Slide 1: Financial Results Presentation Material for the Fiscal Year Ended March 31, 2025
GLOBERIDE, Inc. Stock code: 7990 Financial Results Presentation Material for the Fiscal Year Ended March 31, 2025 May 23, 2025
Slide 2: Overview of Financial Results for the Fiscal Year Ended March 31, 2025
Overview of Financial Results for the Fiscal Year Ended March 31, 2025 1
Slide 3: Highlights of Financial Results: Changes from the previous fiscal year
Highlights of Financial Results for the Fiscal Year Ended March 31, 2025 (i) Changes from the previous fiscal year (Million yen) 2024/3 2025/3 Change % Net sales 126,008 123,983 -2,024 -1.6% Gross profit 45,993 46,547 +554 +1.2% Gross profit margin 36.5% 37.5% +1.0 point ― Operating profit 7,496 6,5
Slide 4: Highlights of Financial Results: Changes from the initial forecasts
Highlights of Financial Results for the Fiscal Year Ended March 31, 2025 (ii) Changes from the initial forecasts (Million yen) 2025/3 Change % Forecast Result Net sales 127,000 123,983 -3,016 -2.4% Operating profit 5,500 6,508 +1,008 +18.3% Operating profit ratio 4.3% 5.2% +0.9 point ― Ordinary prof
Slide 5: Factors for Changes in Operating Profit
Factors for Changes in Operating Profit (Million yen) Lower gross profit due to a drop in sales 7,496 -2,113 Improvement of the cost of sales ratio Effect of +1,476 foreign exchange rate +103 6,508 Increase in SG&A -454 2024/3 2025/3 4
Slide 6: Breakdown of Selling, General and Administrative Expenses
Breakdown of Selling, General and Administrative Expenses (Million yen) Change +1,541 (Change excluding the impact Other of exchange rates +454) 40,038 40,000 38,497 40.0% Rent expenses and depreciation +171 (-18) Sales commission +184 (+107) 30,000 35.0% -87 (-154) Commission +243 (+218) 32.3% expe
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 8,138 108,281 2025/3 6,886 91,150 6,421 6,444 Sales share by segment 4,576 -2.2% +0.4% 2021/3 2022/3 2023/3 2024/3 2025/3 2021/3 2022/3 2023/3 2024/3
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% 2014/3 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3 (Unit: %) Japan 77.4 74.5 73.1 73.6 71.2 68.3 66.4 65.1 62.3 56.5 54.3 53.4 Americas 5.7 5.6 5.2 5.5 6.0 6.9 7.5 8.0 8.
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] 66,195 million yen -3.2% 75,125 76,002 68,383 66,195 65,296 Market conditions in Japan remained sluggish due to the diversification of spending in
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] 13,320 million yen +6.4% 13,933 13,320 12,513 In the Americas, market inventory adjustments are ending, the market recovery is moderate in 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] 16,280 million yen +10.5% 16,280 14,465 14,730 In the European market, persistently high interest rates 13,553 and soaring energy prices slowed
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] 28,186 million yen -7.2% 30,182 30,379 28,186 In the Asia & Oceania region, while social and economic conditions vary by country, the ov
Slide 13: Status of Balance Sheets
Status of Balance Sheets Balance Sheets (Million yen) End of Mar. 2024 End of Mar. 2025 Change % Total assets 108,717 113,957 +5,239 +4.8% Current assets 69,110 73,233 +4,123 +6.0% Cash and deposits 12,979 12,299 -679 -5.2% Inventories 38,653 42,208 +3,555 +9.2% Non-current assets 39,606 40,723 +1
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 Change excluding the 35,000 (+3,555) impact of exchange rates 3.0 +1,786) 30,000 Japan +80 (＋80) 2.5 25,000 2.0 20,000 Americas +2,117 (+1,581) 1.5 15,000 Europe +552 (+190) 10,
Slide 15: Status of Cash Flows
Status of Cash Flows Status of Cash Flows (Million yen) 2024/3 2025/3 Change % CF from operations 12,405 2,042 -10,362 -83.5% CF from investments -6,314 -4,186 2,128 ー CF from financing -6,376 1,011 7,387 ー Cash and cash equivalents at end of period 12,031 11,470 -560 -4.7% Free cash flows (FCF) 6
Slide 16: Forecast for the Fiscal Year Ending March 31, 2026
Forecast for the Fiscal Year Ending March 31, 2026 (Million yen) 2025/3 2026/3 Change % (Actual) (Forecast) Net sales 123,983 130,000 +6,016 +4.9% Operating profit 6,508 7,000 +491 +7.6% Operating profit ratio 5.2% 5.4% +0.1 point ― Ordinary profit 6,492 6,800 +307 +4.7% Ordinary profit ratio 5.2% 5
Slide 17: Progress of the New Medium-Term Management Plan 2026
Progress of the New Medium-Term Management Plan 2026 16
Slide 18: New Medium-Term Management Plan 2026 Basic Policy
New Medium-Term Management Plan 2026 Basic Policy Under the New Medium-Term Management Plan 2026, we will implement priority strategies based on our basic management policy, and link them to growth. [Basic management policy] [Key policies] Firmly maintain aggressive management 1 Business strategy Bu
Slide 19: Priority Strategies under the New Medium-Term Management Plan 2026
Priority Strategies under the New Medium-Term Management Plan 2026 Initiatives to return to a growth trajectory and sustainably increase corporate value. Key strategis Outline Aims • In the fishing business, we will implement a four-block strategy that divides the global market into four segments, a
Slide 20: Numerical Targets of New Medium-Term Management Plan 2026
Numerical Targets of New Medium-Term Management Plan 2026 Under the New Medium-Term Management Plan 2026, we will work to grow sales and improve profitability. In terms of shareholder returns, we will aim to increase dividends in a stable and continuous manner. Forecast for the current year and nu
Slide 21: Business strategy
Business strategy 20
Slide 22: Fishing Business (1) Market Review
Fishing Business (1) Market Review While the global fishing market appears to have bottomed out, recovery remains sluggish due to inflation and high interest rates. A moderate recovery is expected going forward. Trend in Fishing Market Conditions by Region Market Conditions by Region Japan Japan Eur
Slide 23: Fishing Business (2) Regional Strategies (Japan)
Fishing Business (2) Regional Strategies (Japan) By building a business foundation with market dominance, we will aim to steadily increase net sales and improve operating profit ratio. Net sales and operating profit targets (billion yen) Regional strategies Net sales Operating profit Operating profi
Slide 24: Fishing Business (3) Regional Strategies (Overseas)
Fishing Business (3) Regional Strategies (Overseas) We will implement strategies tailored to each region to increase our market share and improve sales growth and profitability. Net sales and operating profit targets (billion yen) Regional strategies Net sales Operating profit Operating profit ratio
Slide 25: Golf business / Sports business (racket sports)
Golf business / Sports business (racket sports) We will propose high-quality products and services and secure stable sales and profits by enhancing brand value, while maintaining our unique worldview. Promoting brands highlighting Improving the value of diverse unique worldviews sports brands furthe
Slide 26: Financial strategy & capital policy
Financial strategy & capital policy 25
Slide 27: Key Management Indicators for the New Medium-Term Management Plan 2026
Key Management Indicators for the New Medium-Term Management Plan 2026 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 prof
Slide 28: Capital Profitability: ROE
Capital Profitability: ROE ROE still needs to improve following a drop in profitability linked to slowing demand and market inventory adjustments in the outdoor, sports, and leisure industry, as well as lower financial leverage. 10 (%) ROE (%) and PBR (times) (time Ratio of net profit to net sales (
Slide 29: 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. 2.0 PBR (times) 1.79 1.78 1.5 1.23 1.31 1.30 1.20 1.10 0.91 0.94 1.0 0.86 0.72 0.5 0.0 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3
Slide 30: Shareholder Returns - Dividend Payout Ratio
Shareholder Returns - Dividend Payout Ratio - Shareholder returns continue to progress steadily, with a dividend payout ratio of 30% or more secured for FY2025/3. This marks the 14th consecutive year of dividend increases. ActualBasic Aim for a dividend payout ratio of 30% or higher and forecast div
Slide 31: Progress of Key Management Indicators for the New Medium-Term Management Plan 2026
Progress of Key Management Indicators for the New Medium-Term Management Plan 2026 We will achieve an ROE of at least 12% by FY2027/3 through profit growth and improvements to our capital structure. By improving ROE and enhancing shareholder returns, we aim to continuously achieve a PBR of at least
Slide 32: Cash Allocation Policy (FY2025/3–2027/3)
Cash Allocation Policy (FY2025/3–2027/3) Based on our initial cash allocation policy, we are making investments to enhance corporate value over the medium to long term, while providing shareholder returns. Cash inflows Cash outflows •New product mold / die investment •Automation and labor- Growth in
Slide 33: 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 IR Improve information Enhance internal promotion system disc
Slide 34: Status of Dialogues with Shareholders and Institutional Investors
Status of Dialogues with Shareholders and Institutional Investors In FY2024, we held 71 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 35: Strengthening our business foundations
Strengthening our business foundations 34
Slide 36: Promotion of Human Capital Management
Promotion of Human Capital Management To increase corporate value, we will actively invest in human resources, and strengthen our management foundation. Develop human resources who can create added value and create a workplace where every employee can play an active role. PROMISE Feel the nature of
Slide 37: 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. Sustainability vision Evolution and development of a lifet
Slide 38: Thank you for your attention.
免責事項・お問い合わせ Thank you for your attention. 37
Slide 39: Reference (1): Data on Financial Results over the Past Years
Reference (1): Data on Financial Results over the Past Years 38
Slide 40: 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) 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3 2026/3 (Forecast) Fishing 61,473 65,318 66,461 72,824 76,827 78,031 91,150 108,281 120,152 112,799 110,349 116,300 busi
Slide 41: 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 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3 2015
Slide 42: 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 5.4 6.0 5.2 4.3 4.3 4.4 4.3 4.1 4,000 3.8 4.0 7,405 7,496 7,000 6,508 3,768 3,818 2,000 2.0 3,420 3,416 3,613 2,825 0 0.0 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 20
Slide 43: Net Assets and Equity Ratio Trends
Net Assets and Equity Ratio Trends 53.5 60,000 49.9 50.0 43.4 50,000 41.1 40.0 35.3 40,000 30.8 31.1 29.3 27.7 30.0 26.2 26.7 30,000 61,268 54,488 47,485 20.0 20,000 37,478 27,577 23,119 23,265 23,023 10.0 10,000 17,936 18,510 19,441 0 0.0 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023
Slide 44: Reference (2): Basic Information
Reference (2): Basic Information 43
Slide 45: Corporate Philosophy
Corporate Philosophy SLOGAN VISION Feel the earth. Sports to enrich your life Feel it, live with it. Feel the earth everyday, feel the Feel It, transformation, the new nature of life, Feel what earth offers everyday. the way we live. Within it the new nature of life, We will draw a new horizon for s
Slide 46: Corporate Profile
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 Director Kazunari Suzuki, Representative Director, President Share cap
Slide 47: 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 48: 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. 47