Ringer Hut Co., Ltd. · TSE:8200
Ringer Hut — H1 FY2025 Earnings Presentation
56 slides from Ringer Hut's earnings presentation, Oct 16, 2025
Slide 1: FY2025 Financial Results Presentation Materials
FY2025 Financial Results Presentation Materials RINGER HUT CO.,LTD (Ticker Symbol: 8200)
Slide 2: Table of Contents
Table of Contents ● FY2025 H1 Overview of Financial and Operating Results P.3 Consolidated Statement of Income Highlights P.8 Expense Analysis P.4 Overview of Financial Results for FY2025 H1 P.9 Details of Extraordinary Losses P.5 Analysis of Net Sales of Group Stores: YoY Comparison P.10 Cash Flows
Slide 3: FY2025 H1 Overview of Financial and Operating Results
FY2025 H1 Overview of Financial and Operating Results 2
Slide 4: Consolidated Statement of Income Highlights
Consolidated Statement of Income Highlights ⚫ Net sales were +5.5% year on year, at ¥22,399M. They also exceeded the plan by ¥449M. ⚫ Operating profit was ¥790M, ordinary profit was ¥844M, and net income was ¥511M, each exceeding the previous fiscal year and plan. Mar. 2024 - Aug. 2024 Mar. 2025 - A
Slide 5: Overview of Financial Results for FY2025 H1
Overview of Financial Results for FY2025 H1 ⚫ Net sales: ¥22,399M (+¥1,162M YoY, +¥449M vs. Plan） – Net sales of existing stores: +5.6% YoY, Number of customers: +2.7%, Average customer spend: +2.8% ⚫ Cost of sales Cost ratio: 34.4% (Percentage of sales +1.0ppt YoY, Percentage of sales +0.0ppt vs. P
Slide 6: Analysis of Net Sales of Group Stores: YoY Comparison
Analysis of Net Sales of Group Stores: YoY Comparison ⚫ Sales increased in existing stores, up 5.6% ⚫ Net sales of stores including franchise stores were up 4.7% Units: ¥ million +5.6% +4.7% - FY2024 H1 Existing New stores in New stores Store closures, FY2025 H1 stores previous fiscal year in FY2025
Slide 7: Net Sales Trends: Net Sales of All Group Stores
Oct. Wk1 Oct. Wk3 Oct. Wk5 Nov. Wk2 Nov. Wk4 Dec. Wk2 Weekly sales Dec. Wk4 FY2023 Jan. Wk1 Jan. Wk3 Feb. Wk1 Feb. Wk3 Mar. Wk1 Mar. Wk3 Mar. Wk5 Apr. Wk2 52-week moving average Apr. Wk4 May Wk2 May. Wk4 Jun. Wk2 Jun. Wk4 along with sales promotion initiatives. Jul. Wk1 Jul. Wk3 Aug. Wk1 Aug. Wk3 Se
Slide 8: Net Sales of Existing Stores: Food Service Market and RINGER HUT
Net Sales of Existing Stores: Trends of Overall Food Service Market and RINGER HUT ⚫ Net sales of existing stores in the first half of the fiscal year (YoY) were +6.4% for RINGER HUT and +2.4% for HAMAKATSU - The number of customers was +2.6% YoY for RINGER HUT and +3.6% for HAMAKATSU, while the ave
Slide 9: Expense Analysis: YoY Change
Expense Analysis: YoY Change ⚫ Operating profit was ¥790M, up ¥85M YoY. ⚫ Cost of sales increased by ¥619M, and the cost of sales ratio was 34.4%, up +1.0ppt YoY. (as a percentage of sales) (The impact of the rising cost of raw materials was significant) ⚫ Total SG&A expenses increased by ¥457M, but
Slide 10: Details of Extraordinary Losses
Details of Extraordinary Losses ⚫ Extraordinary losses were recorded due to factors such as store refurbishments and closures. Units: ¥ million Main Extraordinary 主な特別損失Amount 金 額 Losses 内 容 Details 減損損失 Impairment losses 34Store facilities 店舗設備（退店決定店舗等） 34 (stores decided for closure, etc.) 固定資産除却損
Slide 11: Cash Flows (YoY Comparison)
Cash Flows (YoY Comparison) ⚫ Operating cash flows increased due to an increase in revenue. We will continue to actively proceed with investments in existing stores, factories, and the promotion of digital transformation. Units: ¥ million Previous Current Category Change Fiscal Year Fiscal Year Oper
Slide 12: Segment Information
Segment Information ⚫ Sales and profit increased in the Champon business, while sales increased and profit decreased in the Tonkatsu business. ⚫ Operating profit was ¥594M in the Champon business (+¥105M YoY) Operating profit was ¥159M in the Tonkatsu business (– ¥30M YoY) ちゃんぽん事業 Champon Business U
Slide 13: FY2025 Plan
FY2025 Plan 12
Slide 14: FY2025 2H Plan
FY2025 2H Plan ⚫ The plan for the second half of the fiscal year has been revised to reflect the delay in plans to open stores and the rising cost of raw materials. Units: ¥ million Revised Percentage 2H Initial Forecast Percentage Percentage Change Change Forecast Gross sales – – Net sales – – Oper
Slide 15: FY2025 Full-year Forecast
FY2025 Full-year Forecast ⚫ The full-year forecast has been revised upward to reflect results in the first half of the fiscal year and the revised plan for the second half of the fiscal year. Units: ¥ million Initial Full-year Revised Percentage Percentage Percentage Change Forecast Forecast Change
Slide 16: Existing Stores Assumed in Plan (YoY Comparison)
Existing Stores Assumed in Plan (YoY Comparison) ⚫ There are no changes in the planned figures for existing stores in the second half of the fiscal year. FY2025 (YoY) Net sales Number of customers Average customer spend Plan 1H 2H Full Year 1H 2H Full Year 1H 2H Full Year RINGER HUT 3.8% 3.8% 3.8% 3
Slide 17: FY2025 Store Opening Plan
FY2025 Store Opening Plan （単位：店舗） Units: stores 区分 Category 前期実績 Previous Year’s Results 上半期実績 1H Results 下半期 2H 通期 Full Year 直営 Directly operated 8 3 1 4 RINGER HUT ＦＣ Franchise 0 0 0 0 リンガーハット 海外 Overseas 2 1 1 2 小計 Subtotal 10 4 2 6 直営 Directly operated 3 0 0 0 HAMAKATSU ＦＣ Franchise 0 0 0 0 濵かつ
Slide 18: FY2025 Progress of the Strategy of the Ringer Hut Group
FY2025 (62nd Fiscal Year) Progress of the Strategy of the Ringer Hut Group 17
Slide 19: 62nd Fiscal Year Management Policy
62nd Fiscal Year Management Policy <Slogan for this fiscal year> ⚫ Let’s all step on the accelerator for growth <Management Policy for the Current Fiscal Year> ⚫ Thoroughly implement monthly meetings and increase our customer base. ⚫ Accelerate the speed of improvement through on-site, hands-on, and
Slide 20: [Participatory Management] Monthly Meetings
[Participatory Management] Monthly Meetings ⚫ Participatory Management: We hold monthly meetings to change the awareness of employees. - The total number of proposals in the 62nd fiscal year (as of Sep. 30) was 903 (990 in the previous fiscal year). - Monthly meetings had the effect of boosting prof
Slide 21: [DX Promotion 1] AI Sales Forecasting, Work Schedule App
[DX Promotion 1] (Utilization of AI Sales Forecasting) Work Schedule App ⚫ We will connect stores, factories, and administrative departments through systems to increase operational efficiency (company-wide optimization). We will promote systemization that enables dedicated focus on improving on-site
Slide 22: [DX Promotion 2] Promotion of Paperless Operations
[DX Promotion 2] Promotion of Paperless Operations ⚫ Realize paperless operations by enabling document management across various workplaces Display of KPIs linked to portal (dashboard development) – Display the necessary information without needing to view various pages. – Post daily tasks and annou
Slide 23: [ESG Management 1] Promotion of Diversity
[ESG Management 1] Promotion of Diversity: Work Style Reform ⚫ Increase the engagement of existing employees and enhance corporate value. – The company has met its FY2025 target for employees taking childcare leave, and the turnover rate among new hires is also decreasing. Number of officers Number
Slide 24: [ESG Management 2] Human Resource Development
[ESG Management 2] Human Resource Development: Work Style Reform ⚫ Initiatives from previous fiscal year – Sharing corporate philosophy (philosophy seminars) Since 2014, currently Ver8 – Strengthening connections among all employees (Diversity Promotion Future Roundtable) – Creating an environment a
Slide 25: [ESG Management 3] Dietary Education Classes
[ESG Management 3] Dietary Education Classes ⚫ The importance of food, a sense of gratitude, and support for healthy growth Dietary Education Classes: 10 years since first hosted. Currently held in a hybrid format combining online and in-person (store) sessions. 294 sessions held as of September 30,
Slide 26: [ESG Management 4] Exclusive Programs for Shareholders
[ESG Management 4] Exclusive Programs for Shareholders ⚫ FY2025 [Shareholder-exclusive Factory Tours] Scheduled to be held twice annually (June and November) – Saga Factory Tour held in June ⚫ FY2025 [Shareholder-exclusive Dietary Education Classes] Scheduled to be held three times annually – 1st se
Slide 27: [ESG Management 5] Customer Harassment
[ESG Management 5] Customer Harassment ⚫ Established the Basic Policy on Customer Harassment in response to Tokyo’s Customer Harassment Prevention Ordinance taking effect in April. ⚫ After completing the Customer Harassment Guidelines, training for all directly operated stores nationwide was complet
Slide 28: [ESG Management 6] CO2 Reduction Activities
[ESG Management 6] CO2 Reduction Activities ⚫ Supply Chain Emissions Calculation Project – We are proceeding to calculate supply chain emissions (Scope 1 to Scope 3). FY2024 Results Emissions (t-CO2) Scope of Application Electricity and gas used in directly operated Scope 1 + Scope 2 30,799 stores,
Slide 29: RINGER HUT Business
RINGER HUT Business Champon Business Units: ¥ million (RINGER HUT) Same Period of FY2025 H1 Change Previous Fiscal Year Net sales Operating expenses Operating profit Operating profit margin 28
Slide 30: FY2025 Sales, Customers and Average Spend (RINGER HUT)
FY2025 Sales, Customers and Average Customer Spend (existing directly operated RINGER HUT stores) ⚫ (1H) Existing stores (YoY) Net sales: +6.1%, Number of customers: +2.3%, Average customer spend: +3.7% ⚫ YoY outlook for FY2025 - Net sales: +4.5%, Number of customers: -1.0%, Average customer spend:
Slide 31: Product Policy (RINGER HUT)
Product Policy (RINGER HUT) ⚫ Seasonal grand menu and campaigns ⚫ Strategic products and region-exclusive menus – Development of products suited to customers of each store 30
Slide 32: RINGER HUT Store Development
RINGER HUT Store Development (New Stores and Refurbishment Plans) ⚫ 4 stores were opened in Japan in FY2025. – 1H: 3 stores 2H: 1 store March 24: Minamoa Hiroshima store May 29: Kurashiki Sakazu store June 27: AEON Sagamihara SC store September 2: MARK IS Katsushika Kanamachi store AEON Sagamihara S
Slide 33: HAMAKATSU Business
HAMAKATSU Business Tonkatsu Business Units: ¥ million (HAMAKATSU, Same Period of Shippoku Hamakatsu) FY2025 H1 Change Previous Fiscal Year Net sales Operating expenses Operating profit – Operating profit margin – 32
Slide 34: FY2025 Sales, Customers and Average Spend (HAMAKATSU)
FY2025 Sales, Customers and Average Customer Spend (existing directly operated HAMAKATSU stores) ⚫ (1H) Existing stores (YoY) Net sales: +2.8%, Number of customers: +4.0%, Average customer spend: -1.2% ⚫ YoY outlook for FY2025 - Net sales: +0.5%, Number of customers: +2.7%, Average customer spend: -
Slide 35: Product Policy (HAMAKATSU)
Product Policy (HAMAKATSU) ⚫ Strengthening of sales of seasonal products. Summer 1 (ajimaki; horse mackerel roll), Summer 2 (umeshisomaki; plum and shiso roll), autumn (kaki fry; fried oyster) Limited to 13 stores in Nagasaki ⚫ Lowering the price of the regular pork loin cutlet with the aim of incre
Slide 36: HAMAKATSU Store Development
HAMAKATSU Store Development (New Stores and Refurbishment Plans) ⚫ No new stores in Japan in the current fiscal year. – Preparations underway for a new store in Kanto <Refurbished stores> ⚫ Refurbishments are planned for 5 stores in Japan in FY2025 – 1H: 1 store 2H: 4 stores * Improvement of store o
Slide 37: Expansion of External Sales Business (Ringer Foods)
Expansion of External Sales Business (Ringer Foods) ⚫ Aim for ¥3,000M in net sales (+5.0% YoY from ¥2,705M in the previous fiscal year) – Enhance the e-commerce site (improve visual appeal and usability), and expand sales (Rakuten Ichiba, Amazon, Yahoo). – Promote strategic partnerships and expand s
Slide 38: Development of Overseas Business
Development of Overseas Business (13 stores in Southeast Asia and the United States) ⚫ We aim to achieve profitability for the full fiscal year. AEON Mall Sen Sok City store – Improve quality and increase customers. AEON Mall Phnom Penh store – Establish model stores for each business type. AEON Mal
Slide 39: New Stores Overseas
New Stores Overseas ⚫ The first wholly-owned store in Vietnam is scheduled to open in late October. – Opening in a commercial facility – In addition to our regular menu, we will also offer rice bowls, udon, ramen, tempura, and other dishes by referring to other countries. 38
Slide 40: Ringer Hut Group Mid-Term Management Plan (FY2026-2028)
Ringer Hut Group Mid-Term Management Plan （FY2026-2028） RINGER HUT CO.,LTD. （Ticker Symbol：8200）
Slide 41: Message from the President
Message from the President Dear Our Esteemed Shareholders and Valued Customers, We are pleased to announce the formulation of our med-term management plan for the fiscal years 2026 to 2028. The environment surrounding us is undergoing significant changes, such as evolving consumer lifestyles and tre
Slide 42: Mission and Philosophies
Mission and Philosophies Mission Ringer Hut Group that produces with our heart and skills a pleasant time at the table for all the customers. Philosophies ①．We offer healthy and high-quality products at a reasonable price. ②．We sincerely listen to the voices of the customers, and improve our operati
Slide 43: Market Changes and Challenges to be Addressed
Markert Changes and Challenges to be Addressed Market Changes Challenges to be Addressed Recovery of restaurant ◼ Strengthen new restaurants opening (mainly in urban area) market ◼ Strengthen production system to increase supply of materials Growth of overseas ◼ Strengthen new restaurants opening in
Slide 44: Ringer Hut Vision 2030
Ringer Hut Vision 2030 Ringer Hut Brand Message Hamakatsu Brand Message Mogu Veggie Shokudo Everyone can enjoy domestic vegetables We deliver always delicious and slightly luxurious moments （Vegetable- with ease at friendly restaurants to all our customers through "Hamakatsu-style hospitality.“ cent
Slide 45: FY2026-2028 Mid-Term Management Policy
FY2026-2028 Mid-Term Management Policy Mid-Term Management Policy Establish a brand that is safe, reliable, and healthy, and provide “food” through various sales channels. To respond to new lifestyles and pursue the growth of each business by offering products that leverage the strength of the brand
Slide 46: Financial Plan
Financial Plan FY2025 FCST FY2026 Plan FY2027 Plan FY2028 Plan Sales ¥45.7B ¥47.3B ¥49.7B ¥52.3B Operating ¥1.9B ¥2.2B ¥2.9B ¥3.8B Profit Period of this Management Policy Billion JPY ：Sales ：Operating Profit Respond to new lifestyles and pursue the growth 45
Slide 47: Quantitative Target
Quantitative Target FY2025 FCST FY2026 Plan FY2027 Plan FY2028 Plan Number of restaurants 644 655 670 687 Urban restaurants 53 60 67 74 Overseas restaurants 14 22 33 46 Sales per restaurant ¥75M ¥77M ¥78M ¥80M Domestic restaurants ¥75M ¥77M ¥79M ¥81M Sales of external sales ¥3.0B ¥3.2B ¥3.7B ¥4.2B L
Slide 48: Initiatives to Realize Management Policy
Initiatives to Realize Management Policy ⚫ Initiatives in 6 filed are planned to realize management policy Initiatives １ ２ Establish Strengthen external Restaurant-format sales business to adapted to new ３ respond various dining style needs for food Expand to Ringer Hut’s Changes in global market ph
Slide 49: Establish Restaurant-format Adapted to New Dining Style
１ ： Establish Restaurant-format ⚫ We will work on strengthening Mog Veggie Shokudo, expansion of new restaurant- format, remodeling and relocation of existing restaurants and opening new restaurants. Strengthen Mogu Veggie Menu Remodel, relocate and Expansion of new to pursue “Ideal Dininng new open
Slide 50: Strengthen External Sales Business
２ ： Strengthen external sales business ⚫ We will work on improvement product quality to reproduce the taste of restaurants, expansion of product lineup, and strengthening production system. Improve product quality to Expansion of product lineup Strengthen production system reproduce the taste of res
Slide 51: Expand to Global Market
３ ：Expand to Global Market ⚫ We plan to expand business in Thailand, Cambodia and Vietnam to capture the expanding overseas restaurant market Growth of overseas restaurants markets Number of overseas restaurants (Plan) CAGR (2024-2028) 8.2% 7.1% 5.2% 4.0% 2022 2024 2026 2028 FCST FCST *Growth rate w
Slide 52: Improve Efficiency and Strengthen Human Resources
４ ： Improve Efficiency and Strengthen Human Resources ⚫ We will work to improve the efficiency of restaurant operations and clerical and administrative operations and strengthen recruitment and human resource development to create a prosperous and enjoyable workplace. Improve the efficiency of Impro
Slide 53: Strengthen Procurement, Production and Delivery Systems
５ ： Strengthen Procurement, Production and Delivery Systems ⚫ We will strengthen our procurement, production, and delivery systems to ensure a stable supply of safe and reliable products. Stable procurement of Improve in-house production rate Optimize production and delivery domestic vegetables and
Slide 54: Promote Sustainability
６ ：Promote Sustainability ⚫ We will proactively work to provide value to our stakeholders based on the three group materialities. Contribute to the creation Considerate global environment Create a prosperous and of a prosperous society and reduce the impact enjoyable workplace. Contribute to the for
Slide 55: Shareholder Return Policy
Shareholder Return Policy ⚫ We recognize that our shareholders are the core users and strong supporters of the Ringer Hut Group, and we aim to actively return profits to them. Shareholder briefing, plant tours, Shareholder benefit program Dividend payout ratio and dietary education classes Twice a y
Slide 56: Forward-looking statements and IR contact
The forward-looking statements regarding performance included in this document are based on information currently available and deemed reasonable by our management. Please be aware that actual results may differ significantly due to various factors such as market trends and economic conditions. For