Slide 1: Q3 FY2026 Supplementary Materials for Consolidated Financial Results
TMH, Inc. Q3 FY2026 (Fiscal Year Ending November 2026) Supplementary Materials for Consolidated 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 origina
Slide 2: To Our Shareholders
Introduction To Our Shareholders The semiconductor market is growing remarkably, driven by technological innovations such as AI, quantum computing and IoT, and is gaining ever greater presence as a strategically important industry that shapes the competitiveness of every sector. Against this backdro
Slide 3: Agenda
AGENDA Q3 FY2026 Consolidated Results: Executive Part 1 Summary Part 2 Growth Strategy: Medium-Term Management Plan Part 3 Business Fundamentals Business Overview / Market Environment / Competitive Advantages Appendix 3 ©2026 TMH Inc. All Rights Reserved.
Slide 4: Executive Summary: Q3 YTD Consolidated Results
Executive Summary | Q3 YTD Consolidated Results 01 Q3 YTD consolidated results: net sales of ¥2.51bn and operating loss of ¥122M ◼ Q3 YTD Consolidated Results (Unit: ¥ million) Full-Year Consolidated Q3 YTD Progress vs. Forecast Item Forecast Consolidated Results (Difference) (Revised July 15, 2026)
Slide 5: Executive Summary: Financial and Business Foundations
Executive Summary | Financial and Business Foundations 02 Advance-payment model underpins financial soundness; business foundation remains solid Financial Base (as of end of Q3) Business Base Cash and deposits ¥1,496M 400+ companies Secured M&A funds for future growth through the May 2026 equity fin
Slide 6: KPIs: Parts & repair above prior year
APPENDIX A KPIs: Parts & repair above prior year; equipment sales diversifying procurement channels Parts sales & repair services exceeded the prior year and remained solid as a stable revenue source Equipment sales order backlog down 68% YoY. Diversifying procurement channels to build orders for ne
Slide 7: Business Topics: Strengthening Global Sales and Technical Capabilities
APPENDIX A Business Topics: Strengthening Global Sales and Technical Capabilities Established a subsidiary in China to further strengthen sales and growth Overview ■ Subsidiary in Shanghai, China began operations in October 2026 • Several Chinese employees stationed locally ■ Purpose of establishmen
Slide 8: Cross-border EC: Parts sales & repair services keep growing
APPENDIX A Cross-border EC: Parts sales & repair services keep growing; re-acceleration in FY2027 Parts sales & repair services using cross-border EC plan to re-accelerate by strengthening the supplier base Parts Sales & Repair: Net Sales (¥M) Ramp-up period FY2027 Re-acceleration Driver: Stronger S
Slide 9: Agenda
AGENDA Part 1 Q3 FY2026 Consolidated Results: Executive Summary Part 2 Growth Strategy: Medium-Term Management Plan Part 3 Business Fundamentals Business Overview / Market Environment / Competitive Advantages Appendix 9 ©2026 TMH Inc. All Rights Reserved.
Slide 10: The Future Semiconductor Manufacturing Supply Chain as We See It
The Future Semiconductor Manufacturing Supply Chain as We See It Toward a model that prioritizes a highly efficient supply chain premised on a "circular" business ◼ In a society of rising uncertainty—resource depletion, conflict, and fragmentation—circular design to achieve "never-stop manufacturing
Slide 11: Medium- to Long-Term Target: Vision1000
Medium- to Long-Term Target: Vision1000 We aim to grow into a company with net sales of ¥100bn over the medium to long term TMH will evolve from after-sales equipment lifecycle support into a “Semiconductor Manufacturing Integrator” that supports manufacturing end-to-end through platforms Vision1000
Slide 12: Vision1000 Roadmap
Vision1000 Roadmap From after-sales services to a “Semiconductor Manufacturing Integrator”: Roadmap to ¥100bn Accelerating organic growth and pursuing inorganic growth to achieve Vision1000 Up to FY2025 FY2026–FY2028 203X Phase 1 Phase 2 Phase 3 Net sales ¥8.6bn Net sales* ¥18.0bn Net sales* ¥100bn
Slide 13: Medium- to Long-Term Growth Image (Net Sales)
Medium- to Long-Term Growth Image (Net Sales) Broadening the portfolio through distribution and M&A, aiming for ¥100bn in net sales ◼ Adding the distributor business and white-space M&A as medium- to long-term growth drivers ◼ A distributor is effectively each equipment maker's "face" in Japan, not
Slide 14: Medium- to Long-Term Growth Image (Operating Profit)
Medium- to Long-Term Growth Image (Operating Profit) Targeting ¥15bn operating profit through high-margin growth and an evolving earnings structure ◼ Adding the equipment distributor business and white-space M&A as growth drivers ◼ With growth of the high-margin distributor business and a lower fixe
Slide 15: Medium-Term Management Plan
Medium-Term Management Plan Aiming for a dramatic increase in operating profit to ¥1.76bn in FY2028 ◼ FY2026: lower sales and an operating loss expected, due to fewer equipment procurement opportunities and upfront hiring for the distributor business ◼ Medium term: expanding the new distributor busi
Slide 16: Agenda
AGENDA Part 1 Q3 FY2026 Consolidated Results: Executive Summary Part 2 Growth Strategy: Medium-Term Management Plan Part 3 Business Fundamentals Business Overview / Market Environment / Competitive Advantages Appendix 16 ©2026 TMH Inc. All Rights Reserved.
Slide 17: Corporate Philosophy
Corporate Philosophy Rebuilt our Mission, Vision and Values as the cultural foundation of the new TMH toward Vision1000 TMH, Inc.'s name is formed from the initials of Technology Makes Happiness MISSION Technology Makes Happiness Supporting the future of semiconductors and contributing to social pro
Slide 18: Company Overview
Company Overview Company name TMH, Inc. 5 sites in Japan + Korea & China TMH KOREA Inc. President & CEO Taisuke Enami Head office 3-14-6 Shimogori-kita, Oita City, Oita Prefecture TMH Semiconductor Technology E s ta b l i s h e d March 9, 2012 (Shanghai) Co., Ltd. E m p l o y e e s 50 (as of end of
Slide 19: Management Team
Management Team Composed of semiconductor and supply chain experts amid a shortage of semiconductor equipment specialists Taisuke Enami Kenichi Katsuki Representative Director Director, CPO CEO After graduating from Waseda University, joined Toshiba After joining Toshiba Corporation, engaged in purc
Slide 20: History
History Continuous growth since founding, driven by the LAYLA platform and expansion of equipment sales 2025 Launched SEMICON.TODAY Established TMH KOREA Inc., the group's first overseas subsidiary, in Korea 2024 Listed on TSE Growth Market / FSE Q-Board Launched LAYLA-HR 8,628 2020 Selected for Oit
Slide 21: Company Introduction
Company Introduction A leading company supporting semiconductor fab operations in many ways A leading company solving the many social challenges facing the semiconductor industry Domain Value Provided Features Niche top The vast Extending equipment life and semiconductor industry Reducing maintenanc
Slide 22: Why We Are Needed
Why We Are Needed Aging semiconductor fabs face a host of supply chain challenges Procurement Challenges ◼ Many Japanese fabs are obsolete and aging, with many legacy semiconductor tools, making parts procurement difficult ◼ Procurement of legacy equipment parts relies mainly on individual know-how
Slide 23: Business Description: Semiconductor Manufacturing Field Solutions Business
Business Description: Overview of the Semiconductor Manufacturing Field Solutions Business Supporting fab operations by providing total solutions Total solution services for semiconductor fabs Parts sales & repair services using cross-border EC platforms Using platforms to trade semiconductor equipm
Slide 24: Business Flow
Business Flow Combining an EC platform with engineering to support sustainable fab operations ◼ Collaborating with engineering firms and suppliers worldwide to offer broad solutions, from parts repair and sales to yield improvement and buyback of unused equipment and parts ◼ LAYLA aggregates worldwi
Slide 25: Customers
Customers Expanding direct trading with Japanese chipmakers via the procurement power of our cross-border EC site ◼ Nearly all semiconductor makers in Japan have opened direct trading accounts with us ◼ Semiconductor makers account for 80+ customer sites. Total customers, including others, exceed 40
Slide 26: Value Provided by LAYLA
Value Provided by LAYLA Established a platform that visualizes actual inventory worldwide ◼ Visualizing actual inventory, which was difficult with conventional procurement, providing a platform that streamlines semiconductor equipment procurement Conventional Procurement LAYLA Items: 365,000+ Aggreg
Slide 27: Business Flow: Equipment Trading Process
Business Flow: Equipment Trading Process Our in-house dismantling know-how, a prerequisite for equipment trading, accelerates transactions ◼ In-house handling of dismantling, the most important process in equipment trading Fast, reliable transactions backed by advanced engineering Contract Procureme
Slide 28: Agenda
AGENDA Part 1 Q3 FY2026 Consolidated Results: Executive Summary Part 2 Growth Strategy: Medium-Term Management Plan Part 3 Business Fundamentals Business Overview / Market Environment / Competitive Advantages Appendix 28 ©2026 TMH Inc. All Rights Reserved.
Slide 29: Global Semiconductor Market Size
Global Semiconductor Market Size Growing to ¥345 trillion by 2030; rising market potential supports our growth strategy ◼ The global semiconductor market, driven by AI-related investment, is expected to exceed $1 trillion for the first time in 2026, and to expand rapidly to ¥345 trillion ($2.3 trill
Slide 30: Strong Demand for Legacy Semiconductors
Strong Demand for Legacy Semiconductors 200mm fab capacity growing rapidly amid chip shortages; legacy chips remain a mainstay even at leading-edge companies 200mm Wafer Fab Count and Capacity TSMC Revenue by Process Technology (Thousand wafers) (Fabs) 8,000 260 The 10nm-and-above market remains hug
Slide 31: The Importance of Older Semiconductor Equipment in the Global Market
The Importance of Older Semiconductor Equipment in the Global Market Not only "leading-edge equipment" but also "older equipment" adapted to diverse uses is in high demand ◼ While investment in leading-edge fabs is active, demand for legacy semiconductors also remains high, and maintenance of older
Slide 32: Target Market
Target Market Expanding our target to the ¥20 trillion "overall equipment market" through the distributor business and M&A ◼ Our existing target markets, within the semiconductor market, are the used semiconductor equipment market and the parts & repair services market ◼ Through the launch of the se
Slide 33: Labor Shortage in the Semiconductor Industry
State of Domestic Semiconductor Fabs – Labor Shortage in the Semiconductor Industry The semiconductor industry faces a serious labor shortage ◼ The semiconductor-related workforce is on an increasing trend, yet talent is already in short supply and the job- openings-to-applicants ratio is rising sha
Slide 34: Agenda
AGENDA Part 1 Q3 FY2026 Consolidated Results: Executive Summary Part 2 Growth Strategy: Medium-Term Management Plan Part 3 Business Fundamentals Business Overview / Market Environment / Competitive Advantages Appendix 34 ©2026 TMH Inc. All Rights Reserved.
Slide 35: Our Sources of Value
Our Sources of Value Creating value through manufacturing support with ① platform capabilities and ② engineering capabilities Conventional Supply Chain Challenges Value TMH Provides Parts shortages for aging equipment Platform Capability Cross-border EC: procurement routes ◼ Equipment & parts supply
Slide 36: Accumulating Technology and Knowledge
Accumulating Technology and Knowledge Becoming irreplaceable to customers by addressing the diverse challenges of semiconductor fabs ◼ Solving fab challenges exposes us to diverse projects, improving our know-how and problem-solving capability ◼ Stable growth as an information-intensive company in s
Slide 37: Platform Capability: LAYLA
Platform Capability LAYLA is becoming an indispensable platform for the semiconductor industry ◼ LAYLA-EC keeps expanding globally as a platform solving fabs' parts-procurement challenges ◼ In Japan, over 50% of fabs have adopted LAYLA-EC. It plays a key role in domestic chipmaking Globally expandin
Slide 38: Engineering Capability
Engineering Capability A globally recognized team of experts ◼ A deep bench of semiconductor professionals with language skills and local business know-how in major chip countries ◼ End-to-end engineering for technical issues, from procurement to start-up, life extension and improvement Globally rec
Slide 39: Positioning Map
Positioning Map Establishing a unique position and creating a market as a niche-top player Positioning vs. Competitors Our Advantages & Barriers to Entry Platform (information power) 01 High added value from engineering vs. leasing and trading companies • Information power via our platform and exper
Slide 40: Initiatives to Achieve Medium-Term Margin Targets
Initiatives to Achieve Medium-Term Margin Targets Aiming for net sales (GMV) over ¥18bn and operating profit of ¥1.76bn through market and service expansion Net sales (GMV) ¥18.0bn+ Operating profit ¥1.76bn Aim 2028 Strengthening platforms Platform Advancing technology Engineering India market expan
Slide 41: Appendix
Appendix 41 ©2026 TMH Inc. All Rights Reserved.
Slide 42: FY2026 Forecast Assumptions
FY2026 Forecast Assumptions Consolidated forecast Assumptions (Unit: ¥ million) Net sales 3,179 Equipment sales 1,958 • Equipment sales services are estimated based on the current order backlog and sales plan Parts sales & repair services 1,221 • Parts sales & repair services are estimated based on
Slide 43: Disclaimer
Disclaimer This document has been prepared by TMH, Inc. (the "Company") solely to provide corporate information and is not intended as a solicitation to invest in the Company's securities. The information in this document is based on current economic, regulatory, market and other conditions. This do