Q1 Results for FY2023
November 8, 2022

Pan Pacific International Holdings Corporation

INDEX
１

Overview of Q1 results for fiscal year ending June 2023

2

Appendix1Explanatory notes for these materials

1. The actual values presented in these materials are rounded to the nearest full unit.
2. The following abbreviations are used in these materials: Pan Pacific International Holdings (7532) as “PPIH,” Don Quijote Co., Ltd. and its

stores as “DQ,” UNY Co., Ltd. as “UNY,” UD Retail Co., Ltd. as “UDR,” Singapore as “SG,” Singapore subsidiary as “PPRM (SG),” Hong Kong as“HK,” Hong Kong subsidiary as “PPRM (HK),” Thailand as “TH,” Taiwan as “TW”, Malaysia as “MY”, Macau as “MO”, and Group as “GP.”3. PPIH applies the “Ordinance on Terminology, Forms, and Preparation Methods of Consolidated Financial Statements,” but there aresections in these materials where the account items and other information have been simplified to an extent where they do not change theintent or meaning of the contents.

4. The exchange rates used for overseas operations are shown below. (Gelson's fiscal year ends in June, so the exchange rate is different. )5. For the business integration with GRCY Holdings, Inc. that took place on April 21, 2021, provisional accounting treatment was applied in theprevious consolidated fiscal year. This was finalized in the second quarter of the consolidated fiscal year ended in June 30, 2022. Following thedetermination of this provisional accounting treatment, comparative analysis has been conducted using retroactively adjusted figures.

Unit: Yen

USD
U.S. dollar

USD(Gelson’s)

SGD
Singapore dollar

THB
Thai baht

HKD
Hong Kong dollar

P/L

B/S

P/L

B/S

P/L

B/S

P/L

B/S

P/L

B/S

FY2022109.80110.61110.46111.95

82.46

82.24

3.48

3.45

14.14

14.25

FY2023131.26

136.69139.37144.81

94.97

98.08

3.79

3.87

16.73

17.42

2

Overview of Q1 results
for fiscal year ending June 2022

3

Earnings summary for FY2023 Q1[Period: July 1, 2022 – September 30, 2022]

 Net sales increased 28.2 billion yen from the previous Q1 and operating income increased 7.8 billion yen (up 0.7 billion yen
from the FY2021 Q1), achieving a record-high Q1 performance. Steady progress has been made toward achieving the fullyear targets.
(Unit: 100 Million yen)

Q1 Result

FY2022

Net sales
Gross profit
SG&A
Operating profit
Recurring profit
Profit attributable toowners of parent
EPS (Yen)

Actual（Sales ratio）

4,455
1,275

Actual（Sales ratio）

4,737

1,443

(28.6%)(30.5%)(25.0%)(25.4%)(3.6%)(5.0%)(3.7%)(6.1%)(2.8%)(3.9%)

1,114
161
165
124

19.84

1,204
239
287
184

30.94

FY2023

ChangeFY2023 1H
Earnings Forecast
YoY

+282

+6.3%

+168

+13.2%

+90

+8.1%

+78

+48.4%+122+74.2%+61+48.8%

11.1+55.9％FY2023

Actual(Sales ratio)

9,583
2,949

(30.8%)

2,412(25.2%)

537(5.6%)

478(5.0％)
330(3.4％)
55.34

Progress

49.4％
48.9％
49.9％
44.5％
60.0％
55.9％
55.9％

4

Executive Summary• In the domestic retail business, net sales increased by 13.6 billion yen, and operating income increased by 8.0 billion yen
compared to the previous Q1, achieving a significant increase in both sales and income.
 SSS grew 1.7% YoY, mainly in DS, while new stores and business restructuring also contributed to sales growth.

 While procurement costs and SG&A expenses (utilities, etc.) were both rising, the company continued to achieve results
by strengthening PB/OEM, a key measure in the mid-term plan, and gross profit margin improved significantly by 1.8%
YoY. SG&A expenses were also controlled by improving productivity, leading to a significant increase in operating income.

 In Q2 and beyond, the company will continue to improve profitability, centered on gross profit margin, and promotehorizontal expansion beyond business categories through further collaboration between the DS and GMS businesses.
• The Asia business continued to be affected by the recovery of the restaurant market and its own competition, but
aggressive efforts to open new stores (1 retail store and 2 restaurant and retail stores) and to improve gross profit margins
resulted in sales of approximately 3.1 billion yen and operating income of approximately 250 million yen, securing an
increase in both sales and profit even excluding the impact of foreign exchange rates. Existing stores also continued tomaintain an operating profit margin of 10% or higher.

 Continue to work on multiple store openings and creation of new business formats in 2Q and beyond, while also working
on integration of indirect divisions, etc.

• The North American business is progressing as budgeted due to improvement in gross profit margin (+0.2% YoY) despite
rapid changes in the external environment, such as high inflation and various cost increases. Going forward, the company
will continue to work on cost control by strengthening PB and integrating various functions (bookkeeping, logistics, andindirect departments) to improve profitability.
• The company aims to achieve full-year results while working on medium-term growth, assuming that the external
environment of inflation and cost increases will continue in Q2 and beyond.

5

Discount Store Business
FY2023 Q1<100 Million Yen>

Sales and operating income increased significantly to 16.3
billion yen and 6.9 billion yen, respectively, through thegrowth of SSS and the improvement of GPM.

Change in Sales SSS was up 103.3% YoY. Sales of outdoor and leisure goods grew, and arecovery in customer flow around train stations and at night also
contributed to sales growth ( Station front: 112.4% / Night time: 116.2%).

 GPM increased 1.6% at existing stores due to growth in PB/OEM (16.2% of
total sales in Q1, up 2.9% from the previous Q1), a strategic measure in
the mid-term plan, as well as growth in the going out items and products
popular on SNS.

0

Q1
FY2022

FY2023 Q1<100 Million Yen>

Existing
StoresNew
Stores(DQ)

NewStores(UDR)

Head Office
Expenses& Adjustments

Q1
FY2023

Change in Operating Profit

 Progress in reducing slow-moving inventory continued despite efforts tostrengthen PB/OEM and improve gross profit margins (Inventory at
existing stores decreased by 23.8 billion yen from the previous Q1).
 SG&A expenses improved by 0.5% from the previous Q1 due to sales
growth and overall control of SG&A expenses, and remained withinbudget on a monetary basis, despite the continued sharp rise in utility
costs.
 1 new store and 1 store conversion went according to plan.

▶ GPM and PB/OEM ratio at existing DS stores in Japan
Existing Store
GPM

27.0%

*before reflecting loss estimate

+2.9％

26.0%

0

Q1
FY2021

Existing
StoresNew Stores(DQ+UDR)

Head Office
Expenses& Adjustments*1. Effective from the fiscal year ending June 30, 2023,
the DS business includes Tachibana Departmentstore co.,ltd.

Q1
FY2022PB/OEM
Sales Ratio

18.0%
16.0%

25.0%

14.0%

24.0%

12.0%

23.0%

1Q

FY2022

2Q

3Q
PB
sales ratio
PB売上構成比

4Q
GPM
粗利率

1Q

FY2023

10.0%

6

DS Business: Progress in Efforts to Improve Profitability

 Started strengthening the cycle of “development → sales → customer evaluation” to expand
PB/OEM products.

 The sales ratio in Q1 was 16.2% (up 2.9% from the previous Q1), showing steady progress.
Development

 Strengthening the development system has improved trend
responsiveness and development speed.

 OEM products that meet the needs of the younger generation andlooks great on SNS recorded strong sales, while products such as
tuner-less TVs, which performed well in the previous fiscal year,
recorded strong sales in the current fiscal year.
▼Example of OEM products sold well in Q1
Fruity gummy

Shoulder Strap for
phone

Tuner-less TV

Sales 150 mil. yen

Sales 110 mil. yen

Sales 150 mil. yen

Sales In addition to proactive in-store promotion, increased
recognition and branding due to enhanced media exposure
contributed to higher sales.
 Price hike for various products is also the optimal timing toswitch to PB. Proactively promote and expand the sales.
▼PB promotion（DQ Morioka Kamidou）

Reviewed the layout of theentire building andthoroughly expand sales of
PB/OEM.
Sales composition ratio
increased to 22.3% in Q1
cumulative period.

▼Received Good Design Award 2022

Customer Evaluation（App）

 "Do-Over Palace" provides feedback fordevelopment. In some cases, sales increased
significantly after product improvement.

▼Example of reflecting feedback【Do Jonetz】Yaba-mori Pasta
BeforeAfter Customer evaluations is a new "out-of-store"# of Feedbacks:
contact point. Customer’s feedback is
408
reflected into product development, and thishas promoted the conversion of customers
After improvement Sales 225.7％（Compared Dec 2021 to Sep 2022） 7
into fans.

DS Business: Progress in opening new stores
Don Quijote Munakata (Fukuoka Pref.)(Opened on June 25, 2022)

Targeting new families and young adults, the new store
opened in a commercial complex (Q1 budget ratio
stood at 112.0%).

 Strengthening of confectionery, snacks, and characterproducts in a trade area with a large number of new families.
The store also concentrates on "buzz products" such as Asian
cosmetics and gummies, which are popular on SNS, and focus
on approaching the younger generation, as there are many
students in the neighborhood.
 Permanently set up an outlet corner to consolidate inventory
held in the area. Work to create a scheme that does not create
backlogged inventory.

Don Quijote Apita Niigata Kameda (Niigata pref.)(Opened on August 10, 2022)

Tenant-in-type store opened in conjunction with therenovation of the Apita Niigata Kameda (from opening toSeptember budget ratio was 139.6%).

 In addition to the existing customer base of Apita, the new store
opened as a tenant-in-type store in order to attract young andsingle adults. The addition of trendy products to the store leads
to attracting customers from a wide area as a trendy spot.
 The experimental introduction of a PB/OEM-centered layoutthat differentiates the store from Apita's MD has resulted in ahigh sales composition ratio of approximately 22% since thestore opened.

8

GMS Business
FY2023Q1<100 Million Yen>

The company focused on improving GPM during the Q1 , as issues instrengthening individual store management became apparent. OP
increased by 1.2 billion yen due to improved GPM.

Change in Sales SSS landed at 97.5% of the previous Q1 due to a drop in the demand ofalternatives to food services but maintained the pre-Covid level (year2019). Strengthening of prepared foods and frozen foods, we will make ita store of choice for food products at times of inflation.

 GPM improved significantly to 25.6% in Q1 ( up 2.0% from previous Q1).
Strengthen in cosmetics and toys as in DS, and restrain from price cuts inseasonal apparel were successful.
0

Q1
FY2022

FY2023 Q1

Existing
StoresClosedStores etc.

Head Office
Expenses& Adjustments

Q1
FY2023

Change in Operating Profit<100 Million Yen>

 SG&A expenses were at the same level as the previous year/plan due toprogress in optimizing personnel expenses (SG&A ratio at existing stores:+0.2%).

 While strengthening management of individual stores, challenges in MD
became clear. From September, efforts to improve pricing accuracy will
be promoted as in the case of DS, and a decision has been made tointegrate MD of GMS with those of DS from October, leading to continued
profit improvement in Q2 and beyond.

▶GPM of SSS FY2021～FY2023
28.0%
26.0%
24.0%
0

Q1
FY2022

Existing
StoresClosedStores etc.

Head Office
Expenses& Adjustments

Q1
FY2023

1. "Store closures due to remodeling, etc." refers to store closures due to format conversion to UDR and storesexcluded from existing stores due to remodeling, etc. in the current and previous Q1 periods.

22.0%
20.0%

1Q

21年6月期
FY2021

2Q

22年6月期
FY2022

3Q

23年6月期
FY20234Q

9

Overseas Business

Progress was generally in line with the budget despite the severe

FY2023 Q1 Change in Sales

external environment with inflation and various cost increases.
(Sales increased and operating income remained at the same level<100 Million Yen>as the previous Q1)■ Asia Business Sales increased approx. 3.1 billion yen (excluding forex impact)
due to store expansion.
 In Q1, 1 retail store and 2 Sen Sen Sushi stores were opened,
and from Q2, we will proceed with the expansion of restaurant &retail format in other countries.

0

Q1
FY2022

FY2022 Q1<100 Million Yen>

Asia

North
America

Q1
FY2023

Change in Operating Profit Existing store gross profit margin improved by 3.3% due to the
expansion of PB/OEM and the effect of yen depreciation, which
offset increases in procurement and distribution costs. As a result,operating profit was up 200 million yen (excluding forex impact).

■ North America Business While the rapid changes in the external environment (highinflation and rising costs) made it difficult for sales and profits togrow, progress in Q1 was generally in line with the budget.

 Gross profit margin improved by 0.2% from the previous Q1,
partially absorbing the increase in SG&A expenses. As a result,operating income in existing businesses was at the same level asin the previous Q1. Gelson's improved compared to 2019, however
due to a decline in demand for food service alternatives, ended
the quarter at -0.5 billion yen.

0

Q1
FY2022

Asia

North
America

Q1
FY2023*1. Figures for North America are the simple aggregate of DQ USA, MARUKAI, QSI and Gelson’s.
Results are for the period from April to June 2022, while Gelson’s is from July to September 2022.
*2. Figures for Asia are the simple aggregate of PPRM (SG), PPRM (HK), DONKI Thailand,
PPRM(TW), PPRM(MY), and Macau PRRM(MO). Results are the the period from April to June 2022.
*3. OP for Gelson’s does not include the amortization of good will (FY2023:860 Million yen, FY2022: 680 Million yen)

 Since the severe external environment is expected to continue
for a certain period of time, from Q2 onward, the company will
work on cost control by strengthening PB and integrating various
functions (bookkeeping, logistics, and indirect divisions) toimprove profitability (details to be announced in the interim
results).
The company will work to improve efficiency across the board inoverseas operations, which have reached a certain scale.

10Status of major assets, liabilities and net assets(Unit: 100 Million yen)
June 2022
Current Assets

Actual4,865

Cash and
Deposits

1,768

Account
receivableinstallment

521

2,059

Products

Non-Current
AssetsBuildings, etc.
Land

*2

*2

Intangible Assets
Lease andGuarantee
Deposits

Total Assets

September 2022

Actual

4,677
1,568
541

＜Status of major assets＞

(200)
20

16

3,191

13,837

(189)

2,700

3,147
732

Change

(60)

9,203

862

June 2022

1,999

8,971
2,684

(Unit: 100 Million yen)231
44

Total Current
Liabilities

Accounts PayableTrade
Short-Term*1 Liabilities

Actual

*2

3,264
1,529
383

September 2022

Actual

3,283
1,578
441

(116)

Long-Term
Borrowings

2,762

2,609

(153)

4,132

139

Corporate Bonds

2,726

2,721

9,844

9,748

13,87942

Liabilities and Net
Assets13,837

13,879Net Assets＜Status of major liabilities＞▶ Interest-bearing debt: 577 bil. yen(down 10.1 bil. yen)

▶ Tangible fixed assets ： 680. 9 bil. yen(up 15.8 bil. yen)
＜ Status of net assets＞
・ Investment related to store openings, etc.
19.5 bil. yen
・ Depreciation and amortization
8.1 bil. yen

57

6,465

Total Liabilities

・Non current asset

50

6,581

46
2

19

Total Noncurrent
Liabilities

908
734

Change▶ Net worth: 408 bil. Yen(vs. the end of FY2022 +15.8 bil. Yen)
▶ Capital adequacy ratio: 29.4 ％(vs. the end of FY2022 +1.1 %)

3,992

(5)

(97)

42

＜Others＞▶ Net D/E ratio: 1.03 x(vs. the end of FY2022 -0.2x)▶ ROE： 18.4 ％(annualized, YoY +4.6%)*1. Short-term liabilities = Short-term loans payable + Current portion of long-term loans payable + Current portion of bonds

11

Status of cash flows and capital expenditure▶ Cash Flow Status(Unit: 100 Million yen)

前Q1

当Q1

金 額

Balance at Beginning of
Period

1,609

金 額

(37)

Cash Flows from Operating
Activities

1,804
197

増減額

195

234

Cash Flows from Investing
activities

(113)

(253)

(140)

Changes During the
Period

(529)

(202)

327

Cash Flows from
Financing Activities(379)

Balance at End of Period
Free

Cash

*1

Flow

1,080
(150)

*1. Free Cash Flow = CF from operating activities + CF from investing activities.

▶ Status of capital expenditures
Capital Expenditures

(223)
1,602
(56)

157
523
94

＜Operating Cash Flows：+19.7 billion yen＞

▶ Positive items: 28.5 billion yen in income before
income tax, 10.2 billion yen in depreciation andamortization, and increase of 8 billion yen inaccounts payable.
Negative items: Foreign exchange of 5.6 billion
yen and income taxes paid of 12.0 billion yen＜Investment Cash Flows： -25.3 bil. yen＞

▶ Cash out factors included 18.9 billion yen for
tangible fixed assets acquisition associated withstore openings and 2.4 billion yen for intangible
acquisition, and 3.4 billion yen acquisition ofshares in affiliated companies.

＜Financing Activity Cash Flows： -22.3 bil. yen＞

▶ Cash out factors included 11.5 billion yen in
repayment of long-term debt, 8.3 billion yen in
dividend payments, and 0.8 billion yen in
redemption of bonds.
＜Breakdown of Q1＞

116

218

102

▶ DS business 9.5 billion yen , GMS Business 2.6
billion yen, Overseas business 3.1 billion yen,
IT 3 billion yen, Others 6.2 billion yen

12(Reference) October overview for Domestic Discount Store businessand GMS business (Flash Number)

SSS in October landed at 102.4% YoY continuing the trend of Q1. Non-food categories
such as seasonal and event-demand products at both DS and GMS grew.

▶ Year-on-year change in sales (existing stores)
Unit : ％Domestic

DS

GMS

Jul

102.3

103.6
99.0

Aug

100.1

101.5
96.3

Q1

Sep

102.8

105.0
97.2

Sales
2022
120012.0億円
mil. yen

Oct

101.7

102.4

103.3

103.9

97.5

▶ Tax-free results pre-Covid comparison

Q2

98.6

*DS all storesCompared to
2019
20.0%

100010.0億円
mil. yen

15.0%

8.0億円
800 mil.
yen

600 mil.
yen
6.0億円

10.0%

400 mil.
yen
4.0億円

5.0%

2.0億円
200 mil.
yen

00.0億円Feb
2月 Mar
3月 Apr
4月 May5月 Jun
6月
売上額
Sales

Jul
7月 Aug
8月

Sep
Oct
9月 10月コロナ前比較
Pre-Covid comparison

0.0%■ DS business Continuing from Q1, sales at station-front stores and during
nighttime hours increased and exceeded the previous year's
level in all business categories and areas.
 Non-food products composition expanded due in part toincreased holiday and events demand.
 Halloween-related products sales exceeded preCovid(2019) results.

 Tax-free results rose with the lifting of the cap/individual
travel ban for foreigners from October 12.

■ GMS business GMS business sales were 98.6% due to lower sales of foodproducts such as daily necessities, fresh foods, and ricefrom previous year.
 Clothing sales exceeded the previous year's level due tohigher demand for fall and winter seasonal products,
especially women's items.
 Travel-related products also grew, reflecting the shift indemand from staying at home to going out.

13

Appendix

14Overview of results by consolidated businesses
Period: July 1, 2022 – September 30, 2022]

Domestic DS Business*1

Food productsSporting goods and leisure goods

Domestic GMS Business*1

Overseas Business

*1
*2

707

14.9%

110.2%

365

7.7%

209

4.1%

191

1.0%

48

4.4%

105.2%

4.0%

105.1%

106.3%

2.2%

98.1%

1,027

21.7%

154

3.5%

154

3.3%

785

17.6%

603
144

459

181

4,455

106.4%

1.0%

23.6%

106

99.6%

26.6%

1,053

2.4%

YoY

106.2%

182

7.7%

Ratio

58.7%

1,260

5

Other

Total

14.4%

2,779

26.9%

109

Clothing

Other Business

4.7%

ActualFY2023 Q1

1,198

45

Other

Asia Business

58.8%

343

Watches and fashion merchandise

North America Business

Ratio

641

Miscellaneous household goods

Foods

2,618
210

Home electrical appliancesHousehold Goods

ActualFY2022 Q1(Unit: 100 Million yen)

97.6%
99.8%

761

16.1%

13.5%

748

15.8%

124.7%

3.2%

197

4.2%

136.6%

0.1%

10.3%

4.1%

100.0%*1. Other Business includes tenant leasing business, holding company management, credit card business, etc.

6

552

182

4,737

0.1%

11.7%

3.8%

100.0%

96.9%

117.5%

120.2%

100.5%
106.3%

15

Q1 Segment Information▶ Segments Overview [Period: July 1, 2021 – September 30, 2021]

External Sales

Inter Company
Sales
Total

Segment Profit

Domestic
Business

3,847
30

3,877

139

North America
Business

463

*1
*2

Asia
Business

-

Total

4,455

145

4,485

-

463

21

External Sales

Inter Company
Sales
Total

Segment Profit

North America
Business

Adjustment

145

1▶ Segments Overview [Period: July 1, 2022 – September 30, 2022]
Domestic
Business(Unit: 100 Million yen)

4,455

-

*1

Asia
Business

Total

Adjustment

4,007

557

198

4,761

0

6

-

161

(Unit: 100 Million yen)

*2

4,737

17

(30)

161

197

216

4,455

(30)

557
-

-

30

3,983
24

Consolidated

Consolidated

-

4,737

(24)

4,737

24

(24)

239

-

-

239

*1. Effective from the first quarter of the current fiscal year, the Company has changed its reporting segments from the three segments of "Discount," "GMS" and "Tenant Leasing" to the threesegments of "Domestic Business," "North America Business" and "Asia Business.
*2. Segment information for the first quarter of the previous consolidated fiscal year is disclosed based on the reporting segment classification of the current consolidated fiscal year.

16Breakdown of SG&A

[Period: July 1, 2022 – September 30, 2022]
FY2022 Q1

SG&A

Salaries and allowances
Rent

Commission paid
Depreciation
Other

Actual

1,114
431
135
144
72

331

(Unit: 100 Million yen)

Ratio

25.0%
9.7%
3.0%
3.2%
1.6%
7.4%

ActualFY2023 Q1
1,204
459
144
144
82

374

Ratio

25.4%
9.7%
3.0%
3.0%

1.7%

7.9%

YoY

108.1%
106.5%
106.7%
100.0%

113.7%

113.0%

17

ESG Initiatives ① ESG Databook – major data
EnvIronment

Total scope 1 & 2 GHG emissions
Scope 1

Scope 2 *1 *2

Scope 1 & 2GHG emissions per sales (million yen)

Scope 3 Category 1 *3
Purchased goods and services

Scope 3 Category 4 *4Upstream transportation and distribution
SocIety

Number of female store managers
Female turnover rate

Governance

Number of Directors

Unit

FY2021

FY2022534,349

522,868

498,345467,083

452,694

t-CO2

PPIH Group(consolidated)

Major domestic
corporations

4,496,356

4,604,147

4,929,048

Persons

Major domestic
corporations

-

13

26

t-CO2

Major domestic
corporations

t-CO2/
million yen

Major domestic
corporations

t-CO2

％
Persons

Percentage of independent Outside Directors％

Average age of Directors

FY2020567,357*5

Percentage of female Directors

Boundary％

Age

Major domestic
corporations

PPIH(non-consolidated)

69,0120.361

31,38867,2660.347

37,22170,1740.336

45,066

14.1%

11.6%

8.8%

17

15

12

0.0%

29.4%
57.4

6.7%

33.3%
57.9

8.3%

33.3%
54.4

Data calculation period: Scope 1 & 2 are calculated from April of the previous year to March of the following year.
All other items are calculated based on the PPIH fiscal year (July of the previous year to June of the following year).
*1 Emission factors have been changed from the basic emission factors for each electric power company to the adjusted emission factors from FY2022.
Figures for the FY2020-2021 were calculated retroactively to reflect the change in emission factors.
*2 Non-store locations and directly managed tenants have been included into the calculation scope from FY2022.
*3 Emission factors have been changed from the producer price basis to the purchaser price basis from FY2022. Figures for the FY2020-2021 were calculated retroactively to reflect the change in emission factors.
*4 The boundary has been expanded greatly from FY2022, covering more than 90% of the scope except for chilled products.
The figures for FY2022 are rough estimates and will be closely examined by the time the ESG Databook is released.
*5 Figures as of September 30, 2020/September 30, 2021/September 30, 2022.

18

ESG Initiatives ②
Disclosures
Integrated Report

Details of other enhanced initiatives

ESG Databook■ Realization of decarbonized society/
Efforts to reduce CO₂ emissions

 Establishing Scope 3 data collection and calculation
system from this fiscal year to reduce supply chain
emissions Became a supporter of “GX League” by the Ministry of
Economy, Trade and Industry■ Building a sustainable supply chain＜Release dates＞
Digital book
JP

EN

Late Nov. - early Dec.
Mid - late Dec.

＜Release date＞
Digital book

Mid Nov.

 Launched self-assessment questionnaire (SAQ) for PB
manufacturing suppliers and initiated risk assessment■ Establishment of a diversity-orientedorganization that recognizes diversity

 Conducted a total of six “Women’s Health Seminar” fordirectors, managers and female employees to deepen
their knowledge of women’s health issues and to create
a company/organization that is comfortable to work

19

Store openings/Renovations in FY2023
Business

Format

Jul

Q1

Aug

Discount Store

Oct

Nov

Dec

Arao
(Kumamoto)

Yonezawa(Yamagata)

Kyobashi(Osaka)1 store

UDR

GMS

UNY

Feb

Mar

Apr

Q4

May

1 storeJun

HigashiTokai Arao
Matsuyama(Aichi)(Saitama)

Full Year Target

1 storeKichijoji（Tokyo）

Niigata
Kameda(Niigata)

1 storeNishiharu(Aichi)1 store2 stores2 stores1 storeOverseas

1 store1 store1 store1 store1 storeSen Sen Sushi
1 storeSen Sen Sushi
1 storeSen Sen Sushi
1 storeNew：9 stores +α

Format conversion：4 stores

Handa(Aichi)Shinjo(Aichi)

Nishio(Aichi)Whampoa
Garden(Hong Kong)

Asia

Kyoto
Karasuma
Shichijo(Kyoto)Jan

Q3

Susukino(Hokkaido)

*1

*2

Sep

DQ

（Renov-ation）

Q2

Sen Sen Sushi
Whampoa
Garden(Hong Kong)

J-ParkSriracha(Thailand)

Sen Sen Sushi
J-ParkSriracha（Thailand）

North Point

Jurong Point(Singapore) (Singapore)
SunwayPyramid（Malaysia）
Sen Sen Sushi
Pearl City
(Hong Kong)
Sen Sen Sushi
Sunway Pyramid

Sen Sen Sushi
1 store【Retail Store】
New：12 stores（Malaysia）

North
America*1. Includes tenant-in type business conversion. *2. Overseas stores are indicated in the opening months as well.

1 store＝Format conversion, NewGMS, Sen Sen Sushi

20

Store network

Number of Domestic Retails Stores
FY2021

Discount store business
Don Quijote

MEGA Don Quijote

MEGA Don Quijote UNY
Picasso etc.

GMS business

Domestic Total

444

468

139

140

226

*1

52

*1

27

*2

139

*3

FY2022583

FY2023

237
59
32

136
604

Q1

FY2021

470

North America Business

65

140

Hawaii

28

238
60
32

134
604

J-PARK Sriracha(Thailand)

Whampoa Garden(Hong Kong)

Number of Overseas Stores

California

Asia BusinessSingapore

Hong Kong
Thailand

Sep*1.“MEGA Don Quijote” includes NEWMEGA.

*2. “Picasso etc.” includes Picasso, Essence, Kyoyasudo, Ekidonki, Soradonki,
JonetzShokunin and Nagasakiya etc.

*3. “GMS Business” includes Apita/Piago, U-STORE, PiagoPower , Power Super Piagoetc.
*4. As the fiscal year ends in March for overseas corporations except Gelson’s (ends inJune), the number of stores for each quarter is adjusted for the applicable fiscal year.

65

37

28

31

7

9

9

8

12

2
-

12

4

5

2

1

Malaysia

*4

37

28

1

Overseas Total

65

30

*5

Macau

Q1

19

Taiwan

Total

Aug

37

FY2023

FY2022

2

2

2

1

1

84

95

96

667

699

700

*5. Peak Galleria in Hong Kong is counted as a store, which was renovated to Sen Sen
Sushi in 2022, April.

【Reference】Number of
Sen Sen Sushi Stores
Total

Hong Kong

FY2021

FY2023

FY2022

0

0

1

1

Q1

3

3

21

memo

22

IR information
IR inquiries

Pan Pacific International Holdings Corporation, IR Department
2-19-10 Aobadai, Meguro-ku, Tokyo, 153-0042
TEL: 03-5725-7588

FAX: 03-5725-7024

e-mail : ir@ppih.co.jp

IR Calendar

Announcement of Q2 results for the fiscal year ending June 2023 (Scheduled)
Date of announcement: February 8, 2023 (Wednesday)
Venue: TBD

Cautionary information regarding forward-looking statements

The purpose of these materials is solely to provide information to investors, and not for the solicitation of purchases and sales. The
forward-looking statements set out in these materials are based on targets and forecasts, and do not provide any commitments orguarantees. While forward-looking statements are prepared based on various data that we consider to be reliable, we do not provide

any guarantees on their accuracy or safety. These materials are presented based on the premise that they will be used at discretion

and responsibility of the investor, regardless of the purposes that they use these materials for, and Pan Pacific International Holdings

Corporation bears no responsibility in any circumstances.

23

2-19-10 Aobadai, Meguro-ku, Tokyo, 153-0042

TEL: 03-5725-7588 / FAX: 03-5725-7024 / e-mail: ir@ppih.co.jp
https://ppih.co.jp/