Shaping the Customers’
Expectations

Results for the First Half of FY2024/3
November 29, 2023

NOHMI BOSAI LTD.

Shaping the Customers’
Expectations

Ⅰ. Consolidated Results
for the First Half of FY2024/3

Financial Highlights

New orders in the first half of the current fiscal year
exceeded the record high in the same period of theprevious fiscal year.
New orders were firm overall.
New orders received in the first half of the fiscal year exceeded the record high in the same
period of the previous year for the third straight year.

Both net sales and income increased, helped by a large
order backlog.
Both net sales and income increased year on year, largely reflecting the implementation ofsystematic price revisions when the backlog of orders remained at the record high level ofthe beginning of the fiscal year.

Results surpassed the planned level due to the nearelimination of constraints in the supply of components.
The order environment remained more robust than expected.
Both net sales and income surpassed the planned level due to the near elimination of
constraints in the supply of components.
©2023 NOHMI BOSAI LTD.

3

Consolidated Results of Operation(Million yen)

1H
FY2023/3

1H
FY2024/3

Vs. 1HFY2023/3

Vs. Plan

Results

Plan

Results

AmountPct.

AmountPct.

New orders

65,10365,00068,422+3,319+5.1％+3,422+5.3％

Net sales

43,91846,30048,732+4,814 +11.0％+2,432+5.3％

Cost of sales

71.1%

70.6％

70.7％

-0.4pt+0.1pt―Gross profit

12,691

13,60014,300

+700

+5.2％

SG&A expenses

12,201

13,10012,803

-296

-2.3％

490

500

1,497

+1,007 +205.4%

Operating margin

1.1%

1.1％

3.1%

+2.0ptOrdinary income

684

600

+1,073 +156.7%+1,158 +193.0％

Net income
attributable toowners of parent

1,758

406

350

1,193

+787 +193.7%+843 +241.0％

EPS (yen)

6.74

5.80

19.78

Operatingincome©2023 NOHMI BOSAI LTD.

―

+1,609 +12.7%
+601

+4.9%

―

+997 +199.5％+2.0pt―4

Consolidated Results by Segments（ Million yen ）Fire Alarm
Systems
Fire
Extinguishing
Systems
Maintenance
Services

OthersElimination/
Corporate
Consolidated©2023 NOHMI BOSAI LTD.

1H FY2023/3

1H FY2024/3

Results

Results

Net sales

15,914

Operating income

1,130

Operating margin

7.1%

Net sales

14,277

Operating income

1,365

Operating margin

9.6%

Net sales

11,510Operating income

1,635

Operating margin

14.2%

Net sales

2,362Operating income

105

Operating margin

4.4%

Net sales-146

Operating income-3,746

Net sales

43,918Operating income

490

17,246
1,784
10.3%
16,3401,433
8.8%
12,768
2,131
16.7%
2,563
72
2.8%
-186
-3,924
48,732
1,497

Vs. 1H FY2023/3
AmountPct.

+1,332

+8.4％

+654

+57.9％+3.2pt―+2,063+14.5％+67+5.0％-0.8pt―+1,258+10.9％+496+30.3％+2.5pt

―

+200

+8.5％

-32

-30.7％-1.6pt

―

-40

―

-178

―

+4,814+11.0％+1,007+205.4％5

Analysis of Change in Operating Income
Vs. 1H FY2023/3

Higher gross margin
due to higher sales

Improvement in thecost of sales ratio· Systematic pricerevisions, etc.

+217

(million yen)

Higher SG&A
expenses· Increases in personnel
expenses and various
investment expenses.

Vs. PlanHigher gross profit
due to higher-thanexpected sales· The order environment
remained more brisk
than expected.

(million yen)

The cost of sales
ratio was almost inline with the plan.

-601
+296

+1,391
+714

1,497
490
1H 2023/3
Actual©2023 NOHMI BOSAI LTD.

SG&A expenses
were partially carriedover to the third
quarter and beyond.

-13

1,497

500
1H 2024/3
ActualInitialplan

1H 2024/3
Actual6

Segment Information

Fire Alarm Systems

Net Sales (before elimination)

16,68915,000
9,060

10,0005,000
0(million yen)

19,00020,00015,914

15,196

1H 2020/3

1H 2021/3

1H 2022/3

1H 2023/3
Actual

25
20

17.6

9,142

11.7
4,083

2,000

6,711

8,104

1H 2023/3

1H 2024/3

1H 2024/3
ActualYoY(%)

New orders

21,82423,181+6.2

Backlog of orders

18,48819,605+6.0

Net sales

15,914

17,246+8.4

Installation

9,202

9,142

-0.6

Product sales

6,711

8,104

+20.7

Segment Income

1,130

1,784

+57.9

©2023 NOHMI BOSAI LTD.

（%）

Op. Margin
21.5

2,945

10,936
6,607

4,000

Segment Income

3,000
9,202

7,628

(million yen)

17,246

8,063

8,588

Maintenance Services

Segment Income & Operating Margin

Product sales

Installation(million yen)Fire Extinguishing
Systems

1,000
0

1,776

10.3

10

7.1
1,130

15

1,784

1H 2020/3 1H 2021/3 1H 2022/3 1H 2023/3 1H 2024/3

50 Both net sales and segment income increased, mainlyreflecting higher sales of products due to the impact of thenear elimination of constraints in the supply ofcomponents, among other factors.
 Profitability improved chiefly due to systematic pricerevisions amid rising raw material costs.
 New orders remain brisk, while the backlog of orders was
at high levels.
7

Segment Information

Fire Alarm Systems

Net Sales (before elimination)

18,51520,00015,0008,050

17,22017,156
14,277
7,084

8,972

7,323

10,00010,4655,000
0

1H 2020/3(million yen)

10,0728,247

1H 2021/3

1H 2022/3

1H 2023/3
Actual(million yen)

16,3408,456

6,954
1H 2023/3

1H 2024/3

YoY(%)

20,676

20,651-0.1

Backlog of orders

38,503

43,185+12.2

Net sales

14,277

16,340+14.5

General properties

7,323

8,456

+15.5

Special facilities

6,954

7,883

+13.4

Segment Income

1,365

1,433

+5.0

（%）

Op. Margin

25

3,000
16.2

15.4

2,000

1,000

New orders©2023 NOHMI BOSAI LTD.

Segment Income

2,993
7,883

1H 2024/3
ActualMaintenance Services

Segment Income & Operating Margin

Special facilities

General properties(million yen)Fire Extinguishing
Systems

0

2,653

20
13.3

15
9.6

8.8

1,365

1,433

2,279

1H 2020/3 1H 2021/3 1H 2022/3 1H 2023/3 1H 2024/3

10
50 Net sales and segment income increased, mainly reflecting
the background situation where the backlog of orders at the
beginning of the fiscal year was approximately 20% higher
than the previous year.
 Profitability declined from the previous fiscal year because
there were fewer relatively profitable projects than in theprevious fiscal year.
 While new orders remained flat, the backlog of orders was
still at high levels.

8

Segment Information

Fire Alarm Systems

Net Sales (before elimination)
15,00012,361
10,0007,013

11,616

11,352(million yen)

7,281

7,067

11,5107,413

12,768

7,449

5,000

0

3,000

1H 2020/3(million yen)

4,284

4,335

4,096

1H 2021/3

1H 2022/3

1H 2023/3

1H 2023/3
Actual

1H 2024/3
Actual5,319
1H 2024/3

0（%）

Op. Margin

25

21.1
17.9

15.8

2,613

14.2

16.7

20
15
10

2,029

1,836

1,635

2,131

1H 2020/3 1H 2021/3 1H 2022/3 1H 2023/3 1H 2024/3

5
0

YoY
(%)

New orders

20,12821,833+8.5

Backlog of orders

12,983

14,552+12.1

Net sales

11,51012,768+10.9

Maintenance

7,413

7,449

+0.5

Repairs

4,096

5,319

+29.9

Segment Income

1,635

2,131

+30.3

©2023 NOHMI BOSAI LTD.

Segment Income

2,000

1,000
5,348

Maintenance Services

Segment Income & Operating Margin

Repairs

Maintenance(million yen)Fire Extinguishing
Systems New orders expanded steadily. New orders, the orderbacklog and net sales all hit record highs in the first half ofthe fiscal year.
 In addition, profitability trended toward improvement.

9

Shaping the Customers’
Expectations

Ⅱ. Nohmi Bosai Group Medium- to
Long-term Vision 2028

- Shaping the Customers’ Expectations -Medium- to Long-term Vision (FY2022-FY2028)

Medium- to Long-term
Vision 2028
FY2020/3-FY2022/3

FY2023/3-FY2025/3

FY2026/3-FY2029/3

Stage I

Stage II

Stage III

Previous Medium-term
Business Plan

Current Medium-term
Business PlanAt the start of this plan, a medium- to long-term
vision statement was formulated.
It defined the orientation for a long period of time.
* For the medium- to long-term vision statement, see page 13.

©2023 NOHMI BOSAI LTD.

11

Awareness of the External Environment

Trends,changes andproblems insociety

Maturity of the Japaneseconstruction market andrevision of regulations
under the Fire Service Act

Demographic changes;
Aging workforce andlabor shortage

Aging social
infrastructure

Spread of ICT;
Construction of newsocial infrastructure

Growing overseas
needs for disasterprevention

Increasingly serious
natural disasters;
Worsening environmental
problems

Maturity of the Japanese
economyAging workforce and labor
shortage

Aging of buildings andempty buildings

Progress of DX in theconstruction sector

Intensifying U.S.-China
confrontation

Increasingly serious
natural disasters

Promotion of workstylereforms

Growing needs for new
disaster prevention in thearea for the elderly
population

Aging of public
infrastructure

ICT introduction todisaster prevention fields

Progress in economic
growth in Asia

Worsening environmental
problems

Actions for revision of theFire Service Act

Expansion of BCP andvoluntary disasterprevention

Construction of new social
infrastructure

Development of firefighting
legislation in different
countries

Possibility of relaxed
regulations under the Fire
Service Act

Actions for protection ofcultural assets

Related
SDGs

Desiredsociety

A society where precious human lives, property and the environment are protected andwhere anyone can live happily

Nohmi
Bosai's
aspirations

Offer original disaster prevention
systems mainly to existing
business domains.

©2023 NOHMI BOSAI LTD.

Offer optimal disaster prevention Help resolve customers' issues insolutions based on customers'
all aspects of disaster prevention
issues.
and monitoring.

Establish a system of
construction and maintenancethat responds to an aging
workforce and labor shortages.

Expand business coverage to allkinds of disasters as acomprehensive disasterprevention enterprise.

12Medium- to Long-term Vision Statement 1/2
Medium- to Long-term Vision Statement

Shaping the Customers’
Expectations

Shape safety to meet customers’
expectations and realize a society
where anyone can live happily.

We will help create a society where precious human lives, property and theenvironment are protected and where anyone can enjoy safety and live happily.
We aspire to be a company that together with customers shapes safety to meetcustomers’ expectations to deliver solutions to all places by constantly taking
the lead in disaster prevention.
Every one of us will be aware of our mission as a pioneer in disaster prevention
business. We will sincerely listen to those who support the Nohmi Bosai Groupand gain enhanced insights into customers’ expectations. We will carry out
activities with an inquisitive mindset to realize our targets.

©2023 NOHMI BOSAI LTD.

13

Medium- to Long-term Vision Statement 2/2
Medium- to Long-term Vision Statement

Shaping the Customers’
Expectations

Shape safety to meet customers’ expectations and realize asociety where anyone can live happily.

Nohmi Bosai's aspirations

1

3

Offer original disasterprevention systems mainly
to existing businessdomains.

Help resolve customers'
issues in all aspects ofdisaster prevention andmonitoring.

2

Offer optimal disasterprevention solutions basedon customers' issues.

©2023 NOHMI BOSAI LTD.

5
Expand businesscoverage to all kinds ofdisasters as acomprehensive
disaster prevention
Establish a system ofenterprise.
construction andmaintenance that responds
to an aging workforce andlabor shortages.

414

Realizing the Medium- to Long-term Vision Statement
For shaping safety to meet customers’ expectations
Enrich knowledge of personnel and organizations

Personnel strategy for
dynamic growth

Growth investment
Co-create with customers

Investment plan for the future

Future co-creation project
Plan to invest in research and development,
mergers and acquisitions, equipment, personnel
and the environment for the future

Accelerate the growth cycle of individuals and thecompany to achieve dynamic growth
Change the style of proposals to customers toincrease the value offered to them.

 See p. 18

 See p. 21

 See p. 16

Digital Transformation (DX) See p. 22

Create a supply chain for a stronger system of stably supplying products and services.
Respond to issues by increasing corporate value through sustainability management.

 See p. 23

Change into a company creating higher additional value.
©2023 NOHMI BOSAI LTD.

15

Future co-creation
project

Solutions to Social Issues Centered on
Future Co-Creation Project
For shaping safety to meet customers’ expectations
Personnel strategy for dynamic growth

Future co-creation project

Cultivate and search for business(cultivate existing domains and search for
new ones)
In both new and existing domains, firmly establish the activities forcreating and nurturing seeds for solutions as a system to developthese solutions into pillars for future generations.
Have a broader
perspective forsolving social issues.

Create a mechanism
for continuously
devising ideas.

Forge a culture where
the development ofideas is continuously
encouraged.

+

Investment plan for the future

Develop personnel who
make proposals
We will gain insights into what customers seek, going beyond their
expectations, and will develop personnel who integrate ourtechnological strengths and potential with other companies'
technologies to create solutions.
Ability to gain insights
into essential issues
facing customers

Continue investment in commercialization

Ability to create anidea from scratch

Ability to associateissues withtechnologies

Move proactively

Increase value offered
Improve the ability to solve social issues©2023 NOHMI BOSAI LTD.

16

Future co-creation
project

Business Strategy: Basic Orientation
Markets and Customers
New and peripheral

Aspiration 2
Offer optimal disaster prevention
solutions based on (existing)customers' issues

Aspiration 3
Help resolve customers' issues in all
aspects of disaster prevention andmonitoring.

Develop andprovide newservices.

Expand services
to new domains.

Searchfor new
domains.

Aspiration 5

Enrich services
Cultivate
existing
domains

Existing

Products and Technologies

New and peripheral

Existing

Expand domains
where sales activities
are conductedAspiration 1
Offer original disaster prevention systems
mainly to existing business domains.

©2023 NOHMI BOSAI LTD.

Further
expandmaintenanceservices

Expand businesscoverage to all kinds ofdisasters as acomprehensive disasterprevention enterprise.

Aspiration 4
Establish a system of construction andmaintenance that responds to an aging
workforce and labor shortages.

17Personnel strategy
for dynamic growth

Personnel Strategy for Dynamic Growth
For shaping safety to meet customers’ expectations
Autonomy and initiative

All employees’ active performance

 Individuals think and act independently and pursue
initiative by fully harnessing their own potential.
 Individuals voluntarily continue to build up their own
skills and expertise.

 The company ensures that all employees fully
harness their potential.
 The company properly rewards individuals for theirskills, expertise and display of their initiative andideas (actions and results).

Accelerate the growth cycle

VisionIndividuals

Growth of individuals
Environment and culture
supporting performanceand growth

Company

Growth of the company

Provide a platform for performance and growth The company ensures that individuals can work flexibly according to their wishes andcircumstances.
 The company ensures that the personality of each individual is respected and that co-creation
by diverse personnel comes into being.

PolicyWorkstyle reforms

Recruitment

Personnel system

Transfer and assignment

Development

Diversity

Encourage diverse andflexible workstyles andaccelerate labor
reduction and thestreamlining ofoperations

Determine personnel
requirements matched to
the Medium- to Longterm Vision and boost
capabilities to recruit
personnel in new andexisting domains.

Ensure evaluation andtreatment according to
the roles fulfilled and thelevel of achievement witha personnel system thatprovides a sense of
security.

Optimize staff
assignments and realize
systematic transfers fromthe perspectives ofindividuals and thecompany.

Provide employees with
opportunities and choices
for increasing the speedof growth.

Accept personnel withdiverse skills and values
and create and offer
opportunities for
performance and growth.

©2023 NOHMI BOSAI LTD.

18

Progress of the Future Co-creation Project andPersonnel Strategy(1) Facilitate autonomy and initiatives(2) Promote diversity and inclusion
Conduct a company-widequestionnaire on our personnel system

Invite participants in the project

More thana yearCreate and develop ideas
through workshops

(1)

(2)

©2023 NOHMI BOSAI LTD.

Embody the personnel system andplans to facilitate “autonomy andinitiatives”
Make coordination toward theintroduction of the system and plans in
FY2024

Interim report meeting andfinal deliberation meeting directed
toward executives

Examine commercialization

Personnel strategy
for dynamic growth

Personnel strategy
for dynamic growth

Future co-creation project
A dedicated system has been developed
in-house and the project has started withthe aim of creating new businesses from
customers

Future co-creation
project

Conduct company-wide training on
unconscious bias
Reduce the factors inhibiting D&I
promotion

19

An Achievement of the Future Co-Creation Project~ Stockle+ ~Future co-creation
project

We started test sales for Stockle+, a new service created toshape customers' expectations.
 Stockle+ is a matching service targeting companies that wish to donate emergency supplies, the best-before dates ofwhich are about to expire, and food banks that wish to receive such donation.
 The service promotes the development of a sustainable, recycling society by redistributing still-usable emergency
supplies.
 It is a new service created as one of the achievements of the future co-creation project.
Features of Stockle+(i) Facilitating a social contribution by redistributing emergency supplies that would otherwise be
wasted (SDGs response)(ii) Can reduce the administrative burden on companies and food banks when supplies arerestocked(iii) Can donate to food banks and other organizations at the same cost as that for disposal
Creation of a recycling cycle by linking isolated operations
We suggest replacement items
after selecting emergency
supplies with an eye todonation.

We don't want to throw them out, but can't
find a recipient.
We have to throw them out as they arenearing their expiry date.

A matchingsolution

Reducing the workloads of company staff by providing a one-stop service, including
suggestions on items to replace and coordination of donation recipients.
Management

Purchasing

Disposal

Notification when the replacementof emergency supplies is required

Suggesting emergency supplies
that can be easily received when
donatedPossible to donate the desired
number of products without
selecting donating destinations

Based on its experience and track record, wesuggest emergency supplies that can be easily
donated. Foods that even employees finddelicious, easy to eat and easy to distribute. Withan eye on disposal, we can be moreenvironmentally aware.

We make the necessary prior adjustmentswith reliable donation destinations.
Donations are completed by just sending
emergency supplies when requested.

NOHMI BOSAI LTD.

UnmatchedCompanies

Food banks

We want to receive donations, but we have no resources
to contact companies.
We want emergency supplies that meets our needs.
We cannot accept foods that are close to their expiry date.

©2023 NOHMI BOSAI LTD.

Companies
Just provide a list ofitems to donate.

Cycle

Food banks
Just tick the items foodbanks would like tohave.

By providing notification in consideration of
the time required for donation, we ensurethat donating companies are not troubled
by storage period management that is
easily overlooked.

20

Investment planfor the future

Investment Plan for the Future
For shaping safety to meet customers’ expectations

Investment planfor the futureStage II

(2023/3 to 2025/3)

Research anddevelopment

Ratio to net sales*

3%

Investment in growth,
M&A and the buildingof the foundation
Investment in personnel
Enhancement of the
supply chain
Investment in theenvironment

Major initiatives
 Relocate and newly build the Mitaka Factory
 Nissho Setsubi Kogyo (currently Oita Nohmi)
and Sakamoto Densetsu join the Nohmi
Group Investment in digital transformation

Investment amount

30 billion yen(functional improvement of TASKis, development ofapps and services to satisfy and reassure customers(underway), VR fire experience) Renovate the CS Service Center Digital skill training Increase in training options* As of FY2029/3©2023 NOHMI BOSAI LTD.

21

Digital Transformation (DX) Strategy
For shaping safety to meet customers’ expectations

Change the forms of disaster prevention and safety
Propose solutions that will produce results beyond expectations

Digital Transformation (DX)Stage II (2023/3-2025/3)

Stage III (2026/3-2029/3)

Change the styleof services• Expand and enhance services using the cloud• Create products using the cloud

Change customer
services• Strive to build a system to save labor in inspection• Work to build a system to save labor in construction

Carry out internal digitalization to
streamline back-office operations

Fortifying the foundation©2023 NOHMI BOSAI LTD.

• e.g., Shift to paperless operations across the company

Improve the cloud platform and the system for offering cloud
operation services and proposal-based services and build up
personal skills

22Respond to Issues by Increasing Corporate Value through Sustainability
Management
To create a society where precious human lives, property and the environment are protected
and where anyone can live happily
We have established Basic Sustainability Policy, identified material issues,and developed a structure for promoting sustainability management.
Basic Sustainability Policy

For many years, the Nohmi Bosai Group has pursued ways to make society safer.
Having the technologies and trust backed by our history, we are seeking a society free from accidents
involving fires.
Also, we are working to protect life and property from all kinds of disasters and to create a sustainable
society.

Material Issues

Offer solutions forprotecting life and property
from all kinds of disasters

Developing the structure forpromoting sustainability management

Promote human resources
development and ensure
diversity to value personalautonomy and initiative

Embrace global
environmental protection
initiatives, starting byrealizing carbonｰneutral
statusAdopt management
practices appropriate to acompany seeking to ensure
safety and security

The Sustainability Committee was established in March 2023 as an advisory capacity to the president.

We started to issue integrated
reports in 2023.
©2023 NOHMI BOSAI LTD.

23

Dividend and Shareholder Returns Policy
Setting a consolidated payout target of 40% by FY2025/3 in Stage II,
we aim to stably and continuously enrich shareholder returns.
Stage II period(2023/3-2025/3)

Trend in dividend per share(Yen)

Aim for a consolidated
payout ratio of 40%* We have not reduced dividends, excluding extraordinary dividends, since FY1979/3.

46
45Interim dividend

Year-end dividend

40* Including commemorative
dividends of 2 yen per share

35
30
25
20
15
10
5
0

15
7.5

15
7.5

15
7.5

17.5
10.0

7.5

7.5

7.5

7.5

2011/3

2012/3

2013/3

2014/3

20
10.0

22
12.0

10.0

10.0

2015/3

2016/3

24
11.0

28.5
16.0

13.0*

12.5

2017/3

2018/3

32
16.0

33

17.0

33

16.5

36

40
23.0

18.0

16.0

16.0

16.5

18.0

2019/32020/32021/32022/3

20.0

23.0

20.0

2023/3 2024/3(Forecast)

Payout ratio 48.5% 50.6% 31.4% 21.9% 21.4% 20.0% 20.8% 18.8% 24.7% 18.9% 26.1% 23.2% 34.4% 38.4%©2023 NOHMI BOSAI LTD.

24

Numerical Targets

Medium- to Long-term Business Targets

Stage II
(Billion yen)

■ Consolidated net sales

2023/3 (Actual)
New orders

114.1

Net sales

105.5

Operating income(Op. Margin)

8.8
9.4

Net income
attributable toowners of parent

7.0

170.0 or more

133.0
105.5

Operating margin: 10% or more

6.2%

2023/3(Actual)©2023 NOHMI BOSAI LTD.

Stage III

(8.4%)

Ordinary income

ROE(Billion yen)2025/32029/325

Shaping the Customers’
Expectations

Ⅲ. Forecast for FY2024/3

Forecast for FY2024/3 (Consolidated)(Million yen)

FY2023/3

FY2024/3

ActualForecast

Vs. FY2023/3
AmountPct.

New orders

114,168

115,000

＋831

＋0.7%

Net sales

105,537

113,800+8,262+7.8%

Gross profit

34,859+3,050+8.8%

Gross margin

37,910

33.0%

33.3%

+0.3ptSG&A expenses

25,98027,910＋1,929＋7.4%

Operating income

8,879+1,120+12.6%

Operating margin

8.4%

10,0008.8%+0.4pt―Ordinary income

9,420

10,300

+879

+9.3%

Net income
attributable toowners of parent

7,022

7,230

+207

+3.0%

EPS (yen)

116.42119.83

6.2%

6.3%

ROE
©2023 NOHMI BOSAI LTD.

―27

FY2024/3 Forecast Highlights (Consolidated)

We assume a continued increase in new orders.
New orders are expected to be greater than the previous fiscal year, when they hit arecord high.
New orders remained at higher-than-expected levels during the first half.

Both net sales and income will increase as the backlogof orders hit a record high.
The backlog of orders at the beginning of the current fiscal year is at its highest level ever.
We posted steady net sales while also achieving the record high backlog of orders in thefirst half.

The forecast remains unchanged, although efforts willcontinue to be made to improve profitability.
We will continue to work on price revisions to deal with rising raw material prices.
Although the environment for orders is expected to be firm, it was decided to leave theforecast unchanged, partly because of some uncertainty in the progress of construction.

©2023 NOHMI BOSAI LTD.

28

Forecast for FY2024/3 by Segments（ Million yen ）Fire Alarm
Systems

Fire Extinguishing
Systems

Maintenance
Services

OthersElimination/
Corporate
Consolidated©2023 NOHMI BOSAI LTD.

FY2023/3

FY2024/3

ActualForecast

Net sales

39,760Operating income

6,509

Operating margin

16.4%

Net sales

32,479Operating income

4,231

Operating margin

13.0%

Net sales

28,518Operating income

5,807

Operating margin

20.4%

Net sales

5,168

Operating income

283

Operating margin

5.5%

Net sales-388

Operating income
Net sales
Operating income-7,952
105,537
8,879

42,297
6,851
16.2%
37,1975,474
14.7%
29,600
6,213
21.0%
5,092
88
1.7%
-388
-8,628113,800
10,000Vs. FY2023/3
AmountPct.

+2,536

+6.4%

+342

+5.3%

-0.2pt―+4,718+14.5%+1,243+29.4%+1.7pt―+1,082

＋3.8%

+405

＋7.0%

+0.6pt

―

-75

-1.5%

-195

-68.9%-3.8pt
―

―
―

-676

―

+8,262+7.8%+1,120+12.6%

29

Analysis of Operating Income Forecast(million yen)
Higher gross profit
due to sales growth

Lower cost of
sales ratio- Work to improve profitability.

Higher SG&A
expenses- Personnel expenses, R&D
expenses, etc. increase+323-1,929+2,7268,879

2023/3
Actual©2023 NOHMI BOSAI LTD.

10,0002024/3
Forecast
30

Sales Forecast by Segment (1)Fire Alarm Systems(million yen)(million yen)

50,0000Special facilities

42,29739,76030,00010,000General properties

50,00040,00020,000

Maintenance
Services

Fire Extinguishing Systems

Product sales

Installation

Fire Extinguishing
Systems

Fire Alarm Systems

40,00024,637

23,587
17,246

9,202

9,142

6,711
1H

FY
2023/320,00017,660

8,104
1H

FY
(Forecast)
2024/3

 Since the environment for orders has been strong,
we expect an increase in sales in terms of bothinstallation and product sales.

©2023 NOHMI BOSAI LTD.

30,00021,557

15,87915,914
16,17337,19732,47910,0000

16,34014,277
7,323

16,600

6,954
1H

FY
2023/3

8,456
7,883
1H

15,640FY(Forecast)
2024/3

 We expect an increase in sales throughout thesegment, supported by the accumulation of a large
order backlog.

31

Sales Forecast by Segment (2)Fire Extinguishing
Systems

Fire Alarm Systems

Maintenance
Services

Maintenance Services(million yen)Repairs

Maintenance

29,60028,51830,00025,00015,00010,00012,768

11,510
7,413

5,000
0

15,33015,49220,00013,025FY
2023/3

14,270

5,319

4,096
1H

7,449

1H

FY
(Forecast)
2024/3

 Because of an accumulation of the backlog oforders for repairs, we expect a continued, stable
increase in sales.

©2023 NOHMI BOSAI LTD.

32

Shaping the Customers’
Expectations

Ⅳ. ReferenceCompany Profile

Comprehensive disaster prevention company
Trade Name

NOHMI BOSAI LTD.

Head Office

7-3 Kudan-Minami, 4-Chome, Chiyoda-ku, Tokyo Japan

Establishment

May 5, 1944 (Foundation: December,1916)

President

Takeshi Okamura, Representative Director and President

Capital13,302 million yen (As of March 31, 2023)

Employees

2,673 (consolidated) (As of March 31, 2023)

Business

Contract test, planning, proposal regarding disaster prevention.
Research, development, planning, installation and maintenance of disaster prevention
facilities and systems.
Design, manufacturing and marketing of disaster prevention equipment.
Design, manufacturing, installation, marketing and maintenance of parking lot system.

©2023 NOHMI BOSAI LTD.

34

History

100thanniversary

Listing of stock

Establishment

2022 Listed on Tokyo stock exchange Prime Market
Mitaka Factory was relocated and newly built
2021 Released “Panic in the Office” a virtual reality fire experience2019 TASKis® cloud disaster response support software was launched2018 R-26C fire alarm system for midsize/large buildings was launched2017 Menuma factory was expanded and “Nohmi Technorium Menuma” anexhibition facility was established.
2016 Automatic fire extinguisher system “SPlash α” was launched.
2014 Manual fire alarm box with ring-shaped location lamp won GOOD DESIGNGold prize2013 Image processing smoke detection system was launched.
2010 Established R&D center in Misato, Saitama
2009 Aspirating super-high sensitivity smoke detection system PROTECVIEW
was launched.
2006 Third-party allocation of shares to SECOM Co., Ltd.
2004 Mamoru-kun 10 the fire alarm equipment for houses was launched.
2002 Conventional fire alarm system with automatic testing function “Advanced P”
was launched.
1995 Nohmi Secom Fire Protection (Beijing) Co., Ltd. established in China.
1991 Listed on Tokyo stock exchange 1st section
1987 Installed fire protection systems in the Seikan Tunnel and the Seto ohashi
bridge.
1974 Developed fire protection systems for LNG terminal
1968 Installed the first ionization type fire detection system in the Kasumigaseki
Building, which was the first highrise building in Japan.
1962 Installed the first fire protection systems in the Kajiwara-Tennosan tunnel ofthe Meishin Expressway in Japan. Listed on Tokyo stock exchange 2nd
Section1936 Installed the first fire alarm systems at the imperial palace
1933 Installed the first fire alarm systems at Sanjyusangen-do Temple, first inJapan for a national treasure.
1924 "Nohmi Shokai" started a fire protection business to manufacture and sell
automatic fire alarm systems after the Great Kanto Earthquake
1916 Teruichi Nohmi established "Nohmi Shokai”©2023 NOHMI BOSAI LTD.

R-26C

Nohmi Technorium Menuma

Menuma factory

R&D center Misato

Manual fire alarm box withring-shaped location lamp

PROTECVIEW

Teruichi Nohmi

Oku-Goten in imperial palace
completion ceremony

35

Business Domain

Fire Alarm Systems

Fire Extinguishing Systems
Manufacture and sale of sprinkler
systems, foam fire extinguishingsystems, fire protection systems forindustrial plants and tunnels, and otherproducts and the installation of thesesystems

Manufacture and sale of automatic fire
alarm systems, environment monitoring
systems, fire and smoke control
systems, and other products and theinstallation of these systems
Major products• Fire alarm systems• Fire and smoke
control systems• Gas leakage
detector• Emergency
broadcasting systems• Evacuation
guidance systems• Disaster prevention
systems for houses• Environment
monitoring systems

37.6％

FY2023/3
Consolidated
Net Sales
105.5bn

30.7％

Major products• Sprinklers• Systems to protect cultural assets• Fire protection systems forindustrial plants• Fire protection systems for tunnels

4.7％

27.0％
Maintenance/inspection services andrepair/renewal services for fire
protection equipment

Maintenance Services©2023 NOHMI BOSAI LTD.

Installation and maintenance of parking
lot management systems and otheractivities

Others36

Strengths of the Nohmi Bosai Group (1)Comprehensive fire safety expertise
R&D ⇒ Manufacturing ⇒ Sales/Design ⇒Installation ⇒Maintenance
A fully integrated infrastructure for providing products and services
Fully integrated
R&D

Manufacturing

Sales/Design

A diverse lineup of equipment
allows Nohmi to meet the fire
protection requirements ofalmost any type of building orother facility

Waste incineration
plantsBuildings
Tunnels

Maintenance

Cultural assets

AirportHomes
Information infrastructure
facilities

Heliports

Multi-unit
dwellings
Small-scale medical andsocial welfare facilities

Plants and hazardous material
storage (handling) facilities

Factories

Large
spaces©2023 NOHMI BOSAI LTD.

Installation

Ships

37

Strengths of the Nohmi Bosai Group (2)Five key strengths backed by many years of accomplishments
1

Technology – Development, design, installation and other skills covering all aspects of fire protection2

Knowledge – Fire safety expertise acquired from an enormous volume of research and testing3

Installation quality – Rigorous process management and other skills ensure outstanding quality for
all installation work

4

Reliability – A reputation for trust among customers and all others due to a record of proven reliability

5Nationwide network – A powerful network of sales distributors covering all areas of Japan*Simulations cover almost all potential sources of fires
Rack warehousefire test©2023 NOHMI BOSAI LTD.

Automotive paintbooth fire test

Foam fire
extinguishing test

Smoke dispersion
test

Clean room smoke
test

38

Precautions

Statements in this presentation about future results of operations are
based on information that is currently available to Nohmi Bosai and its
group companies. These forecasts incorporate risk factors anduncertainties.
Actual results of operations may differ significantly from the forecasts inthis presentation because of a change in the economic environment forbusiness activities, a shift in demand or other reasons.

©2023 NOHMI BOSAI LTD.

39