Shaping the Customers’
Expectations

Results for the First Half of FY2023/3
November 29, 2022

NOHMI BOSAI LTD.

Shaping the Customers’
Expectations

Ⅰ. Consolidated Results
for the First Half of FY2023/3

Financial Highlights
New orders in the first half of the current fiscal year exceeded therecord high in the same period of the previous fiscal year.
New orders remained firm overall.
New orders received in the first half of the fiscal year exceeded the record high in theprevious year for the second straight year.

Net sales basically remained at the planned level.
There was a reactionary decrease in both net sales and income due to the concentrationof projects with relatively high profitability in the same period of the previous fiscal year.
Net sales remained basically at the planned level, offsetting delays in the progress ofcertain projects.

The decrease in income was more significant than planned.
The decrease in income was more significant than planned mainly due to delays in the
progress of projects with high profitability and the impact of the constrained supply ofcomponents, in addition to a reaction to the concentration of projects in the same periodof previous year.
©2022 NOHMI BOSAI LTD.

3

Consolidated Results of Operation(Million yen)

1H
FY2022/3

1H
FY2023/3

Vs. 1HFY2022/3

Vs. Plan

Results

Plan

Results

AmountPct.

AmountPct.

New orders

63,72360,00065,103+1,380+2.2％+5,103+8.5％

Net sales

49,99944,60043,918-6,081-12.2％

-681

-1.5％

Cost of sales

67.3%

68.9％

71.1％

+3.8pt―+2.2pt―Gross profit

16,345

13,85012,691-3,653-22.4%-1,158-8.4％

SG&A expenses

11,706

12,45012,201

+494

+4.2%

-248

-2.0％

Operatingincome

4,639

1,400

490

-4,148-89.4%-909-65.0％

Operating margin

9.3%

3.1％

1.1%

-8.2pt―-2.0pt―Ordinary income

4,898

1,500

-4,213-86.0%-815-54.3％Net income
attributable toowners of parent

684

3,373

950

406

-2,967-88.0%-543-57.2％EPS (yen)

55.94

15.75

6.74

©2022 NOHMI BOSAI LTD.

4

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

OthersElimination/
Corporate
Consolidated©2022 NOHMI BOSAI LTD.

1H FY2022/3

1H FY2023/3

Results

Results

Net sales

19,000Operating income

4,083

Operating margin

21.5%

Net sales

17,156

Operating income

2,279

Operating margin

13.3%

Net sales

11,616

Operating income

1,836

Operating margin

15.8%

Net sales

2,377Operating income-36

Operating margin-1.5%

Net sales-151

Operating income-3,523

Net sales

49,999Operating income

4,639

15,9141,130
7.1%
14,2771,365
9.6%
11,51001,635
14.2%
2,362
105
4.4%
-146
-3,74643,918490

Vs. 1H FY2022/3
AmountPct.

-3,085-16.2％-2,953-72.3％-14.4pt―-2,878-16.8％-913-40.1％-3.7pt

―

-106

-0.9％

-200

-10.9％-1.6pt

―

-15

-0.6％

+141

―

+5.9pt

―

＋5

―

-222

―

-6,081-12.2％-4,148-89.4％

5

Analysis of Change in Operating Income
Vs. 1H FY2022/3
Lower gross profit due
to sales decrease(million yen)

Higher cost of
sales ratio

Higher SG&A
expenses· Concentration of projects
with relatively highprofitability in theprevious fiscal year

· Increases in personnel
expenses and various
investment expenses,
etc.

Vs. Plan
Decrease in grossprofit due to sales
below the plan・ Delays in the progress ofcertain projects, etc.

(million yen)

Higher cost of
sales ratio

・ Delays in the progress ofprojects with highprofitability, the impact of
the constrained supply ofcomponents, etc.

SG&A expenses were
below the plan.

-1,988

4,639-1,665-211-494
1H 2022/3
Actual©2022 NOHMI BOSAI LTD.

490
1H 2023/3
Actual

1,400
Initial
plan

-946

+248

490
1H 2023/3
Actual6

Segment Information

Fire Alarm Systems

Fire Extinguishing
Systems

Net Sales (before elimination)(million yen)
20,00015,00010,0005,000
015,229
7,832

15,196

9,060

8,063

7,628

6,607

1H
2019/3

1H
2020/31H
2021/39,202

1H 2022/3
Actual

1H 2023/3
Actual1H
2023/3YoY(%)

New orders

24,091

21,824-9.4

Backlog of orders

14,534

18,488+27.2

Net sales

19,00015,914-16.2

Installation

8,063

9,202

+14.1

Product sales

10,936

6,711

-38.6

Segment Income

4,083

1,130

-72.3

©2022 NOHMI BOSAI LTD.

(%)

25

21.5

4,000

20

17.6

2,000

15

11.7

10.1

4,083
2,945

6,711

1H
2022/3

Op. Margin

3,000

10,936

7,397(million yen)

15,914

8,588

Segment Income(million yen)

19,00016,689OthersSegment Income & Operating Margin

Product sales

Installation

Maintenance
Services

1,000
0

1,776

1,543

1H
2019/3

1H
2020/31H
2021/3

7.1
1,130

1H
2022/31H
2023/310
50

 There was a reactionary decrease in both net
sales and segment income due to theconcentration of projects with relatively highprofitability in the same period of the previous
fiscal year.
 The decrease in segment income was moresignificant than projected mainly due to the impactof the constrained supply of components.
 Reflecting the solid order environment, thebacklog of orders was at high levels.
7

Segment Information

Fire Alarm Systems

Fire Extinguishing
Systems

Net Sales (before elimination)(million yen)

18,51520,00015,00010,0005,000
017,22015,037

8,972

8,075

Segment Income(million yen)
4,000
3,000

7,084
7,323

2,000

16.2

6,962

1H
2019/3(million yen)

8,247

1H
2020/31H
2021/3

1H 2022/3
Actual

10,072

1H
2022/3

1H 2023/3
Actual

1,000
6,954

1H
2023/3YoY(%)

New orders

18,82020,676+9.9

Backlog of orders

40,26238,503-4.4

Net sales

17,156

14,277

-16.8

7,084

7,323

+3.4

10,072

6,954

-31.0

2,279

1,365

-40.1

Generalproperties
Specialfacilities
Segment Income©2022 NOHMI BOSAI LTD.

0

15.4

(%)

25
20

13.3

10.7
2,653

1,613

1H
2019/3

15
9.6

2,993
10,465

Op. Margin

17,156
14,277

8,050

OthersSegment Income & Operating Margin

Special facilities

General properties

Maintenance
Services

2,279
1,365

1H
2020/31H
2021/31H
2022/31H
2023/310
50

 Net sales and segment income decreased, mainlyreflecting the background situation where thebacklog of orders at the beginning of the fiscal
year was approximately 20% lower than theprevious year.
 The number of projects with relatively highprofitability was smaller than expected due todelays in the progress of certain projects.
 New orders were brisk.
8Segment Information

Fire Alarm Systems

Fire Extinguishing
Systems

Net Sales (before elimination)(million yen)
15,00012,361

11,352

10,596
10,00011,510
2,000

7,013

7,067

6,710

7,281

1,000
3,885

0

1H
2019/3(million yen)

1H
2020/3

4,284

4,335

4,096

1H
2021/31H
2022/31H
2023/3

1H 2022/3
Actual

1H 2023/3
ActualYoY(%)

New orders

18,31820,128+9.9Backlog of orders

10,29812,983+26.1

Net sales

11,616

11,510-0.9

Maintenance

7,281

7,413

+1.8

Repairs

4,335

4,096

-5.5

1,836

1,635

-10.9

Segment Income©2022 NOHMI BOSAI LTD.

0

Op. Margin

(%)

25

21.1
17.9

16.8

7,413

5,000
5,348

Segment Income(million yen)
3,000
11,616

OthersSegment Income & Operating Margin

Repairs

Maintenance

Maintenance
Services

2,613
1,780

1H
2019/3

1H
2020/32,029

1H
2021/3

15.8

20
14.2

15
10

1,836

1H
2022/31,635

1H2023/350

 Net sales were stable and most remained
unchanged from the previous year.
 Both net sales and segment income fell short ofthe plan mainly due to delays in the progress ofcertain projects.
 Both new orders and the backlog of orders
remained at high levels.

9

Segment Information

Fire Alarm Systems

Fire Extinguishing
Systems

Net Sales (before elimination)(million yen)
4,000
3,000

2,589

2,633
2,118

2,000

1,679

1,845

1,000
0

2,377

2,362

909

787

657

854

595

1H
2019/3

1H
2020/31H
2021/31H
2022/31H
2023/3

1H 2022/3
ActualNew orders
Backlog of orders
Net sales
Parking lot
systemOthersSegment Income©2022 NOHMI BOSAI LTD.

1H 2023/3
Actual

25
20

300

15

200
1,767

(%)

Op. Margin

400

100
0

(million yen)Segment Income(million yen)
500

1,523

1,460

OthersSegment Income & Operating Margin

OthersParking lot system

Maintenance
Services

2.2
56

4.9
128

-100

1H
2019/3

1H
2020/3

4.4
-0.0

-1.5

-1

-36

1H
2021/31H
2022/3

105

10
5
0
-5

1H
2023/3

YoY
(%)

2,492

2,473

-0.7

998

1,614

+61.7

2,377

2,362

-0.6

1,523

1,767

+16.0

854

595

-30.3

-36

105

 Reflecting the recovery from the sluggish
conditions attributable to the COVID-19 pandemic,
segment income increased, however, new orders
and net sales remained almost unchanged fromthe previous year.

―10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

New 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 15.

©2022 NOHMI BOSAI LTD.

12

A Review of the Previous Medium-term Business Plan (Stage I)
Toward Dramatic Growth Based on Strong “On-site Capabilities”

Priority policies(1) Improve human resource capabilities(2) Improve business conceptualization and execution capabilities/improve operational precision and speed(3) Strengthen group management
Consolidated net sales/Operating income (margin)(Billion yen)

117.2

107.8

 A corporate culture forged where anyone can work positively and energetically with acan-do spirit
 KPI management entrenched after the strict implementation of the PDCA cycle in theaction plan

Stage INet sales

Successfully done Qualitative improvement activities taking root as a result of engagement surveys

112.9

Net sales-12.1

from Stage I target

 Workstyles without locational constraints increasingly introduced after the accelerationof the digital shift amid restraints on movements
 Systematic personnel skill development entrenched in some divisions with the use ofcross-training and other programs
 Systematic personnel development enhanced by the visualization of career plans

Yet to be done
Operatingincome(margin)

15.1(12.9%)

11.0(10.2%)

12.6(11.2%)

Maintain an operating margin of
10% or higher.

2020/3©2022 NOHMI BOSAI LTD.

2021/32022/3Operating margin+1.2 pt

from Stage I target

 Develop a system where new initiatives are allowed for seeking new domains or for
cultivating existing domains.
 Strengthen overseas business (stagnant due to travel restrictions under the pandemic).
 Reduce overtime working hours mainly in the construction and maintenance divisions.
 Review all business operations and discontinue those that are wasteful to increase
efficiency.
 Develop versatile workers by means of job rotation.
 Shift to a personnel evaluation system geared to the expansion of new domains inaddition to the cultivation of existing domains.

13

Awareness of the External Environment

Trends,changes andproblems insociety

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

Demographic change
Aging and shortage ofworkforce

Aging social
infrastructure

Spread of ICTConstruction of newsocial infrastructure

Growing overseas
needs for fire protection

Increasingly serious
natural disasters
Worsening environmental
problems

Maturity of the Japanese
economyAging and shortage ofworkforce

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 fire
protection in the area ofthe elderly population

Aging of public
infrastructure

ICT introduction to fire
protection fields

Progress in economic
growth in Asia

Worsening environmental
problems

Actions for revision to theFire Service Act

Expansion of BCP andvoluntary fire protection

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

DesiredsocietyNohmi
Bosai's
aspirations

A society where precious human lives, property and the environment are protected andwhere anyone can live happily
Offer original fire protection
systems mainly to existing
business domains.

©2022 NOHMI BOSAI LTD.

Offer optimal fire safety solutions
based on customers' issues.

Help resolve customers' issues inall situations of fire protection
and monitoring.

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

Expand the business coverage toall kinds of disasters as acomprehensive fire protection
manufacturer.

14

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 have an aspiration to be a company that shapes safety to meetcustomers’ expectations together with customers to deliver solutions to allplaces by constantly taking the lead in fire protection.
Every one of us will be aware of our mission as a pioneer in fire protection
services. We will sincerely listen to those who support the Nohmi Group andgain enhanced insights into customers’ expectations. We will carry out
activities with an inquisitive mindset to realize the targets.

©2022 NOHMI BOSAI LTD.

15

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 fire
protection systems mainly
to existing businessdomains.

Help resolve customers'
issues in all situations offire protection andmonitoring.

2

Offer optimal fire safety
solutions based on
customers' issues.

©2022 NOHMI BOSAI LTD.

5
Expand the businesscoverage to all kinds ofdisasters as acomprehensive fire
protection
Establish a system of
manufacturer.
construction andmaintenance that responds
to an aging workforce andlabor shortages.

416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 styles of proposals to customers toincrease the value offered to them.

 See p. 20

 See p. 21

 See p. 18

Digital Transformation (DX) See p. 23

Create a supply chain for a firmer system of stably supplying products and services.
Respond to issues on the basis of increasing corporate value through sustainability management.  See p. 24

Change into a company creating higher additional value.
©2022 NOHMI BOSAI LTD.

17

Solution to Social Issues Centered on Future Co-Creation Project

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, entrench the activities of creating
and nurturing seeds for solutions as a system to develop thesesolutions into pillars for future generations.
Have a higher
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
making proposals
We will gain an insight into what customers seek, going beyond their
expectations, and will develop personnel who associate ourtechnological strengths and potential with other companies'
technologies to create solutions.
Ability to gain insight
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©2022 NOHMI BOSAI LTD.

18

Future co-creation
project

Business Strategy: Basic Orientation
Markets and Customers
Existing

New & peripheral

Aspiration 2
Offer optimal fire safety solutions
based on (existing) customers' issues

Aspiration 3
Help resolve customers' issues in all
situations of fire protection and monitoring.

New & peripheral

Expand services
to new domains.

Searchfor new
domains.

Aspiration 5

Enrich services
Cultivate
existing
domains

Existing

Products and Technologies

Develop andprovide newservices.

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

©2022 NOHMI BOSAI LTD.

Strengthen
expansion ofmaintenanceservices

Expand the businesscoverage to all kinds ofdisasters as acomprehensive fire
protection manufacturer.

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

19Personnel strategy
for dynamic growth

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

All employees’ active performance

 Individuals think and act independently and pursue
initiatives 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 displays of their initiatives 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 matchedwith the Medium- to
Long-term Vision andboost capabilities torecruit personnel in newand existing domains.

Ensure evaluation andtreatment according to
the roles fulfilled and thelevel of achievements on
the basis of a personnel
system that provides asense 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 of
performance and growth.

©2022 NOHMI BOSAI LTD.

20

Investment planfor the future

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

Investment plan for the futureStage II (2023/3-2025/3)
Research and development

Ratio to net sales:

3%*

Investment in growth, M&A andthe building of the foundations
Investment in personnel

Investment value:

30 billion yen

Enhancement of the supply chain
Investment in the environment* As of FY 2029/3©2022 NOHMI BOSAI LTD.

21

Reference: Rebuilding of the Mitaka Factory<Overview> Launch of operations: June 2022
 Number of buildings: 1
 Number of floors: 4

 Site area: Approx. 4,968 m2 (increased to approximately threetimes the area of the previous factory)
 Total floor area: Approx. 10,363 m2 (increased toapproximately five times the area of the previous factory)

Towards the improvement of productivity©2022 NOHMI BOSAI LTD.

22

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

Change the forms of fire protection and safety
Propose solutions that will bring into being what is beyond expectation

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

Stage III (2026/3-2029/3)

Change the stylesof services• Expand and enhance services on the basis of the cloud• Create products on the basis of the cloud

Change customer
services• Strive to build a system for achieving labor savings in inspection• Work to build a system for achieving labor savings in construction

Carry out internal digitalization to
streamline back office operations

Fortifying the foundation©2022 NOHMI BOSAI LTD.

• e.g. Shift to paperless operation across the company

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

23Respond to Issues on the Basis of Increasing Corporate Value throughSustainability Management
To create a society where precious human lives, property and the environment are protected
and where anyone can live happily

Environment

E

SocietyS

GovernanceG©2022 NOHMI BOSAI LTD.

 Take actions for energy conservation and for the use of renewable energy.
 Accelerate green procurement and choose environmentally friendly raw
materials.
 Proceed with defluorination initiatives.
 Reduce greenhouse gas emissions.
 Reduce waste emissions and increase the ratio of using recycled resources.

Seek safety and security to increase customer satisfaction.
Carry out efforts for the fire protection of cultural assets.
Implement strict quality management to reduce quality accidents to zero.
Implement rigid safety and health measures to prevent industrial injuries and tomove forward with health and productivity management.
 Ensure closer collaboration with partner companies to achieve continuous
growth.
 Step up actions for diversity and inclusion as well as work-life balance.
 Enhance staff education and encourage diverse workstyles to increase
opportunities for self-realization.
 Carry out stringent corporate governance and internal control.
 Risk management Compliance24Dividend and Shareholder Returns Policy
Setting a consolidated payout target of 40% by FY2025/3 in the Stage II period,
we will 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.

40Interim dividend

Year-end dividend

35* Including commemorative
dividends of 2 yen per share

30
25
20
15
10
5
0

15

15

15

7.5

7.5

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

28.5
24
11.0

32

33

33

36

18.0

16.0

17.0

16.5

16.0

16.0

16.5

18.0

2019/32020/32021/32022/3

40

20.0

16.0

13.0*

12.5

2017/3

2018/320.0

2023/3(Forecast)

Payout ratio

48.5%

50.6%

©2022 NOHMI BOSAI LTD.

31.4%

21.9%

21.4%

20.0%

20.8%

18.8%

24.7%

18.9%

26.1%

23.2%

33.7%

25

Numerical Targets

Medium- to Long-term Business Targets

Stage II
(Billion yen)

■ Consolidated net sales

2022/3 (Actual)
New orders

110.9

Net sales

112.9

Operating income

12.6(Op. Margin)

13.1

Net income
attributable toowners of parent

9.3

170.0 or more

133.0

Operating margin: 10% or more

8.8%2022/3(Actual)©2022 NOHMI BOSAI LTD.

Stage III(11.2%)

Ordinary income

ROE

112.9

(Billion yen)2025/32029/326

Shaping the Customers’
Expectations

Ⅲ. Forecast for FY2023/3

Forecast for FY2023/3 (Consolidated)(Million yen)

FY2022/3

FY2023/3

ActualForecast

Vs. FY2022/3
AmountPct.

New orders

110,948

112,000＋1,051＋0.9%

Net sales

112,913

111,000-1,913-1.7%

Gross profit

38,762-2,062-5.3%

Gross margin

36,700

34.3%

33.1%

-1.2pt―SG&A expenses

26,12826,600

＋471

＋1.8%

Operating income

12,633-2,533-20.1%

Operating margin

11.2%

10,1009.1%-2.1ptOrdinary income

13,155

10,400-2,755-20.9%Net income
attributable toowners of parent

9,351

7,150

-2,201-23.5%EPS (yen)155.07118.54

8.8%

6.5%

ROE
©2022 NOHMI BOSAI LTD.

―28

FY2023/3 Forecast Highlights (Consolidated)

New orders forecasted to stay flat year on year
We will strive to win new orders comparable with the previous year's level in asituation where there is concern about the impact of component supply constraints.

Income will slide due to the concentration of highly profitableprojects in the previous fiscal year
The previous year had a concentration of projects with relatively high profitability.
Rising raw material prices is a cause for concern.

Maintaining the initial forecasts supported by the record highbacklog of orders.
Net sales and income for the first half were lower than planned, but the backlog oforders at the end of the first half of the current fiscal year increased to a record highfor a backlog of orders at the end of the same period of a fiscal year.

©2022 NOHMI BOSAI LTD.

29

Forecast for FY2023/3 by Segments（ Million yen ）Fire Alarm
Systems

Fire Extinguishing
Systems

Maintenance
Services

OthersElimination/
Corporate
Consolidated©2022 NOHMI BOSAI LTD.

FY2022/3

FY2023/3

ActualForecast

Net sales

42,100Operating income

8,617

Operating margin

20.5%

Net sales

39,715

Operating income

7,197

Operating margin

18.1%

Net sales

26,300Operating income

4,854

Operating margin

18.5%

Net sales

5,120

Operating income

46

Operating margin

0.9%

Net sales-322

Operating income-8,081

Net sales

112,913

Operating income

12,63340,013
6,707
16.8%
37,618
5,837
15.5%
27,690
5,625
20.3%
6,000
132
2.2%
-322
-8,202
111,000
10,100Vs. FY2022/3
AmountPct.

-2,086-5.0%-1,910-22.2%-3.7pt―-2,097-5.3%-1,359-18.9%-2.6pt―+1,390

＋5.3%

+771

＋15.9%+1.9pt―+880+17.2%+85+183.0%+1.3pt
―

―
―

-120

―

-1,913-1.7%-2,533-20.1%

30

Analysis of Operating Income Forecast

Lower gross profit
due to sales decrease

Higher cost of
sales ratio• Concentration of projects
with relatively highprofitability in the previous
fiscal year

(million yen)
Higher SG&A
expenses• Implementation ofdifferent investments-656-1,406-471

12,633
10,1002022/3
Actual©2022 NOHMI BOSAI LTD.

2023/3
Forecast
31

Sales Forecast
by Segment (1)Fire Alarm Systems

Fire Alarm Systems(million yen)(million yen)

50,00040,01340,00021,85830,00019,00020,242

10,00023,363General properties

Special facilities

10,936
1H

16,6506,711
FY2022/3

9,202

1H

FY
(Forecast)
2023/3

 Net sales are expected to slide, due chiefly to aconcentration of large projects in the previous
fiscal year.

©2022 NOHMI BOSAI LTD.

39,71540,00010,00017,156
7,084

17,768
14,277

23,662

10,072037,61816,05330,00020,00015,914

8,063

0

Others

50,00042,10020,000

Maintenance
Services

Fire Extinguishing Systems

Product sales

Installation

Fire Extinguishing
Systems

1H

19,8506,954
FY2022/3

7,323

1H

FY
(Forecast)
2023/3

 Net sales are expected to tumble given decreasein large projects.
We will endeavor to secure orders for increasing
sales for the next fiscal year.

32

Sales Forecast
by Segment (2)Fire Alarm Systems

Maintenance Services(million yen)

Maintenance

30,000(million yen)Repairs

27,69026,30015,18015,267
11,616
7,281

5,000
0

OthersParking lot system

Others

12,00010,00020,00010,000

Maintenance
Services

Others

25,00015,000Fire Extinguishing
Systems

6,000

11,51011,0334,335
1H

12,5101H

FY(Forecast)
2023/3

 We forecast stable growth of results after theaccumulation of sales of repair works.

©2022 NOHMI BOSAI LTD.

2,000
0

6,000

5,120

4,000

4,096
FY

2022/3

7,413

8,000

2,377

3,381

1,523
854

1,738

1H

FY
2022/3

2,362
1,767
595
1H

4,000
2,000
FY
(Forecast)
2023/3

 A turnaround to some extent is projected eventhough conditions are likely to remain severe dueto the pandemic.

33

Shaping the Customers’
Expectations

Ⅳ. ReferenceCompany Profile

Comprehensive fire safety 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, 2022)

Employees

2,635 (consolidated) (As of March 31, 2022)

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.

©2022 NOHMI BOSAI LTD.

35

History

100thanniversary

Listing of stock

Establishment

2022 Listed on Tokyo stock exchange Prime Market
2021 Released “Panic in the Office” a virtual reality office 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 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 Sanjyusangendo 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”©2022 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

36

Business Domain

Fire Alarm Systems

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

Manufacture and sale of automatic fire
alarm equipment, environmental
monitoring systems, fire prevention andsmoke removal systems, and otherproducts and the installation of thesesystems
Major products• Fire alarm system• Fire prevention/smoke control facility• Gas leakage
detector• Emergency
broadcasting system• Evacuation
guidance facility• Disaster protection
system for houses• Environmental
monitoring systems

37.2％

FY2022/3
Consolidated
Net Sales
112.9bn

23.3％

35.1％

4.4％

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

Maintenance Services©2022 NOHMI BOSAI LTD.

Major products• Sprinkler• Plant disaster prevention system• Tunnel disaster prevention
systemInstallation and maintenance of parking
lot management systems and otheractivities

Others37

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

MaintenanceTrashincinerator

Building/Metro
TunnelTempleAirportHouse

Heliport

Data infrastructure center
Apartment
Small social welfare center

Hazardous material
storage/handling site

FactoryLargebuilding©2022 NOHMI BOSAI LTD.

Installation

Vessel38

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©2022 NOHMI BOSAI LTD.

Automotive paintbooth fire test

Foam fire
extinguishing test

Smoke dispersion
test

Clean room smoke
test

39

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.

©2022 NOHMI BOSAI LTD.

40