Shaping the Customers’
Expectations

FY2024/3 Results of Operations
May 28, 2024

NOHMI BOSAI LTD.

Shaping the Customers’
Expectations

Ⅰ. Consolidated Results FY2024/3

Financial Highlights

New record high new orders and order backlog for two
consecutive years.
New orders remained firm overall.
The backlog of orders as of the end of the fiscal year exceeded the record high, topping theprevious year.

Constraints in the supply of components were eliminatedoverall and we also enjoyed record-high net sales.
While the backlog of orders as of the beginning of the fiscal year was at the highest-everlevel, net sales also reached a record high for reasons such as the overall elimination of
constraints in the supply of components.

Amid the firm environment for orders, income wasgreater than planned.
The environment for orders became firmer than initially forecast. Further, we systematicallysought to revise prices. As a consequence, income was greater than planned.

©2024 NOHMI BOSAI LTD.

3

Consolidated Results of Operation(Million yen)

FY2023/3

FY2024/3

Results

Plan

New orders

114,168

115,000

Net sales

105,537

Cost of sales

Vs. FY2023/3
AmountPct.

AmountPct.

123,492+9,324+8.2%+8,492+7.4%

113,800

118,506+12,968 +12.3%+4,706

+4.1%

67.0%

66.7%

66.7%

+0.0pt―Gross profit

34,85937,91039,473＋4,613 +13.2%+1,563+4.1%

SG&A expenses

25,98027,91027,810+1,830-99-0.4%

Operatingincome8,879

10,00011,662+2,783 +31.3%+1,662 +16.6%

Operating margin

8.4%

8.8%

9.8%

+1.4pt+1.0ptOrdinary income

9,420

10,300+2,822 +30.0%+1,942 +18.9%

Net income
attributable toowners of parent

12,242

7,022

7,230

8,574

+1,551 +22.1%+1,344 +18.6%

116.42119.83142.10

6.2%

6.3%

7.2%

EPS (yen)ROE©2024 NOHMI BOSAI LTD.

Results

Vs. Plan-0.3pt

―

+7.0%

―

―

4

Consolidated Results by Segments(Million yen)

FY2023/3
Results

Fire Alarm
Systems
Fire
Extinguishing
Systems
Maintenance
Services

OthersElimination/
Corporate
Consolidated

FY2024/3
Plan

Results

43,2597,674
17.7%
38,275
5,020
13.1%
32,143
7,259
22.6%
5,309
251
4.7%
-481
-8,542
118,506
11,662

Net sales

39,76042,297

Operating income

6,509

6,851

Operating margin

16.4%

16.2%

Net sales

32,47937,197

Operating income

4,231

5,474

Operating margin

13.0%

14.7%

Net sales

28,51829,600Operating income

5,807

6,213

Operating margin

20.4%

21.0%

Net sales

5,168

5,092

Operating income

283

88

Operating margin

5.5%

1.7%

Net sales

-388

-388

-7,952-8,628105,537

113,800

8,879

10,000Operating income
Net sales
Operating income©2024 NOHMI BOSAI LTD.

Vs.
FY2023/3

Vs. PlanAmountAmount+3,498+961+1,165+823+1.3pt+1.5pt+5,796+1,077+788-454+0.1pt-1.6pt+3,625+2,543+1,451+1,045+2.2pt+1.6pt

+141

+216

-32

+162

-0.8pt+3.0pt

-92

-92

-590

+85

+12,968+4,706+2,783+1,6625

Analysis of Change in Operating Income
Vs. FY2023/3

Higher gross margin
due to higher sales(million yen)

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

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.

SG&A expenses
were kept slightly
below the plan.

+334-1,830-3+4,279+99+1,567
11,662

11,662
10,0008,879
2023/3
Actual©2024 NOHMI BOSAI LTD.

2024/3
ActualInitialplan

2024/3
Actual6

Segment Information

Fire Alarm Systems

Net Sales (before elimination)(million yen)

Installation

50,00040,00030,00041,10824,81938,03922,198(million yen)

39,76021,85823,58743,2598,000

016,28815,8414,000

2020/32021/3(million yen)

20,2422022/32023/3

16,173

18,5182023/32024/32024/3(%)

Op. Margin

25

20.5

18.7

16.4

15.7

17.7

0

YoY

Vs. Plan(%)

ActualPlan

ActualNew orders

40,707

44,20044,444+9.2+0.6

Backlog of orders

13,594―15,033+10.6―

Net sales

39,76042,29743,259+8.8+2.3

Installation

23,587

24,637

24,740+4.9+0.4

Product sales

16,173

17,66018,518

+14.5

+4.9

Segment Income

6,509

6,851

7,674

+17.9

+12.0

20
15

7,672

8,617
6,509

5,979

7,674

2,000

(%)

©2024 NOHMI BOSAI LTD.

Segment Income

6,000

24,74020,00010,000

Maintenance Services

Segment Income & Operating Margin

Product sales
42,100Fire Extinguishing
Systems

10
5

2020/32021/32022/32023/32024/30 Both net sales and segment income increased, mainlyreflecting higher sales of products due to the nearelimination of constraints in the supply of components,
among other factors.
 Profitability improved chiefly due to systematic pricerevisions to address rising raw material costs.
 New orders remain at a high level.
Net sales and the order backlog hit record highs.
7

Segment Information

Fire Alarm Systems

Net Sales (before elimination)(million yen)

50,00042,80540,00030,00019,251

38,481
18,50439,715
16,05320,00010,000023,5532020/3(million yen)

19,9772021/3

23,6622022/32023/38,000

32,479

17.1

4,000

16,6002023/32024/3

6,568

YoY

Vs. Plan

Plan

Actual(%)(%)

New orders

39,15836,30040,773

+4.1

+12.3

Backlog of orders

38,857―41,385+6.5―

Net sales

32,47937,197

38,275

+17.8

+2.9

General properties

15,87921,557

20,634

+29.9

-4.3

Special facilities

16,60015,64017,641

+6.3

+12.8

Segment Income

4,231

5,474

5,020

+18.6

-8.3

2021/32022/3

15
10

4,231

2020/3

13.1

7,197

2,000
0

25
20

13.0
7,984

(%)

Op. Margin18.1

20,634

Actual©2024 NOHMI BOSAI LTD.

18.7

6,000

17,6412024/3

Segment Income(million yen)

38,275

15,879Maintenance Services

Segment Income & Operating Margin

Special facilities

General properties

Fire Extinguishing
Systems

2023/35,020

2024/350

 Net sales and segment income increased, mainlyreflecting the background situation where the backlogof orders at the beginning of the fiscal year was at ahigh level.
 While demand remains brisk, profitable properties arelimited and the operating margin remains unchanged.
 Income was less than planned for reasons such as
construction delays. However, the order backlog as ofthe end of the fiscal year was a record high.
8Segment Information

Fire Alarm Systems

Net Sales (before elimination)(million yen)

Maintenance

35,00030,00027,482

26,68832,14325,00020,0008,000

28,51826,30015,854
14,61915,031

15,267

12,863

11,656

11,03313,0252020/32021/32022/32023/32023/32024/3

16,2892,000
02024/3

YoY

Vs. Plan

ActualPlan

Actual(%)

New orders

29,64029,60032,936

+11.1

+11.3

Backlog of orders

5,487

―

6,281

+14.5

―

Net sales

28,51829,60032,143

+12.7

+8.6

Maintenance

15,492

15,33015,854+2.3+3.4

Repairs

13,025

14,27016,289

+25.1

+14.2

5,807

6,213

7,259

+25.0

+16.8

Segment Income©2024 NOHMI BOSAI LTD.

20.2

20.4

18.5

(%)

22.6

(%)

25
20
15

6,162

(million yen)

Op. Margin

4,000

10,0000

22.4

Segment Income

6,000

15,492

15,0005,000

Maintenance Services

Segment Income & Operating Margin(million yen)Repairs

Fire Extinguishing
Systems

2020/3

5,392

4,854

2021/32022/3

5,807

7,259

10
5

2023/32024/30

 New orders, the order backlog, net sales and income
reached record highs.
 While we sought to reinforcement our workforce andother aspects of our business, our performanceoutpaced the plan, mainly in the area of Repairs.
 Amid the strong demand, active proposal activities
succeeded and our operating margin returned to the
22％ level.
9Shaping the Customers’
Expectations

2. Action to Implement Management That is
Conscious of Cost of Capital and Stock Price

Review and Analysis of the Current Situation Regarding Our Efforts
to Enhance Our Corporate Value
Trends in net sales andoperating margin(Billion yen)

150

Net sales
12.9
10.2

100

50

0

11.2
8.4

117.3

2020/3107.9

2021/3(%)

Operating margin

112.9

2022/3105.5

2023/3

15

9.8

118.5

2024/31050Initiatives to enhance corporate
value based on the Medium- to
Long-Term Vision 2028
Severe business environment during
and after the COVID pandemic(constraints in the supply of components
and increasing raw materials prices)

Trends in ROE and PBR(%)

15

ROE [left]
1.26
1.26

(Times)PBR [right]
1.12

1.07
10

0.89

11.4
7.7

5

1.4
1.2
1.0
0.8

8.8
6.2

7.2

0.6
0.4
0.2

0

2020/3©2024 NOHMI BOSAI LTD.

2021/32022/32023/32024/3

Our understanding is that ROE
exceeded the cost of capital and
PBR remained higher than 1.
ROE has generally decreased
over the last few years.

0.0

11

Policies and Goals for Improving the Current Situation and Specific Initiatives

Orient the management of the business more toward
the cost of capital and the stock price to continueenhancing our medium- and long-term corporate value

Fulfill the Medium- to Long-Term
Vision 2028
Specific initiatives

1) Improving profitability
Priority measures

Increase ROE to 9.0%
or more by fiscal 2028
● Improving profitability● Strengthening
shareholder returns● Enhancing IR activities

Investments for growth• Build a foundation  Achieve cost reduction• Human capital investment  Increase
competitiveness• Utilize M&A  Expand business domains

Improvement of
capital efficiency

2) Strengthening shareholder returns
Set a new payout ratio target
Acquire treasury shares

(%)

15
10

1.26

PBR [right]

1.07

1.12

11.4

2020/32021/3

0.89

8.8

7.7

5
0

1.26

ROE [left]

6.2

2022/3©2024 NOHMI BOSAI LTD.

2023/3(Times)

1.5

9.0

7.2

2024/31.0
0.5

2029/3

3) Enhancing IR activities

Continuous dialogue with shareholders andinvestors
Start publishing Integrated reports (from 2023
onward), etc.

0.0

12

Investment planfor the future

Investments for Growth
Medium- to Long-Term Vision 2028
— Shaping the Customers’ Expectations —For shaping safety to meet customers’ expectations

Investment planfor the futureStage II

(2023/3 to 2025/3)

Research anddevelopment
Investment in growth,
M&A and the buildingof the foundations
Investment inpersonnel
Enhancement of the
supply chain
Investment in theenvironment*
Ratio to net sales

3%● Relocate and build a new Mitaka Factory, ourmain factory

The area of the site is approximately 3 times larger than
the site of the previous factory. The gross floor area isapproximately 5 times larger.
 Reduce costs by improving productivity● Nissho Setsubi Kogyo (currently Oita Nohmi)
and Sakamoto Densetsu join the Nohmi Group

Investment
amount30

billion yen

Actively implementing M&A● Investment in digital transformation

We are considering a cloud-based service that is geared
toward labor reduction.
Development of a new integrated information system isunder way to build a foundation for digital transformation.

●Employee expansion

2022/3: 2,635 people ⇒ 2024/3: 2,766 people(consolidated)● Strengthen employee training* As of FY2029/3©2024 NOHMI BOSAI LTD.

Major initiatives

Going forward, we will unfailingly invest in
13
pursuit of greater profitability.

Strengthening Shareholder Returns 1/2
Medium- to Long-Term Vision 2028
— Shaping the Customers’ Expectations -—We plan to raise the consolidated payout ratio to 40％ by FY2025/3, during theStage II period, and set a new target of 50％ in and after FY2026/3.
Stage II period(2023/3 to 2025/3)

Trend in dividend per share

By FY2025/3, raise
the consolidated
payout ratio to(Yen)[Year-end dividend]
Revised from the initial forecast 23 yen to 30 yen

60

Interim dividend* Including commemorative dividends of 2 yen per share

30
20

15

10

7.5

0

7.5

15
7.5
7.5

15
7.5
7.5

17.5
10.0
7.5

20

22

10.0

12.0

10.0

10.0

60
53

Year-end dividend

50
40

50%

40%

* We have not reduced dividends, excluding extraordinary dividends, since FY1979/3.
70

In and after
FY2026/3

24
11.0
13.0*

28.5
16.0
12.5

32
16.0

16.0

33

33

17.0

16.5

16.0

16.5

36
18.0

18.0

40

30.0
30.0

20.0

20.0

23.0

30.0

2011/3 2012/3 2013/3 2014/3 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3 2024/3 2025/3

Dividend
payout 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% 37.3%
ratio©2024 NOHMI BOSAI LTD.

(Forecast)

42.1%
14

Strengthening Shareholder Returns 2/2

Acquire treasury shares for the purpose of improving shareholder returns andcapital efficiency.
Decision on Matters Concerning Acquisition of Treasury
Shares (Announced on May 9)
Total number of shares able to be acquired
Upper limit: 1.5 million shares (2.48% of the total number ofshared issues excluding treasury shares)
Total acquisition value
Upper limit: 4.0 billion yen

Purchase via ToSTNeT-3
Date of acquisition
May 10, 2024
Number of shares acquired
1.5 million shares

Acquisition period
From May 10, 2024 to May 15, 2024
Method of acquisition
Purchase through the Off-Auction Treasury Share Repurchase
Trading System (ToSTNeT-3)©2024 NOHMI BOSAI LTD.

Total acquisition value
3.7 billion yen
With this purchase, the acquisition of treasury
shares pursuant to the resolution of the Meeting ofBoard of Directors held on May 9 was completed.
15

Enhancing IR Activities

Holding briefings on financial results and individual meetings
Improvement of information shared on the website● Providing briefings on financial results to institutional investors andanalysts (continued biannually)● Individual meetings (as needed)

Start of publication of Integrated Reports(from 2023)

Nohmi Bosai's person in charge of IR activities
Briefings on financial results: Attended by President and Representative andofficers in charge of IR activities
Individual meetings: Mainly handled by General Affairs Department which is incharge of IR

Main themes for investor dialogue
Business environment and details/progress of Medium-term ManagementPlan/
future strategy/shareholder returns and other capital policies/
corporate governance/price revision efforts/addressing restrictions on overtime, etc.

Inform the executives of the status and details of dialogue withinvestors on an as-needed basis in pursuit of our sustained growth©2024 NOHMI BOSAI LTD.

16

Shaping the Customers’
Expectations

Ⅲ. Progress of 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 20.

©2024 NOHMI BOSAI LTD.

18

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.

©2024 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.

19

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.

©2024 NOHMI BOSAI LTD.

20

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.

©2024 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.

421

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. 25、26

 See p. 13

 See p. 23、24、26

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

Change into a company creating higher additional value.
©2024 NOHMI BOSAI LTD.

22

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©2024 NOHMI BOSAI LTD.

23

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.

©2024 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.

24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.

©2024 NOHMI BOSAI LTD.

25

Progress of Our Commitment to the Future
Co-creation Project and Our Personnel Strategy

Begin implementing theCustomers’ Expectations Box
Provide all employees with opportunities to think
about and make recommendations regarding
customers’ expectations, in addition to continuing theactivities for creating new businesses as projects.
PeriodPart 1: June to August 2023
Part 2: October to December 2023
(prolonged to January 2024)

Participants

All employees of Nohmi Bosai To be ultimately extended to all
officers and employees of the Nohmi
Bosai Group

Contents

New services and products segment
Business improvement segment

Collect nearly 1,000 ideas

Steadilybearing
fruit

Future co-creation
project

Personnel strategy
for dynamic growth

Accelerate our personnel strategy

Encourage the development of human resources thatproactively propose new ideas
 Commitment to the Future Co-Creation Project
Committee for Promoting
Active Participation of Women in the Workplaceestablished for the promotion of DE&I

Human Resources Planning/DE&I Promotion
Group was established within Human
Resources Department in FY2024
DE&I: Diversity, equity and inclusion

Cultivate existing domains and search for new ones
Develop personnel who make proposals©2024 NOHMI BOSAI LTD.

26

Examples of the Cultivation of Existing Domains
New P-type conventional automatic fire alarm system, our main line of products

Advanced P IV™ System and P-type Class 1 Fire Alarm & Smoke Control Panel launched in April 2024

Features(common)

DisplaychangeGreater visibility andoperability

Preexisting
display• Incorporating a LCD screen, the new products display abnormalities inJapanese, not using codes• Equipped with built-in guide feature

Line and address display

Room number display

LCD

Switch and check

Advanced P IV™ SystemFire
L1 line address 1
Room 101

P-type Class 1 Fire Alarm & Smoke Control Panel

Characteristics

Characteristics

Enabling an Advanced P IV detector todisplay more information*

 Different pieces of guidance information
can be displayed on the LCD
 Quickly check necessary information
 The design reflects an awareness of userfriendliness The operation panel is linearly designed
and is equipped with switches aroundthe LCD.

 Changes in the concentration of smoke
detected and temperature can be displayed in agraph form
 The amount of dust detected by each detector
can be displayed.
 Making it easier to identify the right time toreplace the detector with a new one

FCSJ107S-R-20LT

Fire alarm 01/01* Our survey / Covering P-type class 1 fire alarm & smoke control
panels from domestic manufacturers

FCSJ106N-B1-40LT

Aggressively propose these products in the new building market and the renovation market to increase our market share©2024 NOHMI BOSAI LTD.

27

Topics 1/2: Pursuit of Sustainability
Development of eco-friendly fire-extinguishing foam

Characteristics

The ingredients were fully reexamined using the foam extinguishing technology which we have accumulated overmany years. This led to the realization of high foaming and fire-extinguishing performance high-temperature and highsmoke concentration fire environments despite the foams having minimal PFAS*.
* PFAS: Organic fluorine compounds (per- and poly-fluoroalkyl substances) that it is believed adversely affect human bodies, etc.
because they do not decompose in the natural world.

Comparison of foaming in a smoky environment (minimal PFAS/synthetic surfactant fire-extinguishing foam)

The newly developed product

General commercially available product(for the Inside Air Hi-Ex System Perf-Ex high foaming fire-extinguishing system)©2024 NOHMI BOSAI LTD.

28

Topics 2/2: Improving Governance to Enhance Corporate Value
Transition to a company with an Audit & Supervisory Committee

Purpose of
the transition• Strengthen the Board of Directors’ supervisory functions to improve corporate governance• Accelerate management decision-making and enhance discussions at meetings of the Board of Directors

Further Improvements to Corporate Value
Governance system after the transition

General Meeting of Shareholders
Ensure that outside
directors are a majority of
the Board to strengthen
governance

5=Internal Directors

Election and dismissal of Directors

Board of Directors
Directors who are not Audit &Supervisory Committee
members

Audit

Audit & Supervisory
Committee
A majority are Outside
Directors.

= Internal Directors
Nomination andCompensation Committee

6= Independent
Outside Directors©2024 NOHMI BOSAI LTD.

Term of office: one year

Term of office: two years

29Numerical Targets
Increase profitability through efforts such as strengthening the supply chain, focusing on pricerevisions, increasing the workforce and streamlining operations on a medium- and long-termbasis and aggressively invest in growth. Do this to achieve the FY2029/3 targets.
Medium- to long-term business targets

Stage II
(Billion yen)

123.4

Net sales

118.5

Operating income
Operating margin

11.6(9.8%)

Ordinary income

12.2

Net income attributable toowners of parent

8.5

ROE

170.0 or more
133.0

118.5

120.8
Operating margin

10.0%

Operating margin: 10% or more

7.2%

2024/3(Actual)©2024 NOHMI BOSAI LTD.

Stage III

■ Consolidated net sales

2024/3 (Actual)
New orders(Billion yen)2025/3(Forecastdisclosed (Plan)
on May 9)2029/3(Plan)

30

Shaping the Customers’
Expectations

Ⅳ. Forecast for FY2025/3

Forecast for FY2025/3 (Consolidated)(Million yen)

FY2024/3

FY2025/3

ActualForecast

Vs. FY2024/3
AmountPct.

New orders

123,492

118,000-5,492-4.4%

Net sales

118,506

120,800+2,293+1.9%

Gross profit

39,473+1,926+4.9%

Gross margin

41,400

33.3%

34.3%

+1.0ptSG&A expenses

27,81029,300＋1,489＋5.4%

Operating income

11,662

12,100

+437

+3.7%

10.0%

+0.2pt――Operating margin

9.8%

Ordinary income

12,242

12,400

+157

+1.3%

Net income
attributable toowners of parent

8,574

8,600

+25

+0.3%

EPS (yen)142.10142.53

7.2%

7.2%

ROE
©2024 NOHMI BOSAI LTD.

32

FY2025/3 Forecast Highlights (Consolidated)

New orders will remain at a high level and exceed thenew orders in FY2023/3.
They are projected to decrease in comparison with the previous year, which was arecord high. But new orders will exceed the new orders in FY2023/3.
We are concerned about the impact of the upper limit on overtime in the constructionindustry which will come into force in April 2024.

Both net sales and income will increase as the backlogof orders hit a record high.
Constraints in the supply of components, the rise of prices and other events that werea result of the COVID pandemic affected the progress of our efforts toward thenumerical targets of the Medium- to Long-term Vision (see page 30).
The impact of the upper limit on overtime is a concern, but we forecast and increase in
net sales and income YoY.

Initiatives for improving profitability will be sped up.
We will stay committed to revising prices and streamlining operations and the operating
margin is projected to exceed the target by 10％ or more.
Implement initiatives more aggressively to achieve the FY2029/3 targets and pursue thecontinued improvement of profitability.
©2024 NOHMI BOSAI LTD.

33

Forecast for FY2025/3 by Segments(Million yen)Fire Alarm
Systems

Fire Extinguishing
Systems

Maintenance
Services

OthersElimination/
Corporate
Consolidated©2024 NOHMI BOSAI LTD.

FY2024/3

FY2025/3

ActualForecast

Net sales

43,259Operating income

7,674

Operating margin

17.7%

Net sales

38,275

Operating income

5,020

Operating margin

13.1%

Net sales

32,143Operating income

7,259

Operating margin

22.6%

Net sales

5,309

Operating income

251

Operating margin

4.7%

Net sales-481

Operating income-8,542

Net sales

118,506

Operating income

11,662

44,254
8,035
18.2%
41,6306,252
15.0%30,300
6,542
21.6%
5,095
247
4.8%
-481
-8,977
120,800
12,100Vs. FY2024/3
Amount

Pct.

+994

+2.3%

+360

+4.7%

+0.5pt―+3,354+8.8%+1,231+24.5%+1.9pt―-1,843

-5.7%

-716

-9.9%

-1.0pt

―

-213

-4.0%

-4

-1.6%

+0.1pt
―

―
―

-434

―

+2,293

+1.9%

+437

+3.7%

34

Analysis of Operating Income Forecast(million yen)
Higher grossmargin due tohigher sales

Improvement in the costof sales ratio• Seek to revise prices andstreamline operations+1,162Higher SG&A
expenses

・Personnel expenses, R&D
expenses, etc. increase-1,489+763

11,662

12,1002024/32025/3

ActualForecast©2024 NOHMI BOSAI LTD.

35

Sales Forecast by Segment (1)Fire Alarm Systems

Fire Alarm Systems(million yen)

50,000Installation

43,259Product sales(million yen)

44,25425,75420,00010,0000General properties

Special facilities

50,00040,00024,740

Maintenance Services

Fire Extinguishing Systems

40,00030,000Fire Extinguishing
Systems

30,00038,275

20,634

41,63019,63020,00018,51818,5002024/32025/3(Forecast) Against the backdrop of a steady market environment
for both new and renovated buildings, we will seek tobeat last fiscal year's net sales, which were a record
high.

©2024 NOHMI BOSAI LTD.

10,000017,6412024/322,0002025/3(Forecast) We expect sales to increase throughout the segment,
supported by the large order backlog that has been
accumulated, mainly in Special facilities.

36

Sales Forecast by Segment (2)Fire Alarm Systems

Fire Extinguishing
Systems

Maintenance Services

Maintenance Services(million yen)

MaintenanceRepairs

40,00032,14330,00015,85420,00010,000030,30016,00016,28914,3002024/32025/3(Forecast) Due to a concentration of properties in the previous
fiscal year enabling our performance to reach a record
high, we expect a temporary reactionary slow down in
our performance, but it will remain stable.

©2024 NOHMI BOSAI LTD.

37

Shaping the Customers’
Expectations

Ⅴ. 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, 2024)

Employees

2,766 (consolidated) (As of March 31, 2024)

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.

©2024 NOHMI BOSAI LTD.

39

History2024 New P-type conventional automatic fire alarm system launched
Organic fluorine compound (minimal PFAS), eco-friendly fire-extinguishing foamdeveloped
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 launched

100th anniversary

2017 Menuma factory was expanded and Nohmi Technorium Menuma, an
exhibition facility was established2016 Automatic fire extinguisher system SPlash α was launched2014 Manual fire alarm box with ring-shaped location lamp won GOOD DESIGNGold prize2013 Image processing smoke detection system was launched2010 Established R&D center in Misato, Saitama
2009 Aspirating super-high sensitivity smoke detection system PROTECVIEW
was launched2006 Third-party allocation of shares to SECOM Co., Ltd.
2004 Mamoru-kun 10, fire alarm equipment for houses, was launched2002 Conventional fire alarm system with automatic testing function “Advanced
P” was launched1995 Nohmi Secom Fire Protection (Beijing) Co., Ltd. established in China<R-26C>

Nohmi Technorium Menuma

Menuma Factory

R&D center Misato

Manual fire alarm box with ring-shaped location lamp

<PROTECVIEW>

1991 Listed on First Section of the Tokyo Stock Exchange
1987 Installed fire protection systems in the Seikan Tunnel and the Seto bridge
1974 Developed fire protection systems for LNG terminal

Listing of stock

Establishment

1968 Installed the first ionization type fire detection system in the Kasumigaseki
Building, which was the first high-rise building in Japan
1962 Installed the first fire protection systems in the Kajiwara-Tennosan tunnelof the Meishin Expressway in Japan.
Listed on Second Section of the Tokyo Stock Exchange
1936 Installed the first fire alarm systems at the imperial palace
1933 Installed the first fire alarm systems at Sanjyusangendo Temple, a 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©2024 NOHMI BOSAI LTD.

Teruichi Nohmi

Oku-Goten in imperial palace completion ceremony

40

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

36.3％

FY2024/3
Consolidated
Net Sales
118.5bn

32.3％

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

4.3％

27.1％
Maintenance/inspection services andrepair/renewal services for fire
protection equipment

Maintenance Services©2024 NOHMI BOSAI LTD.

Installation and maintenance of parking
lot management systems and otheractivities

Others41

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

MaintenanceWasteTrash
incineration
incinerator
plantsBuildings
Building/Metro
Tunnels
TunnelCulturalassetsTempleAirport
Airport

Homes
House
Information
infrastructureDatainfrastructure
centerfacilities

Heliport
Heliports

Multi-unit
Apartment
dwellings
Small-scale medical andSmall social welfare centersocial welfare facilities

Hazardous
materialmaterial
Plantsand hazardous
storage/handlingstorage(handling)site
facilities

Factories
Factory

Large
Large
building
spaces©2024 NOHMI BOSAI LTD.

Installation

VesselShips

42

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©2024 NOHMI BOSAI LTD.

Automotive paintbooth fire test

Foam fire
extinguishing test

Smoke dispersion
test

Clean room smoke
test

43

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.

©2024 NOHMI BOSAI LTD.

44