Financial Results for FY2025 and Management Plan PDF

EIKEN CHEMICAL CO., LTD. (Code: 4549)

May 12, 2026

* FY2025; April 1, 2025 to March 31, 2026

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Key Message Today

01

02

Reviewed the EIKEN ROAD MAP 2030 and Medium-term Plan under the current executive system, and reformulated as the

"Management Plan 2030"

(FY2026-FY2030)

Sincere execution and commitment to achieve our goals

• We have taken seriously the fact that the plan fell short of expectations under the current executive management structure established in 2025, and conducted a thorough analysis of the underlying causes.

• We redrew the roadmap to achieve the "EIKEN Vision 2030" which is the vision of the Eiken Group.

• We will rigorously implement ROIC-focused management to enhance capital efficiency and profitability.

  Yuji Segawa President and	Yasuyoshi Mori	Michitoshi Doi	Toshiyuki Tsuchiya	Tomohiro Kudo	Hiroyasu Furuhashi	Keiichiro Yoshida	Satoshi Akaishi	Katsunori Watanabe
  CEO, COO	General Manager,	General Manager,	General Manager,	General Manager,	General Manager,	General Manager,	General Manager,	General Manager,
  	R&D Headquarters	Production	Sales Headquarters	Business Management	Internal Audit	Overseas Sales	Domestic Sales	Nogi Plant,
  	(CTO)	Headquarters (CPO)	(CMSO)	Headquarters	Office	Supervisory Division,	Division, Sales	Production
  				(CFO and CHRO)		Sales Headquarters	Headquarters	Headquarters

  
  
  

  Norihiro

  Tomita

  General Manager, Biochemical Research Laboratory, R&D Headquarters

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  1. Financial Results for FY2025

  2. Financial Forecasts for FY2026

  3. Management Plan 2030

Agenda

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Summary of Financial Results for FY2025

Performance for FY2025

Millions of yen

• Growth of FIT and medical devices

  42,200	99.3%
  25,150	102.3%
  17,050	94.9%
  13,800	96.1%
  3,250	89.8%
  3,100	91.7%
  3,770	98.4%

• Negative impact of discontinuation of gene-related and instrument-related products following the USAID program closure.

• Increase in cost of sales ratio

• Delay in the effects of measures to improve earning power

• Efficient use of expenses

  • Recorded approx. ¥2.0 billion in Q2 for the transfer of consolidated subsidiary equity.

  	FY2024 Results	FY2025 Results	FY2025 Forecast
  R&D expenses	4,386	3,676	4,040
  Capital investment	7,699	3,817	4,240
  Depreciation expenses	2,554	2,528	2,780

  Achievement

  rate

  Amount

  FY2025 Forecast

Sales and profits increased year on year, but results fell short of the forecast.

Sales: Sales increased mainly because of significant growth of fecal immunochemical test (FIT)

reagents in overseas markets and medical devices.

Profit: Operating profit decreased due to changes in the sales mix, while net profit increased on a gain from the transfer of a consolidated subsidiary.

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Summary of Financial Results for FY2025

Sales by Segment

金額単位： 百万円

合計

増加 減少 Total

Millions of yen ■ Increase ■ Decrease ■ Total

970

986

41,899

Millions of yen

529

217

2

3

6

-7

-217

-142

(217)

40,539

(141)

(23)

491

Americas

12,050 95.1%

－ －

42,200 99.3%

2,530 99.4%

5,260 90.8%

4,260 97.8%

Domestic Americas

EMEA APAC

FY2025

Noth America and Central and South America

EMEA

Europe and Africa, Middle East and Russia [TB-LAMP sales for developing countries are included in the EMEA region.]

APAC

Asia and Oceania

26年3月 期

[All sales of urinalysis test reagents (tie-up with Sysmex) overseas are included in the APAC region.]

closure of USAID program

• Growth of FIT reagents

  South Korea: Recovery from the impact of the

  doctors' strike in the previous term

• Decrease in sales from urinalysis reagents overseas, but increase in revenues from urine test devices

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FY2025 Forecast

Amount

Achievement

rate

Summary of Financial Results for FY2025

Sales by Region

Millions of yen

• Domestic

30,150

101.0%

• Increased sales of diagnostic instruments, including

immunological and serological testing products introduced from Tosoh Corporation, urinalysis, and other testing devices

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Financial Forecasts for FY2026

Consolidated Financial Forecasts

Millions of yen

R&D expenses: 3,600; capital investment: 2,318; depreciation expenses: 2,654 (Millions of yen)

[Shareholder returns] Dividend per share; ¥58

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Financial Forecasts for FY2026

Forecasts by Segment

Millions of yen

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*FY2030; April 1, 2030 to March 31, 2031

Achievements (FY2025)

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Decision-making

• Faster decision-making

• Greater delegation and reformation of the judging process

  Resource allocation

  02

• Concentrated in specified product groups

• Evaluations and determinations with

  ROIC

  Execution

  03

• Portfolio restructuring moved into execution phase

• Monitoring progress of the ROIC

  management

  Organizational and cultural reform

  04

  • CEO's caravan program/networking events

  • Reviewed the HR system to motivate personnel.

Actions to markets

05

• Strength of external communication

• Implementation of branding measures

  • Revenue and profit: Achieved 99.3% of the plan

  • Japan: Increased revenue year to year, achieving 101.0% of the plan

  • Overseas: Achieved 95.1% of the plan despite USAID closure

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Introduction: What Has Changed with the Current Management Team?

The current management team has shifted to a "deliver-on-plan" execution

model over the past 9 months.

Orientation of Management Plan 2030

Management Philosophy

EIKEN WAY

Management Philosophy Protect the health of the public through health care services.

Vision Eiken group is dedicated to leveraging expertise as a medical testing pioneer in order to increase corporate value by protecting the health of the public with products and services that customers can trust.

Motto We Eiken provide trustworthy quality, and develop with technology

Our Aspiration

EIKEN Vision 2030

Path to Our Aspiration

Management Plan 2030 (FY2026-FY2030)

• Re-Formulation of the Plan Under the Current Executive Management Structure -

  Annual Goals

  Points

  • Strategy direction toward FY2030 remains unchanged.

  • Both EIKEN ROAD MAP 2030 and Medium-Term Management Plan (FY2025-FY2027) are

    reformulated into the "Management Plan 2030".

  • Going forward, rigorously achieve fiscal year goals, and review and refine the plan every term.

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"EIKEN Vision 2030" The Vision of the Eiken Group

Strategy direction toward FY2030 remains unchanged.

EIKEN Vision 2030

Business Strategy

Sustainability Strategy

Contribution to cancer prevention and treatment

Contribution to eradication and control of infectious diseases

Provision of products and services useful for healthcare

Business activities in harmony with the global environment

A vibrant corporation

making use of

employee's talent

Management Philosophy, Business Environment, and Sustainability Management

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Background of Management Plan Reformulation

External

Factors

I n t e r n a l F a c t o r s

Soaring costs against a backdrop of geopolitical risks, etc. (raw material cost, logistics cost…)

Difficult to reflect the soaring costs in prices even as inflation proceeds due to Japan's medical insurance system (NHI point)

Decrease in demand of tuberculosis test overseas due to the USAID budget freeze

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Management Plan 2030: Financial KPIs

Previous Management Plan

(EIKEN ROADMAP 2030)

Management Plan 2030

(FY2026-FY2030)

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Improvement of profitability of domestic business

Growth acceleration of overseas business

Non-continuous growth through alliances and M&As

Basis of ROIC improvement

• Expand sales of high-profit products

• Reorganize the low-profit product group

• Concentrate R&D activities in areas with high potential of profitability and growth

  Core of continuous growth

• Develop markets using FIT

• Immune serum reagents

  •Reinforce sales promotion in the

  animal test market

  •Develop new markets by introducing

  new products

  Evolution of business portfolio

  • Non-continuous growth factors

    • Expand and improve sales channels

      •Pursue high-precision technology

      •Focus on measurement devices

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      Management Plan 2030: Strategies

      Continued Growth and Improvement of Profitability

      
      
      
      
      

      Market growth

      Developing product group

      • Gene-related (cancer, CDx)

      • POCT products

        Main product group

      • Fecal immunochemical test (FIT)

        Low-profit product group

      • Immune serum (BLEIA/EIA)

      • Microorganism (partial products)

      • Equipment/food and environment

        Reallocation of managerial resources

        Profitable product group

        • Gene-related (infectious diseases)

        • Immune serum (in-house products, Tosho products)

        • Urine test

          Area of concentrated investment

          Business profitability

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          Management Plan 2030: Strategies

          Reorganization of Product Portfolio

          For the low-profit product group, a policy to be implemented in FY2025 was decided and initiated

          
          
          
          
          

          Management Plan 2030: Strategies

          Improvement of Profitability of Domestic Business

          Concentrate managerial resources in the main product group, developing product group and profitable product group to improve profitability.

          Market growth

          Developing product group

          • Gene

            Main product group

            Improve the sales structure and academic support system to build a customer base of the multi-companion diagnostic system (MINtS).

          • POCT products

        Clinics

  • Fecal immunochemical test (FIT)

Expand the spread of mail-in colorectal cancer

screening using a new stool collecting container.

Strengthen sales activities in the clinic market by creating alliances

with other companies and reforming the sales structure.

Low-profit product group

• Immune serum (BLEIA/EIA)

• Microorganism (partial products)

• Equipment/food and environment

Profitable product group

• Immune serum

Adoption by testing centers and major hospitals following the launch of 3 new

latex products.

Testing centers

Large hospitals

Area of concentrated investment

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Business profitability

Management Plan 2030: Strategies

Growth Acceleration of Overseas Business

Target overseas sales

36.3%

22.0%

FY2030

EMEA

APAC

EIKEN Medical America Europe Branch

41.7%

27.3%

(11.4 billion yen)

Overseas sales ratio

35% +

(17.5 billion yen +)

*Image of sales structure by region

Center of growth of sales and profits

• Review of FIT pricing structure through regulatory (RA) strategy

• Continue to roll out FIT in South America

• Develop an animal immune serum reagent market in North America, and build a business foundation by securing sales channels

  EMEA

  Steady expansion

• Develop an FIT market in Middle East, the Balkan States, and neighboring countries of Europe.

• Expand the African market through tuberculosis

  examination tours

• Strengthen the sales activities for animal immune serum reagents

  Eiken Medical Shanghai

  APAC

  Building of the business foundation

  China

• Survey and collect market needs in the Chinese market

  Southeast Asia

• Consider setting up a resident office

• Build relationships with local key opinion leaders

• Collaborate with local distributors and develop markets

Americas: North America, and Central and South America

EMEA: Europe, and Africa, Middle East and Russia

(TB-LAMP sales for developing countries are included in the EMEA Region.)

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APAC: Asia and Oceania

(All sales of urinalysis test reagents (tie-up with Sysmex) overseas are included in the APAC Region.)