Inabata & Co., Ltd. · TSE:8098
Inabata & — FY2024 Earnings Presentation
64 slides from Inabata &'s earnings presentation, Jun 5, 2025
Slide 1: IR Briefing for the Fiscal Year Ended March 2025
IR Briefing for the Fiscal Year Ended March 2025 Progress in the First Year of “New Challenge 2026”, Our Medium-Term Management Plan June 5, 2025 Inabata & Co., Ltd. Katsutaro Inabata, Director, President Inabata & Co., Ltd. held the financial results briefing for the fiscal year ended March 2025 vi
Slide 2: Contents
Contents Inabata’s Strengths … P2 Progress in the First year of “New Challenge 2026 * ”, … P 10 Our Medium-Term Management Plan The Plan for the Second Year of “NC2026 ” … P 19 Sustainability, Digital Strategy … P 22 Measures to Realize Management Conscious of Cost of … P 28 Capital and Share Prices
Slide 3: Inabata's Strengths
Inabata’s Strengths © 2025 Inabata & Co., Ltd.
Slide 4: Inabata's Strengths (1) Performance Growth
Inabata’s Strengths ～ (1) Performance Growth ◼ Business performance is growing steadily, with record-high net sales and operating profit in the last four consecutive fiscal years. (Operating profit: (Net sales: Billions of yen) Billions of yen) 1,000.0 1,000.0 Net sales Operating profit 40.0 870.0 8
Slide 5: Inabata's Strengths (2) History, Client Base, and Human Capital
Inabata’s Strengths ～ (2) History, Client Base, and Human Capital ◼ Founded in 1890, built up a client base (suppliers and customers) of about 10,000 companies during a history spanning more than 130 years - Founded in 1890 as Inabata Senryoten in Kyoto. Since then, Inabata has expanded business, fo
Slide 6: Inabata's Strengths (3) Solid Business Base in Asia
Inabata’s Strengths ～ (3) Solid Business Base in Asia Number of Locations and Personnel Apr. 2025 ◼ Established sales base in Singapore in 1976. We Around 1980 then expanded our network of bases to build a 59 bases in solid business foundation in Northeast and 3 bases Southeast Asia (59 bases in 12
Slide 7: Developments in Asia: FPD-related business
Developments in Asia ～ FPD-related business ◼ Expanding customer base and scope of business in response to changes in the FPD market environment, growing into a core business • Rapidly responded to changes in the main panel manufacturing countries (Japan -> Taiwan・South Korea -> China) by developing
Slide 8: Developments in Asia: Plastics Segment
Developments in Asia ～Plastics Segment ◼ Expanded overseas in line with Japanese consumer electronics Resin Market Environment manufacturers transition to overseas production. Subsequently expanded into a global network of bases while cultivating customers in • Overall market growth of 2–3% per year
Slide 9: Developments in Asia: Plastic compound
Developments in Asia ～Plastic compound （MT） Streamlined ◼ Highest productivity in the industry Plastic compound production capacity operations in South 250,000 China - With seven production bases in seven countries including China, Vietnam, and Indonesia (195,600 MT/year in total as of March 31, 200
Slide 10: Reference: Business model for the plastic compound business
【Reference】Business model for the plastic compound business © 2025 Inabata & Co., Ltd. 9
Slide 11: Progress in the First Year of New Challenge 2026
Our Medium-Term Management Plan Progress in the First year of “New Challenge 2026” © 2025 Inabata & Co., Ltd.
Slide 12: Business Environment
Business Environment ⚫ In FY03/25, the Japanese yen depreciated ⚫ While the domestic naphtha price remains high, it against the US dollar, reflecting differences in has recently been on a slight downtrend . fiscal policy direction between the two countries. Domestic naphtha price (JPY/KL) The assume
Slide 13: Progress toward Quantitative Targets
Progress toward Quantitative Targets ◼ The first year of NC2026 got off to a strong start, with the OPM improving and all profit categories significantly surpassing targets. Ordinary profit and profit attributable to owners of parent have already reached their final-year targets. （Billions of yen) F
Slide 14: Progress toward Quantitative Targets: By segment
Progress toward Quantitative Targets: By segment ◼ Operating profit in Information & Electronics and Plastics significantly exceeded initial plan, reaching final-year targets ahead of schedule. Life Industry got off to a slow start. （Billions of yen) Final Year of First Year of NC2026 FY03/24 NC2026
Slide 15: Progress of Capital Allocation
Progress of Capital Allocation ◼ In the first year of NC2026, we allocated funds to growth investments and shareholder returns largely in line with the plan. NC2026 NC2026 NC2026 NC2026 Three-year plan First year actual Three-year plan First year actual Investments, etc. Cash flows About Fixed inves
Slide 16: Progress in the Company-wide Growth Strategy: Investment Status
Progress in the Company-wide Growth Strategy : Investment Status ◼ Based on the policy outlined in NC2026, we actively pursued growth- oriented investments, with a focus on M&A. （Billions of yen) NC2023 FY03/22 FY03/23 FY03/24 cumulative FY03/25 Major investments Actual Actual Actual results Actual
Slide 17: Reference: Major investments from FY03/24 onward
【Reference】Major investments from FY03/24 onward Segment Specific measures Our objectives Participation in biomass power To expand environment and energy-related generation projects (Shiwa District, Information & Iwate Pref.) businesses Electronics Investment in semiconductor-related To expand semic
Slide 18: Reference: Novacel
【Reference】Novacel ◼ Established Novacel as the most important growth strategy in NC2026. Overview of Novacel Co., Ltd. Background • Expanding demand for plastics, driven by economic Company name: Novacel Co., Ltd. growth in Asia and emerging markets, and increasing needs for lightweight automobiles
Slide 19: Shareholder Return
Shareholder Return ◼ For FY03/26, we plan to pay an annual dividend of ¥128.0 per share, up for the eighth consecutive fiscal year (interim dividend of ¥63.0 and year-end dividend of ¥65.0). ◼ We will repurchase up to 1,000,000 shares for ¥4.0 billion.* Annual dividends per share and indicators of s
Slide 20: The Plan for the Second Year of New Challenge 2026
Our Medium-Term Management Plan The Plan for the Second Year of “New Challenge 2026” © 2025 Inabata & Co., Ltd.
Slide 21: Quantitative Outlook
Quantitative Outlook ◼ In the second year of NC2026, despite an uncertain business environment, we aim to deliver results on par with the previous fiscal year and enhance the likelihood of achieving our final- year targets (secure profit growth on an EPS basis). （Billions of yen) First Year of Secon
Slide 22: Quantitative Outlook by Segment
Quantitative Outlook by Segment ◼ We anticipate lower profit for Information & Electronics due to a deteriorating business environment. We aim to offset this with strong performance in other segments and maintain operating profit at the previous year’s level. （Billions of yen) First Year of NC2026 S
Slide 23: Sustainability, Digital Strategy
Sustainability, Digital Strategy © 2025 Inabata & Co., Ltd.
Slide 24: Sustainability
Sustainability ◼ In FY03/25, we began procuring funds through sustainable financing. Established Sustainability Committee October 2021 Chaired by the Company president; all directors, including those from outside the Company, participate in the Committee as a member or observer November 2021 Formula
Slide 25: Progress Sustainability Mid-term Plan 2026
Progress “Sustainability Mid-term Plan 2026” ◼ Sales in the environment-related business are slightly lagging expectations, while other initiatives are progressing steadily. Materiality：Creating sustainable value KPI FY2026 Target FY2024 Actual *FY2023 results shown in angled brackets. To be disclos
Slide 26: Progress Sustainability Mid-term Plan 2026
Progress "Sustainability Mid-term Plan 2026“ ◼ Expanded the scope of employee engagement surveys, and made steady progress in D&I related items Materiality： Strengthening the foundation for business continuity KPI FY2026 Target FY2024 Actual *FY2023 results are shown in angled brackets. Response rat
Slide 27: Progress Sustainability Mid-term Plan 2026
Progress “Sustainability Mid-term Plan 2026” ◼ Made steady progress in health management and human capital investment-related items Materiality： Strengthening the foundation for business continuity KPI FY2026 Target FY2024 Actual * FY2023 results are shown in angled brackets. Non ≫ Consoli- Rate of
Slide 28: Progress Digital Strategy
Progress “Digital Strategy” ◼ Made steady progress in enhancing management information infrastructure and reinforcing security for the Group Strategy Progress ■ New core system overhaul project progressed as planned (full-scale operation scheduled for FY2026) Revamp core systems and ■ Launched the m
Slide 29: Measures to Realize Management Conscious of Cost of Capital and Share Prices
Measures to Realize Management Conscious of Cost of Capital and Share Prices © 2025 Inabata & Co., Ltd.
Slide 30: Cost of Capital vs. Return on Capital
Cost of Capital vs. Return on Capital ◼ In FY03/25, the cost of capital declined, due to an expanded shareholder base amid improved market liquidity. ◼ We will continue to manage shareholders’ equity while maintaining an appropriate spread, taking into account factors such as small-cap premium and l
Slide 31: Share Price and the Market's Valuation of the Company
Share Price and the Market’s Valuation of the Company ◼ The share price, PBR, and PER largely remained flat YoY. ◼ We will continue to manage shareholders’ equity and aim to maintain our current ROE level. ◼ PER remains low, highlighting the need to further enhance growth expectations by delivering
Slide 32: Policies/Targets, and Timeline
Policies/Targets, and Timeline ◼ At a Board of Directors meeting, we have resolved on the following policies. Policies Increase the share price so that PBR stays above 1x at all times, as soon as possible, through the following four measures: ① Firmly implement growth strategies to drive sustainab
Slide 33: Initiative Progress and Reinforcement Direction
Initiative Progress and Reinforcement Direction ◼ We had already bolstered our efforts prior to the request from the Tokyo Stock Exchange and have achieved certain results. We will further strengthen these initiatives with the goal of reaching and consistently maintaining a PBR above 1.0 as soon as
Slide 34: Specific Measures 1: Increase Business Value and Foster Growth Expectations
Specific Measures ①Increase Business Value and Foster Growth Expectations ◼ By steadily implementing growth strategies, continuously enhance business value and foster expectations for future profit growth “NC2026” Strategy Key Achievements FY03/25 Expand earnings through proactive investment • Activ
Slide 35: Specific Measures 2: Maintain ROE of 10% or above
Specific Measures ②Maintain ROE of 10% or above ◼ Maintain ROE of 10% or above, largely by expanding profits, enhancing profitability, and continuing to control the cost of equity Expand profits and increase GPM Key Achievements FY03/25 • Driven by core businesses, we achieved record-high net sales
Slide 36: Specific Measures 3: Control and Curtail Cost of Capital
Specific Measures ③Control and Curtail Cost of Capital ◼ By promoting indirect measures in addition to direct measures, reduce risks and information gaps with the market and control and/or curb the cost of capital Direct measures Key Achievements FY03/25 Utilize debt (diversify funding methods, incl
Slide 37: Disclosure Methods and Dialogue Policies
Disclosure Methods and Dialogue Policies ◼ Themes added to the medium-term management plan • Added the achievement of a share price level higher than 1x PBR as quickly as possible as a strategic theme under the medium-term management plan NC2026. Inabata will pursue this goal with even greater commi
Slide 38: Summary of NC2026
Reference Materials 1 Our Medium-Term Management Plan Summary of “NC2026” © 2025 Inabata & Co., Ltd.
Slide 39: Company-wide Quantitative Targets (Announced May 9, 2024)
Company-wide Quantitative Targets (Announced May 9, 2024) （Billions of yen） NC2026 FY03/24 FY03/25 FY03/26 FY03/27 Actual Plan Plan Targets Net sales 766.0 830.0 890.0 950.0 Operating profit 21.1 22.5 24.5 27.0 Ordinary profit 21.3 21.5 23.5 26.0 Profit attributable to owners of parent 20.0 17.0 17.
Slide 40: Segment Quantitative Targets (Announced May 9, 2024)
Segment Quantitative Targets (Announced May 9, 2024) （Billions of yen） NC2026 FY03/24 FY03/25 FY03/26 FY03/27 Actual Plan Plan Targets Segment Operating Operating Operating Operating Sales profit Sales profit Sales profit Sales profit Information & 239.1 6.90 256.0 6.55 283.0 7.20 312.0 8.45 Electro
Slide 41: Long-term Vision IK Vision 2030
Overview Long-term Vision “IK Vision 2030” Medium-term Management Plan NC2026 Key themes: ◼ Accelerate growth through proactive investment ◼ Address key management priorities (materiality) under the Sustainability Medium-term Plan 2026 Company-wide Growth Strategy Segment Growth Strategy Management
Slide 42: Positioning of NC2026
Positioning of NC2026 ◼ NC2026 is the third stage of the medium-term management plan on the way to our long-term vision. © 2025 Inabata & Co., Ltd. 41
Slide 43: Long-term Vision IK Vision 2030
(Reference) Long-term Vision “IK Vision 2030” Reach consolidated net sales of Further enhancing multifaceted ¥1 trillion capabilities (such as manufacturing, logistics, and finance) in addition to trading IK Vision 2030 1/3 Overseas business At least of business from segments other than Information
Slide 44: NC2026 Company-wide Growth Strategy Summary
NC2026 Company-wide Growth Strategy Summary ◼ Formulated a company-wide growth strategy in line with the long-term vision. Consolidated sales Enhance multifaceted capabilities Over ¥1 trillion ≫ Approach: Expand earnings through ≫ Differentiate and boost earnings by proactive investment enhancing mu
Slide 45: Progress NC2026 of Company-wide Growth Strategy
Reference Materials 2 Our Medium-Term Management Plan Progress “NC2026” of Company-wide Growth Strategy © 2025 Inabata & Co., Ltd.
Slide 46: Progress NC2026 of Company-wide Growth Strategy
Progress “NC2026” of Company-wide Growth Strategy Long-term vision: Consolidated sales Over ¥1 trillion Strategy Progress ◼ Pursued proactive investments, centered on the establishment of Novacel Co., Ltd. ◼ Made Satoen a subsidiary. Pursued synergies with Daigo Tsusho Expand earnings through proact
Slide 47: Progress NC2026 of Company-wide Growth Strategy
Progress “NC2026” of Company-wide Growth Strategy Long-term vision: Enhance multifaceted capabilities Strategy Progress ◼ With the establishment of Novacel Co., Ltd., advanced efforts to establish a framework to expand and enhance our plastic compounding capabilities. Differentiate and boost earning
Slide 48: Progress NC2026 of Company-wide Growth Strategy
Progress “NC2026” of Company-wide Growth Strategy Long-term vision: Business portfolio (Increase the share of businesses other than Information & Electronics and Plastics to over one-third of the total) Strategy Progress ◼ In Plastics, all categories performed well. Utilization recovered in the comp
Slide 49: Progress NC2026 of Company-wide Growth Strategy
Progress “NC2026” of Company-wide Growth Strategy Long-term vision: Overseas ratio 70% or more Strategy Progress ◼ Earnings in Asia (excluding Japan) grew steadily, with both sales and profit reaching record highs. ◼ In India, sales expanded in line with expectations, driven by strong performance of
Slide 50: Progress in Growth Strategy: (1) Information & Electronics
Progress in Growth Strategy: (1) Information & Electronics NC2026 Sales (Billions of FY03/24 FY03/25 FY03/26 Final year (Billions of yen) yen) actual actual forecast goals (FY03/27) 264.0 264.0 239.1 Sales 239.1 264.0 264.0 312.0 Operating profit 6.90 8.47 6.60 8.45 Operating profit margin 2.9% 3.2%
Slide 51: Environment and Energy Field Expansion (Information & Electronics Segment)
Environment and Energy Field Expansion (Information & Electronics Segment) ◼ In FY03/25, amid a global slowdown in EV sales, sales of rechargeable battery-related materials sharply declined. A recovery in demand is expected to take time. ◼ There has been no change in the medium- to long-term trend o
Slide 52: Progress in Growth Strategy: (2) Chemicals
Progress in Growth Strategy: (2) Chemicals NC2026 Sales (Billions of FY03/24 FY03/25 FY03/26 Final year (Billions of yen) yen) actual actual forecast goals (FY03/27) 132.5 112.6 118.2 Sales 112.6 118.2 132.5 139.0 Operating profit 2.78 2.94 3.20 3.25 Operating profit margin 2.5% 2.5% 2.4% 2.3% FY 03
Slide 53: Progress in Growth Strategy: (3) Life Industry
Progress in Growth Strategy: (3) Life Industry NC2026 (Billions of FY03/24 FY03/25 FY03/26 Final year Sales yen) actual actual forecast goals (Billions of yen) (FY03/27) 64.5 53.5 53.7 Sales 53.5 53.7 64.5 72.8 Operating profit 1.48 1.17 2.80 3.10 Operating profit margin 2.8% 2.2% 4.3% 4.3% FY 03/24
Slide 54: Progress in Growth Strategy: (4) Plastics
Progress in Growth Strategy: (4) Plastics NC2026 Sales (Billions of FY03/24 FY03/25 FY03/26 Final year yen) actual actual forecast goals (Billions of yen) (FY03/27) 401.5 408.8 360.4 Sales 360.4 401.5 408.8 426.0 Operating profit 9.87 13.08 12.80 12.10 Operating profit margin 2.7% 3.3% 3.1% 2.8% FY
Slide 55: Automotive Resin Sales Expansion (Plastics Segment)
Automotive Resin Sales Expansion (Plastics Segment) ◼ Despite a YoY decline in global auto production, increased sales to non- Japanese automakers contributed to higher overall sales. ◼ Sales in the key regions of India and Mexico are expanding steadily. Accelerate global expansion in the automotive
Slide 56: Other Reference Materials
Reference Materials 3 Other reference Materials © 2025 Inabata & Co., Ltd.
Slide 57: Reducing strategic shareholdings
Reducing strategic shareholdings ◼ Steady progress in reducing strategic shareholdings (in FY03/2025, despite progress in reduction, the balance of holdings remained almost unchanged due to rising market prices) Policy for reducing strategic shareholdings • Reduce the balance of strategic shareholdi
Slide 58: Breakdown of the Environment-Related Business
Breakdown of the Environment-Related Business (Products that reduce environmental load) ◼ In FY03/25, while sales in the energy and power field slumped due to a deteriorating market environment, sales in the resources and environment-related and the materials and chemicals fields steadily expanded.
Slide 59: Sales by Segment
Sales by Segment (Billions of yen) 1,000 Information & Electronics Chemicals Life Industry Plastics Other （Target） 1,000.0 or more （Forecast） 950.0 870.0 0.2 837.8 766.0 0.2 0.1 735.6 0.1 426.0 680.9 634.7 0.1 621.1 600.3 408.8 577.5 0.1 401.5 0.1 0.1 360.4 0.1 363.9 0.1 316.2 500.0 72.8 286.9 300.0
Slide 60: Operating Profit by Segment
Operating Profit by Segment (Billions of yen) Information & Electronics Chemicals Life Industry Plastics Other （Target） （Forecast） 27.00 25.82 25.50 0.10 0.13 0.10 25.00 21.19 20.05 20.31 0.13 12.10 0.12 0.13 13.08 12.80 14.97 14.03 13.22 9.87 15.00 8.67 0.13 10.20 0.13 0.13 3.10 5.63 1.17 6.34 2.80
Slide 61: EPS (Earnings per share)
EPS（Earnings per share） （Yen） 400.00 374.23 362.17 363.90 365.86 343.31 300.00 229.13 211.36 188.82 200.00 151.91 156.25 137.20 109.92 100.00 0.00 © 2025 Inabata & Co., Ltd. 60
Slide 62: Trends in Share Price (April 2023-March 2025)
Trends in Share Price (April 2023-March 2025) （JPY） Highest share price in FY2024: 4,000 ¥ 3,710 (Jul 4) Trading volume Closing price 3,500 3,000 Lowest share price in 2,500 FY2024: ¥2,833 (Aug 5) Secondary 2,000 offering of shares Average (Avg) Avg daily trading 1,500 daily trading volume between v
Slide 63: Company Overview (As of March 31, 2025)
Company Overview (As of March 31, 2025) Name Inabata & Co., Ltd. Fiscal year April 1 to March 31 Founded October 1, 1890 Prime Market of the Tokyo Exchange listing Stock Exchange Incorporated June 10, 1918 Ticker 8098 Capital stock ¥9,364 million Trading unit 100 shares Katsutaro Inabata, Director,
Slide 64: IR-related inquiries
IR-related inquiries: IR Department, Financial Management Office Inabata & Co., Ltd. E-mail: inabata-ir@inabata.com Cautionary note regarding forward-looking statements The data and future predictions contained in this document are forward-looking statements, based on information available and ju