Trusco Nakayama Corporation · TSE:9830
Trusco Nakayama — Q3 FY2025 Earnings Presentation
42 slides from Trusco Nakayama's earnings presentation, Oct 31, 2025
Slide 1: The 63rd Business Year Business Performance Data Analysis
The 63ｒｄ Business Year Business Performance Data Analysis FYE December 31, 2025 Third Quarter Published by: (Securities code: 9830) Business Administration Headquarters, Corporate Planning Division, Public Relations & IR Section Trusco Fiorito Bldg. 10th floor, 4-28-1, Shinbashi, Minato-ku, Tokyo 10
Slide 2: Table of Contents
Table of Contents 04. Financial and Other Performances …… P. 19 [Consolidated] Selling, general and administrative expenses (SGA) 01. Company Profile ……………………… P.3 [Consolidated] Capital expenditures Company overview Future capital investment plans Business flow [Consolidated] Quarterly business per
Slide 3: Company Profile
Company overview Business flow Company Profile 3 Copyright 2025 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 4: Company overview
Company overview Corporate message Company name TRUSCO Nakayama Corporation “GAMBARE!! Founding May 15, 1959 JAPANESE MONODZUKURI”. Tetsuya Nakayama, President Chairman, Nakayama Visual Welfare Foundation Representative Vice president, Japan Federation of Machine Tool Distributors Associations Presi
Slide 5: Business flow
Business flow Manufacturers Wholesale Distributors Users 3,702companies Retail 5,670 companies ∞ (infinite) Factory route Connecting an outlet to Manufacturers, Domestic suppliers We deliver our products to factories, construction sites, and other construction Trusco is an easy way to manufacturing
Slide 6: Company-wide Business Performance
Accounting highlights [Consolidated] Business performance / plans [Consolidated] Monthly sales Company-wide [Consolidated] Monthly sales by sales route Business Performance 6 Copyright 2025 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 7: Accounting highlights
Accounting highlights ▮Actual results for FYE December 31,2025(63rd business year) Third Quarter Sales growth achieved through providing highly convenient services, including “NIAWASE+U-choku” (Order 237,350million yen Net Sales Consolidation + Direct Delivery Service), realized by combining a vast
Slide 8: [Consolidated] Business performance/plans
[Consolidated] Business performance/plans ※1 Compared to the revised budget announced on 12 August 2025. FYE December 31, 2024 FYE December 31, 2025 (63rd business year) FYE December 31, 2025 (62nd business year) Full year results Third Quarter results (63rd business year)Full year Budget※1 Change f
Slide 9: [Consolidated] Monthly sales
[Consolidated] Monthly sales FYE December 31, 2025 (63rd business year) ▮ Results (January to-September) ▮ Budget (October to-December) ※ Compared to the revised budget announced on 12 August 2025. Sales per day and operating days January February March April May June July August September October N
Slide 10: Sales Performance
[Consolidated] Business performance by sales route ・Factory route ・e-business route ・Home center route ・Business performance of subsidiaries [Non-consolidated] Sales by category of goods Sales [Non-consolidated] Changes in sales by category of goods (small category) Performance [Non-consolidated] Sa
Slide 11: [Consolidated] Business performance by sales route
[Consolidated] Business performance by sales route Factory Route sales increased by 8.8% compared to the previous period, driven by enhanced customer convenience through measures such as expanding inventory in line with market demand. e-Business Route sales grew by 13.7% compared to 2024 3Q, achieve
Slide 12: Business performance by sales route: (Factory route)
[Consolidated] Business performance by sales route: (Factory route) This route delivers products to manufacturing sites such as factories and construction sites through machine tool dealers and other channels. By strengthening inventory and logistics capabilities while promoting services that addres
Slide 13: Business performance by sales route: (e-business route)
[Consolidated] Business performance by sales route: (e-business route) This route delivers products to manufacturing sites such as factories and construction sites, as well as to general consumers, through online retailers. Through “NIAWASE+U-choku” (Order Consolidation + Direct Delivery Service) an
Slide 14: Business performance by sales route: (Home center route)
[Consolidated] Business performance by sales route: (Home center route) This channel delivers products to general consumers and others through home centers and pro shops. By leveraging inventory and logistics facilities, we actively pursued proposals for store-based sales, e-commerce operations, and
Slide 15: Business performance of subsidiaries
[Consolidated] Business performance by sales route: (Business performance of subsidiaries) For overseas operations, this includes the performance of consolidated subsidiaries TRUSCO NAKAYAMA CORPORATION (THAILAND) LIMITED and PT. TRUSCO NAKAYAMA INDONESIA, as well as sales to other countries handled
Slide 16: [Non-consolidated] Sales by category of goods
[Non-consolidated] Sales by category of goods FYE December 31, 2025 (63rd business year) Third Quarter (Unit: million yen, %) Category of goods (large category) Medium category Trusco's sales Share QoQ change Gross profit Category of goods (large category) Medium category Trusco's sales Share QoQ ch
Slide 17: Changes in sales by category of goods (small category)
[Non-consolidated] Changes in sales by category of goods (small category) FYE December 31, 2025 (63rd business year) Third Quarter (Unit: million yen, %) Points Mandatory heatstroke countermeasures led to increased demand for summer products, boosting sales. Utilizing inventory capacity increased sa
Slide 18: Sales of private brand (PB) goods
▮ Private brand product share in net sales [Non-consolidated] Sales of private brand (PB) goods The development of our private brand "TRUSCO" takes longer than the expansion of our national brand product lineup, resulting in a declining sales composition ratio. However, we will continue to work on i
Slide 19: Financial and Other Performances
[Consolidated] Details of selling, general and administrative expenses (SGA) [Consolidated] Capital expenditures Future capital investment plans [Consolidated] Quarterly business performance and budget (quarterly) Financial and [Consolidated] Quarterly business performance and budget Other (cumulati
Slide 20: Selling, general and administrative expenses (SGA)
[Consolidated] Selling, general and administrative expenses (SGA) (Unit: million yen) ( ) QoQ change Effective July 2025, we implemented a basic salary revision for all employees. Consequently, salaries, bonuses, and welfare expenses increased. Meanwhile, shipping costs and packing expenses rose due
Slide 21: Capital expenditures
[Consolidated] Capital expenditures Actual and major capital expenditures (Unit: million yen) Investment Performance Investment Performance Investment Plan Details of major capital expenditures in 2025 2025 3Q 2025 3Q FY 2025 Total Total (1) Planet Niigata new construction (total investment: 16.6 bi
Slide 22: Future capital investment plans
Future capital investment plans ▮ Planet Aichi ▮ Planet Niigata [Role of Planet Aichi] [Role of Planet Niigata] (1) A base capable of holding 1 million items in stock (1) Strengthening the delivery system for Home Center Route (2) Strengthening logistics throughout the Tokai and western Japan region
Slide 23: Quarterly business performance and budget (quarterly)
[Consolidated] Quarterly business performance and budget (quarterly) FYE December 31, 2025 (63rd business year) [Quarterly] (Unit: million yen,%) Regarding the budget, the 1st and 2nd quarters are finalized based on the initial budget, while the 3rd and 4th quarters are finalized according to the re
Slide 24: Quarterly business performance and budget (Cumulative)
[Consolidated] Quarterly business performance and budget (Cumulative) FYE December 31, 2025 (63rd business year) [Cumulative] (Unit: million yen,%) Regarding the budget, the 1st and 2nd quarters are finalized based on the initial budget, while the 3rd and 4th quarters are finalized according to the
Slide 25: Management Plan
[Consolidated] Full-year Management plan for the 63rd business year [Consolidated] 63rd Business Year Management plan by sales route Management Vision - Medium-term management ability targets - Plan 25 Copyright 2025 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 26: Full-year Management plan for the 63rd business year
[Consolidated] Full-year Management plan for the 63rd business year In light of first-half performance, we have revised our full-year budget upwards.We anticipate that the performance expansion driven by our ongoing initiatives to enhance customer convenience – including our inventory expansion stra
Slide 27: 63rd Business Year Management plan by sales route
[Consolidated] 63rd Business Year Management plan by sales route Regarding net sales, the full-year budget has been revised to reflect the results of the first half of the year. ▮ Plans by sales route for the fiscal year ending December 2025 (63rd business year) ※This is the revised budget announced
Slide 28: Vision - Medium-term management ability targets -
Vision - Medium-term management ability targets - 1. We want to be a company that can hold 1 million items in 4. We want to be a company without inventory work. inventory by 2030. ・At locations where free-location is introduced (12 locations including ・The number of items in stock at end of 2024 was
Slide 29: Vision - Medium-term management ability targets -
Vision - Medium-term management ability targets - 7. We want to be a company that can achieve the 9. We want to be a company that is active in recycling, reuse, and "fastest," "shortest," and "best" deliveries in the returnables. industry. ・Since 1998, we have been operating the repair workshop "Nao
Slide 30: Various key indicators
Merchandise／Catalogs & Media Logistics Sales Various key Digital indicators 30 Copyright 2025 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 31: Key indicators (Merchandise / Catalogs & Media)
Key indicators (Merchandise／Catalogs & Media) FYE December 31, 2025 Plan for FYE December FYE December 31, 2024 Key indicators (63rd business year) 31, 2025 [Before revenue recognition・ (62nd business year) Third Quarter (63rd business year) Non-consolidated] in company-wide salesSales of New Number
Slide 32: Key indicators (logistics)
Key indicators (logistics) [Before revenue recognition ・Non-consolidated] Changes in the number of direct delivery to FYE December 31, 2025 Plan for FYE December users and sales FYE December 31, 2024 Key indicators (62nd business year) (63rd business year) 31, 2025 Third Quarter (63rd business year)
Slide 33: Key indicators (logistics)
Key indicators (logistics) FYE December 31, 2025 FYE December 31, 2024 Plan for FYE December 31, Key indicators (62nd business year) (63rd business year) 2025 (63rd business year) Third Quarter Number of chartered vehicle deliveries 146 138 134 Logistics Number of own company deliveries 132 141 146
Slide 34: Key indicators (sales)
Key indicators (sales) Trends in the number of MRO stockers installed and sales FYE December 31, 2025 Plan for FYE December FYE December 31, 2024 Key indicators (62nd business year) (63rd business year) 31, 2025 Third Quarter (63rd business year) Number of corporate clients 5,652 5,670 5,682 Sales N
Slide 35: Key indicators (digital)
Key indicators (digital) FYE December 31, 2025 Since launching our Internet ordering FYE December 31, 2024 Plan for FYE December 31, Key indicators (62nd business year) (63rd business year) 2025 (63rd business year) system "Web Trusco" in 2002, we have Third Quarter been automating ordering. Additio
Slide 36: ESG Information
TRUSCO's "Gentleness for the Future" Project Sustainability indicators Relationship with society & corporate governance ESG Information 36 Copyright 2025 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 37: Trusco's "Gentleness for the Future" Project
Trusco's "Gentleness for the Future" Project Trusco's "Gentleness for the Future" Project We have been making various environmental efforts under our environmental philosophy "Gentleness for the Future" since 1998, based on our desire "to be a global environment- friendly company so that our small e
Slide 38: Sustainability indicators
Sustainability indicators CO₂ emissions (as of the end of 2024) CO₂ emissions from fuel use (Scope 1) 2,329t-co₂ / CO₂ emissions from electricity use (Scope 2) 7,226t-co₂ CO₂ emissions in the supply chain (Scope 3 * ) 1,887,207t-CO₂ ※Only Scope 3 is for the year 2023. ▮ CO₂ emission reduction throug
Slide 39: Sustainability indicators
Sustainability indicators Workshop Role of repair workshop "Naojiro" Naojiro TRUSCO power generation installations: at 19 locations It is a service that maintains the safety and precision essential for pro tools, and aims to reduce the environmental impact and contribute to cost Annual solar power g
Slide 40: Relationship with society & corporate governance
Relationship with society & corporate governance “Trusco Unknown Gulliver”, TV program provided by a single company Open judge system for promotion (OJS = 360 degree evaluation) This is a program provided by a single company that conveys our company's This is a system in which all employees who know
Slide 41: Reference Information
Index comparison in the industry Reference Information 41 Copyright 2025 TRUSCO NAKAYAMA Corporation. All rights reserved.
Slide 42: Index comparison in the industry
Index comparison in the industry Performance of trading companies and direct sales companies (listed companies) in the same industry [Wholesale] YoY Market capitalization Closing month Net sales (million yen) Trading companies in the machine tools industry include the change (100 million yen) compan