FY3/2026
Second Quarter (Interim Period) Financial Results Briefing
AOYAMA TRADING Co., Ltd.
Progress of Initiatives Under the New Management System
Measures to Realize Management Conscious of
Cost of Capital and Stock Price
The First Half of FY3/2026 Results
Revised Plan of FY3/2026
Group Business
81.9 billion yen
YoY :
-2.5 billion yen
Compared to the plan :
-2.9 billion yen
Consolidated Net Sales
70 million yen
YoY :
-500 million yen
Compared to the plan :
+70 million yen
Consolidated Operating Income
-800 million yen
YoY :
-200 million yen
Compared to the plan :
+300 million yen
Consolidated Net Income
First Half Highlights
Transition to new management system in April 2025.
Osamu Aoyama became Chairman and Taizo Endo became President.
Revised organizational structure and promote business transformation in new management system.
Although consolidated net sales were down 2.9 billion yen from the plan, consolidated operating income and consolidated net income exceeded the plan due to efforts to improve the gross profit margin and raise the efficiency of
SG & A expenses.
「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 Policies
Promotion
of OMO
Promotion
of DX
Promotion of
Human Capital Management
Established New Divisions
「OMO and Retail Div.」「DX Strategy Div.」「Human Resource Strategy Div.」
Review and Issues After the Transition to the New Management System
President Taizo Endo
After the transition to the new management system, we started with a fundamental review of the business wear business.
As we aim to realize growth in the business wear business, we will
thoroughly review the "customer's perspective".
We reviewed various measures and made new plans by returning the basics of business by thinking such as "Are the products attractive?", "Are sales areas and prices easy to understand?" and "Are proposals made to meet potential customer needs?".
While these circumstance, we determined that employee morale and perception of issues more realistic are important. Therefore, we visit each stores to express gratitude directly, and listen to the their issues.
We are making efforts to solve any issues that are found as fast as we can.
We recognized the most significant issue is "response to the decrease
in the number of customers".
We will face these challenges head-on and do our utmost to improve our performance and corporate value.
The most significant issue for management is to deal with the decrease in the number of customers.
We implement measures with top priority on resolving these issues.
Improvement of gross profit ratio and operating profit ratio
Build & Scrap of unprofitable store
Reduction of headquarters expenses
Recognition of Current IssuesResponse to the casualization of office wear
Response to decline in sales of suits
Differentiation of products and services
Review of business portfolio
Promotion of
business portfolio management
Withdrawal from low-profit businesses and creation of new businesses
Selection and concentration of management resources
Improvement in profitability
Response to the decrease in the number of customers
Implement measures with top priority
Debut!
"Minna-no-suit" is the strongest solution to response decrease in the number of customers.
At a circumstance that prices continue to rise, we aim to embody our founding philosophy of "contributing to society through the sale of better goods at lower prices" in the modern context, and to gain the sympathy of all of our customers in terms of both price and quality.
Overview of "Minna-no-suit"
⑴ High performance in cost
・Top and bottom set 12,980 yen (tax included)
・Price setting that everyone can sympathize with even in the harsh circumstance of declining real wages.
⑵ Quality that only we can provide
・Brought the experience and know-how gained from 62 years of
dedicated customer service together.
・Without using a hair core or shoulder pad.
Realized the three-dimensional items by pattern, ironing work and sewing technology.
⑶ Feature-rich
・Washable
・Stretch material
⑷ Simple sizing
・Simple size range such as S, M and L are used instead of the conventional size.
⑸ Expand to all stores
・Available at "online store" and all stores of "Yofuku-no-Aoyama" and "SUIT SQUARE".
Key Strategic Product "Minna-no-suit"
("Minna" means "everybody" in Japanese)
"Suit that suits everyone"
We realized suit's price that is easy to buy and that all customers can sympathize with by defying the common belief that "high quality = high price".
This suit can support various scenes with not only the cost performance but also have "neat feel" and
"fun" that are required for suits.
High price
GOOVI
Hilton
SavileRow
Casual
ACTIBIZ
PERSON'S
FOR MEN
Business
Minna-no-suit
Low price
Launch marketing strategy based on "Minna-no-suit"
We positioned "Minna-no-suit" as a staring point to build a connection with our customers.
We will expand customers and fostering loyal customers by linking "Minna-no-suit" to the CRM strategy.
Marketing to Potential Customers
"Minna-no-suit" is a starting point to build a connection with our customers
Expand customer
Fostering Loyal CustomersCreating points of
contact with customers
CRM Strategy
Progress for Mid-Term Management Plan of the FY3/2025 to FY3/2027 and Issues
Maintaining and improving the profitability
of existing businesses
Expanding market share through new store open
Profit-oriented management
Order
Evaluation
Gross profit of order YoY 94.7％
‣Sales of order in business
wear business was
4.6 billion yen.
‣Sales of 2Q was steadily but unfavorable sales of 1Q affected to interim period
‣There were impacts of campaign that expand order services to all stores in the previous fiscal year.
‣Current sales are favorable
due to strengthen promotion
‣Gross margin improved by
2.3pt.
Reduction and control of headquarters expenses
Evaluation
SG & A expense
was controlled
‣Controlled personnel and
sales promotional expenses.
‣Sales promotion expenses will increase in second half of the fiscal year instead of controlled in first half.
‣Increase cost efficiency by allocating expenses to highly cost-effective measures through sales promotion effect analysis
Inventory reduction
Evaluation
Progress as planned by adjusting purchase adjustment
‣There are difference of progress by items, but generally, in line with plan.
‣Transferred inventory
between in
"Yofuku-no-Aoyama" and "SUIT SQUARE".
‣Having common inventory between "Yofuku-no-Aoyama" and "SUIT SQUARE", which contributed to the optimization inventories.
Store opening
Evaluation
①Store relocation was given priority
②Store of "AO+"
opened
‣Priority was given to relocation of existing stores rather than opening
new stores.
（5 stores were relocated）
‣Opened new concept store "AO+" (Aoyama Plus) in Tokyo on October 3.
‣Plan to open dominant stores
from the second half.
EC
Evaluation
Sales of EC
YoY 107.0％
‣Demand for cold-to-touch products increased due to the continuing heat wave.
‣EC Malls performed well, contributing to inflow to own EC sites.
‣Held a campaign for people who is refrain going out due to intense heat.
Progress for Mid-Term Management Plan
of the FY3/2025 to FY3/2027 in Interim Period of the FY3/2026
Implementing the "Five Basic Strategy" to achieving the Mid-Term Management Plan, which will conclude in the fiscal year ending March 31, 2027, the company has positioned "issues to be addressed from now on" as "important management issues" and will address them efficiently.
Issues to be Addressed from Now On
Three Core Policies Five Basic Strategy
Issues to be addressed from now on
⑴ Restructuring of the brand strategy
‣Restructuring positioning of brand
‣Relocation of existing stores
Promotion
of DX
Promotion of OMO
Promotion of Human Capital
Maintaining and improving the profitability of existing businesses
Profit-oriented
management
Expanding market share through new store open
Strengthening Group Governance
‣Strengthen store openings of
new concept stores
⑵ Sophistication of marketing
‣Restructuring CRM strategy
‣Promote data driven management
by DX
⑶ Consideration of global strategy
Managem ent
Initiatives of
Sustainability
Achievement of theExpanding sales channels through
cross-border EC and EC malls
⑷ Review of profit structure
‣Structural reforms to reduce
headquarters costs
‣Promoting management with
awareness of capital profitability
⑸ Reform of business portfolio
‣Restructuring business portfolio
‣Reallocation of management resources
Mid-Term Management PlanTOPICS
"AO+" (Aoyama Plus), which is the store that can provide new
experience of shopping opened in October 2025.
・We opened "AO+" a new concept store in Tokyo utilizing digital technology and targeting the business persons of generation Z.
・Proposing new experiences with the latest digital technology, such as proposing sizes and coordination through
"digital measurement" and "AI style diagnosis".
・Strengthen the opening of new concept stores mainly in the Tokyo metropolitan area.
・"AO+" aims to provide customers with a comfortable and seamless experience for searching, finding, and purchasing clothes.
The new series, "CHANTOWA" debuted on September 2025.
・"CHANTOWA" debuted in "SUIT SQUARE"
・We aim to create a product that can solve the potential needs of "I want to be properly"
・Mai Shiraishi was selected as an ambassador and appeared in key visuals and commercials in which she actually wore the products.
・We have been facing business wear for a long time. We will propose one of the correct answers that you can wear
with confidence.
Progress of Initiatives Under the New Management System
Measures to Realize Management Conscious of
Cost of Capital and Stock Price
The First Half of FY3/2026 Results
Revised Plan of FY3/2026
Group Business
Change in PBR
We disclosed "Measures to Realize Management Conscious of Cost of Capital and Stock Price" on November 2024.
In the disclosure, in addition to strengthening shareholder returns, the company announced that it would improve capital efficiency, formulate additional new growth strategies, and implement a drastic organizational reform.
In response to the above announcement, a new organizational structure was established and additional strategies were formulated.
Although the share price is on an upward trend, the latest PBR was 0.67x, but still below 1x.
In addition to profit growth, we recognize that improving capital profitability and refining our growth strategy in a timely manner is important to aim for a P/B 1x.
Change in PBR at end of period
（FY3/2018 to FY3/2025）
1.0
0.92
0.8
0.56
0.55
0.6
0.49
0.4
0.23
0.25
0.20
0.28
0.2
0.0
（x）
2018/3
2019/3
2020/3
2021/3
2022/3
2023/3
2024/3
2025/3
Change in PBR at end of month
（March 2025 to September 2025）
0.8
0.7
0.63
0.68
0.67
0.6
0.55
0.56
0.59
0.59
0.5
0.4
（x）
2025/3
2025/4
2025/5
2025/6
2025/7
2025/8
2025/9
※Net assets per share (actual) and share price (closing price) are as of the end of
each fiscal year.
※Net assets per share:
March to July are the results of the end of FY3/2025 August and September are the results of June 2025
※Share prices (closing prices) are as of the end of each business month.
Change in ROE
ROE for the FY3/2025 was 5.3%, lower than the previous fiscal year.
Reduction of total assets and net assets progressed as planned through inventory reduction and
acquisition of treasury shares, etc.
In addition to continuing to reduce assets to improve capital profitability, we will achieve net income targets and improve ROE.
ROE
（％）
2018/3 | 2019/3 | 2020/3 | 2021/3 | 2022/3 | 2023/3 | 2024/3 | 2025/3 |
5.0 | 2.6 | -8.1 | -21.8 | 0.8 | 2.6 | 5.9 | 5.3 |
Ratio of net income to net sales
（％）
10.0%
2.3%
0.8%
2.3%
2018/3
2019/3
2020/3
2021/3
2022/3
2023/3
2024/3
2025/3
-7.8%
5.0%
0.0%
-5.0%
-10.0%
4.5%
5.2% 4.8%
Turnover of total assets
（times）
0.7
0.6
0.5
0.4
Financial leverage
（x）
1.72 | 1.76 | 1.84 | 1.98 | 2.03 | 2.01 | 1.96 | 1.84 |
2018/3 | 2019/3 | 2020/3 | 2021/3 | 2022/3 | 2023/3 | 2024/3 | 2025/3 |
2.2
2.0
1.8
1.6
0.65 0.64
0.57
0.56
0.58
0.60
0.51
0.46
2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3
Balance sheet optimization and turnover of total assets
Total assets for the FY3/2025 decreased by 17.1 billion yen from the previous fiscal year.
The reduction of total assets to 300.0 billion yen is proceeding as planned.
As a results of the above, the turnover of total assets was 0.6, which is 0.02pt higher than previous fiscal year.
In addition to reduction of total assets, we will improve capital profitability by reducing net assets through acquisition of treasury shares etc.
Balance sheet optimization Turnover of total assetsLiabili
ties
154.7
billion
yen
Total
assets
335.5
billion
yen
Net
assets
180.8
billion
yen
4,000 0.8
Net assets
Liabili
ties
Com press
Total assets 300.0
billion yen
Liabili | |
ties | |
136.9 | |
billion | |
yen | |
Total | |
assets | |
318.4 | |
billion | |
yen | Net |
assets | |
181.4 | |
billion | |
yen |
3,500
3,000
2,500
3,294 3,227 3,362 3,355
0.56
0.51
3,184
0.58
0.60
3,000
0.70
0.7
0.6
0.5
2,000
1,500
1,000
0.46
1,614
1,659
1,835
1,936
1,947
2,100
0.4
0.3
0.2
2024/3
2025/3 2027/3
（Plan）
500
2021/3 2022/3 2023/3 2024/3 2025/3 2027/3
（Plan）
Turnover of total assets (Times)
0.1
Share split
The Company will conduct a share split for the purpose of improving the liquidity of the Company's shares and further expanding the investor base by reducing the investment amount per share in order to create an environment in which shareholders and investors can easily invest. We hope to increase the number of our fans who will support our future challenge and growth investment.
Acquisition of treasury shares
In accordance with the shareholder return policy set forth in the Medium-Term Management Plan for the fiscal year ending March 31, 2025 to the fiscal year ending March 31, 2027, the company will implement the Plan in order to enhance shareholder returns and improve capital efficiency.
On Tuesday, March 31, 2026, the Company will conduct a 3-for-1 share split of common shares held by shareholders listed or recorded in the shareholders' register.
Date of Public Notice of the Record Date | Monday, March 16, 2026 (scheduled) |
Record Date | Tuesday, March 31, 2026 |
Effective Date | Wednesday, April 1, 2026 |
Class of shares to be acquired | Common share of the Company |
Total number of shares acquired | Up to 1.4 million shares (2.86% of the total number of shares issued (excluding treasury shares)) |
Total value of shares acquired | Up to 3 billion yen |
Acquisition period | From November 12, 2025 to March 24, 2026 |
Acquisition method | Market purchase on the Tokyo Stock Exchange |
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
Reference date | Dividends per share | ||
Q2-end | Year-end | Total | |
Previous Forecast （Announced on May13, 2025） | 55.00 yen | 81.00 yen | 136.00 yen |
Revised Forecast | 81.00 yen | 136.00 yen | |
Current Period Results | 55.00 yen | ||
Previous Period Results （FY3/2025） | 30.00 yen | 104.00 yen | 134.00 yen |
Progress of Initiatives Under the New Management System
Measures to Realize Management Conscious of
Cost of Capital and Stock Price
The First Half of FY3/2026 Results
Revised Plan of FY3/2026
Group Business
Segment | Overview |
Business Wear Business | Operating 726 stores nationwide, including Yofuku-no-Aoyama and SUIT SQUARE (as of the end of September 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 Men's 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 3.81 million as of the end of August 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 August 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 September 2025) |
Franchisee Business (glob Co., Ltd.) | Operating 42 "Yakiniku King" and 13 "Yuzu An" as a franchise of The Monogatari Corporation, 19 "2nd STREET" as a franchise of Geo Holdings Corp. and 13 "Anytime Fitness" as a franchise of Fast Fitness Japan Inc. (as of the end of September 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. |
Others WTW Corporation Customlife Co., Ltd | WTW Corporation︓Selling original furniture, interior goods, and apparel. Operating seven stores (as of the end of September 2025) Customlife Co., Ltd.: Operating owned media "Customlife" |
"Achieved our plan of operating income"
Sales was struggled, but all profit phase under the operating income achieved our plan by improvement of gross profit rate and efficiency of SG&A expenses.
Unit : 100 million yen | Results of FY3/2025 | Results of FY3/2026 | YoY | Compared to the initial plan | Main Factors of Fluctuations （Compared to the initial plan） | |
Net sales | 845 | 819 | -25 | -29 | Reference： Result by Business Segment of First Half of the FY3/2026 | |
Gross profit | 423 | 417 | -6 | -11 | Credit Card Business：+3.0pt Total Repair Service Business：+1.7pt Franchisee Business：+0.4pt | |
Gross profit rate | 50.1％ | 50.9％ | +0.8pt | +0.4pt | ||
SG & A expenses | 417 | 416 | -0.6 | -12 | The result was mainly affected by non- consolidated factors. Reference： Non-consolidated Results for the First Half of the FY3/2026 | |
Operating income | 6 | 0.7 | -5 | +0.7 | ||
Ordinary income | 5 | 2 | -2 | +2 | Non-operating income +340 million yen Non-operating expenses +120 million yen | |
Net income | -6 | -8 | -2 | +3 | Extraordinary loss -110 million yen |
Note：Figures are rounded down to the nearest unit.
Sales of franchisee business, credit card business, and sundry sales business was favorable, but business wear business was unfavorable.
Operating income was in line with the plan in each business segment despite a significant decrease in the business wear business.
Unit : 100 million yen | Results of FY3/2025 | Results of FY3/2026 | YoY | Compared to the initial plan | |||||
Business Segment | Net sales | Operating income | Net sales | Operating income | Net sales | Operating income | Net sales | Operating income | |
Business Wear | 533 | -15 | 501 | -23 | -31 | -8 | -22 | -2 | |
Credit Card | 26 | 11 | 26 | 12 | +0.8 | +1 | -0 | +1 | |
Printing and Media | 50 | -1 | 48 | -1 | -1 | +0 | -3 | -0 | |
Sundry Sales | 76 | 1 | 77 | 0.9 | +0.7 | -1 | -0 | -0 | |
Total Repair Service | 71 | 0.3 | 70 | 1 | -0 | +1 | -0 | +1 | |
Franchisee | 76 | 5 | 83 | 5 | +6 | +0 | +1 | +1 | |
Real Estate | 23 | 5 | 22 | 5 | -0 | -0 | +0 | +0 | |
Others | 5 | -1 | 5 | -0 | -0 | +1 | -0 | -0 | |
Adjustments | -18 | 0 | -17 | 0 | +1 | +0 | -4 | -0 | |
Total | 845 | 6 | 819 | 0.7 | -25 | -5 | -29 | 0.7 | |
Note : Figures are rounded down to the nearest unit.
Unit： 100 million yen | Results of FY3/2025 | Results of FY3/2026 | YoY | Compared to the initial plan | Main Factors of Fluctuations （Compared to the initial plan） | ||
Net sales | 521 | 490 | -30 | -20 | Existing store's YoY: 96.2％ | ||
Gross profit（rate） | 285(54.9%) | 273(55.7%) | -12(+0.8pt) | -11(-0.1pt) | Restricting discount sales during the peak selling season. | ||
SG & A expense | 299 | 295 | -3 | -8 | Utility expenses : -170 million yen System administration expenses: -120 million yen Depreciation expense: -200 million yen | ||
Personnel expense | 114 | 115 | +1 | +0 | |||
Selling expense | 45 | 44 | -1 | -0 | |||
General and administrative expenses | 52 | 54 | +1 | -6 | |||
Property expenses | 86 | 81 | -5 | -2 | |||
Operating income | -13 | -22 | -8 | -3 | |||
Ordinary income | -3 | -3 | +0 | -1 | |||
Net income | -6 | -5 | +0.7 | +0.3 | |||
Note：Figures are rounded down to the nearest unit
Progress of Initiatives Under the New Management System
Measures to Realize Management Conscious of
Cost of Capital and Stock Price
The First Half of FY3/2026 Results
Revised Plan of FY3/2026
Group Business
"We have maintained our initial plan for operating income and other profit phase."
Revised plan of sales is under the initial plan, but we have maintained profit plan by improving gross profit rate and efficiency of SG & A expenses.
Unit： 100 million yen | Revised plan | Results of FY3/2025 | YoY | Initial plan | Compared to the initial plan | Main Factors of Fluctuations from the initial plan | |||
Variance | (%) | Variance | (%) | ||||||
Net sales | 1,970 | 1,957 | +12 | 100.7 | 1,998 | -28 | 98.6 | Reference： Revised Plan of Profit and Loss by Each Business Segment for the FY3/2026 | |
Gross profit | 1,036 | 1,005 | +30 | 103.0 | 1,045 | -9 | 99.1 | Non-consolidated gross profit rate for second half +0.3pt （Full year ＋0.2pt） | |
Gross profit rate | 52.6％ | 51.4% | +1.2pt | - | 52.3% | +0.3pt | - | ||
SG & A expenses | 896 | 880 | +15 | 101.8 | 905 | -9 | 99.0 | Non consolidated： Personnel expense +90 million yen Selling expense +280 million yen General and administrative expenses -520 million yen Property -350 million yen | |
Operating income | 140 | 125 | +14 | 111.3 | 140 | ±0 | 100.0 | Reference： Revised Plan of Profit and Loss by Each Business Segment for the FY3/2026 | |
Ordinary income | 140 | 126 | +13 | 110.9 | 140 | ±0 | 100.0 | ||
Net income | 95 | 93 | +1 | 101.1 | 95 | ±0 | 100.0 | ||
Note：Figures are rounded down to the nearest unit.
Operating income revised upward from the initial plan in total repair service business and franchisee business.
In the business wear business, profit margin is expected to improve by reviewing pricing strategy and optimizing procurement costs.
Unit : 100 million yen | Revised plan | Compared to the | |||||||||
YoY | (%) | initial plan | (%) | ||||||||
Business segment | Net sales | Operating income | Net sales | Operating income | Net sales | Operating income | Net sales | Operating income | Net sales | Operating income | |
Business Wear | 1,318 | 91 | -13 | +7 | 99.0 | 108.7 | -17 | ±0 | 98.7 | 100.0 | |
Credit Card | 53 | 20 | +0 | +0 | 100.7 | 101.1 | -1 | ±0 | 98.1 | 100.0 | |
Printing and Media | 110 | 1 | +0 | +2 | 100.4 | - | -4 | ±0 | 96.5 | 100.0 | |
Sundry Sales | 153 | 1 | +1 | +0 | 101.2 | 106.0 | ±0 | +0 | 100.0 | 150.0 | |
Total Repair Service | 145 | 3 | +3 | +1 | 102.6 | 186.0 | ±0 | +2 | 100.0 | 300.0 | |
Franchisee | 174 | 12 | +11 | +0 | 107.3 | 107.3 | +1 | +1 | 100.6 | 109.1 | |
Real Estate | 45 | 11 | -0 | -0 | 98.7 | 97.2 | ±0 | ±0 | 100.0 | 100.0 | |
Others | 10 | -1 | -1 | +1 | 90.0 | - | -3 | -1 | 76.9 | - | |
Adjustment | -38 | 2 | +9 | +0 | - | 154.0 | -4 | -2 | - | - | |
Total | 1,970 | 140 | +12 | +14 | 100.7 | 111.3 | -28 | ±0 | 98.6 | 100.0 | |
Note：Figures are rounded down to the nearest unit.