Srs Holdings Co.,ltd. · TSE:8163
Srs Holdings Co.,ltd — FY3/26 Earnings Presentation
52 slides from Srs Holdings Co.,ltd's earnings presentation, May 19, 2026
Slide 1: Financial Results for the Fiscal Year Ended March 2026
Financial Results for the Fiscal Year Ended March 2026 May 19, 2026 SRS HOLDINGS CO., LTD. (Securities Code: 8163) © SRS HOLDINGS CO.,LTD. All rights reserved.
Slide 2: Agenda
01 FY3/26 Overview of Financial Results 3 02 Results by Main Business Format 12 03 Key Topics 15 04 FY3/27 Business Plan 23 05 Appendix 28 © SRS HOLDINGS CO.,LTD. All rights reserved. 2
Slide 3: FY3/26 Overview of Financial Results
01 FY3/26 Overview of Financial Results 3 02 Results by Main Business Format 12 03 Key Topics 15 04 FY3/27 Business Plan 23 05 Appendix 28 © SRS HOLDINGS CO.,LTD. All rights reserved. 3
Slide 4: FY3/26 Consolidated Financial Highlights
FY3/26 Consolidated Financial Highlights Net sales Record Operating profit Record Ordinary profit Record high high high 76,421 million yen 3,051 million yen 2,994 million yen Up 13.3% YoY Up 13.9% YoY Up 17.9% YoY Number of restaurants Overview Number of Group ◼ Record highs in net sales, operating
Slide 5: FY3/26 Consolidated Profit and Loss
FY3/26 Consolidated Profit and Loss ◼ Net sales increased by 8,943 million yen year on year mainly due to a rise in average sales per customer as a result of various menu measures including price revisions, an increase in revenue from M&As, and contributions from new restaurant openings. ◼ Profit at
Slide 6: FY3/26 Consolidated Balance Sheet
FY3/26 Consolidated Balance Sheet Equity ratio increased year on year due to an increase in net assets as a result of profit attributable to owners of parent. ◼ Increase in current assets: mainly due to increases in cash and cash equivalents and accounts receivable – trade. ◼ Decrease in non-current
Slide 7: FY3/26 Consolidated Cash Flows
FY3/26 Consolidated Cash Flows Net interest-bearing debt at the end of FY3/26 decreased by 1,241 million yen year on year due to improved ability to generate operating cash flow through business growth, improved investment efficiency, and the sale of investment securities. ◼ Increase in cash flows f
Slide 8: FY3/26 YoY Changes in Consolidated Net Sales
FY3/26 YoY Changes in Consolidated Net Sales Net sales significantly exceeded the previous fiscal year’s results due to the contribution to consolidated results from M&A and the significant increase in sales in existing restaurants (up 8,943 million yen YoY). 79,000 (Millions of yen) 480 77,000 57 1
Slide 9: FY3/26 YoY Changes in Consolidated Net Sales by Business
FY3/26 YoY Changes in Consolidated Net Sales by Business ◼ Exceeded the previous year’s net sales in all businesses. ◼ In addition to the full-year contribution to net sales from the Amino business acquired as a subsidiary in the previous fiscal year and the start of consolidation of SUSHI BENKEI, w
Slide 10: FY3/26 YoY Changes in Consolidated Operating Profit
FY3/26 YoY Changes in Consolidated Operating Profit ◼ Operating profit overall increased (up 373 million yen YoY) due to an approximately 4,000 million yen increase in revenue from existing businesses, despite an increase in costs from a sharp rise in raw material prices and personnel expenses. 5,50
Slide 11: FY3/26 Quarterly Results
FY3/26 Quarterly Results ◼ In 4Q, both net sales and ordinary profit increased year on year due to strong performance in net sales of existing businesses and the start of consolidation of SUSHI BENKEI, which became a subsidiary in September 2025. ◼ Net sales (Millions of yen) FY3/24 FY3/25 FY3/26 ◼
Slide 12: Results by Main Business Format
01 FY3/26 Overview of Financial Results 3 02 Results by Main Business Format 12 03 Key Topics 15 04 FY3/27 Business Plan 23 05 Appendix 28 © SRS HOLDINGS CO.,LTD. All rights reserved. 12
Slide 13: FY3/26 Same-Store Sales by Major Business Format (Sales)
FY3/26 Same-Store Sales by Major Business Format (Sales) ◼ Sales in both the “Washoku Sato” and “Nigiri Chojiro” formats generally above 100% year on year in FY3/26. YoY change in Same-Store Sales for two major business formats (%) (adjusted for characteristics of day of week) 120.0 4Q FY3/25 1Q FY3
Slide 14: FY3/26 Same-Store Sales by Major Business Format (Customers, Average Sales)
FY3/26 Same-Store Sales by Major Business Format (Number of Customers, Average Sales per Customer) Average sales per customer rose due to menu measures at both “Washoku Sato” and “Nigiri Chojiro”, and initiatives are planned to increase the number of customers in FY3/27. YoY change in the number of
Slide 15: Key Topics
01 FY3/26 Overview of Financial Results 3 02 Results by Main Business Format 12 03 Key Topics 15 04 FY3/27 Business Plan 23 05 Appendix 28 © SRS HOLDINGS CO.,LTD. All rights reserved. 15
Slide 16: Basic Policy and Key Strategies of the Medium-term Business Plan
Basic Policy and Key Strategies of the Medium-term Business Plan For details on the Medium-term Business Plan, please refer to pages 36-40 of this document or our website. https://srsholdings.com/pages/ir-vision/ <Basic Policy> Dramatically develop existing businesses and establish a new earnings ba
Slide 17: Key Strategy I Establishing “Washoku Sato” as a National Brand
Key Strategy I Establishing “Washoku Sato” as a National Brand ◼ The three restaurants opened in Okayama, a new business area, performed well. ◼ In FY3/27, we will further accelerate restaurant openings in Chugoku and Shikoku to lay the groundwork for the creation of a national brand. Strong start i
Slide 18: Key Strategy I Establishing “Washoku Sato” as a National Brand
Key Strategy I Establishing “Washoku Sato” as a National Brand ◼ As an existing restaurant measure, we are promoting the renovation of stores to enhance the “a cozy and happy time” experience, and the Kishidado store renovated in March 2026, a model case for renovations, is performing well. ◼ We are
Slide 19: Key Strategy II Overwhelming No.1 Position in Gourmet Sushi Chain Segment
Key Strategy II Achieving the Overwhelming No.1 Position in the Gourmet Sushi Chain Segment ◼ “Nigiri Chojiro” opened a new type of flagship restaurant in March 2026, and two new “Umai Sushikan” restaurants were opened in new business areas, both of which performed well. ◼ Profitability of “Kaiten S
Slide 20: Key Strategy II Overwhelming No.1 Position in Gourmet Sushi Chain Segment
Key Strategy II Achieving the Overwhelming No.1 Position in the Gourmet Sushi Chain Segment ◼ We estimate the gourmet sushi market to be approximately 150 billion yen, and the market is characterized by a fragmented share structure across regions and chains. The SRS Group holds approximately a 16% s
Slide 21: Key Strategy II Overwhelming No.1 Position in Gourmet Sushi Chain Segment
Key Strategy II Achieving the Overwhelming No.1 Position in the Gourmet Sushi Chain Segment ◼ The SRS Group aims to achieve the overwhelming No. 1 position in terms of quality, number of stores, sales area, and sales scale by strengthening its dominant position in each region and grouping companies
Slide 22: Key Strategies III and IV Initiatives
Key Strategies III and IV Initiatives ◼ Initiatives aimed at “establishing businesses as the third and fourth pillars of earnings” and “strengthening group functions and promoting sustainable management to support net sales of more than 100 billion yen,” which are key strategies of the Medium-term B
Slide 23: FY3/27 Business Plan
01 FY3/26 Overview of Financial Results 3 02 Results by Main Business Format 12 03 Key Topics 15 04 FY3/27 Business Plan 23 05 Appendix 28 © SRS HOLDINGS CO.,LTD. All rights reserved. 23
Slide 24: FY3/27 Business Plan
FY3/27 Business Plan ◼ Forecasts for FY3/27, the second year of the Medium-term Business Plan, are expected to be in line with the Medium-term Business Plan, based on the increase in sales at existing restaurants and the contributions from new restaurants, while higher raw materials prices and perso
Slide 25: FY3/27 Restaurant Openings by Business Format
FY3/27 Restaurant Openings by Business Format ◼ A total of 40 restaurant openings (37 directly-managed, 3 franchise) are planned in the domestic restaurant businesses in FY3/27 (22 in FY3/26). FY3/27 No. of restaurants Figures in parentheses represent franchised and joint No. of restaurants at No. o
Slide 26: Return to Shareholders
Return to Shareholders ■ Dividend results and dividend forecast In principle, the basic policy is to determine dividends to aim for a ▼ Dividends per share and consolidated dividend payout ratio consolidated dividend payout ratio of 20% or more. We will promote a (Yen) flexible dividend policy with
Slide 27: FY3/26 Financial Results Briefing
FY3/26 Financial Results Briefing ◼ The Company holds financial results briefings for institutional investors and analysts for the interim and full-year periods. ◼ The next full-year financial results briefing is scheduled for 15:30 to 16:30 on Monday, May 25, 2026. <Information on financial results
Slide 28: Appendix
01 FY3/26 Overview of Financial Results 3 02 Results by Main Business Format 12 03 Key Topics 15 04 FY3/27 Business Plan 23 05 Appendix 28 © SRS HOLDINGS CO.,LTD. All rights reserved. 28
Slide 29: About SRS Holdings Company profile
About SRS Holdings Company profile Characteristics of the SRS Group Year of establishment Paid in capital • Develops Japanese food restaurants in Japan and overseas As of March 31, 2026 • Establishes a dominant position in the Kansai region • Develops directly-managed stores mainly in 1968 11,077 mi
Slide 30: About SRS Holdings Philosophy
About SRS Holdings Philosophy Contributing to society through providing food services. Management principles Aiming to realize our dreams Sharing enjoyment Loving communities and with partners. with others. developing symbiotic relationships. © SRS HOLDINGS CO.,LTD. All rights reserved. 30
Slide 31: About SRS Holdings 780 restaurants
About SRS Holdings Number of domestic restaurants (757) [As of March 31, 2026] 201 stores 131 stores 73 stores 63 stores 59 stores Sushi delivery 52 stores 35 stores 26 stores 24 stores 9 stores business 12 stores 8 stores 7 stores 5 stores 6 stores 4 stores 1 store 1 store 1 store 1 store M&S FC 1
Slide 32: SRS Group Major Brands
SRS Group Major Brands ■ Japanese-style family restaurants ■ Washoku Sato The largest chain of Japanese-style family restaurants in Japan. The all-you-can-eat menu items “Sato Shabu,” “Sato Suki,” and “Sato Style Yakiniku” are very popular. ■ Gourmet sushi ■ Katsugyo Kaiten Sushi Nigiri Chojiro A go
Slide 33: SRS Group Major Brands
SRS Group Major Brands ■ Gourmet sushi ■ Kaiten Sushi Hokkaido & Sushi Benkei The brand is popular in the San’in region for serving fresh and big sushi. Fresh fish served at the restaurants are purchased daily from ports across Japan, including Sakai port, which is one of the leading ports in Japan.
Slide 34: SRS Group Major Brands
SRS Group Major Brands ■ Rice bowls, set meals and others ■ Tendon Tempura Honpo Santen Authentic tendon and tempura are served based on the concept of “Quick, Low-Price and Really Hot.” A fast casual restaurant business that offers authentic tendon and tempura at the lowest price range. ■ Miyamoto
Slide 35: SRS Group Major Brands
SRS Group Major Brands ■ Rice bowls, set meals and others ■ Tamagoyaki and Dashi Himawari The meals served mainly consist of the signature tamagoyaki (akashiyaki), which reproduces the authentic flavor of the original in Akashi. The chefs are committed to making fluffy tamagoyaki in-store for each o
Slide 36: Summary of the Medium-term Business Plan SRS VISION 2030
Summary of the Medium-term Business Plan SRS VISION 2030 “Entertain with heartwarming Japanese cuisine, from Japan to the world.” We aim to become a social infrastructure for food that is essential for people around the world by bringing affordable, casual, and approachable Japanese cuisine througho
Slide 37: Summary of the Medium-term Business Plan
Summary of the Medium-term Business Plan <Basic Policy> Dramatically develop existing businesses and establish a new earnings base to become the unrivaled No. 1 Japanese restaurant chain <Key Strategy Ⅰ > <Key Strategy Ⅱ > <Key Strategy Ⅲ > Establishing “Washoku Sato” “Nigiri Chojiro” and Establish
Slide 38: Consolidated Numerical Targets for SRS VISION 2030
Consolidated Numerical Targets for SRS VISION 2030 ◼ By implementing the four key strategies, we will achieve increases in net sales and profits, as well as improvements in profitability and return on capital. Implementing four key strategies <Existing stores> Improve profitability <<Financial impac
Slide 39: Consolidated Numerical Targets for SRS VISION 2030
Consolidated Numerical Targets for SRS VISION 2030 (Millions of yen) Net sales 115,000 (Millions of yen) Ordinary profit 103,000 Over 2.4 times 92,000 6,000 83,000 76,421 67,478 4,700 3,600 CAGR 2,539 2,994 3,000 over 11% FY3/25 FY3/26 FY3/25 FY3/26 25/3期実績 26/3期実績 27/3期 FY3/27 28/3期 FY3/28 29/3期 FY
Slide 40: Management Initiatives Focused on Cost of Capital
Management Initiatives Focused on Cost of Capital ■ Policy on initiatives aimed at enhancing corporate value Policy Specific Initiatives KPIs • Improve profitability of existing businesses. Maintain ROE of over 8% Improvement of ROE • Appropriate return to shareholders. FY3/30 target: Over 12% • Res
Slide 41: Sustainability Initiatives
Sustainability Initiatives • Basic policy on sustainability Business activities of the SRS Group are guided by the philosophy of “contributing to society through providing food services.” We are dedicated to growing together with all stakeholders, including customers, employees, business partners, s
Slide 42: Sustainability Initiatives: DREAM
Sustainability Initiatives Key themes Details of Initiatives Applicable SDGs Aiming to realize our dreams with partners. Encouraged employees to use annual paid leave and to take 7 consecutive vacation days Continued the employee parent-child discount to assist with caring for children at all Washok
Slide 43: Sustainability Initiatives: LOVE
Sustainability Initiatives Key themes Details of Initiatives Applicable SDGs Loving communities and developing symbiotic relationships. Promoted mottECO activities Activities to reduce waste Participated in the “Eat Everything Campaign” conducted by local governments materials Donated to food banks
Slide 44: Sustainability Initiatives
Sustainability Initiatives Activities to reduce food waste 〇 What is mottECO? • A new doggy bag idea begun by the Ministry of the Environment in October 2020. It was selected through a contest as a new name for taking home leftovers from restaurants, carried out based on mutual agreement between the
Slide 45: New Restaurants Opened in FY3/26
New Restaurants Opened in FY3/26 Shinpachi Shokudo Zest Oike, Kyoto Pref. Torisho Unuma, Gifu Pref. opened on April Oogamaya Seishin-chuo Plenty, Hyogo Pref. opened on April 3, 2025 4, 2025 opened on April 15, 2025 Torisho Yaenosato, Osaka Pref. opened on Torisho Iwaki Onahama, Fukushima Pref. Toris
Slide 46: New Restaurants Opened in FY3/26
New Restaurants Opened in FY3/26 Washoku Sato Kurashiki Higashitomii, Himawari Ecoll Izumi, Osaka Pref. opened Tokutoku Udon Wakayama Naka, Okayama Pref. opened on June 20, 2025 on July 9, 2025 Wakayama Pref. opened on July 14, 2025 Katsuya Takatsuki Minami, Osaka Pref. SATO don Central Plaza Rayong
Slide 47: New Restaurants Opened in FY3/26
New Restaurants Opened in FY3/26 Karayama Osakasayama, Osaka Pref. SATO don Lotus’s Eatery Srinakarin, SATO don Central Plaza Rayong, Thailand opened on September 26, 2025 Thailand opened on October 1, 2025 opened on October 1, 2025 Torisho Minamimorimachi, Osaka Pref. opened on Torisho JR Tsukaguch
Slide 48: New Restaurants Opened in FY3/26
New Restaurants Opened in FY3/26 Washoku Sato Kurashiki Kita, Okayama Pref. Torisho Takashimadaira, Tokyo Pref. Popolamama Sorio Takarazuka, Hyogo Pref. opened on November 10, 2025 opened on November 11, 2025 opened on November 12, 2025 Shinpachi Shokudo Nagoya Fushimi, Aichi SATO don Seacon Square
Slide 49: New Restaurants Opened in FY3/26
New Restaurants Opened in FY3/26 Torisho Wakayama Naka, Wakayama Pref. Beefsteak Ushinofuku Uehonmachi YUFURA, opened on December 11, 2025 Washoku Sato Moriyama Shidami, Aichi Osaka Pref. opened on December 10, 2025 (alongside an existing Tokutoku Udon) Pref. opened on January 11, 2026 Umai Sushikan
Slide 50: New Restaurants Opened in FY3/26
New Restaurants Opened in FY3/26 Mister Donut Al Plaza Hirakata, Osaka Pref. Tendon Tempura Santen Nagai Ekimae, Umai Sushikan Yutorogi Maebashi Amagawa, opened on March 13, 2026 Osaka Pref. opened on March 27, 2026 Gunma Pref. opened on March 31, 2026 Nigiri Chojiro Wakayama Hirai, Wakayama Pref. o
Slide 51: IR Information
IR Information ■Official website <IR site> ■Shared Research Providing information for shareholders and investors. As a sponsored research report, detailed information Monthly information and various IR materials are also on IR is posted. posted on the IR website https://sharedresearch.jp/ja/companie
Slide 52: Contact Information
Contact Information SRS HOLDINGS CO., LTD. IR & Public Relations Dept. (Sasaki, Kamitani) TEL: +81-6-7410-5067 Email: srsir@sato-rs.jp The business performance forecast in this material is based on information that was available at the time of this presentation. Contained within are many uncertain e