NIKKON : Financial Results for the Fiscal Year Ended March 31, 2026

Financial Results for the Fiscal Year Ended March 31, 2026

NIKKON Holdings Co., Ltd.

Security: 9072 Thursday, May 21, 2026

1. Financial Results Explanation
   1. Financial Results
   2. Review of Medium-Term Management Plan
   3. New Medium-Term Management Plan
   4. Shareholder Returns
2. ESG Explanation
   1. ESG Initiatives

(Millions of yen)

Net sales Increased due to an expansion of new and existing business and the effects of M&A activities

Operating profit Increased despite temporary expenses incurred due to M&A activities

Net profit Increased in part due to decreased foreign exchange losses and the sale of cross-shareholdings 3

(Millions of yen)

Property, plant and equipment Buildings and structures and machinery, equipment and vehicles increased by 8.3 billion yen (primarily due to buildings and sales vehicles)

Current liabilities (Short-term borrowings and bonds) Short-term borrowings13.1 billion yen decrease (shifting of 17.8 billion yen in

funding for M&A activities to long-term borrowings, 4.0 billion yen increase in working capital)

Non-current liabilities (Long-term borrowings and bonds) Long-term borrowings 30.0 billion yen increase (3.0 billion yen repayment, 19.0

billion yen in borrowing to fund M&A activities, 15.0 billion yen to fund capital investments) 4

(Millions of yen)

Composition of net sales Other

Testing

7.5%

9.1%

Packaging

21.4%

Transportation

46.1%

Warehousing

15.9%

Transportation [Net sales] Incorporated 12 months of sales from overseas subsidiaries consolidated from M&A activities (9 months of which was consolidated in the previous fiscal year)

[Operating profit] Rose due to effects of increased net sales

Warehousing [Net sales] Rose after a new warehouse was opened

[Operating profit] Growth slowed in part due to increased depreciation expenses

Packaging [Net sales] Rose in part reflecting the results of fee optimization negotiations

[Operating profit] Increased due to business streamlining and reduced outsourcing expenses

Testing [Net sales] Reduced volume from existing business partners was covered with the business gained from new partners

[Operating profit] Rose slightly impacted by an increase in personnel expenses and higher depreciation for testing equipment

Other [Net sales] Rose with subsidiaries newly consolidated through M&A activities also contributing [Operating profit] Loss expanded due to temporary expenses incurred due to M&A activities

Composition of operating profit

Testing 3.6%

16.9%

Transportation

31.7%

Packaging

18.7%

Warehousing

37.2%

Other

5

• Net Sales by Industry

  Newspapers and

  Proportion (%)

  Other

  publications

  1.7%

  Industrial Machinery 2.8%

  Food and beverages 2.2%

  Agricultural Machinery

  2.8%

  16.4%

  Automobile

  41.7%

  Tires

  4.3%

  11.2%

  Housing

  Auto-Parts

  16.9%

  
  
  

• Net Sales by Region

10.6%

North

Asia

America

Japan 82.2%

7.3%

Changes in Capital Investments

FY2019/3 FY2020/3 FY2021/3 FY2022/3 FY2023/3

(Millions of yen) (Millions of yen)

• Results from 2H of FY ended Mar. 2026

Warehouse in Komaki-shi, Aichi

• Medium-Term Management Plan (KPIs for final fiscal year)

  Category	FY2026/3
  Net sales (Revised)	JPY 280.0 billion (JPY 269.0 billion)
  Operating profit (Revised)	JPY 28.0 billion (JPY 23.7 billion)
  Operating profit ratio (Revised)	10.0% (8.8%)
  ROE	8.0%

  JPY 23.2 billion

+JPY 45.0 billion

(Millions of yen)

6.8%

ROE

150,000

6.0%

100,000

4.0%

50,000

22,000 21,200

24,000 23,100

23,700 24,800

2.0%

0

0.0%

FY2024/3 FY2025/3 FY2026/3 (revised)

Sales Targets

Sales Results

Operating Profit Targets

Operating Profit Results

Operating profit ratio

250,000

Progress of Medium-Term Management Plan

3rd year of the Plan

300,000

1st year of the Plan

2nd year of the Plan

12.0%

269,000

269,800

250,000

7.0%

247,800

230,000 222,300 9.6%

9.3%

10.0%

8.8%

200,000

7.60%

8.0%

FY2024/3 FY2025/3 FY2026/3

Sales Targets

Page /7010

[Introduction of laser-guided AGFs]

After goods arrive at the placement area, automated relocation between levels begins

Features of AGFs

Background

◼ Responding to the challenge of securing employment due to population decline

■ Responding to the aging workforce and absenteeism

■ High labor distribution ratio (logistics industry)

Purpose

■ Automate outdated production style and upgrade equipment

■ Achieve increased efficiency by improving the work environment and reducing work losses

■ Transformation into a showcase warehouse

Benefits

◼ Enhanced work quality, improved work environment

◼ June 2025: Introduced units on the second floor, reduction of 3 personnel

◼ April 2026: Introduced additional units on the third floor, reduction of 3 personnel

(Annual personnel expenses reduced by 20 million yen)

Expanded deployment of T-sort autonomous mobile robots (AMRs)

2025: Introduced on the second floor ⇨

2026: Expanded deployment to the third floor

Background

• Responding to the challenge of securing employment due to population decline

• Responding to the aging workforce and absenteeism

• High labor distribution ratio (logistics industry)

Sorting from packed cartons to export cases in export and packing operations has been automated with the introduction of AMRs.

Automating the elements involving visual sorting and manual back-and-forth handling has not only reduced labor but also helped improve quality levels.

Delivery of parts

Packaging

Sorting

Loading into cases

Shipping

Our logistics services provide "time" to customers. Through safety-first, timely and environmentally-friendly logistics, we support social infrastructure to co-create a prosperous future. By anticipating change and continually refining our abilities to develop proposals and execute our plans, we will live up to the trust placed in us.

1. Cultivating customers in growth industries as a priority Drive expanded business in the fields of semiconductors, industrial machinery, aerospace and defense, medical devices, telecommunications and electric power.

2. Expansion of business revolving around coordination between

   Group companies

   Develop cross-selling through coordination across functions and services, and cross-selling through regional collaboration

3. Expansion of service domains and profit growth in overseas markets

   Focus on securing overseas business from existing domestic business partners through Group coordination. Provide seamless and high value-added integrated logistics services.

4. Facilitating the creation of strategic logistics partners

   Pursue data accumulation through systemization efforts, and promote the visualization, integrated management and optimization of the entire supply chain.

   • Through growth in our existing businesses and M&A activities, we are targeting net sales of 350.0 billion yen for the fiscal year ending March 31, 2029

     Net sales	JPY 350.0 billion including JPY 30.0 billion in contributions from M&A activities, etc.
     Operating profit	JPY 33.0 billion
     Operating profit ratio	9.4%
     ROE	10.0%
     ROIC	5.6%
     Equity ratio	Less than 50%
     Net interest-bearing debt/ EBITDA	Approx. 2.5 times

   • We will strive to improve capital efficiency, aiming to achieve an ROE of 10% or higher

     Revising the holding policy for owned real estate

Purchase of treasury shares

(completed in March 2026)

End of treasury share purchases

(1) Total number of shares:

4.22 million

1. Total acquisition:

   15 billion yen

2. Acquisition period:

September 2025 to

March 2026

Changes to shareholder returns policy

(from the current fiscal year onward)

Changes to the dividend policy

(1) Dividend on equity (DOE) 4% (March 2026)

DOE 6% (March 2027)

(2) Purchase of treasury shares

Implement purchases worth 35.0 billion yen over four years up to FY2029

Introduction of a shareholder benefit program

(from the current fiscal year onward)

Eligibility

Shareholders with at least 200 shares as of March 31, 2026

Details

• Period of continuous holding: Less than 3 years

  Three-item set of white or mixed-grain rice

• Period of continuous holding: 3 years or more

Rice (2 kg x 2 bags)

(Dividend on equity)

Less than 50％

*1. The share price (figures in red) is presented based on the ratio following the stock split, using the share price as of the end of March (from October 1, 2024 the stock was split at a 1:2 ratio)

*2. The payout ratio was switched to DOE starting from the fiscal year ended March 31, 2026 (payout ratio of 40% → DOE of 4%)

(Dividend on equity)

120

112

70.0%

Trend in Annual Dividend Per Share and Dividend Payout Ratio

100

59.9% 60.0%

80

75 49.1%

50.0%

(Dividend payout ratio)

60

40.1% 40.1% 40.3%

40.0%

30.1% 30.2%

30.3%

52.5

54

40

29.9%

38

30.3%

30.7%

49.5

30.0%

30

32.5

33.5

33.5

34.5

20.0%

20

10.0%

0

0.0%

2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3 2026/3 2027/3

Dividends Payout ratio

15

1. Financial Results Explanation

   1. Financial Results

   2. Review of Medium-Term Management Plan

   3. New Medium-Term Management Plan

   4. Shareholder Returns

2. ESG Explanation
   1. ESG Initiatives

16

2023年3月期 2024年3月期 2025年3月期 2026年3月期

2030年 2050年

CO2排出量削 減

Scop１,２

計画

実績

126,034

-

Target

-30%

0

-

Target

-100%

* Net zero

Reduction of CO2 emissions Scope 3

206,718

* Results of eight major companies

286,007

358,090

(Being calculated)

2030 2050

2023年3月期 2024年3月期 2025年3月期 2026年3月期 2030年 2050年

計画 - 179,638 179,318 173,340 126,034 0

CO2排出量削減 実績 180,048 177,732 169,313 168,334 - -

Scop１,２

2023年3月期 - ▲1.29% ▲5.96% ▲6.51％ 目標 目 標

実績比 ▲30% ▲100%

※ネットゼロ

CO2排出量削減

Scope３ 206,718 286,007 358,090 （集計中）

※ 主要8社実績

2023年3月期 2024年3月期 2025年3月期 2026年3月期

2023年3月期 2024年3月期 2025年3月期 2026年3月期

国内

管理職に占める 海外女性の割合

合計

2023年3月 期

実績比

CO2排出量削 減

Scope３

※ネットゼロ

目標

目標

（集計中）

※ 主要8社 実績

▲

▲

▲

▲

▲

1.4% 2.0% 2.9% 4.2%

20.1% 21.2% 24.7% 24.1%

7.6% 8.4% 9.9% 10.7%

9.9% 11.7% 13.1% 12.0%

35.1% 40.8% 33.6% 33.3%

17.9% 20.9% 19.9% 17.7%

18.4% 18.6% 19.0% 19.3%

38.4% 36.2% 35.9% 36.4%

23.9% 23.3% 23.4% 23.8%

国内

管理職に占める 海外女性の割合

合計

国内

役職者に占める 海外女性の割合

合計

国内従業員全体に占める 海外

女性の割合

合計

国内

役職者に占める 海外女性の割合

合計

国内従業員全体に占める 海外

女性の割合

合計

* The scope of calculation excludes companies that joined the Group from April 2023 onward 17

Receiving a Gold Prize at the SAFE Consortium Awards An endowed course provided in the Kingdom of Thailand

Auto Technic Japan Co., Ltd. (ATJ) won a Gold Prize, the highest award in the safe workplace environment development category of the Service Industry subsection of the 2025 SAFE Awards held by the Ministry of Health, Labour and Welfare. To prevent accidents and mishaps caused by inadequate visual confirmation, ATJ introduced "vision training" that incorporates eye movements as a part of its safety activities, achieving zero accidents and mishaps as a result. This latest award was received in recognition of these efforts. The Group will continue with activities aimed at improving safety awareness to eliminate accidents and mishaps.

In a continuation of an initiative begun in the previous fiscal year, in February 2026, the Company provided an endowed course at King Mongkut's University of Technology North Bangkok, which is located in Bangkok, the capital of Thailand. This fiscal year, four Group companies, including Chuoh Pack Industry Co., Ltd. which became a Group company in FY2024, delivered lectures for the course, with 94 students taking part. In conjunction with this, tours were operated at the Ayutthaya Branch of A.N.I. LOGISTICS, LTD., with the aim of helping students acquire knowledge of logistics. NKKON Holdings, which operates a global logistics business, will continue working to contribute to the development of logistics and realize the vision laid out in its management philosophy through endowed courses.

* This course was provided as part of the project to provide endowed courses in the FY2025 "Technical cooperation utilization type/emerging market development program

(training/experts dispatch / Industry-Academia collaborative programs)" that was implemented by the Association for Overseas Technical Cooperation and Sustainable Partnerships (ATOS), managing government subsidies by the Ministry of Economy, Trade and Industry.

The Group has formulated transition scenarios to achieve carbon neutrality by 2050. We are driving reductions to the CO2 emissions associated with our business activities while balancing efforts with the

* Scope 1 + 2

FY2022

FY2028

800000

stable provision of logistics services. We will promote higher transportation efficiency through improved driving and the introduction of electric power derived from renewable energy, while at the same time keeping a close watch on technological development trends related to eco-friendly vehicles and bio-fuels, considering adoption based on the commercialization and widespread adoption of those technologies. We will also consider the use of carbon credits and other schemes to account for emissions that are difficult to reduce, striking a balance with economic rationality while contributing to the realization of a decarbonized society.

700000

Scope1+2 Reduction rate

-12.7%

-

161,591t-CO2

185,056t-CO2

* The reference year has been recalculated due to boundary changes made from April 2023 onward

implementation of measures 1-3

CO2 emissions after implementation of all measures including 4

Effective CO2 emissions after

600000

500000

400000

CO2

reductions

300000

200000

100000

t-CO₂ 0

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

2041

2042

2043

2044

2045

2046

2047

2048

2049

2050

-100000

CO2

offsetting

CO2

removal

Positioning of the Group's Human Capital Management

We provide an environment that enables Group employees to achieve highly engaged and self-directed growth, respect the individual qualities and diversity of each Group employee, and elevate our organizational strength by allowing them to fully demonstrate and integrate their capabilities.

Innovation and competitiveness are generated as a result, leading to the growth of Group employees in tandem with the sustainable enhancement of corporate value in the medium- to long-term. We position these approaches and their outcomes as our style of human capital management.

Key Human Capital Management Initiatives Growth Strategy

Championing the success of diverse human resources

We accept a diverse range of human resources, promote mutual respect, and create equal opportunities for them to succeed.

• Provide structured training targeting employees on track to become female managers

• Support efforts to promote the employment of people with disabilities

• Utilize employees of multiple nationalities and establish a cooperative environment

• Strengthen the recruitment of human resources with advanced expertise

• Initiate conceptual planning to establish a future logistics research institute

Demonstrating and integrating individual capabilities

We refine the capabilities of each individual, integrating those qualities to maximize our group-wide capabilities.

• Visualize human resources and ensure their appropriate allocation within the Group

• Enhance the trainee program operating bidirectionally between overseas sites and Japan

• Improve the NIKKON Management School to cultivate the next generation of managers

• Encourage employees to acquire qualifications and promote the reskilling and improved expertise of individuals

  Feeling job satisfaction even amid an intense environment

  Giving top priority to safety and peace of mind, we provide support to the self-directed growth of each individual, aiming to be a vibrant corporate group in which Group employees take pride.

  • Continue to hold All Nikkon Safety competitions and AHK (A: Safety, H: Quality, K: Efficiency/Environment) competitions globally

  • Conduct and make improvements to Group-wide engagement surveys

  • Continue with social contribution activities and the provision of endowed courses at Japanese and overseas universities

    1. Cultivate customers in growth industries

    2. Deepen customer engagement through Group coordination

    3. Strengthen overseas businesses

    4. Create strategic logistics partners

1. Expand the workforce supporting sustainable growth

2. Develop capabilities to respond to customer issues

3. Cultivate human resources who will drive Group coordination in the future

Numerical targets

(FY2026/3 FY2029/3)

Percentage of all employees that are women

Percentage of women in Percentage of women in senior positions managerial positions

23.8%

25.8%

17.7% 20.2% 10.7% 15.6%

Set target values for each organizational level and form a pipeline of candidates

Applicable scope: Consolidated companies in Japan and overseas

Employment of people with disabilities

Meet statutory employment rates for peopl2e0with disabilities at all applicable business sites

20