Yuasa Co. Ltd. · TSE:8074
Yuasa — FY2025 Earnings Presentation
33 slides from Yuasa's earnings presentation, May 12, 2026
Slide 1: FY2025 Financial Results Briefing
(8074／TSE) FY2025 Financial Results Briefing May 12, 2026 YUASA CO., LTD. President and CEO Hiroyuki Tamura Since 1666 All Rights Reserved. Copyright YUASA CO.,LTD. 2026
Slide 2: History
History Year History 1666 (Kanbun 6) Founded in Kyoto by Shokuro Yuasa as a charcoal shop 1671 (Kanbun 11) Closed the charcoal shop and opened a knives wholesale store 1674 (Enpo 2) Opened an outlet in Edo (Tokyo) 1816 (Bunka 13) Opened an outlet in Osaka For the purpose of domestic production of We
Slide 3: Change of Company Name
Change of Company Name On April 1, 2026, YUASA TRADING CO., LTD. changed its name to "YUASA CO., LTD." The new company name reflects our unwavering determination for the future, which goes beyond the conventional framework to: • Create new value that goes beyond "Trading" together with our business
Slide 4: Our Business Model
Our Business Model Major Suppliers Major Customers Users YUASA's Business Field About 6,000 About 20,000 Okuma Manufacturing Machine tool & equipment dealers Makino Machine tool dealers Manufacturing industry FANUC DAIFUKU Exports Overseas TSUGAMI subsidiaries KITO Tungaloy Housing environment Housi
Slide 5: Table of Contents
01 FY2025 Financial Results Overview Review of Previous Long-term Vision and Table of Contents 02 Previous Mid-Term Management Plan Long-term Vision "YUASA vision 370" and Mid- 03 Term Management Plan "Reborn 2031" All Rights Reserved. Copyright YUASA CO.,LTD. 2026 4
Slide 6: FY2025 Financial Results Overview
01 FY2025 Financial Results Overview All Rights Reserved. Copyright YUASA CO.,LTD. 2026 5
Slide 7: Full-Year Results
Unit: 100 million yen (rounded down) Full-Year Results Percentages are rounded to the nearest displayed digit ✓ All profit levels reached record highs Results Plan 3/2024 3/2025 Year on Year 3/2025 Comparison with plan Net sales 5,283 5,450 +3.1% 5,500 99.1% Gross profit 613 650 (Percentage) +6.1% (
Slide 8: Segment Performance
Unit: 100 million yen (rounded down) Segment Performance Percentages are rounded to the nearest displayed digit ✓ Although the recovery of machine tools was delayed, growth in the home building and environment building sectors led to an increase in sales and profit. Net sales Operating income 3/2024
Slide 9: Consolidated Balance Sheet
Unit: 100 million yen (rounded down) Consolidated Balance Sheet Percentages are rounded to the nearest displayed digit ✓ Shareholder's Equity Ratio: 39.5% Balance Sheet Status Comparative Consolidated Balance Sheet [Major Breakdown] Previous Current ± Current Assets 2,103 2,152 +49 Tangible Fixed As
Slide 10: Consolidated Cash Flow Statement
Unit: 100 million yen (rounded down) Consolidated Cash Flow Statement ✓ Repayment of short-term borrowings Item Previous Current ± Main Reason Increase/decrease in trade payables +11.4 billion yen Operating activities 159 195 +35 Increase/decrease in trade receivables (8.2 billion yen) Investing act
Slide 11: Review of Previous Long-term Vision and Previous Mid-Term Management Plan
Review of Previous Long-term Vision (YUASA VISION 360) and 02 Previous Mid-Term Management Plan (Growing Together 2026) All Rights Reserved. Copyright YUASA CO.,LTD. 2026 10
Slide 12: YUASA VISION 360: Quantitative Results
Unit: 100 million yen (rounded down) YUASA VISION 360: Quantitative Results Percentages are rounded to the nearest displayed digit ✓ Net sales and profit grew steadily, overcoming the temporary decline caused by the COVID-19 pandemic ✓ Increase in SG&A expenses was covered by the increase in gross p
Slide 13: YUASA VISION 360: Growth Strategy
Unit: 100 million yen (rounded down) YUASA VISION 360: Growth Strategy Percentages are rounded to the nearest displayed digit ✓ Agilely added strategic fields, centered on strengthening Core Business and developing new markets ✓ While pioneering new business areas progressed, results showed room for
Slide 14: Growing Together 2026: Financial KPI
Unit: 100 million yen (rounded down) Growing Together 2026: Financial KPI ✓ In parallel with current business growth, we are promoting market development, functional enhancement, and product development for future growth. FY2023 Results FY2024 Results FY2025 Results Main Initiatives and Progress [Pr
Slide 15: Growing Together 2026: Non-financial KPI
Growing Together 2026: Non-financial KPI Percentages are rounded to the nearest displayed digit ✓ Steady progress in HR development and reduction of total working hours ✓ Continue to work on improving non-financial value from the perspective of strengthening the human resource base in the next plan
Slide 16: Ongoing Issues and Direction for the Next Plan
Ongoing Issues and Direction for the Next Plan Ongoing Issues for the Next Plan • Financial base and capital efficiency remain in good condition, but there is still room for improvement Internal Environment • Redefinition of strategy is necessary based on the summary of the Growth Strategy and the f
Slide 17: Long-term Vision YUASA vision 370 and Mid-Term Management Plan Reborn 2031
Long-term Vision "YUASA vision 370" and Mid- 03 Term Management Plan "Reborn 2031" Senior Executive Officer, Assistant to the President Hideaki Murayama All Rights Reserved. Copyright YUASA CO.,LTD. 2026 16
Slide 18: Self-introduction: Hideaki Murayama
Self-introduction Senior Executive Officer, Assistant to the President Hideaki Murayama Born July 3, 1970, from Saitama, Japan Career Summary Joined the YUASA TRADING（currently YUASA） April 1994 Kanto Building Materials Engineering Department April 2006 Seconded to YUASA HIRANO (currently YUASA QUOV
Slide 19: Formulation of Group Vision
Formulation of Group Vision ✓ Formulated a new vision for the YUASA Group looking ahead to our 400th anniversary The society we want to realize Supporting the foundations of society with the power of connecting, and realizing a prosperous future that is resilient to change Our ideal state Nurturing
Slide 20: New Long-Term Vision and New Mid-Term Management Plan
New Long-Term Vision and New Mid-Term Management Plan ✓ The nine-year "YUASA VISION 360" ending in FY2025 March has concluded ✓ The next five years will focus on building a foundation for continuous growth as "YUASA vision 370" ※ [Overseas Strategy] While overseas transaction volume (imports and ove
Slide 21: New Long-term Vision and Mid-Term Plan: YUASA vision 370
New Long-term Vision and New Mid-Term Management Plan ✓ Promoting the Strengthening of Three Foundations: Business, Human Resources, and Management 【YUASA vision 370】 All Rights Reserved. Copyright YUASA CO.,LTD. 2026 20
Slide 22: Strengthening the Business Foundation
Strengthening the Business Foundation • Based on our strength in the customer network, while complementing and strengthening functions and creating value Key Points By running an endless loop of problem-solving for social and market issues, we will achieve long-term growth together with our business
Slide 23: Business Fields and Growth Strategy
Strengthening Business Foundation: Business Fields and Growth Strategy ✓ Redefining and reorganizing business fields and growth strategies to be deployed ✓ Strengthening both "deepening existing markets" and "developing new markets" with four growth strategies as driving forces Manufacturing Oversea
Slide 24: Strengthening Business Foundation: Overseas Strategy
Strengthening Business Foundation: Overseas Strategy ✓ Comprehensive development of strengths in multiple fields cultivated in domestic business for overseas markets with large growth potential Basic Policy and Strategy • Demonstrating comprehensive capabilities at overseas bases • Horizontal expans
Slide 25: "TSUNAGU" Innovation
Strengthening Business Foundations: "TSUNAGU" Innovation What is "TSUNAGU" Innovation? • A development model that creates new value by combining various elements in a multifaceted way to address issues and needs that cannot be solved by a single company or product • By connecting various elements, w
Slide 26: Strengthening Business Foundation: Carbon Neutrality
Strengthening Business Foundation: Carbon Neutrality ✓ Changed carbon neutrality target from fiscal 2030 to fiscal 2050 ✓ Aiming to contribute to the entire value chain, focusing on reducing environmental impact through core business Composition of CO2 emissions for our entire business Scope 1 & 2 B
Slide 27: Strengthening Human Resources Foundation
Strengthening Human Resources Foundation Our ideal state A state where company growth and employee growth are linked in a demanding yet rewarding environment Improving Engagement Pursuit of "Job Satisfaction" and "Ease of Work" • Unleashing potential • Balancing "job satisfaction" and "ease of • Val
Slide 28: Strengthening Management Foundation
Strengthening Management Foundation ✓ Strengthening the management foundation from four aspects Strengthening Governance • Development of a risk monitoring system for strengthening risk-based management • Strengthening the three lines model of internal auditing Creating Infrastructure to Realize Bus
Slide 29: Management Foundation: Investment Strategy
Strengthening Management Foundation: Investment Strategy ✓ [Aggressive Stance] Execute investments aggressively while maintaining discipline, without being bound by investment frameworks ✓ [Soundness] Stably implement business strengthening investments and returns based on stably generated operating
Slide 30: Shareholder Return Policy
Shareholder Return Policy ✓ Implemented in accordance with the previous Mid-Term Management Plan policy of "shareholder return ratio of 33% or more" and "DOE of 3.5% or more" ✓ Under the new policy, "progressive dividends," "shareholder return ratio of 35% or more," and "DOE of 3.5% or more" shall b
Slide 31: FY2026 March Quantitative Plan
Unit: 100 million yen (rounded down) FY2026 March Quantitative Plan Percentages are rounded to the nearest displayed digit FY2025 March Results FY2026 Plan Item 2Q Full Year 2Q YoY Change Full Year YoY Change Net sales 2,507 5,450 2,517 +0.4% 5,460 +0.2% Operating income 62 167 64 +2.2% 170 +1.6% (P
Slide 32: Reborn 2031 Quantitative Plan
Reborn 2031 Quantitative Plan Percentages are rounded to the nearest displayed digit Non-financial KPI FY2025 Results Plan Percentage of women in management positions 2.0% [FY2030] 5.0 % or more Percentage of diverse human resources in new graduate recruitment (Women in management track positions, f
Slide 33: Disclaimer
Disclaimer The forecasts and forward-looking statements contained in this material are based on available information, certain assumptions, and expectations as of the date of this material's announcement. Therefore, actual business results and outcomes may differ significantly due to various risks a