Pola Orbis Holdings Inc. · TSE:4927
Pola Orbis — FY2025 Earnings Presentation
38 slides from Pola Orbis's earnings presentation, Oct 7, 2026
Slide 1: Fiscal 2025 Supplementary Material
Fiscal 2025 Supplementary Material POLA ORBIS HOLDINGS INC. Representative Director and President Yoshikazu Yokote This report contains projections of performance and other projections based on information currently available and certain assumptions judged to be reasonable. Actual performance may di
Slide 2: Agenda
1. Highlights of Consolidated Performance 2. Segment Analysis 3. Progress on the Medium-term Management Plan 4. Initiatives Going Forward 5. Forecasts for Fiscal 2026 6. Sustainability and ESG Initiatives 7. Appendices 1
Slide 3: FY2025 Key Topics
FY2025 Key Topics ▌Cosmetics Market The post-COVID-19 recovery plateaued, with the Japanese cosmetics market on par with a year earlier. In the Chinese cosmetics market, there were signs of a rebound in consumption, partly underpinned by government economic stimulus measures. Source: Ministry of
Slide 4: Actual vs Planned Variance Analysis
Actual vs Planned Variance Analysis FY2024 FY2025 YoY change FY2025 vs. Plan (mil. yen) Results Results Amount % Plan Amount % Net sales 170,359 170,285 (74) (0.0%) 174,000 (3,714) (2.1%) Operating income 13,810 15,693 1,882 13.6% 14,500 1,193 8.2% Ordinary income 16,083 17,022 938 5.8% 14,700 2,322
Slide 5: Consolidated P&L Changes Analysis: Net Sales to Operating Income
Consolidated P&L Changes Analysis Net Sales to Operating Income YoY Change FY2024 FY2025 (mil. yen) Amount % Net sales 170,359 170,285 (74) (0.0%) Cost of sales 31,846 32,021 174 0.5% Gross profit 138,513 138,264 (249) (0.2%) SG&A expenses 124,702 122,570 (2,132) (1.7%) Operating income 13,810 15,69
Slide 6: Consolidated P&L Changes Analysis: Operating Income to Profit Attributable to Owners of Parent
Consolidated P&L Changes Analysis Operating Income to Profit Attributable to Owners of Parent YoY Change FY2024 FY2025 (mil. yen) Amount % Operating income 13,810 15,693 1,882 13.6% Non-operating income 2,529 1,698 (831) (32.9%) Non-operating expenses 257 370 113 44.0% Ordinary income 16,083 17,022
Slide 7: Factors Impacting Profit Attributable to Owners of Parent
Factors Impacting Profit Attributable to Owners of Parent Operating income increased due to controlled and reduced SG&A expenses, While extraordinary losses rose; profit attributable to owners of parent was up ¥186 million YoY. Positive impact Negative impact (mil. yen) 1,373 944 9,286 9,472 1,558 4
Slide 8: Segment Analysis
1. Highlights of Consolidated Performance 2. Segment Analysis 3. Progress on the Medium-term Management Plan 4. Initiatives Going Forward 5. Forecasts for Fiscal 2026 6. Sustainability and ESG Initiatives 7. Appendices 7
Slide 9: Segment Results
Segment Results YoY Change FY2024 FY2025 (mil. yen) Amount % Consolidated net sales 170,359 170,285 (74) (0.0%) Beauty care 165,060 164,148 (911) (0.6%) Real estate 2,214 3,023 809 36.6% Others 3,085 3,112 27 0.9% Consolidated operating income 13,810 15,693 1,882 13.6% Beauty care 14,926 15,856 929
Slide 10: Beauty Care Business Results by Brands
Beauty Care Business Results by Brands YoY Change FY2024 FY2025 (mil. yen) Amount % Beauty care net sales 165,060 164,148 (911) (0.6%) POLA 92,798 90,373 (2,425) (2.6%) ORBIS 48,190 50,239 2,048 4.3% Jurlique 8,763 8,386 (377) (4.3%) Brands under development 15,307 15,149 (157) (1.0%) Beauty care op
Slide 11: Brand Analysis (1)
Brand Analysis (1) FY2025 Result Topics In Japan, despite the decline in revenue from consignment sales, We launched Resense esthe, a sales growth continued at stores on a growth track. new full-body skincare service, H2 revenue was weighed down by the tightening of secondary at our global fla
Slide 12: Brand Analysis (2)
Brand Analysis (2) FY2025 Result Topics Our cleansing oil continues to sell well after Revenue and income increased due to further growth in skincare, glowing reviews by both beauty magazines and led by our cleansing oil. customers. In the direct selling channel, we focused on promoting custom
Slide 13: Brand Analysis (3)
Brand Analysis (3) FY2025 Result Topics In our key markets, mainland China and Australia, revenue grew Brisk sales of moisturizing cream for dry skin, in H2 on an AUD basis. especially in Australia. The operating loss improved by ¥1,000 mil. due to continued focus on structural reforms and cos
Slide 14: Brand Analysis (4) Brands Under Development
Brand Analysis (4) Brands Under Development FY2025 Result Topics DECENCIA’s profitability improved, supported by a focus on increasing THREE launched its HAND & BODY series, blended customers with high lifetime value (LTV) through proposals centered on with its original essential oils (October).
Slide 15: Progress on the Medium-term Management Plan
1. Highlights of Consolidated Performance 2. Segment Analysis 3. Progress on the Medium-term Management Plan 4. Initiatives Going Forward 5. Forecasts for Fiscal 2026 6. Sustainability and ESG Initiatives 7. Appendices 14
Slide 16: Progress of 2024–2026 Medium-term Management Plan
Progress of 2024–2026 Medium-term Management Plan The domestic business has been slow to recover. Overseas, the Chinese market environment is contrary to our initial expectations. As a result, achieving management indicators will be challenging. ▌Management Indicators for 2026 Consolidated ¥200.0 bi
Slide 17: Initiatives Going Forward
1. Highlights of Consolidated Performance 2. Segment Analysis 3. Progress on the Medium-term Management Plan 4. Initiatives Going Forward 5. Forecasts for Fiscal 2026 6. Sustainability and ESG Initiatives 7. Appendices 16
Slide 18: Trends in the Cosmetics Market
Trends in the Cosmetics Market ▌Domestic Cosmetics Market ▌Overseas Cosmetics Market Domestic Market Size Trend Chinese Market Size Trend (100 mil. yen) (100 mil. yuan) 20,000 5,000 4,000 15,000 3,000 10,000 2,000 5,000 1,000 0 0 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 Source: Data publish
Slide 19: Initiatives Going Forward
Initiatives Going Forward The Vision of the POLA ORBIS Group VISION 2029 A collection of unique businesses that respond to diversifying values of “beauty” Policy for 2026 Focus on enhancing and improving profitability and establish a foundation geared for growth in future profit. Domestic Business O
Slide 20: Initiatives Going Forward: Domestic Business
Initiatives Going Forward <Domestic Business> While we expect an impact from strengthened controls on secondary distribution, we aim to increase domestic revenue by accelerating momentum at stores on a growth track in the salon channel, along with continued growth in department stores, e-commerce, a
Slide 21: Initiatives Going Forward: Salon Channel Outlook
Initiatives Going Forward ▌Outlook for salon channel sales Factors impacting salon channel sales Lower revenue is expected for the salon channel overall due to strengthened controls on secondary distribution. Stores on a growth track continue to grow, driven by aesthetic services. Enhance cust
Slide 22: Initiatives Going Forward: Overseas Business
Initiatives Going Forward <Overseas Business> For the Chinese business, we will build the base for realizing future growth, and in ASEAN, we will focus on expansion through active roll-outs. ▌Building the base for renewed growth for the Chinese business We will build a customer base, focused on high
Slide 23: Initiatives Going Forward: ORBIS
Initiatives Going Forward As we strive to be a “brand for life,” we aim to expand our customer base by diversifying touchpoints and to enhance our earnings mix with a focus on high-value-added skincare. ▌Expand target market ▌Improve brand value External channels Continual launches External reviews
Slide 24: Initiatives Going Forward: Structural Reforms
Initiatives Going Forward We are steadily carrying out structural reforms to achieve profitability in 2026 by improving losses without relying on sales increase. ▌Factors impacting operating income FY2024 FY2025 FY2026 (Result) (Result) (Plan) 0 Optimize organiza- Optimize tional Decrease business s
Slide 25: Initiatives Going Forward: Brands Under Development
Initiatives Going Forward: Brands Under Development Expand the customer base by balancing customer acquisition and retention while maximizing investment efficiency. • Further enhance sensitive skin research to strengthen brand presence and optimize customer acquisition costs. • Increase customer r
Slide 26: Forecasts for Fiscal 2026
1. Highlights of Consolidated Performance 2. Segment Analysis 3. Progress on the Medium-term Management Plan 4. Initiatives Going Forward 5. Forecasts for Fiscal 2026 6. Sustainability and ESG Initiatives 7. Appendices 25
Slide 27: Forecasts for Fiscal 2026
Forecasts for Fiscal 2026 FY2025 YoY Change FY2026 YoY Change Full-year (mil. yen) Amount % Full-year Plan Amount % Results Consol. net sales 170,285 (74) (0.0%) 173,000 2,714 1.6% Beauty care 164,148 (911) (0.6%) 166,900 2,751 1.7% Real estate 3,023 809 36.6% 3,060 36 1.2% Others 3,112 27 0.9% 3,04
Slide 28: Sustainability and ESG Initiatives
1. Highlights of Consolidated Performance 2. Segment Analysis 3. Progress on the Medium-term Management Plan 4. Initiatives Going Forward 5. Forecasts for Fiscal 2026 6. Sustainability and ESG Initiatives 7. Appendices 27
Slide 29: Sustainability and ESG Initiatives: KPIs
Sustainability and ESG Initiatives ▌The unique KPIs to realize a sustainable society Materiality Categories Corresponding SDGs KPIs Targets for 2029 Number of new businesses created 31 in total (2026 target) QOL improvement Brand recognition and loyalty Brand awareness and enthusiasm through innovat
Slide 30: Sustainability and ESG Initiatives: Main Initiatives
Sustainability and ESG Initiatives ▌Main Initiatives ORBIS launched ORBIS THE CLEANSING OIL, which utilizes new technology QOL developed by POLA CHEMICAL INDUSTRIES INC. improvement After receiving glowing external reviews*, ORBIS has seen purchases by many through customers, including new ones, and
Slide 31: Appendices
1. Highlights of Consolidated Performance 2. Segment Analysis 3. Progress on the Medium-term Management Plan 4. Initiatives Going Forward 5. Forecasts for Fiscal 2026 6. Sustainability and ESG Initiatives 7. Appendices 30
Slide 32: (Appendix) Quarterly Segment Results
(Appendix) Quarterly Segment Results FY2025 Jan.–Mar. FY2025 Apr.–Jun. FY2025 Jul.–Sep. FY2025 Oct.–Dec. YoY YoY YoY YoY (mil. yen) Results Results Results Results Change Change Change Change Consolidated net sales 41,313 1.0% 41,940 (2.4%) 41,748 0.5% 45,283 0.7% Beauty care 39,811 0.7% 40,389 (3.3
Slide 33: (Appendix) Quarterly Beauty Care Business Results by Brands
(Appendix) Quarterly Beauty Care Business Results by Brands FY2025 Jan.–Mar. FY2025 Apr.–Jun. FY2025 Jul.–Sep. FY2025 Oct.–Dec. YoY YoY YoY YoY (mil. yen) Results Results Results Results Change Change Change Change Beauty care net sales 39,811 0.7% 40,389 (3.3%) 40,210 0.1% 43,737 0.4% POLA 22,098 (
Slide 34: (Appendix) Sales Results by Channels: POLA and ORBIS
(Appendix) Sales Results by Channels: POLA and ORBIS FY2024 FY2025 YoY Change (mil. yen) Q4 Results (YTD) Q4 Results (YTD) Amount % POLA net sales 92,798 90,373 (2,425) (2.6%) Domestic(1) 78,470 77,173 (1,296) (1.7%) Consignment sales 55,926 52,949 (2,976) (5.4%) Department store 11,734 11,912 179 1
Slide 35: (Appendix) About POLA ORBIS Group
(Appendix) About POLA ORBIS Group Beauty care is the core business of the Group, and six different brands are operated under the Group umbrella. FY2025 Consol. Net Sales ¥170.2 bn. Overseas Flagship Brands Under Brand Brands Development High Prestige Price Range Prestige Middle-tier Beauty care 96%
Slide 36: (Appendix) Beauty Care Business Brand Portfolio
(Appendix) Beauty Care Business Brand Portfolio Sales Ratio* Brand Concept and Products Price Main Sales Channel Japan: Consignment sales, department stores, e-commerce and High-prestige skincare Approx. cosmetics specialty stores 55% Leading-edge technology in aging- ¥10,000 Overseas: Depar
Slide 37: (Appendix) Improvement in Capital Efficiency and Shareholder Returns
(Appendix) Improvement in Capital Efficiency and Shareholder Returns Initiatives to Achieve the ROE Targets ROE Trend FY2025 Result 2026 Target 2029 Target (%) 8.0 6.9 6.7 ROE 5.8% 10% or higher 14% or higher 6.0 5.7 5.6 5.8 Swifter decisions to discontinue unprofitable businesses and brands 4.0
Slide 38: (Appendix) Long-term Management Plan – VISION 2029
(Appendix) Long-term Management Plan – VISION 2029 VISION 2029 A collection of unique businesses that respond to diversifying values of “beauty” Basic strategy 1 Develop the cosmetics business globally; reform and enhance the brand portfolio Basic strategy 2 Create new value and expand business doma