Tenpos Holdings Co.ltd. · TSE:2751
Tenpos Holdings Co.ltd — Interim FY2026 Earnings Presentation
35 slides from Tenpos Holdings Co.ltd's earnings presentation, April 2026
Slide 1: Interim Consolidated Financial Results for the Fiscal Year Ending 30th April 2026
Japan’s leading “Shining-Black-Entreprise” TENPOS HOLDINGS Co.,Ltd. Interim Consolidated Financial Results for the Fiscal Year Ending 30 th April 2026 A recycler with no mandatory retirement age. Tenpos embodies the SDGs.
Slide 2: Consolidated Financial Results
Consolidated Financial Results ⚫ Revenues increased by ¥2,503 million (+10.9% YoY), driven by growth in the merchandise sales and food service businesses. ⚫ SG&A rose by ¥310 million (+8.3% YoY) due to increased store-related capital expenditures and workforce expansion （JPY Millions） Interim FY2026
Slide 3: Consolidated Financial Results
Consolidated Financial Results ⚫ Operating Profit increased slightly by ¥25 million (+1.7% YoY), reflecting the impact of M&A activities and additional personnel investments. ⚫ Net Profit for the Quarter decreased significantly, as the prior-year period benefited from a temporary impact resulting fr
Slide 4: Financial Performance by Segment
Financial Performance by Segment Merchandise Factors Contributing to Revenue Growth • New store openings and relocations with expanded floor space in the store-based sales business • Strong sales to major food service chains • Robust performance of the e-commerce business Factors Contributing to Pro
Slide 5: Financial Performance by Segment
Financial Performance by Segment Information and Service Factors Contributing to Revenue Growth Growth in the recruitment and outsourcing business, partially offset by lower sales in the POS system sales business Factors Contributing to Profit Decline • Higher SG&A expenses due to proactive investme
Slide 6: Financial Performance by Segment
Financial Performance by Segment Food and Beverage (F&B) Factors Contributing to Revenue and Profit Growth • Increased sales from new store openings and higher sales at existing stores • Profit growth in existing businesses （JPY Million） Interim FY2026 Forecast Segment Interim FY2025 Change(%) FY202
Slide 7: Growth Potential of the Operating Subsidiary
Growth Potential of the Operating Subsidiary Our management philosophy is that each group company should pursue one of the following three objectives:(1) achieving annual sales of ¥10 billion,(2) becoming the industry leader in market share, and (3) listing on a stock exchange. To achieve these goal
Slide 8: Growth Potential of the Operating Subsidiary
Growth Potential of the Operating Subsidiary Our management philosophy is that each group company should pursue one of the following three objectives:(1) achieving annual sales of ¥10 billion,(2) becoming the industry leader in market share, and (3) listing on a stock exchange. To achieve these goal
Slide 9: Consolidated Performance Trends
連結業績の推移 （JPY Million） （JPY Million） （Consolidated）Interim Revenue （Consolidated）Interim Operating Profit 1,476 1,502 25,401 1,404 23,051 1,079 17,144 15,161 13,997 754 2022.4 2023.4 2024.4 2025.4 2026.4 2022.4 2023.4 2024.4 2025.4 2026.4 Interim Interim Interim Interim Interim Interim Interim Interi
Slide 10: Merchandise Sales Business Performance Trends
Merchandise Sales Business Performance Trends Japan’s Largest Used Commercial Kitchen Merchandise Revenue Equipment Business Store-Base Sales / Direct Sales / Online 14,463 13,563 12,010 Sales 10,364 10,731 Net Sales:¥14,456 million (+6.6% YoY)Segment Profit:¥1,298 million (+4.5% YoY) ◼ The store-ba
Slide 11: Merchandise Sales Business Performance Trends
Merchandise Sales Business Performance Trends Japan’s Largest Used Commercial Kitchen Merchandise Segment Revenue Equipment Business Store-Base Sales / Direct Sales / Online 13,563 14,463 12,010 Sales 10,364 10,731 ◼ The direct sales business (Kitchen Techno) delivered solid performance, driven by s
Slide 12: Information and Service Business Performance Trends
Information and Service Business Performance Trends Staffing and recruitment, business succession, interior construction, and real estate businesses recorded Information and Service Segment Revenue revenue growth, while POS system sales 2,107 declined.SG&A expenses increased due to business 1,983 2,
Slide 13: Information and Service Business Performance Trends
Information and Service Business Performance Trends Staffing and recruitment, business succession, interior Information and Service Segment Revenue construction, and real estate businesses recorded revenue growth, while POS system sales declined. 2,107 2,038 SG&A expenses increased due to business 1
Slide 14: F&B Business Performance Trends
F&B Business Performance Trends The steak and revolving sushi businesses M&A of F&B Business Segument Revenue performed well, while the tourism business also 12,000 Sunrise Service showed solid growth. 9,835 10,000 M&A of 7,888 8,000 Yamato Sakana Net Sales:¥9,795 million (+24.2% YoY)Segment 6,000 P
Slide 15: F&B Business Performance Trends
F&B Business Performance Trends The steak and revolving sushi businesses F&B Business Segment Revenue M&A of performed well, while the tourism 12,000 Sunrise Service business also showed solid growth. 10,000 9,835 M&A of 7,888 ◼ The revolving sushi and izakaya business (Yamato Sakana) 8,000 Yamato S
Slide 16: Performance Overview and Growth Strategy of Tenpos Busters
Performance Overview and Growth Strategy of Tenpos Busters - Aiming for 300 Stores Nationwide 15
Slide 17: Performance Overview of Tenpos Busters Co., Ltd.
Performance Overview of Tenpos Busters Co., Ltd. 【Result】 【Outlook】 ⚫ The number of directly operated stores increased from 60 ⚫ There remain many untapped geographic areas, and the stores in the second quarter of the previous fiscal year to Company will continue to accelerate new store openings 67
Slide 18: What is Tenpos Busters
What is Tenpos Busters Beyond Merchandise Sales — A Restaurant Consulting and Production Company ⚫ Annual Revenue: ¥19.7 billion ⚫ Store Network: 74 stores nationwide (as of October 2025)→ Growth Strategy: Expansion toward a 300- store network in Japan ⚫ Annual Customer Visits: 630,000 ⚫ Registered
Slide 19: Growth Strategy of Tenpos Busters
Growth Strategy of Tenpos Busters ■ Expansion toward a 300-store network in Japan! • Strategy①: In addition to comprehensive one-stop stores, we will develop specialised stores focused on specific products and industries. • Strategy②: Expand nationwide through the acquisition of, and capital allianc
Slide 20: Initiatives to Increase Average Transaction Value
Initiatives to Increase Average Transaction Value ◼ Capture the upstream phase of restaurant start-ups to secure higher transaction values. By capturing the upstream phase of restaurant start-ups, the Company aims to increase transaction value. While the total kitchen equipment and fixture cost for
Slide 21: Strengthen the Procurement of Used Commercial Kitchen Equipment
Strengthen the Procurement of Used Commercial Kitchen Equipment Initiatives to Increase Used Commercial Kitchen Equipment Procurement ■ To increase annual procurement volume from 44,000 units to 80,000 units in the current FY. • Increase procurement staff to expand sourcing capacity • Strengthen pro
Slide 22: F&B Business Targeting a ¥50 Billion Scale
F&B Business Targeting a ¥50 Billion Scale 21
Slide 23: Growth Strategy of Asakuma
Growth Strategy of Asakuma Accelerate growth under a dual FY2026 New Store Opening Plan leadership structure led by the Chairman and President ⚫ “Asakuma Steak Restaurant”３Shops • Strengthen sales capabilities to support new store openings and deliver the ⚫ Selected Offal Pub “Ebisu-San”５ Shops “Emo
Slide 24: Revolving Sushi Brand Yamato Sakana
Revolving Sushi Brand “Yamato Sakana” (joined Tenpos in September 2023) The Company holds licensed purchasing rights enabling direct procurement of seafood from fishing ports, serving as a key competitive advantage across its seafood wholesale, retail, food service, and tourism businesses. Food Serv
Slide 25: Sunrise Service (Joined Tenpos in July 2025)
Sunrise Service（Joined Tenpos in July 2025） 当第２四半期連結会計期間より新たに連結の範囲に含める フードデリバリー、仕出し・ケータリング、およびレストラン事業を展開。 当社グループにおける『食』の提供チャネル拡充と、さらなる顧客層の開拓に寄与。 Catering Business Restaurant Business 24
Slide 26: Marche (Equity Method, July 2025)
Marche (Accounted for using the equity method in July 2025) The Company operates a diverse portfolio of brands, including “Hakken-den,” a charcoal-grilled yakitori-focused brand, and “Suikoden,” a casual izakaya concept, among others. It is an authentic izakaya chain committed to handcrafted prepara
Slide 27: Reference
Reference 26
Slide 28: Tenpos embodies the SDGs
We Didn’t Realize This! A recycler with no mandatory retirement age Tenpos embodies the SDGs. ① Tenpos’ recycling business inherently embodies the SDGs, contributing to a circular economy through reuse of commercial kitchen equipment. ② Business support for small-scale restaurants, aiming to improve
Slide 29: Tenpos' Five-Year Vision
Tempos’ Five-Year Vision Our Visioin Social Value Economic Value To become an unshakable company by Market Capitalization of ¥200 billion delivering both hard and soft solutions Revenue of ¥200 billion to the food service industry Through the achievement of these targets, the Company aims to support
Slide 30: Shining-Black-Enterprise
Shining-Black-Entreprise Shining-Black-Entreprise means Black: Maintain a no-complaint mindset, demonstrate resilience and perseverance, and Continuously challenge beyond perceived limits Shining: Self-growth-driven program “Operation 115”: 50% income increase, more holidays, and ¥50 million in pers
Slide 31: Core Management Personnel of the Tenpos Group
Core Management Personnel of the Tenpos Group Merit-based promotions regardless of age President of D-Spark K. Ito, aged 43歳 President of Asakuma Chariman of Asakuma A president who seems Y. Hirota, aged 40 K. Shimizu, aged56 to be able to do President of Tenpos.com Former Sales Manager of Former ex
Slide 32: Personnel system
Personnel system While rigorously training disciples who will build “Tomorrow’s Tempos,” the Company is executing “Plan 115,” an initiative to enable 1,000 employees to accumulate ¥50 million in financial assets within 10 years. Fair and Objective Evaluation To Challenge Open and Transparent Bonus S
Slide 33: Training Programme
Training Programme Guided by the philosophy that “each individual decides their own life,” the Company provides training programs that support employees’ career advancement. ◼ Executive Training This program is designed for executive officers and senior management, and is conducted on a monthly basi
Slide 34: Preparedness to work - Tenpos Policy Elderly Edition
“Elderly” starts at age 90. Mandatory retirement abolished in 2005. Tenpos Busters’ employees aged 60 and over: 31% Mr. I. Ichie Mr.T. Motegi, Employee Ichinomiya Procurement Center Part of 19 years (74 years time employee,84 years old old) Five-days work per week Customer service skills Hobby: Read
Slide 35: Company Profile
Company Profile Tenpos Holdings Co., Ltd (Tokyo stock Exchange Standard Market) Head Office: 7/F, Sanyu Higashi Kamata Building, 2-30-7, Higashi Kamata, Ota Ward, Tokyo Establishment: 31st March, 1997 Business：Food Service Equipment Sales Business, Food Service Management Support Business, Restauran
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