Serendip Holdings Co. Ltd. · TSE:7318
Serendip — Q1 FY2027 Earnings Presentation
43 slides from Serendip's earnings presentation, Sep 2, 2026
Slide 1: Financial Results Presentation for Q1 FY2027
Financial Results Presentation SERENDIP HOLDINGS CO., LTD. for Q1 FY2027 Securities Code: 7318 August 18, 2026
Slide 2: Index
1. Overview of the New Segments and Financial Results Index 2. Topics 3. Appendix 2
Slide 3: In Line with the Medium-Term Management Plan
In Line with the Medium-Term Management Plan: Increasing Investment Allocation to High-Growth, High-Profitability Businesses ・Expand our stable core manufacturing business into new sectors and overseas markets, while actively investing in high-margin growth areas such as Digital Transformation (DX),
Slide 4: Group Companies
Group Companies ・The manufacturing business, a stable foundation, supports sustainable growth and new value creation. Prototyping & design Manufacturing DX High-growth, high- margin domain Solutions Business Collaborative- ■ Design ■ Beauty-tech Factory- Staffing, DX robot deployment Developme Beaut
Slide 5: Summary of Consolidated Results for Q1 FY2027
Summary of Consolidated Results for Q1 FY2027 ・Full-year contributions from SURTECKARIYA lifted revenue to approximately 1.7× the prior-year level. ・Manufacturing Business earnings offset temporary volatility in the Solutions Business. ・Adjusted EBITDA increased, supported by the full-year contribut
Slide 6: Net Sales by Segment and Analysis of Consolidated Net Sales Fluctuation
Net Sales by Segment and Analysis of Consolidated Net Sales Fluctuation ・Manufacturing Business grew strongly on SURTECKARIYA’s full-year contribution and higher sales at Mitsuiya Industrial and EXCELL. ・RoboX rose 2.5x year on year on project expansion. Q1 Q1 Unit:Millions of yen FY2026 FY2027 YoY
Slide 7: Profits by Segment and Analysis of Consolidated Operating Profit Fluctuation
Profits by Segment and Analysis of Consolidated Operating Profit Fluctuation ・UNICREA lifted profit through cost improvements and greater in-house production. ・EXCELL posted lower profit on one-time Czech withdrawal costs, with no carryover into Q2. ・Stable Manufacturing Business earnings offset tem
Slide 8: Summary of Consolidated Balance Sheet
Summary of Consolidated Balance Sheet ・Equity-to-asset ratio declined, mainly reflecting mark-to-market valuation of securities held. FY２０２6 Q1 FY2027 Change Unit:Millions of yen Assets 57,655 58,987 +1,331 Current Assets 28,824 30,499 +1,675 Non-current Assets 28,831 28,487 -343 Liabilities 40,592
Slide 9: Full-Year Forecast for FY2027
Full-Year Forecast for FY2027 ・The Manufacturing Business is expected to offset the partial softness in the Solutions Business; the full-year consolidated forecast (disclosed on May 14, 2026) is unchanged. ・The full-year forecast does not include the results of the newly consolidated subsidiary (Nik
Slide 10: Index
1. Overview of the New Segments and Financial Results Index 2. Topics 3. Appendix 10
Slide 11: Medium-Term Management Plan “SERENDIP Challenge 1000”
Medium-Term Management Plan “SERENDIP Challenge 1000” Toward JPY 100.0 billion in Net Sales (Unit: JPY bn) Adjusted Operating Profit / (Unit: JPY bn) Net Sales Margin 100.0 7.0 90.0 JPY 100.0 bn 69.0 JPY 7.0 bn 5.4 — FY2029 target 51.1 [7.0%] 3.5 — FY2029 target 2.6 M&A-driven discontinuous growth t
Slide 12: Toward Net Sales of JPY 100.0 billion through Growth
Toward Net Sales of JPY 100.0 billion through Discontinuous and Organic Growth ・Win deals through "strategy-led sourcing," while driving existing-business expansion through "evolution into a unit supplier" and global expansion. ・Double net sales by pursuing both in parallel, and achieve a 7% adjuste
Slide 13: Financial Strategy: Building a Financing Platform to Accelerate M&A
Financial Strategy: Building a Financing Platform to Accelerate M&A ・Established Japan Manufacturing Succession Holdings Co., Ltd. (JMS) in June 2026. ・Shifting from a deal-by-deal target-fund model to a comprehensive financing platform. ・Building a framework for the continued execution of large-sca
Slide 14: Entry into a New Domain: Nikken Sangyo
Entry into a New Domain： JMS's First Investment: Nikken Sangyo (Construction Machinery) ・Entry into the construction machinery sector, a growth area adjacent to the automotive industry where our structural- component and processing technologies can be leveraged. Expansion from Automotive to The Grou
Slide 15: Lagged Effect of M&A
Lagged Effect of M&A ： Timing of Earnings Consolidation for Nikken Sangyo ・M&A-related expenses (which affect operating profit) are recognized ahead of earnings contribution. Unit:Millions of yen 15 Copyright © SERENDIP HOLDINGS Co., Ltd. 2026 All rights reserved.
Slide 16: Shareholder Returns: Share Buyback Executed
Shareholder Returns ： Share Buyback Executed ・Executing share buybacks flexibly when the shares are judged undervalued, comprehensively considering the share price level, market environment, and capital efficiency. Treasury stock acquired is expected to be used as Share buyback consideration for fut
Slide 17: Index
1. Overview of the New Segments and Financial Results Index 2. Topics 3. Appendix 17
Slide 18: FY2027 Forecast by New Segment
【FY2027 Forecast】 Sales and Profit Forecasts by New Segment Segment Sales Segment Profit FY2027 FY2026 FY2027 FY2026 Change Change (%) Change Change (%) Forecast Actual Forecast Actual (Unit: millions of yen) Manufacturing Business 57,000 44,877 +12,123 +27.0% 3,100 1,896 +1,204 +63.5% Solutionｓ Bus
Slide 19: Manufacturing Business Performance Trends
【Manufacturing Business】 Performance Trends and Progress ・Mitsuiya Industrial and EXCELL outperformed plan; Manufacturing Business revenue remained on track. ・EXCELL incurred a one-time cost on closure of an overseas office, offset by UNICREA’s profit contribution. (Unit: millionｓ of yen) (Unit: mil
Slide 20: Solutions Business Performance Trends
【Solutions Business】 Performance Trends and Progress ・RoboX orders progressed as planned, while AXTRIA experienced a delay in revenue recognition. ・Q1 profit was affected by one-time costs, but the full-year order book remained solid. (Unit: millionｓ of yen) (Unit: millionｓ of yen) Segment Sales Seg
Slide 21: Company Overview
Company Overview Our Mission, Vision & Values Name SERENDIP HOLDINGS Co., Ltd. President / CEO Ari Takeuchi Nagoya Itochu Building Main Office 1-5-11 Nishiki, Naka-ku, Nagoya, Aichi, JAPAN Establishment August 2006 Capital 1,164.61 million yen (as of Mar 31, 2026) Stock Exchange Tokyo Stock Exchange
Slide 22: Our Representative: Ari Takeuchi
Our Representative: Ari Takeuchi From childhood, inspired by his great-grandfather, Meitaro Takeuchi (founder of Komatsu Ltd.), he aspired to become an entrepreneur. • 1994: Joined Nifty Corporation • 1999: Joined Tokai Research & Consulting (now Mitsubishi UFJ Research & Consulting Co., Ltd.) • 200
Slide 23: From the philosophy I learned from my great-grandfather
"From the philosophy I learned from my great-grandfather to pursuing succession-oriented M&A" 1. Streamlining and Modernizing Management At age 26, Meitaro was entrusted by his father with the management of the Yoshitani Coal Mine. He implemented thorough technological innovation and streamlining to
Slide 24: Revitalization & Business Succession: Challenges and Market Opportunities
Revitalization & Business Succession：Challenges and Market Opportunities Surrounding Japan's Manufacturing Industry ・By taking over small- and medium-sized manufacturers through third-party succession, SERENDIP resolves business succession issues while ・focusing on the significant potential for prod
Slide 25: Manufacturing Business Succession Platform
Manufacturing Business Succession Platform ・3 bases create a virtuous cycle that accelerates growth, and the profit and cash generated fund ・the next M&A and sustainable growth investments. Ⅱ. Business Management Ⅰ. M&A Execution Platform Platform Based on the "SERENDIP Investment To maximize the va
Slide 26: Trajectory Since Listing: SERENDIP Challenge
Trajectory Since Listing：SERENDIP Challenge 500 Overwhelming Growth Proven by Its Achievement ・Starting from business revitalization, SERENDIP has pursued M&A of manufacturers to tackle the social challenge of business succession, achieving strong growth. By achieving Challenge 500 1 year ahead of s
Slide 27: Comparison with Peers (Serial Acquirers)
Comparison with Peers (Serial Acquirers)：PMI and Roll-up Create Value ・Beyond discontinuous growth, PMI and on-site reform drive sustainable growth. ・Not merely stacking subsidiaries — roll-up integration elevates management across the entire group. ■M&A Market Positioning Peers PE (Serial Acquirers
Slide 28: PMI and Productivity Improvement
PMI and Productivity Improvement：Balancing Discontinuous Growth with Organic Growth ・Serendip Holdings pursues not only “discontinuous growth” through M&A and fast-acting PMI, but also long-term ・investment and reform that can only be achieved with a long-term perspective, emphasizing “organic growt
Slide 29: PMI Progress: Timeline of Milestones and Earnings Contribution
PMI Progress：Timeline of Milestones and Earnings Contribution Corporate Value [Phase 2] PMI Progress at (1) Sales Growth and Cost Reduction SURTECKARIYA Long ・Unified job authority, HR, accounting rules ③ (2) Kaizen of the Corporate Structure ・KPI management, mid-term strategy, meeting reform (3) Bu
Slide 30: Track Record of Sales and Profit Improvement through Post-M&A PMI
Track Record of Sales and Profit Improvement at Each Company through Post-M&A PMI ・Note: amounts are in million yen Pre-acquisition FY 2 yrs after M&A Growth rate FY2014 FY2016 Stock Sales 2,059 2,357 ＋14％ (Sub.) M&A: 2014 Op. profit △12 151 +151 million yen FY2015 FY2017 (now Stock ＋11％ Sales 5,993
Slide 31: Value Enhancement Phase: Case Study of Mitsuiya Industrial
Value Enhancement Phase ： Case Study of Mitsuiya Industrial Operating profit leaps Smart Factory Strategy from 6 million yen to 621 million yen ▼ From Analog to Digital ▼ A Shop Floor Where Robots Play an Active Role Doubling productivity through thorough labor savings 31 Copyright © SERENDIP HOLDIN
Slide 32: Overview of the Smart Factory Strategy
Overview of the Smart Factory Strategy ・Raising productivity at our own group plants by integrating data utilization and execution, and developing the accumulated know-how into a new revenue pillar through future external sales. A Value Creation Model Combining In-House Improvement and Solution Deve
Slide 33: Physical AI Implementation Strategy
Physical AI Implementation Strategy ・Piloting physical AI at our own group plants to advance automation and labor savings, moving beyond routine tasks to non-routine tasks. The know-how accumulated will then be commercialized as an external solution service. Proven Applications Next-Generation Appli
Slide 34: Case Study: Launch of the Automated Mold Cleaning and Assembly Project
Case Study：Launch of the Automated Mold Cleaning and Assembly Project ・Connecting the expertise of RoboX, AXTRIA, and Tenryu Seiki from PoC to equipment implementation. Solution through Collaboration among Before (Challenge) Three Group Companies After (Results) Tenryu RoboX AXTRIA Night-shift opera
Slide 35: Case Study: Borderless Expansion Beyond the Barriers of Keiretsu, Technology, and Country
Case Study ： Borderless Expansion Beyond the Barriers of Keiretsu, Technology, and Country ・Building on group integration, we build a cross-cutting sales, development, and supply structure that transcends the barriers of keiretsu, technology, and country — accelerating growth. Core: SERENDIP Automot
Slide 36: Roll-Up and Intra-Group Integration: Evolving into a Unit Supplier
Roll-Up and Intra-Group Integration：Evolving into a Unit Supplier ・Evolving from single-part processing into a unit supplier through intra-group integration and roll-up M&A, enhancing added value and profitability. Aggregation of Single-Part Processors Unit Supplier Group Roll-Up M&A & In-Group Inte
Slide 37: Shifting to EBITDA-Focused Management
Shifting to EBITDA-Focused Management ・Positioning EBITDA as a key KPI to support the use of leverage and improvement in ROE, starting from cash- generating capability. ＋ M&A Expenses ＝ Adjusted ＋ Goodwill New M&A costs EBITDA ＋ D&A Profit pressured by successive depress earnings power True cash Hea
Slide 38: Financial Strategy: Evolution of CMS
Financial Strategy：Evolution of CMS (Cash Management System) ・Evolving from a domestic CMS to a global CMS to recycle funds held overseas into growth investments, achieving sustained improvement in capital efficiency and ROE. Copyright © SERENDIP HOLDINGS Co., Ltd. 2026 All rights reserved.
Slide 39: Financial Strategy: Shareholder Returns
Financial Strategy：Shareholder Returns ・Policy to raise the total return ratio in line with the growth phase, taking into account profit growth and capital efficiency. <Dividends / Shareholder Benefits> To be implemented (planned) in line with the likelihood of achieving the medium-term management p
Slide 40: Purpose of the Share Buyback: Use as M&A Currency
Purpose of the Share Buyback：Use as M&A Currency ・Acquiring treasury stock with a view to using it as consideration for future M&A. ・Balancing strategic M&A and capital investment on a stable cash-generating base to continuously enhance corporate value. A Virtuous Cycle of Growth and Returns: M&A St
Slide 41: Official Social Media and Information Channels
Official Social Media and Information Channels ・Strengthening timely and easy-to-understand communication through X (formerly Twitter), YouTube, and note, plus transcripts published on logmi Finance. X (formerly Twitter) note Account ID: @SERENDIP_HD YouTube logmi Finance 41 Copyright © SERENDIP HOL
Slide 42: Disclaimer
Disclaimer This document contains forward-looking statements regarding the outlook, plans, and targets of our company or our group. These statements are based on information currently available to us and on forecasts and other projections at the time this document was prepared, and are based on cert
Slide 43: Contact Us
Contact Us https://www.serendip-c.com/ information@serendip-c.com Nagoya Itochu Building, 1-5- 11 Nishiki, Naka-ku, Nagoya, Aichi, JAPAN 43 Copyright © SERENDIP HOLDINGS Co., Ltd. 2024 All rights reserved.