, including Japan, on a global scale North America Europe / Africa Global China Head Office Establishing Regional Headquarters (RHQ) in Asia / Oce
Slide 22: Glocal Strategy Success Story: European Operations
Glocal Strategy Success Story: European Operations (Seafood Connection) ⚫ Acquired regionally grounded businesses to strengthen market position in Europe. ⚫ Achieved 19x growth in operating income since FY Ended March 2014. ⚫ ROIC remains robust at approximately 10%. Seafood Connection Group Net Sal
Slide 23: New Investment Initiative in Europe
New Investment Initiative in Europe ➢ Acquired shares of the VDL Group, which produces private brand (PB) frozen marine products such as fillets and fried items for the European market, making it a consolidated subsidiary. ➢ Synergies with Seafood Connection aim to further strengthen the value cycle
Slide 24: Glocal Strategy: Growth Strategy and Long-term Vision
Glocal Strategy: Growth Strategy and Long-term Vision ➢ Future Growth Strategy ➢ Vision for FY Ending March 2028 Expand the European success model Increase the Overseas Ordinary Income into other regions Ratio to over 50% 1. Establish Regional Headquarters (RHQs) to consolidate region- specific inve
Slide 25: "Challenge" and "Co-creation"
“Challenge” and “Co-creation” Achieving the Value Cycle and Glocal Strategy requires a continuous cycle of “Challenge” and “Co-creation.” Snapshot of the President &CEO’s Dialogue Session FY Ended March 2025: ・President Ikemi conducted over 40 dialogue sessions with employees across all locations, e
Slide 26: Table of Contents
Table of Contents ✓ Overview of the Mid-term Management Plan ✓ Value Cycle and Glocal Strategy ✓ Approach to Investment 26 Copyright ©Maruha Nichiro Corporation
Slide 27: Approach to Investment
Approach to Investment Cash Allocation for FY Ending March 2026 to Investment Strategy FY Ending March 2028 (3 Years) Growth Investments：140 Bln.JPY Regular Investments Approx. 40 bln.JPY Proactive Investment in Value Cycle Enhancement Principle = Focus on long-term corporate value, not just short-
Slide 28: Today's Highlights
Today’s Highlights ➢ FY Ending March 2026 forecast includes corporate transformation expenses to drive future profitability. ➢ Strengthen our core asset – the wholesale business – as a Group-wide procurement and distribution function. ➢ Work to build a resilient profit structure by enhancing the val
Slide 30: Consolidated Statement of Income
Consolidated Statement of Income (Bln.JPY) Mar/25 Mar/24 Change Net Sales 1,078.6 1,030.7 48.0 <Non-operating Income breakdown> Cost of Sales 933.0 896.9 36.2 ・Foreign exchange gains: 1.7 bln.JPY, etc. Gross Profit 145.6 133.8 11.8 Selling, General and Administrative Expenses 115.2 107.3 7.9 <Extrao
Slide 31: Consolidated Statement of Cash Flow
Consolidated Statement of Cash Flow (Bln.JPY) (Bil. jPY) Mar/25 Mar/24 Change Main contents ・Profit before income taxes 41.9 ・Depreciation and amortization (including goodwill) 19.0 ・Loss (gain(-)) on sale of investment securities -10.9 Cash Flows from Operating Activities 39.2 53.6 -14.4 ・Decrease
Slide 32: Results by Segment/Unit (FY Ended March 2025 Structure)
Results by Segment/Unit (Fiscal Year Ended March 2025 Organizational Structure) Net Sales Operating Income Ordinary Income (Bln.JPY) Segment Unit YoY change Mar/25 Mar/24 YoY change YoY change Mar/25 Mar/24 Mar/25 Mar/24 (%) Ratio (%) Ratio (%) (%) (%) Fishery Business 43.7 38.5 5.1 +13.3% -0.9 - -1
Slide 33: [Reference] Results/Forecast by Segment/Unit
[Reference] Results/Forecast by Segment/Unit (Fiscal Year Ending March 2026 Organizational Structure) (Bln.JPY) Net Sales Operating Income Mar/2026 Mar/2028 Mar/2026 Mar/2028 Mar/2024 Mar/2025 Mar/2024 Mar/2025 (Forecast) (Forecast) (Forecast) (Forecast) Fishery Biz Unit 38.3 38.6 36.6 36.4 -1.1 -1.
Slide 34: [Reference] Performance trend: Sales & Operating Income Graph
[Reference] Performance trend: Sales & Operating Income Graph (Fiscal Year Ending March 2026 Organizational Structure) (bln. JPY) Marine Resources Foodstuff Distribution Processed Foods Net sales 1,150.0 1,078.6 1,080.0 45 1,020.5 1,030.7 40.0 918.8 922.5 905.2 863.8 884.8 873.3 862.6 866.7 30.4 35
Slide 35: Overseas Net Sales for the Fiscal Year Ended March 2025
Overseas Net Sales for the Fiscal Year Ended March 2025 FY Ended March FY Ended March FY Ended FY Ended March FY Ended March FY Ended March Overseas 2025 (initial mid- Overseas 2025 (initial mid- March 2024 2025 2024 2025 Net Sales term plan) term plan) Net Sales Ratio 239.5 bln.JPY 279.5 bln.JPY 21
Slide 36: [Reference] Profit Attributable to Owners of Parent and ROE
[Reference] Profit Attributable to Owners of Parent and ROE Corporate transformation (bln.JPY) costs: additional (%) 5.0 bln.JPY 25 10.7 12.0 20 7.5 8.0 15 Profit attributable to owners of parent 7.1 6.9 10 4.0 Profit attributable to owners of 15.8 16.2 parent(Refrence)* 5 ROE 23.3 17.5 0 0.0 ROE(Re
Slide 37: [Reference] Materials Regarding Transactions with the United States
[Reference] Materials Regarding Transactions with the United States ■ Countries Exporting ■ Countries Exporting ■ Our Group’s Exports to the U.S. ■ Sales by Destination from Our Pet food to the U.S. Patagonian toothfish to the U.S. Group’s U.S.-Based Subsidiaries U.S. 3% 3% 4% Korea Others 18% 29% T
Slide 39: Disclaimer
This material contains forward-looking statements, including projections, plans, policies, management strategies, targets, schedules, understandings and evaluations, about Maruha Nichiro and its group companies that are not historical facts. These forward-looking statements are based on current fore

Maruha Nichiro — FY2024 Earnings Presentation on 6ix

Umios — Maruha Nichiro — FY2024 Earnings Presentation

Slide 1: Consolidated Financial Results for the Fiscal Year Ended March 2025

Slide 2: Table of Contents

Slide 3: 1. Business Overview of the Fiscal Year Ended March 2025

Slide 4: Financial Highlights (1): Consolidated Group

Slide 5: Financial Highlights (2): Overview by Business Segment

Slide 6: Consolidated Balance Sheets

Slide 7: 2. Plan and Future Measures for the Fiscal Year Ending March 2026

Slide 8: Plan for the Fiscal Year Ending March 2026

Slide 9: Full-Year Forecast for FY Ending March 2026: Overview by Segment

Slide 10: Full-Year Forecast: Marine Resources Business Segment

Slide 11: Full-Year Forecast: Foodstuff Distribution Business Segment

Slide 12: Full-Year Forecast: Processed Foods Business Segment

Slide 13: Shareholder Returns and Reduction of Cross-shareholdings

Slide 14: 3. Strategy of the Mid-Term Management Plan

Slide 15: Table of Contents

Slide 16: (Repost) Mid-Term Management Plan Strategy

Slide 17: Table of Contents

Slide 18: About the "Value Cycle" and "Glocal Strategy"

Slide 19: Strengthening the Value Cycle through the 'Wholesale' Business

Slide 20: Value Cycle Enhancement: North American Alaska Pollock Business

Slide 21: Promoting Glocal Strategies

Slide 22: Glocal Strategy Success Story: European Operations

Slide 23: New Investment Initiative in Europe

Slide 24: Glocal Strategy: Growth Strategy and Long-term Vision

Slide 25: "Challenge" and "Co-creation"

Slide 26: Table of Contents

Slide 27: Approach to Investment

Slide 28: Today's Highlights

Slide 29: Appendix

Slide 30: Consolidated Statement of Income

Slide 31: Consolidated Statement of Cash Flow

Slide 32: Results by Segment/Unit (FY Ended March 2025 Structure)

Slide 33: [Reference] Results/Forecast by Segment/Unit

Slide 34: [Reference] Performance trend: Sales & Operating Income Graph

Slide 35: Overseas Net Sales for the Fiscal Year Ended March 2025

Slide 36: [Reference] Profit Attributable to Owners of Parent and ROE

Slide 37: [Reference] Materials Regarding Transactions with the United States

Slide 38: Thank You

Slide 39: Disclaimer