Nissui Corporation TSE:1332
Nissui : Financial Statements (November 6, 2025) Supplemental Documents
Source: MarketScreener
Note： In the third quarter of the FY2024, the provisional accounting treatment related to a business combination at an equity-method affiliate was finalized. Accordingly, the comparison and analysis with the previous interim period reflect
November 6th 2025 Nissui Corporation the finalized content of this accounting treatment.
© Nissui All Rights Reserved.
2
Y-on-Y
Overview
In addition to improvements in aquaculture and North American seafood processing, the domestic chilled
foods segment continued to perform well, resulting in profit growth of over 10% at all levels. The interim dividend was increased by 2 yen to 14 yen, as planned.
(Billions of yen) | 2Q of FY2024 | 2Q of FY2025 | ||
(%) | ||||
Net Sales | 440.6 | 452.9 | 12.2 | 2.8 |
Operating Profit | 17.2 | 19.7 | 2.5 | 14.6 |
Ordinary Profit | 19.0 | 21.2 | 2.1 | 11.2 |
Profit attributable to owners of parent | 12.5 | 14.2 | 1.7 | 13.7 |
Due to the recognition of gain on negative goodwill arising from an acquisition by an equity-method affiliate, figures for the previous fiscal year have been retrospectively adjusted. (Billions of yen)
2Q of FY2024 | |||
Before Adjustment | After Adjustment | Changes | |
Net Sales | 440.6 | 440.6 | 0.0 |
Operating Profit | 17.2 | 17.2 | 0.0 |
Ordinary Profit | 16.9 | 19.0 | 2.1 |
Profit attributable to owners of parent | 10.4 | 12.5 | 2.0 |
(Billions of yen) | 2Q of FY2024 | 2Q of FY2025 | Y-on-Y | |
(Amount) | (%) | |||
Net Sales | 440.6 | 452.9 | 12.2 | 2.8 |
Marine Products | 175.5 | 178.8 | 3.2 | 1.8 |
Food Products | 239.8 | 251.7 | 11.9 | 5.0 |
Fine Chemicals | 7.2 | 7.1 | (0.1) | (2.6) |
General Distribution | 8.2 | 8.3 | 0.1 | 1.2 |
Others | 9.6 | 6.8 | (2.8) | (28.9) |
Operating Profit | 17.2 | 19.7 | 2.5 | 14.6 |
Marine Products | 3.5 | 6.0 | 2.5 | 73.0 |
Food Products | 16.3 | 16.8 | 0.5 | 3.1 |
Fine Chemicals | 0.1 | 0.1 | 0.0 | 65.4 |
General Distribution | 1.3 | 1.2 | (0.0) | (6.5) |
Others | 0.6 | 0.3 | (0.2) | (44.7) |
Common Costs | (4.6) | (4.8) | (0.2) | 5.7 |
Ordinary Profit | 19.0 | 21.2 | 2.1 | 11.2 |
Profit attributable to owners of parent | 12.5 | 14.2 | 1.7 | 13.7 |
Overview by Segment
Net sales increased, driven by strong performance in the chilled foods businessfor convenience stores.Fishery operations posted higher profits, driven by steady catches of Japanese amberjack and tuna. In aquaculture, profits also increased thanks to higher selling prices for Japanese amberjack and coho salmon, as well as improvements in farming conditions.
FY2024 2Q
Marine Products
Factors for Changes in Operating Profit (Y-on-Y)
The Marine Products Business saw a significant increase in profit due to improvements in aquaculture. In
the processing and trading business, North America continued to improve, while the domestic trading struggled. In the Food Products Business, domestic processed foods were negatively affected by high rice prices, but the chilled and overseas segments offset the impact, resulting in higher overall profits.
Fishery & Aquaculture (Except for South American Aquaculture)
Including the adjustment
of unrealized profits
Marine Products
South American Aquaculture
Including the adjustment
of unrealized profits
Marine Products
Processing & Trading
Including the adjustment
of unrealized profits
Outside Japan 1.3
Domestic sales of functional raw materials for supplements have been steady.
Overseas, household use remains strong, and profits increase. In Japan, the chilled business continues to perform well.
However, domestic processed foods were affected by the rise in the price of rice and surimi raw materials, and profits decreased.
North American processing improved due to increased production of fillets and higher sales prices of surimi. Domestic trading declined due to falling fish oil prices and high costs of salmon and trout.
The rise in selling prices due to market recovery, along with improved aquaculture performance such as higher survival rates, also contributed to the increase in profits.
Japan (1.8)
Food Products Fine Chemicals Common Costs
(Including consolidation
adjustments)
Outside Japan 0.5
Japan (0.2)
(Billions of yen)
FY2025 2Q
The figures on the right represent the comparison with the end of the previous fiscal year. Current Assets 344.4 11.8 Cash and deposits 19.7 4.9 Notes and accounts receivable 110.2 2.8 Inventory 198.3 3.3 | Current Liabilities 232.8 Notes and accounts 56.9 payable Short-term borrowings 121.8 Accrued expenses 27.4 | 6.7 0.5 7.7 (1.7) | ||
Non-current Liabilities 140.4 | 17.6 | |||
Non-current Asssets | 312.6 | 10.2 | Long-term borrowings 112.8 | 17.0 |
Property, plant and | 188.3 | 7.4 | Net Assets 283.7 Shareholder's equity 274.2 Equity Ratio As of March 43.6% ⇒ As of September 2025 2025 | (2.2) (2.7) 41.7% |
equipment | ||||
Intangible assets | 15.8 | (1.1) | ||
Investment and other | 108.3 | 4.0 | ||
assets | ||||
Total Assets | 657.0 | 22.1 | ||
Consolidated Balance Sheet
Total assets increased due to higher working capital and factory investments.(Billions of yen)
(Billions of yen) | 2Q of FY2024 | 2Q of FY2025 | Y-on-Y |
Profit before income taxes | 18.9 | 21.0 | 2.1 |
Depreciation & amortization | 12.3 | 12.9 | 0.5 |
Working capital | (7.0) | (11.2) | (4.2) |
Others | (10.8) | (6.2) | 4.6 |
Net cash provided by operating activities | 13.4 | 16.5 | 3.1 |
Investment in (Purchase of) property, plant, and equipment | (14.6) | (24.8) | (10.2) |
Others | (1.6) | (0.7) | 0.8 |
Net cash used in investing activities | (16.3) | (25.6) | (9.3) |
Increase or decrease in borrowings | 7.8 | 26.8 | 19.0 |
Others | (5.4) | (12.3) | (6.9) |
Net cash provided by financing activities | 2.3 | 14.4 | 12.0 |
Cash and cash equivalent at end of term | 20.0 | 23.8 |
Consolidated Cash-Flow Statement
Although operating cash flow improved, capital expenditures increased,resulting in a negative free cash flow of approximately 9 billion yen.(Billions of yen) | 2Q of FY2024 | 2Q of FY2025 | Y-on-Y | |
(Amount) | (%) | |||
Net Sales | 175.5 | 178.8 | 3.2 | 1.8 |
Operating Profit | 3.5 | 6.0 | 2.5 | 73.0 |
Net sales
（Quarterly）
(Billions of yen)
Operating Profit
Marine Products Business Net Sales & Operating Profit (Y-on-Y)
The performance of aquaculture improved significantly, overcoming the struggles of domestic trading.(Billions of yen)
（Quarterly)
Marine Products Business Net Sales & Operating Profit (Y-on-Y)
Profit increased significantly due to the rise in selling prices and improved aquaculture performance. The
improvement in processing and the strong performance of the trading business in North America helped offset the sluggish results of the domestic trading segment.
Operating Profit
(Bar Chart)
Net Sales
(Line Chart)
* Italic figures at
the bottom of the graph are total operating profit figures by function.
(0.6) (0.0) 0.3 3.9 4.2 3.9
＜Domestic market price of salmon/trout calculated based on Trade Statistics of Japan, Ministry of Finance＞
(Billions of yen) （Unit: JPY/kg）
(Billions of yen) | 2Q of FY2024 | 2Q of FY2025 | Y-on-Y | |
(Amount) | (%) | |||
Net Sales | 239.8 | 251.7 | 11.9 | 5.0 |
Operating Profit | 16.3 | 16.8 | 0.5 | 3.1 |
Food Products Business Net Sales & Operating Profit (Y-on-Y)
Overseas household use was strong, and CVS sales promotion had an effect. This covered the impact of rising domestic raw material prices.
Net Sales
(Quarterly)
(Billions of yen)
Operating Profit
(Quarterly)
(Billions of yen)
Operating Profit
(Bar Chart)
(Billions of yen)
Net Sales
(Line Chart)
（Unit: JPY/kg）
Food Products Business Net Sales & Operating Profit (Y-on-Y)
Overseas operations posted higher profits, driven by the expansion of sales areas in Europe
and effective control of raw material for white fish. However, it could not fully cover the impact of rising domestic prices of rice and surimi raw materials.
＜Transition of import price of frozen surimi>
Based on the Trade Statistics of Japan, Ministry of Finance
Others Europe
North America Japan
* Italic figures at the bottom of the graph are total operating profit figures by function.
13.5 12.7 2.9 4.1
(Billions of yen) | 2Q of FY2024 | 2Q of FY2025 | Y-on-Y | |
(Amount) | (%) | |||
Net Sales | 7.2 | 7.1 | (0.1) | (2.6) |
Operating Profit | 0.1 | 0.1 | 0.0 | 65.4 |
Net Sales
(Quarterly)
(Billions of yen)
Operating Profit
(Quarterly)
(Billions of yen)
Fine Chemicals Business Net Sales & Operating Profit (Y-on-Y)
Domestic sales of functional raw materials for supplements were steady.
(Billions of yen) | 2Q of FY2024 | 2Q of FY2025 | Y-on-Y | |
(Amount) | (%) | |||
Net Sales | 8.2 | 8.3 | 0.1 | 1.2 |
Operating Profit | 1.3 | 1.2 | (0.0) | (6.5) |
Net Sales
(Quarterly)
(Billions of yen)
Operating Profit
(Quarterly)
(Billions of yen)
General Distribution Net Sales & Operating Profit (Y-on-Y)
Against the backdrop of logistics 2024 problem, personnel increased, and laborcosts increased. Additionally, fuel costs rose and profits decreased.14
(Billions of yen) | 2Q of FY2025 | FY2025 Annual Plan | Progress Rate(%) |
Net Sales | 452.9 | 900.0 | 50.3 |
Marine Products | 178.8 | 356.8 | 50.1 |
Food Products | 251.7 | 490.1 | 51.4 |
Fine Chemicals | 7.1 | 18.3 | 38.8 |
General Distribution | 8.3 | 16.7 | 50.0 |
Others | 6.8 | 18.1 | 38.0 |
Operating Profit | 19.7 | 34.5 | 57.4 |
Marine Products | 6.0 | 12.7 | 47.7 |
Food Products | 16.8 | 27.8 | 60.4 |
Fine Chemicals | 0.1 | 1.4 | 12.5 |
General Distribution | 1.2 | 2.5 | 48.6 |
Others | 0.3 | 0.9 | 36.4 |
Common Costs | (4.8) | (11.0) | 44.3 |
Annual Plan for FY2025 (No Change from the Initial Plan)
In the first half, growth in chilled and overseas operations, advancements in aquaculture,
and steady progress in improving unprofitable businesses moved ahead smoothly, outpacing the plan.
From the second half, in preparation for a leap forward in the final year of the Medium-Term Management Plan (FY2027), we will continue to expand aquaculture operations, prepare for the full-scale operation of newly constructed and expanded plants, and work toward realizing sales of pharmaceutical raw materials. However, in addition to the economic measures implemented by various countries, uncertainties remain in the business environment due to factors such as consumer trends and market conditions for marine products and rice.
Business Environment
We continuously assess and respond appropriately to consumer trends and marketconditions in each country.Since the inauguration of the Trump administration, shifts in trade policies and related factors led to changes in consumer behavior across various nations.
The market for white fish is showing an upward trend, raising concerns about its potential impact on food raw materials. The situation is being closely monitored.
120
110
100
90
80
70
60
50
2019-01
2019-04
2019-07
2019-10
2020-01
2020-04
2020-07
2020-10
2021-01
2021-04
2021-07
2021-10
2022-01
2022-04
2022-07
2022-10
2023-01
2023-04
2023-07
2023-10
2024-01
2024-04
2024-07
2024-10
2025-01
2025-04
2025-07
40
Jan,2019=100
日本
Japan
EU US
Sources:
Japan / Cabinet Office: Consumer Confidence Survey (Consumer Attitude Index)
U.S. / Consumer Sentiment (UMCSENT)
EU / Consumer Confidence Indicator and Survey Results (Eurostat)(Base: January 2019 = 100)
＜Export Statistics of
Fillets to North America＞
Unit Prices of Fillets (USD/kg)
Fillets
Source: NOAA (National Oceanic and Atmospheric Administration, U.S.)
Initiatives: Marine Products Business （Aquaculture business）
To further expand the aquaculture business, we are focusing on improvingaquaculture performance and increasing harvest volume.Improvement of aquaculture performance and enhancement of production capacity through strengthened seeds production capability and technological innovation
ー(Domestic coho salmon and South American salmon) In addition to expanding production capacity, we aim to improve aquaculture
performance and enhance productivity by reinforcing seeds quality—specifically, promoting growth acceleration, heat tolerance, and reducing the risk of fish diseases.
Expansion of business scale through optimization of aquaculture farm operations
ーFor domestic coho salmon, we are promoting business expansion and risk diversification through the geographical dispersion of
farming areas. For South American salmon, we are increasing
harvest volume through optimization of aquaculture farm operations.
(South American Salmon)Preparing to establish
(Domestic coho salmon) Expansion of sites centered in Iwate Prefecture to produce 10,000 MT in 2030
a 50,000 MT production system by 2030.
Chile
Expansion of seed production capacity(Left: Iwate Prefecture, Right: Chile)
ー(Japanese amberjack) We are verifying initiatives for underwater feeding. By feeding from vessels to submerged cages, feeding
can be carried out without causing stress, even when surface water temperatures are high, which is also expected to improve their health condition.
Ōtsuchi (commercial operations launched in April 2022) Rikuzentakata (commercial operations to begin in November 2025) Ōfunato (trial aquaculture to commence in November 2025)
Sustainability Initiatives Integrated with Aquaculture Operations
We will promote aquaculture operations that are gentle on both people and theplanet, while pursuing the growth of corporate value.ーWe are engaged in forest conservation
activities in “Forest for the Future of the Sea”
located in Rikuzentakata City, Iwate Prefecture.
To preserve the blessings of nature sustained by the interconnection of mountains, villages, rivers, and the sea, we are undertaking forest conservation initiatives to foster decarbonization and coexistence with nature.
ーAt Kurose Suisan, a demonstration experiment has been launched in collaboration with relevant organizations* to develop and test an aquaculture feeding vessel equipped with a hydrogen fuel cell.
Aiming to promote the industrial growth and decarbonization of aquaculture, this project identifies and organizes challenges related to transitioning the power sources of aquaculture vessels from fossil fuels to non-fossil alternatives such as hydrogen.
“Forest for the Future of the Sea”(Rikuzentakata City, Iwate Prefecture)
The Forest Opening Ceremony held on November 2, 2025
*Relevant organizations: Marine Aquaculture System Association (MSSA) and the Japan Fisheries Research and Education Agency (FRA).
Initiatives: Marine Products Business (North American Processing & South American fishery)
We will continue to promote the review and improvement of our profit structure.Review of the operating system
ー Started operation by reducing the number of
fishing vessels by one
Reduce surimi production and increase fillet production to improve the value of raw fish.
Continuing efforts are underway to sell fishing vessels.
Maximizing the value of raw fish
ー Improve earnings by increasing the ratio of fillet production
Compared to surimi, the price of fillets is high. We will maintain a high production ratio of fillets.
ー Strengthening the cooperation system with fishing vessels
With an efficient raw material transportation system,
Procurement of raw materials at the right time and contribute to increasing product value by
stabilizing the quality of Alaska pollock raw materials.
Initiatives: Food Products Business （International)
We will enhance and streamline production capacity to meet demand andaccelerate growth.＜United States Production Site＞
ーProduction to begin in September 2025, with full-scale operations planned to start in August 2026. Overall production capacity in North America is expected to increase to meet the growing demand of consumers.
ーBy partnering with our logistics partner, U.S. Cold Storage, we will enhance the flexibility of our supply chain through cooperation in facility-related areas such as refrigerated warehouses and logistics operations.
ーThe expansion of the building has been completed, and the distribution area has commenced operations. Two additional production lines will be installed, with full-scale operations scheduled to begin at the
end of April 2026.
ーWe will strengthen profitability through production capacity expansion, automation of the packaging line, and improvement in distribution efficiency.
Initiatives: Food Products Business （Japan)
In addition to expanding the product lineup to meet consumer needs, the company aims to enhance
brand value by communicating its commitment to transforming the strengths of white fish into customer value through corporate commercials and products, such as chikuwa (fish cake).
We are expanding a lineup of
Frozen ready-to-eat
differentiated products that address consumer demands for individual servings, convenience, and health.
One-plate frozen meals that can be easily prepared in a microwave
dishes designed for
quick and easy
preparation.
and white fish-based products.
・A corporate commercial highlighting the company’s desire to “deliver better food to people” and focusing on the theme of egg-free products is being rolled out. By linking this message with white fish products at retail stores, the company seeks to further strengthen its brand value.
・Efforts are being made to reach consumer segments with limited exposure to surimi-based products through events held at physical retail locations.
Products Offered at the Event and Venue Atmosphere
Initiatives: Fine Chemicals Business
Expanding sales of high-purity EPA for pharmaceuticals across Japan, Europe, and Asia, while
introducing new mail order products that provide an easy way to intake EPA and DHA.
ーWe are introducing products that allow consumers to easily intake one-third of the recommended daily amount of EPA and DHA, contributing to the maintenance of good health.
ー(Japan)Strengthening sales of fast-twitch skeletal muscle protein and gummy products for the domestic
mass retail market.
ー(Overseas)In various Asian countries, we begin processes such as
registration with the FDA and prepare for global market expansion from FY2025.
.
(Capsule type)
© Nissui All Rights Reserved
(Drink type) 22
We will work to enhance the value chain resilience and strive towards the long-term vision of becoming a leading company that delivers friendly foods both for people and the earth, “GOOD FOODS 2030.”
Disclaimer Regarding Forward-Looking Statements
This presentation contains forward-looking statements regarding Nissui’s business projections for the current term and future terms. All forward-looking statements are based on the rational judgment of management derived from the information currently available, and the Company provides no assurances that these projections will be achieved.
Please be advised that the actual business performance may differ from these business projections due to changes in various factors. Significant factors affecting the actual business performance include but are not limited to the changes in the market economy and product demand, foreign exchange rate fluctuations, and amendments to various international and Japanese systems and laws.
Accordingly, please use the information contained in this presentation at your discretion. The Company assumes no liability for any losses that may arise due to the use of this presentation.
Nissui Corporation Code: 1332
Corporate Strategic Planning & IR Department
+81-3-6206-7037
https://www.nissui.co.jp/english/index.html
Appendix25
South American Salmon Aquaculture
The assessment of the fish in stock were stable year-on-year.※1 Assumed profit of pre-shipment fish
(resident fish) in the stock
※2 Adjust unrealized profits in inventory
0.1
0.2
0.9
0.4
0.7
(0.3) (0.3)
(0.9)
(10)
＜Chile Trout HG Market Price＞
(Unit： USD/kg)
he assessment gain/loss of the fish in stock (IFRS) ※1 |
Profit/loss on the business |
Adjustment of unrealized profit ※2 |
(Billions of yen)
T
FY24 2Q
(Billions of yen) | FY2024 2Q | FY2025 2Q |
Return to the beginning balance | ２.２ | (0.3) |
The assessment gain/loss at the ending balance | (1.7) | 0.6 |
The assessment gain/loss of the fish in stock | 0.4 | 0.2 |
＜Breakdown of the Assessment＞
FY25 2Q
© Nissui All Rights Reserved.
(HG: Fish that its head and guts removed)
(Source: InfoTrade) 26
Import Price Trends – Fish Oil and Fish Meal
Trends in Food Prices
Reference Materials
(Billions of yen)
(Billions of yen)
Sales by categories of Non-consoldiated
Sales by main species of Non-consolidated
（Unit : JPY/kg）
(The Ministry of Internal Affairs and
Communications Index: 2020 = 100)
2024
Consumer Price Index
(Billions of yen) | 2Q of FY2024 | 2Q of FY2025 | Y-o-Y | Main causes of fluctuations |
Net Sales | 440.6 | 452.9 | 12.2 | |
Gross Profit | 70.7 | 74.4 | 3.6 | |
SGA Expenses | 53.4 | 54.6 | 1.1 | |
Operating Profit | 17.2 | 19.7 | 2.5 | |
Non-operating profit | 3.6 | 2.9 | (0.6) | Investment income on equity method（1.3） Subsidy income+0.6 |
Non-operating expenses | 1.8 | 1.5 | (0.2) | |
Ordinary Profit | 19.0 | 21.2 | 2.1 | |
Extraordinary profit | 0.4 | 0.4 | (0.0) | |
Extraordinary losses | 0.5 | 0.5 | (0.0) | |
Profit before income taxes | 18.9 | 21.0 | 2.1 | |
Income taxes - current | 5.3 | 6.0 | 0.6 | |
Income taxes - deferred | 0.0 | (0.4) | (0.4) | |
Profit | 13.5 | 15.4 | 1.9 | |
Profit attributable to non-controlling interests | 0.9 | 1.1 | 0.1 | |
Profit attributable to owners of parent | 12.5 | 14.2 | 1.7 |
Consolidated Profit & Loss Statement
Exchange rate among overseas subsidiaries | 2Q of FY2024 | 2Q of FY2025 | Y-on-Y | Breakdown (Billions of yen) | ||||
Local Currency | JPY (Billions of yen) | Local Currency | JPY (Billions of yen) | Local Currency | JPY (Billions of yen) | Local Currency | Impact of exchange rate | |
USD (million) | 771 | 118.7 | 813 | 120.2 | 42 | 1.5 | 65 | (4.9) |
EUR (million) | 220 | 36.7 | 234 | 37.9 | 13 | 1.2 | 22 | (0.9) |
DKK (million) | 1,667 | 37.2 | 1,780 | 38.7 | 113 | 1.4 | 24 | (1.0) |
Other Currencies | — | 19.5 | — | 21.5 | — | 1.9 | 19 | 0.0 |
Total | 212.3 | 218.5 | 6.1 | 131 | (6.9) | |||
2Q of FY2024 | 2Q of FY2025 | Variation | |
USD | 158.24 JPY | 143.75 JPY | (9.2%) |
EUR | 170.08 JPY | 165.13 JPY | (2.9%) |
DKK | 22.80 JPY | 22.13 JPY | (3.0%) |
Note: The foreign exchange rate in the right table is the average.
Segment Matrix of Net Sales
(Billions of yen)
Japan | North America | South America | Europe | Asia Oceania | Sub Total | Consodidated Adjustment | Grand Total | |
Marine Products | 122.3 (1.4) | 42.8 5.1 | 18.6 (2.1) | 45.0 2.1 | 3.6 0.0 | 232.5 3.6 | (53.6) (0.3) | 178.8 3.3 |
123.7 | 37.7 | 20.7 | 42.9 | 3.6 | 228.9 | (53.3) | 175.5 | |
Food Products | 161.4 9.6 | 58.7 (1.3) | 43.6 1.8 | 5.9 0.8 | 269.7 10.9 | (17.9) 1.1 | 251.7 11.9 | |
151.8 | 60.0 | 41.8 | 5.1 | 258.8 | (19.0) | 239.8 | ||
Fine Chemicals | 8.4 (0.3) | 8.4 (0.3) | (1.3) 0.1 | 7.1 (0.1) | ||||
8.7 | 8.7 | (1.4) | 7.2 | |||||
General Logistics | 16.6 0.6 | 16.6 0.6 | (8.2) (0.5) | 8.3 0.1 | ||||
16.0 | 16.0 | (7.7) | 8.2 | |||||
Others | 9.5 (1.8) | 0.1 0.1 | 9.6 (1.8) | (2.8) (1.0) | 6.8 (2.8) | |||
11.3 | 0.0 | 11.4 | (1.8) | 9.6 | ||||
Sub Total | 318.4 6.8 | 101.5 3.7 | 18.6 (2.1) | 88.6 3.8 | 9.7 0.9 | 536.9 12.9 | ||
311.6 | 97.8 | 20.7 | 84.8 | 8.8 | 524.0 | |||
Consodidated Adjustment | (50.9) (0.7) | (13.2) (1.5) | (12.7) 1.7 | (0.7) 0.1 | (6.3) (0.2) | (84.0) (0.7) | ||
(50.2) | (11.7) | (14.4) | (0.8) | (6.1) | (83.3) | |||
Grand Total | 267.4 6.0 | 88.2 2.1 | 5.8 (0.5) | 87.8 3.9 | 3.4 0.7 | 452.9 12.3 | ||
261.4 | 86.1 | 6.3 | 83.9 | 2.7 | 440.6 | |||
※The upper columns indicate the result of current year and the lower columns indicate that of previous year. The ltalic and bold figures mean increase/decrease.
※Consolidated adjustment include elimination between the group companies.