Daiei Kankyo Co., Ltd. · TSE:9336
Daiei Kankyo — Q1 FY2027/3 Earnings Presentation
73 slides from Daiei Kankyo's earnings presentation, Aug 10, 2026
Slide 1: FY2027/3 1st Quarter Financial Results
Note: This document has been translated from the Japanese original for reference purposes only. In the event of any discrepancy between this translated document and the Japanese original, the original shall prevail. FY2027/３ 1st Quarter Financial Results Aug. 10, 2026 ［Securities Code：9336］
Slide 2: Executive Summary
Executive Summary FY2027/3 Net sales 24,136 million yen（Up 20.6％ year on year） 1Q Operating profit 5,598 million yen（Up 31.4％ year on year） Results EBITDA 8,778 million yen（Up 43.0％ year on year) Results Progress Rate Net sales 25.7% （First half: 52.1％） for FY2027/３ Operating profit 23.0％
Slide 3: Agenda
Agenda 1 About Sukarabesakure Co., Ltd. 2 FY2027/3 1Q Results 3 Progress Rate for FY2027/3 Forecasts ４ Shareholder Returns ５ About Daiei Kankyo Group ６ Growth Strategy 7 Appendix ©2026 DAIEI KANKYO All rights reserved. 3
Slide 4: 1. About Sukarabesakure Co., Ltd.
1. About Sukarabesakure Co., Ltd.
Slide 5: About Sukarabesakure Co., Ltd. – Contribution to Consolidated Results
About Sukarabesakure Co., Ltd. Contribution to Consolidated Results ⚫ Non-consolidated net sales/ ⚫ Amortization of goodwill ⚫ Contribution to consolidated Operating profit/ EBITDA*1 and of identifiable assets results*2 (million yen) ■Net sales ■Operating profit ■EBITDA (million yen) ■Goodwill ■Iden
Slide 6: Synergies from Making It a Consolidated Subsidiary
About Sukarabesakure Co., Ltd. Synergies from Making It a Consolidated Subsidiary Increasing Planned Enhancing Efficiency of Expanding Business Areas Annual Landfill Volume Long-Distance Transportation and Remaining Capacity The business areas have expanded by Significantly contributed to the With a
Slide 7: Contribution to the Capacity
About Sukarabesakure Co., Ltd. Contribution to the Capacity The 3rd Stage Controlled The 4th Stage Controlled Total（The 3rd + The 4th) Final Disposal Site Final Disposal Site Permitted capacity 3.870 million ㎥ 4.946 million ㎥ 8.817 million ㎥ Remaining capacity*1 2.095 million ㎥ 4.946 million ㎥ 7.041
Slide 8: 2. FY2027/3 1Q Results
2. FY2027/3 1Q Results ito Resources, Return @® DAIEI KANKYO
Slide 9: Consolidated Statements of Income
FY2027/3 1Q Results Consolidated Statements of Income FY2027/3 FY2026/3 （million yen） 1Q YTD 1Q YTD Year on Year Net sales 24,136 20,020 ＋20.6％ Operating profit 5,598 4,260 ＋31.4％ Operating profit margin 23.2％ 21.3% ＋1.9pt EBITDA 8,778 6,138 ＋43.0％ EBITDA margin*1 36.4％ 30.7% ＋5.7pt Ordinary profit
Slide 10: By Segment
FY2027/3 1Q Results By Segment FY2027/3 FY2026/3 （million yen） 1Q YTD 1Q YTD Year on Year Waste-related Business Net sales 23,414 19,345 ＋21.0％ Segment profit 5,601 4,350 ＋28.7％ Segment profit margin 23.9% 22.5% ＋1.4pt Other Businesses Net sales 721 674 ＋7.0％ Segment profit (loss) 14 (70) ー Segment
Slide 11: Net Sales by Business Domain
FY2027/3 1Q Results Net Sales by Business Domain FY2027/3 FY2026/3 （million yen） 1Q YTD 1Q YTD Year on Year Waste-related Business 23,414 19,345 ＋21.0％ Waste management and recycling 19,335 16,608 ＋16.4％ Soil remediation 2,049 1,051 ＋94.9％ Other（Waste-related Business） 2,030 1,685 ＋20.5％ Other Busin
Slide 12: Volume of Waste and Contaminated Soil Received
FY2027/3 1Q Results Volume of Waste and Contaminated Soil Received FY2027/3 FY2026/3 （thousand tons） 1Q YTD 1Q YTD Year on Year Waste 682 537 ＋27.0％ Contaminated soil 158 52 ＋200.6％ Waste volume received Contaminated soil volume received Increased due to an increase in the volume received for infr
Slide 13: Consolidated Net Sales Change Factors
FY2027/3 1Q Results Consolidated Net Sales Change Factors ✓ Waste management and recycling ：Increased due to an increase in the volume received for infrastructure development projects in the Kansai area, and the contribution of Sukarabesakure Co., Ltd. ✓ Soil remediation ：Increased due to a rise in
Slide 14: Consolidated Operating Profit Change Factors
FY2027/3 1Q Results Consolidated Operating Profit Change Factors ✓ Depreciation, ：Increased due to an increase in the volume received at final disposal sites, and the recognition of amortization of goodwill and cost of amortization of goodwill identifiable assets related to Sukarabesakure Co., Ltd.
Slide 15: Consolidated Balance Sheet
FY2027/3 1Q Results Consolidated Balance Sheet Total 260,191 Total 250,826 （million yen） Cash and deposits Interest- Cash and deposits 52,298 42,367 Interest- Current bearing Current Trade notes and Trade notes and bearing assets liabilities assets accounts receivable accounts receivable liabilities
Slide 16: 3. Progress Rate for FY2027/3 Forecasts
3. Progress Rate for FY2027/3 Forecasts
Slide 17: Progress Rate – Consolidated Statements of Income
Progress Rate for FY2027/3 Forecasts Consolidated Statements of Income ⚫ Our view as of the end of 1Q ✓ Both net sales and operating profit exceeded the forecasts due to an increase in volume received Progress rate Progress rate First half for first half Full year for full year （million yen） 1Q YTD
Slide 18: Progress Rate – By Segment
Progress Rate for FY2027/3 Forecasts By Segment ⚫ Our view as of the end of 1Q ✓ Waste-related Business : Both net sales and segment profit exceeded expectations driven significantly by an increase in volume of waste received for waste management and recycling ✓ Other Businesses : While net sales fe
Slide 19: Progress Rate – Net Sales by Business Domain
Progress Rate for FY2027/3 Forecasts Net Sales by Business Domain ⚫ Our view as of the end of 1Q ✓ Waste management and recycling ：Exceeded our expectations due to an increase in the volume of waste received ✓ Soil remediation ：Exceeded our expectations due to a rise in orders mainly for landfill an
Slide 20: Progress Rate – Volume of Waste and Contaminated Soil Received
Progress Rate for FY2027/3 Forecasts Volume of Waste and Contaminated Soil Received ⚫ Our view as of the end of 1Q ✓Waste ：Exceeded our expectations due to an increase in volume received from infrastructure development projects in the Kansai area ✓Contaminated soil ：Exceeded our expectations due to
Slide 21: 4. Shareholder Returns
4. Shareholder Returns Power to Turn into Resources, Return @® DAIEI KANKYO
Slide 22: Shareholder Returns
Shareholder Returns Maintaining target consolidated dividend payout ratio at 33% or higher in the period of the Medium-Term Management Plan (FY2026/3 to FY2028/3) Ensuring progressive dividends to achieve sustainable and stable shareholder returns Considering additional shareholder returns in
Slide 23: 5. About Daiei Kankyo Group
5. About Daiei Kankyo Group Power to Turn into Resources, Return to Né @® DAIEI KANKYO
Slide 24: Company Profile
Company Profile Established in 1979, Daiei Kankyo Co., Ltd. opened a final disposal site in Izumi City, Osaka and commenced operations. Our Group headquarters is currently on Rokko Island in Kobe City, Hyogo. Chairperson and Representative Director Fumio Kaneko was one of the original founders. 2,88
Slide 25: The History of Daiei Kankyo Group
The History of Daiei Kankyo Group We started out in the final disposal business and quickly shifted to waste volume reduction and recycling to ensure our continued competitiveness. Since then, we have developed a wide range of environmental-related businesses, including soil remediation, facility co
Slide 26: The Overview of Daiei Kankyo Group
The Overview of Daiei Kankyo Group Business Development Area (Waste Management Daiei Kankyo and Recycling Business Locations)*2 Consolidated subsidiaries: 47 companies*1 Mie Chuo Kyodoh Geo-Re Safety Eiwa Recycling Facilities :47 DINS Kansai Kaihatsu Doboku Japan Island Recycle Other Business Locati
Slide 27: Segment Overview
Segment Overview Core business: Waste management and recycling Waste-related Business 97% Approx. 80% Other Businesses 3% Segment sales: JPY 85.2 bn of net sales Segment sales: JPY 2.6 bn Valuable Resource Waste management and recycling 79.7% Percentage of net sales in Recycling Business ⚫Aluminum p
Slide 28: Strengths of Daiei Kankyo Group
Strengths of Daiei Kankyo Group Our 5 advantages in the core business 1 One-stop service 4 No. of business with municipalities ⚫ Handling all processes within our facilities provides peace of mind ⚫ Approximately 70% of our total permitted capacity is authorized for regarding traceability general wa
Slide 29: Business Model (Main Business Flow)
Business Model (Main Business Flow) Provide one-stop service Waste-related Business (Waste management and recycling) Daiei Kankyo Group’s Business Areas Intermediate treatment Non- Waste Collection and recyclable Final generators transportation Incineration and waste disposal ⚫ Municipalities Sortin
Slide 30: Breakdown of Net Sales
Breakdown of Net Sales Breakdowns on a Per-Process Basis and by Main Customer We are not dependent on any specific customer, and have a wide range of customers including municipalities, manufacturers, general contractors, and medical institutions. Breakdown Breakdown on a per-process basis by main c
Slide 31: Capacity Compared to Other Companies
Capacity Compared to Other Companies*1 Total Permitted Capacity*2 of Facilities (As of Jun. 30, 2026) Collection and Transportation Intermediate Treatment Final Disposal Total Permitted Capacity for Sorting, Total Permitted Capacity for Incineration Total Permitted Capacity Company-owned Vehicles Cr
Slide 32: Relationships with Municipalities
Relationships with Municipalities Expand scope of business and expand business area to nationwide As of Mar. 31, 2026 As of Aug. 10, 2026 Expand from the Kansai and Chubu No. of municipalities Disaster agreements areas to all of Japan we worked with*1 512 230 230 No. of Municipalities 512 We Work wi
Slide 33: Position Maps of the Industry
Position Maps of the Industry Position maps of Japanese waste management industry (Our analysis) We recognize that we are in a unique position in the industry in terms of our "one-stop treatment process," "wide operational area," and "variety of waste types handled," and we will continue to enhance
Slide 34: Overview of the Waste Management Business in Japan
Overview of the Waste Management Business in Japan Responsibility for general waste management lies with municipalities Waste classification Industrial waste General waste (Mainly business activities waste) (Mainly household waste) Responsibility Waste generators Municipalities Emissions*1 367 mn to
Slide 35: A Highly Fragmented Market with 120,000 Companies
Overview of the Waste Management Business in Japan A highly fragmented market with 120,000 companies Due to high proportion of small business High momentum for No company with a high market share industry restructuring Total net sales of top four companies: Reason for the abundance of JPY 389.8 bn M
Slide 36: Waste Management Markets in Japan, United States and Europe
Waste Management Markets in Japan, United States and Europe It is expected that consolidation of the kind seen in Europe and the United States will advance in Japan as well, where there is no company with a high market share. area Japan United States Europe Market Size*1 （as of 2023） JPY 9.4 tn JPY
Slide 37: 6. Growth Strategy
6. Growth Strategy Power to Turn into Resources, Return to Nature @® DAIEI KANKYO
Slide 38: Growth Measures (Capacity Expansion of Treatment Facilities)
Growth Measures (Capacity Expansion of Treatment Facilities) Steadily building the foundation for the vision for FY2031/3 As of the end of Facility expansion policy during the period of D-Plan 2028 Vision for FY2031/3 FY2025/3 Capital investment aimed at aggressive capacity expansion Sorting, crushi
Slide 39: Capital Investment Plan in the Future
Capital Investment Plan in the Future Capital Investment Plan FY2023/3 FY2024/3 FY2025/3 FY2026/3 FY2027/3 FY2028/3 FY2029/3 FY2030/3 FY2031/3 Incineration and Other Crushing Facility Final Disposal Site JPY 7.0 bn Heat Treatment Facility Plastic Recycling Facility JPY 0.8 bn JPY 12.8 bn JPY 3.6 bn
Slide 40: Increasing Capacity of Sorting, Crushing, and Recycling Facilities
Increasing Capacity of Sorting, Crushing, and Recycling Facilities and Soil Remediation Facilities New Facility Construction Sorting, Crushing, and Recycling Facility and Soil Remediation Facility DINS Kansai Co., Ltd. - RAC Recycle Center: Geo-Re Japan Inc. - Suehiro Plant: Plastic Recycling Facili
Slide 41: Initiatives for Plastic Recycling
Initiatives to Promote Carbon Neutrality (Advancing Resource Recycling Systems) Initiatives for Plastic Recycling ✓ With the installation of a new advanced plastic sorting facility and other equipment, we have established a more efficient plastic recycling system Industrial waste Plastic Recycling F
Slide 42: Initiatives regarding the Plastic Resource Circulation Act
Initiatives to Promote Carbon Neutrality（Advancing Resource Recycling Systems） Initiatives regarding the “Plastic Resource Circulation Act” ✓ In addition to the 7 companies which obtained accreditation for the “Recycling Business Plan”, recycling of materials similar to the that of accredited compan
Slide 43: Launched iCEP PLASTICS Total Coordination Service
Initiatives to Promote Carbon Neutrality（Advancing Resource Recycling Systems） Launched iCEP PLASTICS*1, a Total Coordination Service for Plastic Recycling through “Artery-Vein” Collaboration. ✓ One-stop support from collection to producing end products of waste plastics by leveraging the strengths
Slide 44: Increasing Capacity of Incineration and Other Heat Treatment Facilities
Increasing Capacity of Incineration and Other Heat Treatment Facilities New Facility Construction Incineration and Other Heat Treatment Facility Daiei Kankyo Co., Ltd. – Daiei Kankyo Co., Ltd. – Miki Recycle Center : Miki Biomass Factory Izumi Recycle Center : Izumi Energy Plaza ✓ Heat treatment fac
Slide 45: Public Private Partnership (PPP) Projects: 885 out of 1,788 municipalities
Public Private Partnership (PPP) Projects In municipalities facing declining populations, cutting general waste management costs is a top priority A total of 49.5% of municipalities in Japan are experiencing depopulation Shift general waste management 885 out of 1,788 municipalities *1 to the privat
Slide 46: Public Private Partnership (PPP) Projects
Public Private Partnership (PPP) Projects Use PPP schemes to promote integrated treatment of general waste and industrial waste across Japan City Challenges facing General Privately- Solving the challenges municipalities waste funded facility facing municipalities development ⚫Rising construction co
Slide 47: Characteristics of Public-Private Partnership Projects
Public-Private Partnership (PPP）Projects Characteristics of Public-Private Partnership Projects Based on Differences in Facility Development Models Public-Private Partnership Design Build Operate (DBO) Scheme （Our Initiative） （Standard Method for Developing Local Government Facilities） ✓ Provided by
Slide 48: Progress on Key Measures: PPP
Progress on Key Measures: PPP Previous Cases of PPP ➀ 5 towns In Kamimashiki-gun, ② Aioi, Hyogo ③ Tadaoka, Osaka Kumamoto Date of Date of Date of Agreement ✓ Oct. 2021 Agreement ✓ Oct. 2021 Agreement ✓ Feb. 2023 Business ✓ Mifune-machi, Kamimashiki-gun, Business Business ✓ Aioi, Hyogo ✓ Tadaoka, Sen
Slide 49: Increasing Capacity of Final Disposal Sites
Increasing Capacity of Final Disposal Sites New Facility Construction Final Disposal Site Mie Chuo Kaihatsu Co., Ltd. – Mie Recycle Center : Daiei Kankyo Co., Ltd. – Gobo Recycle Center : The 8th Stage Controlled Final Disposal Site The 2nd Stage Controlled Final Disposal Site ✓ Start of services ：
Slide 50: Expanding Business Areas Through M&A
Expanding Business Areas Through M&A Actively execute projects that are expected to generate synergies with core business (increase in volume received) nationwide regardless of area Focus on business in new areas in Particularly focus on addition to planned new expansion of projects in the Kanto are
Slide 51: M&A Latest Results
M&A Latest Results FY2026/3: Results Location ✓ Kyoto City, Kyoto ✓ Collection and transportation/ Business Recycling FY2025 Sales / ✓ JYP 681 mn / JPY 37 mn Operating profit Location ✓ Imari City, Saga ✓ Expansion of business area Business ✓ Final Disposal Our advantage for handling general waste t
Slide 52: M&A Latest Results
M&A Latest Results Location ✓ Nishinomiya City, Hyogo FY2026/3: Results ✓ Construction and maintenance of Business waste treatment plants FY2025 Consolidated Sales ✓ JPY 1,875 mn / JPY 24 mn / Operating profit ✓ Efficiency in equipment Our maintenance and new advantage installations through M&A ✓ In
Slide 53: The Future Vision of Daiei Kankyo Group
The Future Vision of Daiei Kankyo Group We aim to evolve as a company with the power to create better environments and deliver new value to society for the next generation through expansion of existing businesses, active M&A, building local circular ecological spheres throughout Japan, and initiativ
Slide 54: 7. Appendix
7. Appendix Power to Turn into Resources, Return to Nature @® DAIEI KANKYO
Slide 55: Identity
Identity With our strong commitment to creation, innovation, and Management Philosophy meeting challenges, we shall contribute to society while striving for the coexistence of human life, industry, and nature. Identity Since our founding in 1979, the Daiei Enhancing business continuity and evolving
Slide 56: Corporate Governance Structure
Corporate Governance Structure A Company with an Audit and Supervisory Committee General Meeting of Election／Discharge 5 Male Directors Shareholders 2 Female Directors Coordination （Proportion of female directors Election/Discharge 28.6%） Coordination 3 Directors Board of Directors Board Audit Audit
Slide 57: Human Capital Initiatives
Human Capital Initiatives Achievements and Targets of the Human Capital Initiatives of the Daiei Kankyo Group In order to achieve sustainable growth and increase corporate value for the Group, we recognize that expanding and diversifying human capital investment is an important management issue, and
Slide 58: Initiatives for Coexistence with Local Communities
Initiatives for Coexistence with Local Communities Promoting a society in which Promoting coexistence women actively participate with local communities INAC KOBE ／ Promoting development of women’s soccer Opening of “ROKKO i PARK” A total of 1.55 million visitors*1 since the reopening in March 2024 H
Slide 59: Efforts to Reduce CO2 Emissions
Efforts to Reduce CO2 Emissions Endorsement of TCFD and Information Disclosure We are working towards the government’s goal of carbon neutrality by 2050 by implementing climate change countermeasures based on the TCFD protocols and reducing greenhouse gas emissions in society as a whole. <Contributi
Slide 60: Efforts to Reduce CO2 Emissions
Efforts to Reduce CO2 Emissions Energy Value Creation by Miki Biomass Factory ✓ The power generated by the Miki Biomass Factory is supplied to various facilities in the Miki Recycle Center, and the surplus is sold ✓ As an initiative toward our medium-term target*1, we will buy back the environmental
Slide 61: Progress of D-Plan 2028: Trends in Each Indicator
Progress of the Medium-Term Management Plan, D-Plan 2028 Trends in Each Indicator FY2025/３ FY2026/３ FY2027/３ D-Plan 2028 （million yen） Results Results Forecasts Forecasts Net sales 80,178 87,855 93,900 100,000 Operating profit 21,548 22,189 24,300 25,000 Operating profit margin 26.9% 25.3％ 25.9％ 25.
Slide 62: Progress of D-Plan 2028: Progress of Strategy
Progress of the Medium-Term Management Plan, D-Plan 2028 Progress of Strategy Overview FY2026/３ Results Increase earnings in the recycling business Plastic recycling facility of DINS Kansai Co., Ltd. began through increased supply to the “artery” (e.g., operations Advance resource manufacturing) mar
Slide 63: Positioning of D-Plan 2028 (Partially Revised)
Progress of the Medium-Term Management Plan, D-Plan 2028 Positioning of the Medium-Term Management Plan: D-Plan 2028（Partially Revised） Current Medium-Term D-Plan 2028 Management Plan 2026–2028 2029–2031 2023–2025 Achieved all targets Building the foundation for FY2031/3 Accelerating contribution of
Slide 64: Maximizing EPS (Partially Revised)
Progress of the Medium-Term Management Plan, D-Plan 2028 Maximizing EPS（Partially Revised） Net sales EBITDA EBITDA margin FY2025/3 FY2028/3 FY2025/3 FY2028/3 FY2025/3 FY2028/3 JPY JPY JPY JPY 80.1 bn 100.0 bn 27.8 bn 38.0 bn 34.7 ％ 35.0％ CAGR 7.6％ CAGR 10.9％ or higher Operating profit Operating prof
Slide 65: Planned Increase in Volume Received
Progress of the Medium-Term Management Plan, D-Plan 2028 Planned Increase in Volume Received（Partially Revised） FY2025/3 FY2026/3 FY2027/3 FY2028/3 FY2028/3 （results） （results） （planned） （revised plan） （initial plan） Contaminated Contaminated Contaminated Contaminated Contaminated soil soil soil soi
Slide 66: Cash Allocation (Partially Revised)
Progress of the Medium-Term Management Plan, D-Plan 2028 Cash Allocation（Partially Revised） Growth investment JPY55.0 bn 90.0 bn ⚫ Active investment in projects that JPY contribute to maximizing volume M＆A or more received, with a focus on waste or more （＋JPY45.0 bn） management and recycling Cash on
Slide 67: FY2026/3 Results: Trends in Each Indicator
FY2026/3 Results Trends in Each Indicator ✓ ROE・Cost of Equity ✓ ROIC・WACC ✓ PBR*1・EPS*2 (yen) (ratio) 20.0% 20.0% 200.00 3.53 3.5 3.03 2.98 16.4% 15.7% 15.8% 15.5% 159.93 3.0 15.2% 14.0% 14.1% 13.7% 145.54 15.0% 15.0% 150.00 13.1% 136.44 2.5 2.23 11.5% 112.04 2.0 97.67 10.0% 10.0% 100.00 8.2% 7.7%
Slide 68: Various Indicators
FY2026/3 Results Various Indicators FY2026/3 FY2025/3 Year on Year ROE*1 15.5% 15.8% (0.3pt) ROIC*2 13.7% 14.1% (0.4pt) Net D/E ratio*3 0.6× 0.1× ー Note: Details of adjustment process for each indicator are described on p. 69 and after *1: ROE = Profit attributable to owners of parent / equity (aver
Slide 69: Reconciliation of ROE
【Reference】 Reconciliation of ROE （million yen） FY2022/3 FY2023/3 FY2024/3 FY2025/3 FY2026/3 Profit attributable to 8,870 10,494 13,591 14,364 15,845 owners of parent Equity*1 56,324 69,115 83,022 90,913 102,050 ROE 15.7% 15.2% 16.4% 15.8% 15.5％ *1: Equity is the sum of share capital, capital surplu
Slide 70: Reconciliation of ROIC
【Reference】 Reconciliation of ROIC （million yen） FY2022/3 FY2023/3 FY2024/3 FY2025/3 FY2026/3 Operating profit 12,840 16,623 19,714 21,548 22,189 Amortization of goodwill 736 212 360 447 1,228 Effective tax rate 30.6% 30.6% 30.6％ 30.6% 30.6％ NOPAT (Net Operating Profit After 9,419 11,681 13,928 15,2
Slide 71: Reconciliation of Net D/E Ratio
【Reference】 Reconciliation of Net D/E Ratio （million yen） FY2022/3 FY2023/3 FY2024/3 FY2025/3 FY2026/3 Net Interest-bearing debt 21,518 9,987 9,075 13,884 61,301 Equity 59,743 78,487 87,557 94,269 109,832 Net D/E ratio 0.4x 0.1x 0.1× 0.1× 0.6× ©2026 DAIEI KANKYO All rights reserved. 71
Slide 72: Reconciliation of EBITDA
【Reference】 Reconciliation of EBITDA （million yen） FY2022/3 FY2023/3 FY2024/3 FY2025/3 FY2026/3 Operating profit 12,840 16,623 19,714 21,548 22,189 Depreciation (excluding non- 6,249 5,413 6,190 5,828 8,491 operating expenses) Amortization of 736 212 360 447 1,228 goodwill EBITDA 19,826 22,250 26,26
Slide 73: Contact and Disclaimer
Contact: Corporate Strategy Planning Division Investor Relations/Sustainability Promotion Department TEL: +81-(0)78-857-6600 E-mail: ir@dinsgr.co.jp URL: https://www.dinsgr.co.jp/english/ Official Account Release of IR information Disclaimer Our plans, forecasts, strategies, etc. described in this m