Yuasa Co. Ltd.TSE: 8074

FY2025 Financial Results Presentation Material

May 12, 2026 at 9:44 AM UTC · MarketScreener

(8074／TSE)

FY2025 Financial Results Briefing

May 12, 2026 YUASA CO., LTD.

President and CEO Hiroyuki Tamura

Since 1666

History

Year	History
1666 (Kanbun 6)	Founded in Kyoto by Shokuro Yuasa as a charcoal shop
1671 (Kanbun 11)	Closed the charcoal shop and opened a knives wholesale store
1674 (Enpo 2)	Opened an outlet in Edo (Tokyo)
1816 (Bunka 13)	Opened an outlet in Osaka
1909 (Meiji 42)	For the purpose of domestic production of Western metal products, established YUASA IRON WORKS in Sakai City, Osaka Prefecture.
1919 (Taisho 8)	Established YUASA SHICHIZAEMON SHOTEN CO., LTD.
1940 (Showa 15)	Changed company name to YUASA HARDWARE CO., LTD.
1978 (Showa 53)	Changed company name to YUASA TRADING CO., LTD.
1992 (Heisei 4)	Changed company name to YUASA TRADING CO., LTD.
2019 (Reiwa 1)	Celebrated the 100th anniversary since the establishment of the company
2026 (Reiwa 8)	360th anniversary of founding Current company name changed to YUASA Co., Ltd.

Sumiya (YUASA's trade name) was located in Edo, Nihonbashi,

Tori-Aburacho

(currently Nihonbashi Odenmacho, former Head Office location)

YUASA SHICHIZAEMON SHOTEN CO., LTD.

Scene from the inaugural general meeting (1919)

Change of Company Name

On April 1, 2026, YUASA TRADING CO., LTD. changed its name to "YUASA CO., LTD."

The new company name reflects our unwavering determination for the future,

which goes beyond the conventional framework to:

•

Create new value that goes beyond "Trading"

together with our business partners

Further strengthen global expansion (alphabetical notation)

Our Business Model

Major Suppliers

About 6,000

Okuma Makino FANUC DAIFUKU TSUGAMI KITO

Tungaloy

DAIKIN INDUSTRIES

Panasonic TOTO LIXIL

Cleanup Rinnai NORITZ KITZ EBARA

Inaba Seisakusho Sekisui Jushi TACHIKAWA SHIKOKU KASEI

Kubota

Yanmar

AIRMAN and more.

About 20,000

Subcontractors House makers Construction shops Contractors

Exterior wholesalers Hardware wholesalers Various wholesalers

Construction machinery stores ⁄ Rental stores Civil engineering material stores

Fuel wholesalers ⁄ Oil retailers

Home centers ⁄ Home appliance mass retailers

Timber wholesalers

Secondary processing manufacturers

Housing equipment stores Pipe material stores Various wholesalers

Overseas subsidiaries

Exports

Machine tool & equipment dealers Machine tool dealers

Major Customers

Manufacturing industry

Building owners

Developers

Construction industry

General consumers

Users

YUASA's Business Field

Lifestyle Building

Town Building

Housing environment

Manufacturing

01 FY2025 Financial Results Overview

Table of Contents

Review of Previous Long-term Vision and

Previous Mid-Term Management Plan

Long-term Vision "YUASA vision 370" and Mid-

Term Management Plan "Reborn 2031"

FY2025 Financial Results Overview

All profit levels reached record highs

Full-Year Results

Unit: 100 million yen (rounded down) Percentages are rounded to the nearest displayed digit

	Results			Plan
	3/2024	3/2025	Year on Year	3/2025	Comparison with plan
Net sales	5,283	5,450	+3.1%	5,500	99.1%
Gross profit (Percentage)	613 (11.60%)	650 (11.93%)	+6.1%
Selling, general and administrative expenses	455	482	+6.0%
Operating income (Percentage)	157 (2.98%)	167 (3.07%)	+6.2%	177	94.6%
Ordinary income (Percentage)	160 (3.03%)	172 (3.16%)	+7.7%	180	95.8%
Attributable to owners of parent Profit	102	120	+17.4%	120	100.2%

Although the recovery of machine tools was delayed, growth in the home building and environment building sectors led to an increase in sales and profit.

Segment Performance

Unit: 100 million yen (rounded down) Percentages are rounded to the nearest displayed digit

Net sales

Operating income

3/2024 3/2025 3/2024 3/2025

	Industrial Equipment & Tools	777	777	25	27
Manufacturing			(-0.0%)		(+9.1%)
Manufacturing
	Machine Tools	1,074	1,054	43	37
			(-1.8%)		(-13.8%)
Housing environment Infrastructure	Housing, Air & Fluidic Control Systems	2,096	2,234 (+6.6%)	98	110 (+12.1%)
	Building Suppliers & Exterior	573	638	22	21
Town Building			(+11.3%)		(-3.9%)
Town Building
	Construction Machines	368	370	10	13
			(+0.6%)		(+32.0%)
	Energy	186	174	2	2
Other			(-6.0%)		(+1.2%)
Other
	Other	207	199	2	1
			(-3.6%)		(-53.0%)

Consolidated Balance Sheet

Unit: 100 million yen (rounded down) Percentages are rounded to the nearest

displayed digit

Current Liabilities

1,732

Current Assets

2,152

Non-current Liabilities 87

Net Assets 1,214

Fixed Assets 882

Shareholder's Equity Ratio: 39.5%

Balance Sheet Status

Comparative Consolidated Balance Sheet [Major Breakdown]			Previous Current ±
Assets	Current Assets		2,103	2,152	+49
	Fixed Assets	Tangible Fixed Assets Intangible Fixed Assets (*) Investment & Other Assets	454 115 207	467 156 257	+13 +41 +50
		Total Fixed Assets	777	882	+104
	Total Assets		2,880	3,035	+154
Liabilities	Current Liabilities		1,701	1,732	+31
	Non-current Liabilities (*)		85	87	+2
	Total Liabilities		1,786	1,820	+33

	Shareholder's Equity	1,040	1,118	+77
	Accumulated Other Comprehensive Income	47	81	+33
Net Assets	Share Options	1	1	(0)
	Non-control Interests	4	14	+9
	Total Net Assets	1,094	1,214	+120

Total Liabilities & Net Assets	2,880	3,035	+154
Shareholder's Equity Ratio	37.8%	39.5%	+1.7%

*Some corrections have been made to the results for the previous fiscal year-end due to the finalization of the valuation of intangible fixed assets related to consolidated subsidiaries.

Repayment of short-term borrowings

Consolidated Cash Flow Statement

Unit: 100 million yen (rounded down)

Item	Previous	Current	±	Main Reason
Operating activities	159	195	+35	Increase/decrease in trade payables +11.4 billion yen Increase/decrease in trade receivables (8.2 billion yen)
Investing activities	(99)	(63)	+35
Financing activities	(47)	(90)	(42)	Borrowings (3.5 billion yen)
Net increase/decrease in cash and cash equivalents	16	42	+26
Cash and cash equivalents at beginning of period	420	437	+16
Cash and cash equivalents at end of period	437	484	+47

Review of Previous Long-term Vision (YUASA VISION 360) and

Previous Mid-Term Management Plan (Growing Together 2026)

YUASA VISION 360: Quantitative Results

Unit: 100 million yen (rounded down) Percentages are rounded to the nearest

displayed digit

Net sales and profit grew steadily, overcoming the temporary decline caused by the COVID-19 pandemic
Increase in SG&A expenses was covered by the increase in gross profit

[YUASA VISION 360] Trend of Net Sales, Gross Profit, and SG&A Expenses

*Growth rate is compared to FY2016 March results; net sales figures are before the application of the new revenue recognition standard

4,463

9.6%

426

5,641

	YUASA VISION 360
	Plan (As of April 2017)	Results (FY2025 March)
Net sales	6,000	5,641
Ordinary income	200	172
Ordinary profit margin	3.3%	3.1%
Return on equity (ROE)	11.7%	10.5%
Sharehold er return ratio	33.0%	33.6%

Net sales

+26.4%

11.5%

Gross profit margin

+1.9pt

650

Gross profit

+52.6%

482

SG&A expenses

+52.1%

(Unit: %)

Ordinary profit margin

Shareholder's

117

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

2.62 2.63 2.72 2.61 2.32 2.54 3.05 2.99 3.03 3.06

29.6 30.5 30.9 34.0 37.7 35.5 34.9 35.0 37.8 39.5

172

317

Ordinary income

+47.0%

Equity Ratio

ROE

12.9 12.2 12.2 11.4 8.1 8.9 10.8 12.0 9.7 10.5

YUASA VISION 360: Growth Strategy

Unit: 100 million yen (rounded down) Percentages are rounded to the nearest

displayed digit

Agilely added strategic fields, centered on strengthening Core Business and developing new markets
While pioneering new business areas progressed, results showed room for growth in areas such as Overseas and Digital

[YUASA VISION 360] Growth Strategy Results

*Net sales results are figures before the application of the

new revenue recognition standard

Overseas
Green
Digital
Resilience & Security

Total Growth Strategy 228.5 billion yen

(Target achievement rate: 80%) 2,285

New Distribution
Sharing
Long-term Care & Medical

Growth Strategy Ratio 42%

(Target: 49%)

New

Business

Food Equipment

Agriculture Process

[Added strategies] 1,274

[Added strategies]

980

Food Equipment ■

Sharing ■

Agriculture Process ■

715 Long-term Care & Medical ■

New Distribution ■

Resilience & Security ■

Digital ■ Green ■

Overseas ■

Core Business Promotion

Strategies that grew s ignificantly

Food Equipment

Long-term Care & Medical

New Distribution

Resilience & Security

Green

Strategies with room for growth

Agriculture Process

Sharing

Digital

Overseas

FY2016 FY2019 FY2022 FY2025

In parallel with current business growth, we are promoting market development, functional enhancement, and product development for future growth.

Growing Together 2026: Financial KPI

Unit: 100 million yen (rounded down)

* Results for shareholder return ratio includes share repurchases.

Main Initiatives and Progress

	FY2023 Results	FY2024 Results	FY2025 Results
Net sales	5,265	5,283	5,450
Operating income	147	157	167
Ordinary income	157	160	172
Ordinary profit margin	2.99%	3.03%	3.16%
Profit	118	102	120
Return on equity (ROE)	12.0%	9.7%	10.5%
Shareholder return ratio (*)	34.9%	39.4%	33.6%
Dividend on equity (DOE)	4.1%	4.0%	3.5%

[Promotion of Overseas Business]

Held the first overseas Grand Fair in Thailand
Comprehensive development in Thailand
(New office building with showroom functions, opening of a model house
where products can be experienced in an actual living environment)
M&A of a local capital dealer (HENKO Group)
[Strengthening of Group Functions]
Conducted a total of 9 M&As in Japan and overseas with the aim of strengthening functions and expanding sales channels
[New Product Development]
Number of our original "connecting" solutions products
increased from 20 to 35
[Investment Results]
Executed a total of 25.73 billion yen in investments for business growth

and the DX•IT digital fields (105% comparison with plan)

Steady progress in HR development and reduction of total working hours
Continue to work on improving non-financial value from the perspective of strengthening the human resource base in the next plan

Growing Together 2026: Non-financial KPI

Percentages are rounded to the nearest displayed digit

	FY2023 Results	FY2024 Results	FY2025 Results	Plan
CO2 emissions (t-CO2) (*1)	6,335t-CO₂	6,447 t-CO₂	Calculating	Compared to FY2022 30% reduction
Percentage of women in management positions	2.0%	1.7%	2.2%	3.0%
Percentage of women in management track positions	4.0%	5.6%	7.1%	6.0%
Percentage of women hired for management track positions	6.5%	19.0%	13.8%	12.0%
Ratio of usage of childcare leave and other leave taken for childcare purposes by male employees	72.5%	74.4%	75.7%	100%
Paid leave usage rate	67.8%	64.0%	70.5%	70.0%
Average annual hours worked	1,934 hours	1,923 hours	1,876 hours	1,920 hours or less
Management HR development * Number of participants in training programs (total)	280 persons	335 persons	278 persons	370 persons
Digital HR development * Successful candidates for original YUASA program	IT talents (*2) : 109 persons	IT talents : 316 persons	IT talents: 641 persons DX talents (3) : 61 persons*	IT talents: 600 persons DX talents: 40 persons

(*1) CO2 emissions are for the entire Group (consolidated); other KPIs are for the Company on a non-consolidated basis.

(*2) IT talents: Personnel who are able to use IT tools and digital technologies in their own work and implement digital initiatives.

(*3) DX talents: Personnel who use the results of data analysis and use knowledge specific to marketing and management strategy to formulate and promote new proposals.

Ongoing Issues and Direction for the Next Plan

I n t e r n a l E n v i r o n m e n t

Ongoing Issues for the Next Plan

Bus ines s	Financial base and capital efficiency remain in good condition, but there is still room for improvement Redefinition of strategy is necessary based on the summary of the Growth Strategy and the future market environment. Review of the Overseas Strategy is particularly urgent Leverage the comprehensive strengths of the entire Group more than ever to enhance synergy effects in order to respond to diversifying market needs As uncertainty in the market environment intensifies, further speed-up is required for New Business and new field development along with functional enhancement
Human Res ources	Further promotion of diversity and development of an environment where diverse people can play an active role is urgent. Drastic reforms in both systems and mindsets are necessary to promote challenges and foster employee experience It is important to move away from work styles that rely on individual know-how and consider evaluation and organizational reforms Phase 1 of the YUASA PRIDE Project has been completed. Commenced system design (Phase 2) based on the results of hearings with employees
Serious impact across all business areas due to Labor Shortage and high costs (delays in delivery, delays in construction periods, shortage of craftspeople, etc.) Decrease in new housing starts, decrease in consumption due to fewer households, increase in urban redevelopment, and aging infrastructure Major transformation in the automotive industry as seen in "CASE" and "MaaS," and shift of competitive axis to software and data Transformation of business models (shift from ownership to sharing, circular economy, etc.) Intensifying competitive environment due to AI, practical application of physical AI, and increased demand for data centers Structural changes in human capital and labor markets, diversification of risks (geopolitics, cyberattacks, etc.), and changes in requests from capital markets

E x t e r n a l

E n v i r o n m e n t

Future

Direction

View the uncertain and rapidly chang ing environment as an opportunity and create new value

Rebuild the foundation for s olving various is s ues .

Move away from reliance on individual s kills and promote reforms in s ys tems and minds ets that allow divers e

human res ources to take on challeng es , fos tering the g rowth and experience of employees .

Senior Executive Officer, Assistant to the President Hideaki Murayama

Long-term Vision "YUASA vis ion 370" and Mid-

Term Management Plan "Reborn 2031"

Self-introduction

Senior Executive Officer, Assistant to the President

Hideaki Murayama

Born July 3, 1970, from Saitama, Japan

Career Summary

April 1994	Joined the YUASA TRADING（currently YUASA） Kanto Building Materials Engineering Department
April 2006	Seconded to YUASA HIRANO (currently YUASA QUOVIS)
April 2012	Corporate Planning Department
October 2016	President and CEO of TOYO SANGYO (currently YUASA QUOVIS)
January 2019	President and CEO of YUASA QUOVIS
April 2023	Executive Officer President and CEO of YUASA QUOVIS
April 2024	Executive Officer Deputy General Manager of Corporate Management Division
April 2026	Senior Executive Officer Assistant to the President

*Scheduled to be appointed President and CEO following the Ordinary General Meeting of Shareholders

and Board of Directors resolution to be held on June 25, 2026

Formulated a new vision for the YUASA Group looking ahead to our 400th anniversary

Formulation of Group Vision

The society we want to realize Supporting the foundations of society with the power of connecting, and realizing a prosperous future that is res ilient to change Our ideal state Nurturing the imagination and experience of employees, and solving social issues with people and solutions

New Long-Term Vision and New Mid-Term Management Plan

The nine-year "YUASA VISION 360" ending in FY2025 March has concluded
The next five years will focus on building a foundation for continuous growth as "YUASA vision 370"

※ [Overseas Strategy] While overseas transaction volume (imports and overseas sales) was previously used as an indicator, the target has been changed to actual results for overseas net sales (overseas sales) only.

※ [Setting ROIC Targets] Instead of the previous ROE, ROIC has been adopted as a KPI for proactive investment and effectiveness verification to realize high-gradient growth, to reform

awareness of "capital efficiency" at the field level, and to strengthen portfolio management (visualization of earning power).

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