Komeda Holdings Co., Ltd. · TSE:3543
Komeda — Investor Presentation (April 2026)
25 slides from Komeda's investor presentation, Apr 8, 2026
Slide 1: Presentation Materials for the Medium-term Management Plan "CONNECT 2030"
KOMEDA Holdings Co., Ltd. Presentation Materials for the Medium-term Management Plan "CONNECT 2030" April 8, 2026 * English version is available on our website at https://komeda-holdings.co.jp/english
Slide 2: Contents
Contents Chapter 1: Review of the Previous Medium-term Management Plan and Overview of the New Medium-term Management Plan Chapter 2: Business Environment and Priority Measures Chapter 3: Capital Policy Chapter 4: Sustainability Policy 2
Slide 3: Chapter 1: Review of the Previous Plan and Overview of the New Plan
Chapter 1: Review of the Previous Medium-term Management Plan (for the five years ended February 28, 2026) and Overview of the New Medium-term Management Plan (for the five years ending February 28, 2031) 3
Slide 4: Review of the Previous Medium-term Management Plan "VALUES 2025"
1. Review of the Previous Medium-term Management Plan "VALUES 2025" Achieved quantitative targets ◎: Exceeded target, 〇: Met target, △: Did not meet target Overall Theme Priority measures Overview/Quantitative targets Results assessment Supported human resources training through Develop human resour
Slide 5: Group Mission Statement and Business Philosophy
1. Group Mission Statement and Business Philosophy Guided by our Group mission, "Provide Deeper KUTSUROGI", we will continue to co-create KUTSUROGI with our customers, franchise partners, local communities, society and all stakeholders. 1. Summary of the Previous Medium- 2. Business Environment term
Slide 6: Vision under the New Medium-term Management Plan
1. Vison under the New Medium-term Management Plan CONNECT 2030 Connecting People, Communities, and the World through “KUTSUROGI” We will connect people to people, to communities, and to the world, starting from our mission of "Provide Deeper KUTSUROGI," and expand its value. Together with our custo
Slide 7: Highlights of the New Medium-term Management Plan "CONNECT 2030"
1. Highlights of the New Medium-term Management Plan "CONNECT 2030" Aiming for ¥13.0 billion in operating KGI* KPIs* profit, twofold since the year before our public listing Numerical values (Billion yen) CAGR 13.0 Employee +6.6% engagement Operating profit EPS growth rate ROE Total payout ratio sco
Slide 8: Chapter 2: Business Environment and Priority Measures
Chapter 2: Business Environment and Priority Measures 8
Slide 9: Business Environment During the Plan Period and Our Initiatives
2. Business Environment During the New Medium-term Management Plan Period and Our Initiatives Leveraging the Group's strengths while seizing opportunities and driving our initiatives to changes in external environment surrounding our Group Changes in the external environment Our initiatives [Challen
Slide 10: The Company's Value Co-creation Process and Superiority
2. The Company's Value Co-creation Process and Superiority Further accelerating the superiority of our business model through co-creating KUTSUROGI with stakeholders • Comfortable spaces tailored to local Capture customer communities loyalty through • KOMEDA-style full-service KUTSUROGI • Maximizing
Slide 11: Priority Measures of the New Medium-term Management Plan
2. Priority Measures of the New Medium-term Management Plan "CONNECT 2030" Achieving a Group consolidated operating profit of ¥13.0 billion by further strengthening existing businesses and investing in growth in new areas Theme Priority measures Overview/Quantitative target Efforts to achieve this g
Slide 12: Strengthening of the KOMEDA Brand Through QSC and DX Investments
2. Priority Measure: Strengthening of the KOMEDA Brand Through Improvement of QSC and DX Investments in Stores Pursuing KOMEDA-style full service Development of Improvement of Promotion of human resources customer loyalty KOMEDA-style DX c Promote the acquisition and c c Expand the KOMEDA fan base M
Slide 13: Promotion of a diverse range of stores rooted in the local community
2. Priority Measure: Promotion of a diverse range of stores rooted in the local community Total number of stores in the Group: 1,400 (including 180 overseas) Creation of community- Diversification of locations Profit-focused store openings rooted stores c c c Focusing primarily on urban areas, Creat
Slide 14: Enhancement of SCM Functions
2. Priority Measure: Enhancement of SCM Functions Pursuing efficiency through the optimization of manufacturing and procurement Strengthening in-house manufacturing capabilities to further Continuing efforts to streamline logistics and optimize enhance safety and security + procurement Specific init
Slide 15: Accelerate the Expansion of Okage-An
2. Priority Measure: Accelerate the Expansion of Okage-An Expanding the number of stores to over 50, primarily in metropolitan areas Okage-An store opening policy Okage-An's advantages (characteristics) [External factors] [New store openings] • Growing demand for matcha-based products Increase the n
Slide 16: Further expanding overseas business
2. Priority Measure: Further expanding overseas business A network of 180 overseas stores with a segment profit of ¥1.0 billion Strengthening of expansion in Asia, including entering new Overseas Business: Store expansion plan markets (Stores) [Steady growth in markets where we already operate] 200
Slide 17: Acquisition of New Customers Through Brand Utilization
2. Priority Measure: Acquisition of New Customers Through Brand Utilization Expanding revenue by utilizing KOMEDA’s Coffee brand appeal Acquisition of new Licensing business customers c c Strengthen royalty income by leveraging Drive revenue growth by leveraging the the KOMEDA brand brand in the exp
Slide 18: Chapter 3: Capital Policy
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Slide 19: Cash Allocation
3. Cash Allocation ◼ Executing investments to support sustained growth (while maintaining a total payout ratio of 50% or more) Cash inflow ≫ Cash outflow Remarks Investments in stores in Existing business Japan and overseas, investments investments in in-house manufacturing equipment, ¥20.0 billion
Slide 20: Shareholder Returns
3. Shareholder Returns - Shareholder returns policy: Returning profit to shareholders at a targeted total return ratio of 50% or more during the cumulative period of the medium-term business plan “CONNECT 2030” for the five years ending February 28, 2031, with comprehensive consideration of the dema
Slide 21: Chapter 4: Sustainability Policy
Chapter 4: Sustainability Policy 21
Slide 22: Review of Priority Measures (Coffee Sustainability)
4. Review of Priority Measures (Coffee Sustainability) ◼ Through sustainable sourcing and the reuse of coffee grounds after brewing, we aim to achieve a sustainable society 2018-2019 2020-2021 2022-2023 2024- Project launch Visualization Full-scale project Enhancement and evolution through products
Slide 23: Sustainability Policy: New Materiality
4. Sustainability Policy ◼ New Materiality To sustain KUTSUROGI for the next 100 years, we will advance sustainability management based on materiality. Empowering the people Preserving environments Co-Creating KUTSUROGI for KUTSUROGI for KUTSUROGI ● Ensuring safety and security ● Ensuring safe and c
Slide 24: New Materiality and Indicators/Targets
4. Sustainability Policy ◼ New Materiality and Indicators/Targets February February 2031 Theme Materiality Commitment Indicators Scope 2026 target We will pursue safety and security in all our Ensuring safety and security Passing rate for audits of private-label KOMEDA Co., Ltd. & 100％ 100% products
Slide 25: Cautionary Statement with Respect to Future Forecasts
Cautionary Statement with Respect to Future Forecasts This document is presented for the sole purpose of providing information to shareholders and investors and is not intended to solicit sales or purchases. Forward-looking statements in this document are based on targets and forecasts and do not co