Aoyama Trading Co., Ltd.TSE: 8219

FY3 2025 Financial Results Briefing（PDF / 1MB）

May 19, 2025 at 8:13 AM UTC · Issued by Aoyama Trading Co., Ltd.

FY3/2025

Financial Results Briefing

AOYAMA TRADING Co., Ltd

To Our Stakeholders

I would like to appreciate all of our stakeholderʼs support of the Aoyama Trading Group.

The Company disclosed the change of Representative Directors on January 27, 2025 and transform of organizational structure and the change of executive officers on February 25, 2025.

The Company accomplished previous mid-term management plan on a profit basis, but in the FY3/2025, the first year of the new mid-term management plan, the first half of the yearʼs net sales was unfavorable. In addition, there were delays in “Promotion of OMO” and “Promotion of DX” which is strategic pillars of the mid-term management plan, I felt that the speed of business growth is a biggest issue.

To solve these issues, I decided to change management member to young generation to promote innovation at an unprecedented pace.

The new president is Taizo Endo who has been a core person in the company. He started his career from store of Yofuku-no-Aoyama. He has worked in various departments and worked as a General Manager of each divisions.

He have achievements of Reuse Business launch and new personnel system establishment etc. and have experience of hardship same volume as of his achievements.

Also, he have experience and insight that gained through many challenges and having “mind” that respects our employees.

I am confident that under the leadership of President Endo, our company will achieve further growth.

I am looking forward to more support of our stakeholders.

President

FY3/2025 Results
FY3/2026 Fiscal Year Plan
Succession Plan
Initiatives under the New Management System
Supplementary Material

Summary of Business Segments

Segment	Overview
Business Wear Business	Operating 734 stores nationwide, including Yofuku-no-Aoyama and SUIT SQUARE (as of the end of Match 31, 2025) This segment also includes Blue Reverse Co., Ltd., Eisho Co., Ltd., MDS Co., Ltd., Fukuryo Co., Ltd., Aoyama Suits (Shanghai) Co., Ltd., and Melbo Menʼs Wear, Inc.
Credit Card Business (Aoyama Capital Co., Ltd.)	This business issues and manages the Aoyama Card and other credit cards while seeking to obtain new customers, thus supporting efficient sales promotion in our Business Wear Business.(The number of valid members stood at 3.85 million as of the end of February 2025)
Printing and Media Business (ASCON Co., Ltd.)	Operating service mainly "total sales promotion support business" for distribution and retail stores nationwide. This business involving in distribution and retail supporting business, digital marketing business, and the planning and production of various publications.
Sundry Sales Business (Seigo Co., Ltd.)	Concluding a distributorship agreement for the 100-yen shop DAISO. Operating stores for using closed stores of Yofuku-no-Aoyama and establishing stores in Yofukuno-Aoyama to generate synergies. Operating 101 stores as of the end of February 2025.
Total Repair Service Business (Minit Asia Pacific Co., Ltd)	Providing comprehensive repair services, including shoe repair and key duplication. Operating 255 stores in Japan and 376 stores overseas (as of the end of March 2025)
Franchisee Business (glob Co., Ltd.)	Operating 42 "Yakiniku King" and 13 "Yuzu An" as a franchise of The Monogatari Corporation, 18 "2nd STREET" as a franchise of Geo Holdings Corp. and 12 "Anytime Fitness" as a franchise of Fast Fitness Japan Inc. (as of the end of March 2025)
Real Estate Business (Aoyama Trading Co., Ltd., Real Estate Business)	The company is engaged in the comprehensive management of real estate owned and leased, as well as the business related to lease and transfer of real estate. The segment was added as a new reportable segment from the fiscal year ended March 31, 2024.
Others WTW Corporation Customlife Co., Ltd	WTW Corporation︓Selling original furniture, interior goods, and apparel. Operating eight stores (as of the end of March 2025) Customlife Co., Ltd.: Operating owned media “Customlife”

Consolidated Earnings Results for the FY3/2025

“Accomplished a Plan of Consolidated Net Income “

Net income decreased due to the impact of deferred income taxes in the previous fiscal year, but increased in each income phase until the ordinary income.

Unit:

100 million yen

Results of FY3/2024

Results of FY3/2025

YoY

Compared to the revised plan

Main Factors of Fluctuations

Net Sales	1,936	1,947	+11	-38	Reference︓Result by Each Business Segment of the FY3/2025
Gross profit	998	1,001	+2	-24	＜YoY＞ Business Wear︓0.0pt
Gross profit rate	51.6％	51.4％	-0.2pt	-0.3pt	Sundry Sales︓-0.6pt Franchisee︓-0.3pt
SG & A expenses	879	875	-3	-12	For effect by Non-consolidated factors mainly.
Operating income	119	125	+6	-12	Results for the FY3/2025
Ordinary income Net income	125 100	126 93	+1 -6	-12 +2	Foreign exchange profit -380 million yen Interest expense +180 million yen Appropriated 1.3 billion yen in gain on sale of investment securities. Adjustment for income taxes due to an increase in deferred tax assets in the previous fiscal year.

Printing and Media︓-2.5pt

Reference︓Non-Consolidated Earnings

Note: Figures are rounded down to the nearest unit.

Result by Each Business Segment of the FY3/2025

Net sales was increase in Franchisee Business and Total Repair Service Business from previous year but Business Wear Business was unfavorable. Operating income was increase 1.1 billion yen in Business Wear Business from previous year by improving the accuracy of cost control.

Unit: 100 million yen	Results of	FY3/2024	Results of	FY3/2025	YoY		Compared to the revised plan
Business Segment	Net sales	Operating income	Net sales	Operating income	Net sales	Operating income	Net sales	Operating income
Business Wear	1,332	78	1,331	89	-1	+11	-24	-10
Credit Card	49	20	52	19	+3	-0	+0	+1
Printing and Media	114	1	109	-1	-4	-3	-4	-3
Sundry Sales	152	2	151	1	-1	-1	+0	+0
Total Repair Service	133	1	141	1	+7	-0	-3	-0
Franchisee	151	10	162	11	+10	+0	+1	+0
Real Estate	30	5	29	5	-0	+0	-0	+0
Others	14	-2	11	-2	-3	-0	-0	-0
Adjustments	-42	1	-40	1	+1	-0	-6	-0
Total	1,936	119	1,947	125	+11	+6	-38	-12

Note: Figures are rounded down to the nearest unit.

Non-Consolidated Earnings Results of the FY3/2025

Unit: 100 million yen		Results of FY3/2024	Results of FY3/2025	YoY	Compared to the revised plan	Main Factors of Fluctuations
Net sales		1,299	1,294	-4	-21	Existing storeʼs YoY: 99.6%
Gross profit (rate)		721 （55.6％）	719 （55.6％）	-1 （0.0pt）	-18 （-0.5pt）	Got an impact of discount sales. Increase in purchase costs due to deterioration in exchange rates.
SG & A expense Personnel expense		644	631	-12	-9	＜YoY＞ Bonus and salary: -220 million yen Advertising expense: -550 million yen Utility expense: +130 million yen Internet expense: -220 million yen Rent expense: -370 million yen Depreciation expense: -190 million yen
SG & A expense Personnel expense		233	232	-1	-5
	Selling expense	138	130	-7	-0
	General and administrative expenses	102	105	+2	-1
Property expenses Operating income		169	164	-5	-1
Property expenses Operating income		77	88	+10	-8
Ordinary income		90	98	+8	-7
Net income		76	84	+8	+6

Note: Figures are rounded down to the nearest unit.

FY3/2025 Results
FY3/2026 Fiscal Year Plan
Succession Plan
Initiatives under the New Management System
Supplementary Material

Earning Plan of Consolidated and Non-Consolidated of the FY3/2026

Unit:

100 million yen

Plan of FY/2026

Consolidated YoY

（％）

Unit:

100 million yen

Plan of FY3/2026

Non-Consolidated YoY

（％）

Net sales	1,998	＋50	102.6	Net sales	1,307	+12	101.0
Gross profit	1,045	＋43	104.3	Gross profit	745	+25	103.5
Gross profit rate	52.3％	＋0.9pt	—	Gross profit rate	57.0％	+1.4pt	—
SG & A expenses	905	＋29	103.3	SG & A expenses	651	+19	103.1
Operating income	140	＋14	111.3	Operating income	94	+5	106.5
Ordinary income	140	＋13	110.9	Ordinary income	112	+13	113.8
Net income	95	＋1	101.1	Net income	85	+0	100.6

Note: Figures are rounded down to the nearest unit.

Earning Plan by Each Business Segment of the FY3/2026

	Plan of the FY3/2026
Unit: 100 million yen	Plan of the FY3/2026		YoY		（％）
Business Segment	Net sales	Operating income	Net sales	Operating income	Net sales	Operating income
Business Wear Credit Card Printing and Media Sundry Sales Total Repair Service Franchisee Real Estate Others Adjustment Total	1,335	91	+3	+1	100.3	101.9
	54	20	+1	+0	102.6	101.1
	114	1	+4	+2	104.1	—
	153	1	+1	-0	101.2	70.6
	145	1	+3	-0	102.6	62.0
	173	11	+10	-0	106.7	98.4
	45	11	+15	+5	150.8	190.1
	13	0	+1	+2	117.0	—
	-34	4	+6	+2	—	308.0
	1,998	140	+50	+14	102.6	111.3

Note: Figures are rounded down to the nearest unit.

FY3/2025 Results
FY3/2026 Fiscal Year Plan
Succession Plan
Initiatives under the New Management System
Supplementary Material

Development of Management Personnel so far.

Implement Projects to Develop Next-Generation Management Personnel

The Company carried out a fundamental reform of its personnel system in 2018. At the same time, the company considered and implemented projects to develop next-generation management personnel. As a results, the Company developed leaders who can take charge of management under the new management structure in 2025 by continuous training that began with defining the requirement for the management personnel to realize our management vision. For the next action, the Company will build stronger management structure and enhance individual capabilities by implementing original development programs that tailored to the skills and characteristics of each management persons.

2018

Phase 1

Development Project of Next-Generation Leaders

2023

Phase 1

Training Program for Next-Generation Management Persons

2025

Assessment Programs by External Organizations

Next Action

Succession Plan

2019

Phase 2

Development Project of Next-Generation Leaders

2024

Phase 2

Training Program for Next-Generation Management Persons

2025

Appointed Management Persons

Appointment of the New President

Appointment of the New President Through Consultation by Nomination Advisory Committee and External Organizations.

In the appointment of the new president, the Company has focused on an appointment process that secures the independence of the Nomination Advisory Committee and ensures objectivity and transparency based on the perspective of external organizations. The company has been managed by the founding family since its establishment. However, a new president is appointed by conducting a fair screening, placing emphasis on skills, abilities, and personality such as leadership, decisiveness, and innovative thinking in order to appoint a top management who can realize the enhancement of corporate value.

Define the Requirements

Select Candidates

First Interview

Second Interview

The Nomination Advisory Committee and external organizations worked together to define the requirements for top management to transform the company.

Selected candidates not only from company employees but also from outside the company.

Conducted individual interviews between the Nomination Advisory Committee and candidates.

Conducted objective evaluations based on external evaluations of management personnel development.

Conducted a second interview for those who passed the first interview.

Appointed a new President by the Board of Directors after receiving a report from the Nomination Advisory Committee.

FY3/2025 Results
FY3/2026 Fiscal Year Plan
Succession Plan
Initiatives under the New Management System
Supplementary Material

Salutation from New President

I would like to appreciate your support of the Aoyama Trading Group. I am Taizo Endo, the newly appointed president of the company.

I will do my best to develop the Aoyama Trading Group and meet the expectations of our stakeholders.

I want to make our company that is useful to working people, as reflected in the Aoyama mindset of “Letʼs Work for Working People.“ In order to be more useful company to working people than ever before, it is necessary to increase the added value in the products and services we provide.

To be more useful company to people who work, I think there is three key point.

Promotion of OMO
Promotion of DX
Promotion of Human Capital Management

Society and consumer behavior are changing day by day, with a declining working population due to a declining population, showrooming in stores, and Metaverse and virtual reality etc.

In order to respond quickly to these changes, we must implement OMO and DX-related initiatives at an unprecedented speed.

As part of the organizational change, we have established the following new division, “OMO and Retail Division”, “DX Strategy Division”, and “Human Resources Development Division”. I think we have built a structure that related departments can work together to promote transformation of the company.

As promotion of OMO and DX move forward, there will be new options for how we interact with our customers. Also, our employees workstyle will change.

By adding highly accurate decision-making by using technology and data to the sales know-how we have cultivated, our business model is expected to evolve significantly.

The key points of this is "human resources".

We will create an environment that all employees can take initiative to some issues and supports personal growth.

Based on these policies, we will make efforts to increase our corporate value. Iʼm sincerely ask all stakeholders for your continued support.

President Taizo Endo

Our Vision and Policy

「Aim to Become the Overwhelming No.1 Company of Business Wear Brand」

We will take a fresh look at the business wear business, which is our starting point, and enhancing our brand power, profitability, and competitive advantage as a challenger. Also, we aim to become the company that can embody the Aoyama mindset of "Let's Work for People who Work"

Three Core PoliciesPromotion of OMOPromotion of DX

Promotion of Human Capital Management

Established New Divisions「OMO and Retail Div.」「DX Strategy Div.」「Human Resource Strategy Div.」

Past Issues and Organizational Changes

Changed Organization in April, 2025 “Accelerate Execution Speed”

We recognized the reason of delayed “Promotion of OMO” in previous structure is the divisions involved in OMO promotion were scattered in each division, and that the organization could not coordinate. From now on, we will promote companyʼs transformation at a speeds never seen before by integrating the related dept. to “Promotion of OMO" or "Promotion of DX“ and accelerate the speed of decision making.

Before After (Since April, 2025)

Sales Div. ・Sales Dept.

・Corporate Dept.

・Advertising Dept.

Product Div. ・Product Dept.

・Product Management Dept.

OMO and Retail Div.

・Retail Dept. Ⅰ

・Retail Dept. Ⅱ

・Retail Dept. Ⅲ

・Marketing Dept.

・Store Development Dept.

Integrated related Dept. to Division to promote OMO. President Endo will concurrently serve as General Manager of OMO Retail Division to promote OMO more Strongly.

TSC Business Div.

・TSC Sales Dept.

・TSC Product Dept.

・TSC Product Management Dept.

Product Div. ・Product Dept. Ⅰ

・Product Dept. Ⅱ

・Product Management Dept.

Store Development Div.

Administration Div.

Group Management Div.

D.C.H.O

Direct control of the President

・Store Development Dept.

・Store Development Dept. (Tokyo)

・Accounting Dept.

・General Affairs Dept.

・Human Resources Dept.

・Human Resources Development Dept.

・IT・System Dept.

・Real Estate Dept.

・Public Relations Dept.

・General Planning and Policy Dept.

・E-Commerce Dept…Logistics

・Marketing Dept.

・Internal Audit Dept.

・Risk Management Dept.

DX Strategy

Div.

Corporate Sale and

Real Estate Div.

ESG Promotion and Corporate Administration Div.

Human Resources Development Div.

Direct control of the President

・IT・System Dept

・DX Promotion Dept.

・Supply Management Dept.

・Corporate Sales Dept.

・Real Estate Dept.

・Accounting Dept.

・General Affairs Dept.

・Public Relations Dept.

・Human Resources Dept.

・Human Resources Development Dept.

・New Business Development Dept.

・Internal Audit Dept.

・Risk Management Dept.

・General Planning and Policy Dept.

Integrated related Dept. to Division to promote DX same as of OMO and Retail Div.

※The Dept. where was integrated to OMO and Retail Div. is written by red letters.

※The Dept. which was integrated to DX Strategy Div. is written by blue letters.

【OMO and Retail Div.】

・Retail Dept. Ⅰ･･･Manage Yofuku-no-Aoyama stores（ex-Sales Dept.）

・Retail Dept. Ⅱ･･･Manage The Suit Company stores（ex-TSC Sales Dept.）

・Retail Dept. Ⅲ･･･Operating e-commerce businesses of Yofuku-no- Aoyama and The Suit Company (ex-E-Commerce Dept.)

・Marketing Dept.･･･Manage companyʼs marketing strategy.

（Integrated Marketing Dept, Advertising Dept., and Marketing group of TSC)

・Store Development Dept.･･･In charge of store development.

【DX Strategy Div.】

・IT・System Dept. ･･･In charge of system development and information security.

・DX Promotion Dept.･･･Established to lead companyʼs DX promotion.

・Supply Management Dept.･･･In charge of supply management and strategy of

logistics.

（ex-Group of Logistics Strategy of E-Commerce Dept.)

Three Policies︓Promotion of OMO（Issues）

Past Issues at Promotion of OMO

Having strong sales capabilities, the store's sales operations were based on the assumption that staff would serve customers. Even at stores, it was difficult to shop without the support of staff. In addition, there were differences in the perception of OMO among employees, a lack of a unified awareness within the company was also a factor in the delay in promoting OMO.

Up to now ■From now on

Lack of unified awareness

in OMO Promotion

Determine the direction of OMO promotion and disseminate

to the company.

Customers canʼt shop without the support of staff

（＝Canʼt lead to online shop）

Create an environment for customers to shop easily.

（＝Create same environment in online shop）

Sales operations based on sales staff

serving customers.

Complexity of discounts And set sales

Continue to focus on customer service for sales staff.

Also, create an Environment that customer can shop easily without staff supports.

Reviewing complexity of discounts and

set sales.

Three Policies︓Promotion of OMO

Direction of OMO Promotion

Based on our strength in "customer experience at stores," we will create an environment where customers can provide the same level of experience at both stores and ecommerce to increase the number of customers and increase the rate of repeat customer.

First shopping

Data linked Purchase

Data

Second shopping

Store

Strengthen Coordinate purchasing data and ecommerce strongly based on our strengths in "nationwide stores" and "high-quality customer service“. The company also plans to create an environment in which customers can purchase products with a sense of security by linking their size and alteration data on ecommerce sites.

We aim to maximize LTV by increase the number of customers and rate of repeat through improving

Store

Improve the Quality of Stores and EC Experience “You Can Choose the Way to Buy”

Data linked

Support shopping by linked data

（Evolution of UI・UX）

customer experience in both stores and e-commerce, allowing customers to freely choose the means of purchase.

【Initiatives】

・Enhancement of information transmission leading to first visit to stores.

・Examination of DX measures for each service step for customers.

・Link purchase data (product number, size, and alteration data)

・Online customer service in online shop

・24-hour customer service using AI

・Drastically revision of UI site and customer applications

・Revision of discounts and set sales

Three Policies︓Promotion of DX

Direction of DX Promotion

By collecting the necessary information for decision-making in real time and creating an environment that enables data driven and speedy decision-making, we will be able to respond quickly to market trends and customer needs and leading to the creation of a competitive advantage.

2027

Implementation of Real-time system

【Vision】 Date Driven Management

2024

Replacement of Core and EC systems

2026

Replacement of Store equipment

【DX Attack】

Effect of the Replacement

‣Analyze real-time information such as sales status, product trends, and distribution status to make decisions quickly.

‣Leverage data to enhance the customer experience.

‣Secure scalability to adapt to the latest technology by replacement of core systems

【DX Defense】

‣Reduce IT costs dramatically.

‣Increase productivity by reducing incidental work through DX promotion.

Three Policies︓Promotion of Human Capital Management (Thoughts to Human Assets)

Thought to Human Assets

The Company has positioned "investment in human resources" as the most important element for the sustainable enhancement of corporate value.

We think that creating an environment in which employees can feel motivated to work and perform energetic and providing an environment in which supports personal growth is linked to improving our services to customers. We also believe that investment in human resources contributes to the creation of innovation and improvement of our ability to respond to change and its necessary to increase corporate value over the medium to long term.

Basic Philosophy on Human Resources

We define people as our most important management capital. Through training, evaluation, and compensation, we encourage individual growth and motivation to take on challenges.

In addition to achieving a high level of competitiveness, we create a fulfilling life for our employees.

While continuing to invest in human resources based on our Human Resources Philosophy, we will clarify the direction of human capital management and increase the linkage between management strategy and human resources strategy.

Three Policies︓Promotion of Human Capital Management

Direction of Human Capital Management

Create an environment that employees can demonstrate their abilities and feel motivated by positioning people as our most important asset. Aim for a system in which management strategy and human resources strategy are always linked, and improvement of organizational performance and growth of individual employees are integrated.

・Educating "autonomous human resources" who can take the initiative to some issues.

・Provide an environment that supports personal growth and challenges.

・Human resource development to realize life-plan and career-plan.

ns.

・More improvement in working conditio

Building a flexible human resource portfolio

・Clarification of organization and human resources necessary to realize management philosophy and medium-term management plan.

・Build a human resource portfolio that responds to changes in business strategy.

・Recruitment, human development, planning and implementing succession plan.

Maximization of personal capabilities

Active recruitment of external specialists

・

Active recruitment of external specialists Build an organization that integrates existing employees and specialists.

・Promote diversity and inclusion

Developed Additional Strategy for Mid-Term Management Plan of the FY3/2025 to FY3/2027

A part of materials of “FY3_2025 Second Quarter (Interim Period) Financial Results Briefing” released on Nov 19, 2024

Disclosed new shareholder return policy and reforming organizational structure in November, 2024.

Reformed organizational structure drastically and changed new management structure in April 2025

We canʼt achieve “P / B of 1 x or more” by shareholder return only.

We must have improve business performance.

We recognize that it's necessary to develop new growth strategy and present an image of mid to long term growth.

After the transition to the new management structure, Mr. Endo (Representative) convened new managements and held a meeting to brush up the Mid-Term Management Plan to increase corporate value and achieve a P/B of 1 x or more. The meeting has been held for more than 50 hours, formulated an additional growth strategy based on a consensus among the management.

Developed Additional Strategy for Mid-Term Management Plan of the FY3/2025 to FY3/2027

At the meeting management strategy meeting, which was held to brush up the Mid-Term Management Plan, additional strategies were formulated with "Maintaining and improving the profitability of existing businesses“ as the main point of discussion among the five basic strategies of the Medium-Term Management Plan. From now on, incorporate into each organization and try to realize new strategy at an unprecedented speed.

Five Basic Strategy in Mid-Term Management Plan of the FY3/2025 to FY3/2027

Additional Strategy in Mid-Term Management Plan of the FY3/2025 to FY3/2027

Business wear

business

Business wear

business

Strategy Ⅰ

Maintaining and improving the profitability of existing businesses

Expanding market share through new store open

Profit-oriented management

Develop strategic product

Strategy Ⅱ

Strategy Ⅲ

Strengthening Group Governance

Initiatives of Sustainability

Strengthen merchandising of products

Strengthen corporate sales

Additional Strategy in Mid-Term Management Plan of the FY3/2025 to FY3/2027

Strategy Ⅰ Strategy Ⅱ Strategy Ⅲ

Develop strategic product

Strengthen merchandising Strengthen corporate sales

of products

Develop high-quality products Attract new customers by developing new products that go above and beyond the existing high-grade line.
Strengthen development of entry price products.
Strengthen development of entry price products to attract new customers and young customers.
Strengthen development of casual item Strengthen development of products line to correspond needʼs of casual items.

Merchandising of products to increase the frequency of visits to the stores.
Strengthen development of products with year-round needs, such as innerwear and implement promotion to increase the frequency of visits to the stores.
Implement profit-making measures in summer.
To earn profit in first half, develop and promote products that attract more customers in summer.
1. Expand market share by strengthen sales activities.
  Increase corporate sales representatives and raise sales ability by education. Improve customer satisfaction by assignment of female sales representatives to meet customer needs.
2. Strengthen orders of large uniform-project and promote business alliance. Increase sales by aggressive orders of large uniform-project. We aim to build a highly profitable business foundation through collaboration by business matching and cross-selling transactions based on uniforms.

Shareholder Return Policy

Enhancement of Corporate Value

We disclosed Measures to Realize Management Conscious of Cost of Capital and Stock Price in November 2024 and changed management structure drastically in April 2025. “Improving corporate value” and “achieving a P / B of 1 x or more” is high-priority issue in new management structure. We will improve capital efficiency, enhance profitability, and make strategic investments to become more competitive while ensuring highly transparent management.

Shareholder Return Policy

During this mid-term management plan for FY3/2025 to FY3/2027, we will maintain its basic policy of actively and stably returning profits to shareholders while investing in growth to maintain and strengthen competitiveness and working to improve profitability and strengthen its financial position. In addition, to realize management that is conscious of the cost of capital and the share price, and to further advance initiatives to increase corporate value,

we will adopt the higher of the consolidated dividend payout ratio of 70% or the dividend on equity ratio (DOE) of 3% and we will improve capital efficiency and increasing dividends over the mid to long term and pay dividends through profit growth. The company will flexibly conduct share repurchases with the aim of improving capital efficiency, while taking into account business performance, capital conditions, and market conditions, including stock prices. During the period of the Medium-Term Management Plan, the company will purchase up to 10 billion yen of its treasury share.

Dividends	Dividends per share
Dividends	Q2-end	Year-end	Total
FY3/2025	30.00 yen	104.00 yen	134.00 yen
FY3/2026 （Forecast）	55.00 yen	81.00 yen	136.00 yen

Supplementary Material

‣Progress Reports on Each Business Strategy and Initiatives for the FY3/2026

‣Initiatives of Sustainability

Result of the FY3/2025 and Initiatives of the FY3/2026 by Each Segment

Business Wear Business-
Maintaining and improving the profitability of existing businesses

Expanding market share through new store open

Profit-oriented management

headquarters expenses

Order EC Store opening Inventory reduction Reduction and control of

Evaluation Evaluation Evaluation Evaluation Evaluation

6 stores

Sales YoY: 110.1% Sales YoY: 105.8％ New Stores:

Rise in unit purchase price, but as planned.

Improved accuracy of SG &A expense control

‣Sales of order items was

11 billion yen in business wear business.

‣Gross profit rate improved

1.3 pt by cloth and option prices.

‣Strengthen employee education and increase custom variations to make customer satisfaction.

‣Got an impact on some measures by system replacement delayed.

‣Sales of online exclusive items and items for special occasions were favorable.

‣Continue to strengthen online exclusive items and build a corporate website to increase sales.

‣Opening 6 stores in FY/2025 as planned.

‣The number of stores closed exceeded the plan by two.

‣Planning to open new format of Yofuku-no-Aoyama in

FY 3/2026

‣Value of merchandise inventory was increase but progress as planned by purchase control.

‣There were effect in inventory reduction by reducing SKUs and patterns in each items.

‣Reduce patterns of item and improve the inventory more efficiency.

‣Improved accuracy of control on personnel and SG & A expense.

‣Improve marketing accuracy through visualization of sales promotion contribution.

‣Merge Aoyama business and Suit Square business division to improve cost efficiency

in FY3/2026.

Result of the FY3/2025 and Initiatives of the FY3/2026 by Each Segment

Group Business-
Credit Card Business
（Aoyama Capital Co., Ltd.）

Printing and Media Business

（ASCON Co., Ltd）

【Sales increased, profit decreased】

Sales: 5.26 billion yen (YoY: +300 million yen)

Operating income: 1.97 billion yen (YoY: -40 million yen)

【Sales decreased and deficit】

Sales: 10.95 billion yen (YoY: -490 million yen)

Operating income: -0.17 billion yen (YoY: -300 million yen)

6,000

4,000

4,959

5,265

4,000

2,000

2,026 1,977

12,000

8,000

11,452 10,956

200

100

124

2,000

4,000

▲ 100

FY3/2024 FY3/2025

Sales（million yen）

FY3/2024 FY3/2025

Operating income（million yen）

FY3/2024 FY3/2025

Sales（million yen）

▲ 200

▲ 177

FY3/2024 FY3/2025

Operating income（million yen）

【FY3/2025 Results】

■The number of valid Aoyama Card members: 3.85 million (YoY: -60,000)

■The volume of shopping transaction increased due to the promotion campaign and the improvement of the cashless payment.

■Merchant commission income increased in line with the growth in shopping transactions.

【FY3/2025 Results】

■Sales was decrease due to a decrease in orders from existing clients in the printing and direct mail-related businesses.

■Operating income decreased due to rising costs of key raw materials such as paper and an increase in outsourced processing expenses.

【Initiative of FY3/2026】

■Expected increase in both sales and profit.

■The volume of shopping transaction is expected to increase throughout the year.

■Planning new promotion measures to boost the usage of Aoyama Credit Card.

【Initiative of FY3/2026】

■Expected increase in both sales and profit.

■Promotion of digital transformation in the printing business.

■Expansion of overseas sales channels for taxi signage services.

■Broadening the distribution network for school-oriented digital devices.

Result of the FY3/2025 and Initiatives of the FY3/2026 by Each Segment

Group Business-

Sundry Sales Business

（Seigo Co., Ltd.）

Total Repair Service Business

（Minit Asia Pacific Co., Ltd.）

【Sales and profit decreased】

Sales: 15.11 billion yen (YoY: -110 million yen)

Operating income: 0.14 billion yen (YoY: -100 million yen)

【Sales increased, profit decreased】

Sales: 14.13 billion yen (YoY: +760 million yen) Operating income: 0.16 billion yen (YoY: -10 million yen)

16,000

12,000

15,232 15,113

400

300

245

16,000

12,000

13,362 14,130

800

600

8,000

4,000

200

100

141

8,000

4,000

400

200

171 161

FY3/2024 FY3/2025

Sales（million yen）

FY3/2024 FY3/2025

Operating income（million yen）

FY3/2024 FY3/2025

Sales（million yen）

FY3/2024 FY3/2025

Operating income（million yen）

【FY3/2025 Results】

■Enhancement of merchandise management, including a review of SKU standards, contributed to a reduction in lost sales opportunities resulting from stockouts of seasonal and key products

■Improved profitability through promotion of low-cost operations and enhanced human resource development.

【FY3/2025 Results】

■Japan business︓

The introduction of new services, including suitcase caster replacement and umbrella repairs, did not fully compensate for the decline in shoe repair services, resulted decrease in profit.

■Overseas Business︓

Profit was increased to the proactive implementation of franchising in Australia.

【Initiative of FY3/2026】

■Expected increase in sales and decrease in profit.

■Revitalization of existing stores through proactive renewal

■Promote low-cost operations through expansion of part-time-employee-oriented stores.

【Initiative of FY3/2026】

■Expected increase in sales and decrease in profit.

■Japan business︓

Expanding new services to compensate for the decline in shoe repair services and implementing fundamental business restructuring

■Overseas business︓

Increase profits mainly at existing franchise stores and develop new services (on-site services, etc.)