Dedicated to reliable fire prevention and protection for people,
businesses, communities and society

FY2021/3 Results of Operations
May 25, 2021

NOHMI BOSAI LTD.

Ⅰ. Consolidated Results FY2021/3

2

Financial Highlights

Record-high orders
Orders climbed to a new record due to the strong performance of the fire
extinguishing systems segment despite restrictions on some businessactivities due to COVID-19.

The initial forecasts for sales and earnings were achieved
The initial sales and earnings forecasts were achieved as business
operations continued along with COVID-19 safety measures.

Priority on public safety even during the state of emergency
For public safety, business operations focused on providing reliable fire
protection systems.
All business activities were accompanied by COVID-19 safetymeasures in compliance with government policies.
NOHMI BOSAI LTD.

3

Consolidated Results of Operation(Million yen)

FY2020/3

FY2021/3

Vs. FY2020/3

Results

Plan

Results

New orders

111,872

105,000

Net sales

117,294

Cost of sales

Vs. PlanAmountPct.

Amount113,308+1,436+1.3%+8,308+7.9%

107,000

107,897-9,396

-8.0%

+897

+0.8%

66.5%

67.9%

67.4%

+0.9pt―-0.5pt―Gross profit

39,30534,40035,127-4,178-10.6%

+727

+2.1%

SG&A expenses

24,16523,40024,073

-92

-0.4%

+673

+2.9%

Operatingincome15,13911,00011,053-4,085-27.0%+53+0.5%

Operating margin

12.9%

10.3%

10.2%

-2.7pt―-0.1pt―Ordinary income

15,448

11,20011,494-3,953-25.6%

+294

+2.6%

Net income
attributable toowners of parent

10,516

7,450

7,620

-2,895-27.5%

+170

+2.3%

EPS (yen)

174.41123.55126.38

ROE

11.4%

7.7%

7.7%

NOHMI BOSAI LTD.

Pct.

4

Consolidated Results by Segments(Million yen)

FY2020/3
Results

Fire Alarm
Systems
Fire
Extinguishing
Systems
Maintenance
Services

OthersElimination/
Corporate

Consolidated

FY2021/3
Plan

Results

Vs.
FY2020/3

Vs. PlanAmountAmountNet sales

41,10837,652

38,039-3,068+387

Operating income

7,672

6,469

5,979

-1,693-490

Operating margin

18.7%

17.2%

15.7%

-3.0pt-1.5ptNet sales

42,80539,05938,481-4,323-577

Operating income

7,984

6,313

6,568

-1,415+254

Operating margin

18.7%

16.2%

17.1%

-1.6pt+0.9ptNet sales

27,482

25,32026,688-794+1,367

Operating income

6,162

4,957

5,392

-769

+435

Operating margin

22.4%

19.6%

20.2%

-2.2pt+0.6ptNet sales

6,272

5,341

5,038

-1,233-302

Operating income

490

297

253

-236

-43

Operating margin

7.8%

5.6%

5.0%

-2.8pt-0.6ptNet sales

-373

-373

-349

+23

+23

-7,168-7,039-7,140+28-101

Net sales

117,294

107,000

107,897-9,396+897

Operating income

15,13911,00011,053-4,085+53

Operating income

NOHMI BOSAI LTD.

5

Analysis of Change in Operating Income
Vs. FY2020/3 (million yen)

Gross profit down
due to lower sales

Higher cost of sales
ratio• Many high-margin
projects in FY2020/3

Vs. Plan (million yen)

Small decrease in
SG&A expenses

Higher gross profit
as sales exceeded
the plan-3,147+288-1,030

Improvement in
the gross margin

Higher SG&A
expenses• Did not fall as• Increase in personnel
expensesmuch as expected

+439

-673

+92

15,13911,0532020/3

NOHMI BOSAI LTD.

2021/3

11,00011,053

Initialplan

2021/3

6

Segment Information

Fire Alarm Systems

Net Sales (before elimination)(Million yen)
50,00040,00034,44430,00019,164(Million yen)

Product sales

Installation

41,10838,37937,718Segment Income & Operating Margin

7,000

38,0396,000
24,81922,477

21,409

16.1

17.6

18.0

18.7

20
15.7
15

4,000
3,000

6,640

6,911

7,672
5,979

5,544

2,000
15,28016,30815,901

16,28815,841

2017/3

2018/3

2019/32020/32021/350

2020/32021/30
2017/3Vs. 20/3 Vs. Plan(%)(%)

ActualPlan

ActualNew orders

38,441

38,50037,466-2.5-2.7

Backlog oforders11,728―

11,243-4.1―

Net sales

41,10837,652

38,039-7.5+1.0

Installation

24,81921,732

22,198

-10.6

+2.1

Product Sales

16,28815,92015,841

-2.7

-0.5

7,672

6,469

5,979

-22.1

-7.6

NOHMI BOSAI LTD.

10

1,000

0

Segment
income（%）
25

Op. Margin

5,000
22,19820,00010,000

Segment Income

8,000

2018/3

2019/32020/32021/3

Orders were slightly below the plan and down fromFY2020/3 as market conditions remained uncertain
because of COVID-19.
Sales decreased, mainly for installation work, butwere higher than the plan.
The operating margin decreased in part because of
the large number of projects with relatively highmargins in FY2020/3.

7

Fire Extinguishing
Systems

Segment Information
Net Sales (before elimination)(Million yen)
50,000General properties

40,00037,443

Segment Income & Operating Margin(Million yen)

Special facilities
42,8056,000

31,993

19,251

14,29730,0007,000

38,481

37,11810,0003,000
23,14523,553

19,867

16,267

2018/3

2019/32020/32020/32021/302021/3Vs. 20/3 Vs. Plan
(%)
(%)

Plan

ActualNew orders

40,41936,70044,469

+10.0

+21.2

Backlog oforders34,133―40,187+17.7―

Net sales

42,80539,05938,481

-10.1

-1.5

19,251

17,47918,504-3.9+5.9

23,553

21,58019,977

-15.2

-7.4

7,984

6,313

6,568

-17.7

+4.0

Segment
incomeNOHMI BOSAI LTD.

20
15

7,984

7,647

6,568

5,638

10

5,349
5

1,000

ActualGeneralproperties
Specialfacilities

17.1

14.4

2,000

19,9770
2017/3

18.7

17.6

4,000

15,72520,000（%）
25

Op. Margin

20.4

5,000

18,504

17,250

Segment Income

8,000

0
2017/3

2018/3

2019/32020/32021/3

Orders increased 10% because the receipt oforders for large projects as well as orders involving
cultural properties.
Sales decreased 10% because FY2020/3 sales
included the completions of many large projects for
special facilities.
The operating margin decreased because of theperformance of individual projects.

8Maintenance
Services

Segment Information
Net Sales (before elimination)

Segment Income & Operating Margin(Million yen)

(Million yen)Repairs
27,482
26,688Maintenance
30,00025,00024,082

25,831

24,890

7,000

20.3

20.0

21.2

（%）
25

Op. Margin
22.4
20.2

20

6,000

20,00013,607

14,61914,172

13,9685,000

15,03115

4,000

15,0003,000

10,0005,000

Segment Income

8,000

10,475

10,922

11,65912,8632017/3

2018/3

2019/32020/32,000
11,656

4,878

4,987

5,488

6,162

10
5,392
5

1,000
0

0

2020/32021/3Vs. 20/3 Vs. Plan(%)(%)

ActualPlan

ActualNew orders

26,93524,20026,436-1.9+9.2

Backlog oforders

4,024

―

3,773

-6.2

―

Net sales

27,482

25,32026,688-2.9+5.4

Maintenance

14,61913,32015,031

+2.8

+12.8

Repairs

12,863

12,00011,656-9.4-2.9

Segment
income

6,162

4,957

5,392

-12.5

+8.8

NOHMI BOSAI LTD.

0
2017/32021/3

2018/3

2019/32020/32021/3

Orders decreased because of COVID-19 but not asmuch as anticipated, resulting in orders that werehigher than planned.
Segment sales decreased but there weremaintenance sales increased due to consistent sales
activities for maintenance and inspection services.
The operating margin decreased because of thelarge number of renovation projects in FY2020/3.

9

Segment Information

OthersNet Sales (before elimination)(Million yen)
8,000

6,000

5,368

4,000

3,926

3,745

3,479

2,000

20

1,500

15

1,000

2,000
2,345

2,062

1,864

1,502

（%）
25

Segment Income

1,558

2019/32020/3
ActualNew orders

6,075

Backlog oforders

747

Net sales

6,272

Parking lot
system2020/32021/3Plan

Vs. 20/3 Vs. Plan
(%)
(%)

4,936

-18.8

-11.9

840

+12.5

―

5,341

5,038

-19.7

-5.7

3,926

3,570

3,479

-11.4

-2.5

Others

2,345

1,771

1,558

-33.5

-12.0

Segment
income

490

297

253

-48.2

-14.6

NOHMI BOSAI LTD.

5,600

Actual2021/3

―

5.5

10
5.0

3.5

5

353

185

319

490

2017/3

2018/3

2019/32020/30
2018/3

7.8

6.8

500

0
2017/3

Op. Margin

5,038

3,503

3,703

6,272

5,807

2,500

(Million yen)

OthersParking lot system

5,206

Segment Income & Operating Margin25302021/3

Orders, sales and earnings all decreased and werealso below the plan.

Sales of parking lot systems were impacted by thelower utilization rate of parking facilities in Japan as
people stayed home for safety during the pandemic.

10

Ⅱ. Forecast for FY2022/3

11

Forecast for FY2022/3 (Consolidated)(Million yen)

FY2021/3

FY2022/3

ActualForecast

Vs. FY2021/3
AmountPct.

New orders

113,308

122,000+8,691+7.7%

Net sales

107,897

120,800+12,902+12.0%

Gross profit

35,12739,950+4,822+13.7%

Gross margin

32.6%

33.1%

+0.5pt―SG&A expenses

24,073

26,450+2,376+9.9%

Operating income

11,053

13,500+2,446+22.1%

Operating margin

10.2%

11.2%

+1.0pt―Ordinary income

11,494

13,800+2,305+20.1%Net income attributable toowners of parent

7,620

9,300

+1,679+22.0%

126.38154.23

7.7%

9.1%

EPS (yen)ROE

NOHMI BOSAI LTD.

12

FY2022/3 Forecast Highlights

The outlook remains unclear because of the COVID-19 crisis
We expect concerns and uncertainty to continue throughout FY2022/3 about
construction delays and a downturn in private-sector capital expenditures.

Forecast double-digit sales and earnings growth due to a large order backlog

We forecast higher sales and earnings because the order backlog at the
beginning of FY2022/3 was 10% higher than one year earlier.
The goal is record-high orders and sales despite the uncertain business climate.

Plan to maintain an operating margin above the target of 10%
In FY2022/3, the final year of the current medium-term plan, sales are expected
to fall short of the plan’s goal but we expect to achieve the operating margin
goal.

NOHMI BOSAI LTD.

13

Forecast for FY2022/3 by Segments(Million yen)Fire Alarm
Systems
Fire
Extinguishing
Systems
Maintenance
Services

OthersElimination/
Corporate

Consolidated

FY2021/3

FY2022/3

ActualForecast

Vs. FY2021/3
AmountPct.

Net sales

38,03946,077+8,037+21.1%

Operating income

5,979

9,114

+3,135+52.4%

Operating margin

15.7%

19.8%

+4.1pt―Net sales

38,481

42,205+3,724+9.7%

Operating income

6,568

6,710

+142

+2.2%

Operating margin

17.1%

15.9%

-1.2pt―Net sales

26,68827,270

+582

+2.2%

Operating income

5,392

5,161

-231

-4.3%

Operating margin

20.2%

18.9%

-1.3pt―Net sales

5,038

5,595

+557

+11.1%

Operating income

253

200

-53

-21.1%

Operating margin

5.0%

3.6%

-1.4pt―Net sales

-349

-349

―

―

-7,140-7,687-546

Net sales

107,897

120,800+12,902+12.0%

Operating income

11,053

13,500+2,446+22.1%

Operating income

NOHMI BOSAI LTD.

―

14

Analysis of Operating Income Forecast

Higher grossprofit due tosales growth(Million yen)

Improvement in the
gross margin• Outlook for large projects
with relatively highmargins+616-2,376+4,206Higher SG&A

11,053• Increases inpersonnel, IT
system and otherexpenses

13,5002021/32022/3

ActualForecast

NOHMI BOSAI LTD.

15

Forecast by Segments (1)Fire Alarm Systems(Million yen)

Installation

50,000Fire Extinguishing
Systems

Fire Alarm Systems

Fire Extinguishing Systems

Product sales

46,077(Million yen)

General properties

Special facilities

50,00042,20540,00038,03940,00038,481

30,00018,504

23,40730,00017,47522,19820,00010,00020,00022,67015,8410

10,00019,977

24,73002021/32022/3(Forecast)

Goal is a big increase in sales basedon the outlook for large projects andother reasons

NOHMI BOSAI LTD.

2021/32022/3(Forecast)

Anticipate a big increase in sales
involving projects for special facilities
based on orders received during
FY2021/3

16Forecast by Segments (2)Maintenance
Services

Others

Maintenance Services(Million yen)
30,000

Maintenance

26,688

Repairs(Million yen)

27,27030,00025,00020,000

OthersOthers

25,00015,031

15,00020,00015,00015,00010,00010,0005,000

Parking lot system

11,656

12,27002022/3(Forecast)

Expect sales to remain steady despite
the uncertain outlook for the businessclimateNOHMI BOSAI LTD.

5,595

3,479
1,558

3,710
1,885

2021/32022/3(Forecast)

5,000
0

2021/3

5,038

Anticipate parking lot systems sales
to start recovering after the downturn
in FY2021/3, although market
conditions will remain uncertain
because of COVID-19

17

Dividends and Shareholder Distributions
Consistent dividends are the priority forshareholder distributions
Dividends have never been reduced since 1978, excluding special dividends

Dividends per Share

（Yen）

40
35

InterimYear-end＊Including 2 yen ofcommemorative
dividend

30
25
20
15
10
5
0

15

15

15

7.5

7.5

7.5

7.5

7.5

7.5

17.5
10.0

7.5

20
10.0

10.0

22
12.0

10.0

28.5
24
11.0

13.0*

33

33

16.0

17.0

16.5

16.0

16.0

16.5

32

36

18.0

16.0

12.5

18.0

2011/3 2012/3 2013/3 2014/3 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 2021/3 2022/3(Forecast)

Payout
ratio

48.5%

50.6%

NOHMI BOSAI LTD.

31.4%

21.9%

21.4%

20.0%

20.8%

18.8%

24.7%

18.9%

26.1%

23.3%

18

Ⅲ. Medium-term Plan
“project 2021”(FY2020/3-FY2022/3)

19

Thinking behind the Medium-term Plan
Our mission
As a pioneer in the fire protection industry, Nohmi will continue to bea source of value that contributes to public safety by using foresightabout upcoming changes in markets and the world.

Stronger On-site Capabilities
the key to adapt to changes in the business climate and move on to an evenhigher stage
Business conceptualization
On-site capabilities
capabilities
Creating new ideas for value

Business execution
capabilities
The provision of value

Operational precision and speed
On-site capabilities are the ability to discover issues and problems at job sites on our own with the involvementof everyone and the ability to use the resources of the entire organization to devise solutions.

NOHMI BOSAI LTD.

20

Overview of the Medium-term Plan

VisionToward Dramatic Growth Based on Strong “On-site Capabilities”

Continue to be pioneers in fire protection fields as a comprehensive
fire protection company

Priority policies of Medium-Term Business Plan
(1) Improve human resource capabilities(2) Improve business conceptualization and execution
capabilities/improve operational precision and speed(3) Strengthen group management
Create a foundation for even higher stages of growth (investments,
new initiatives).
NOHMI BOSAI LTD.

21

Stronger on-site capabilities – A higher stage that reflects market conditions
On-site capabilities

On-site capabilities
improved following
COVID-19 measures

During COVID-19 activity restrictions:• Upgraded crisis response skills• Innovations by using creative
thinking

covid 19

The impact on performance did notexceed our outlook
2019
NOHMI BOSAI LTD.

2020

2021

FY
22

FY2022/3 Activities – The final year of the medium-term business plan1

Improve human resource capabilities

2

Build a stronger base for core businesses
Cultural property fire protection projects (example)

3

Improve business conceptualization and execution
capabilities/improve operational precision and speed

4

Continue strengthening corporate governance

NOHMI BOSAI LTD.

23

Improve Human Resource Capabilities (1)Digital transformation of the fire protection industry
Shortage of jobsite
workers

Use ofmachines/robots

Workers hold computers instead of tools

Improving digital skills and work process reform skills is essential

 The ability to create ideas that reflect customers’true needs, to use digital technologies to create
ideas for improvements and to design outstanding
services The ability to identify problems involving businessprocesses in one’s own department and use
digital technologies for improvements

Business process
innovation skill

The goals for employee skill
development

Digital technology utilization skill

NOHMI BOSAI LTD.

24

Improve Human Resource Capabilities (2)Upgrade digital technology utilization skill
Quickly start using tools for performing tasks online and fully
utilize these tools-

Start using digital tools⇒ Expand and strengthen data network connections, preparations for online lectures about the use
and operation of these networks
Provision of content for classes for enhancing a variety of skills
Measures to shift to paperless business processes-

Proper and productive use of human resources-

Studying methods for the visualization and sharing of information about backgrounds, certifications,career goals, performance reviews, training programs completed and other items concerning employees

Measures for the labor shortage (increase the use of seniors)-

Revise wages for older employees

NOHMI BOSAI LTD.

25

Build a Stronger Base for Core Businesses
Build a stronger core business base and start new businesses
New businesses will target peripheral fields for meeting customer needs that may occur from current businesses.

GrowthStrongerNewbusinessNewbusinessNewbusiness

Factory fireNewbusinessalso;

Cultural properties
Data centers

Core businesses

Logistics

Large size of the Nohmi Group’s direct/indirect markets

These and other sectors,
responding to changes inmarket conditions

More growth expected for the strategic businesses of Japan*Market size estimates are as of 2017
Affordable
and cleanenergy¥803tnSustainable
cities andcommunities

Power
generation,energy, etc.

¥338tnDisaster
forecasting,etc.

Infrastructure/Maintenance

Energyconservation/
Recycling

Disaster
preparedness
technologies

SDGs
Industry
innovationandinfrastructure¥426tnFire protection
infrastructures,degradation
surveillance, etc.

Climateaction¥334tnDisaster risk
management,
etc.

Source: Nohmi Bosai using “The Potential of SDGs Businesses and Formation of Rules” of
Deloitte Tohmatsu Consulting, December 2017 (https://webdesk.jsa.or.jp/pdf/dev/md_3079.pdf)

NOHMI BOSAI LTD.

Many issues involving the critical social need for disaster
preparedness
Monitoring activities of national government study groups and otheractivities *Including activities other than at the Fire and Disaster Management Agency
Source: Nohmi Bosai using “Visionary Conference for the First Moon Shot R&D Program” March 29, 2019 of
the Prime Minister of Japan and His Cabinet

26Build a Stronger Base for Core Businesses (cultural property fire protection )Upcoming growth of the cultural property fire protection market

Increase in needs based on the five-year fire protection plan
(FY2021/3 to FY2025/3)

Japanese government actions for cultural property fire protection(following the Notre Dame fire in Paris and Shuri Castle fire in Okinawa)
Agency for Cultural Affairs Revised and announced fire protection guidelines for national treasures andimportant cultural properties

Minister of MEXT Established a five-year fire protection plan for World Heritage Sites, nationaltreasures and other properties

Priorities • World Heritage Sites and national treasures (buildings)• Museums and other locations that have national treasures and important culturalproperties (art objects), following checks for deterioration and other problems
Orders in FY2021/3

Increased more than expected including big order
Upcoming actions

Aim the steady increase of orders capturing broader needs
Focusing on;(1) Continue to upgrade proposals(2) Measures to handle a larger number of projects (recruit construction workers, further
upgrade training for personnel, etc.)

NOHMI BOSAI LTD.

27

Improve business conceptualization and execution capabilities/improve
operational precision and speed (1)Needs for strengthening fire
protection equipment

Expand business fields ← Identification of necessary tasks

Strengthen proposal
capabilities in fields
outside fire regulations

ExamplesTASKis®
Joint activities withother companies

Provide products and services
that support existing fields[Core businesses] ⇒ Maturation
Provide fire protection equipment that
responds to the Fire Service Act
Maintenance services

Compile a list of all of the company’s businessprocesses⇒Visualization of jobs and survey todetermine tasks to eliminate
Create time to create proposals

Needs for strengthening fire protection and disaster prevention
management operations
NOHMI BOSAI LTD.

28

Improve business conceptualization and execution capabilities/improve
operational precision and speed (2)Reinforce proposal skills by supplying new forms of value• Uses smartphones to distribute instructions on tasks to perform in the event
Main functions ofof a fire, earthquake or other emergency involving business continuity plans.
thecloud disaster
response support software • Supervisors can use PCs for real-time monitoring of reports on progress withthese tasks.
Illustration of how TASKis® responds to a building fire
Disaster
response center
Oversees status of thebuilding and tasks
Location of fire, evacuation
status, fire extinguishingactivities and other information①

Building

Fire notification signal④

Oversight ofactivities atthe building

Signalconversion unit

cloud server①
Fire alarm receiver②

Evacuation
assistanceDistribution of information (locationof fire, tasks, etc.)③ Reports on building and task status
Firefighting activities
Safety management supervisor

Adds new value with respect to software(creation of an infrastructure)

Customers’ needs are shifting from detection to prevention
NOHMI BOSAI LTD.

29

Improve business conceptualization and execution capabilities/improve
operational precision and speed (3)Example of business domain expansion～TASKis ®～⇒ Strengthen actual Maintenance Services business

User
comment

Close-call incidents occur
daily at contracted partners
for maintenance services.

Broadenbusiness scope
Expand businessfields bystrengthening sales
structure andproposal structure

Maintenance Services business⇒ Direct contact with customers (users)

TASKis®
(Provide new products
and services)

Improvequality

Support for strengthening structures
Consultation: risk diagnosis
Support for strengthening fire protection
and disaster prevention equipment

Provide added
value

Increase safety andsecurity/trust levels

Raise
added
value

New TASKis® activities for safety and security

Establishment of a project teamConduct activities including;• Using TASKis to capture maintenance, inspection
and other orders• Reflecting customers’ needs in speedy
development activities

Use sales experience and accomplishments to aim for capturing more orders by targeting safety and security
needs other than fire protection and increasing the performance of products to meet those needs.

NOHMI BOSAI LTD.

30

Improve business conceptualization and execution capabilities/improve
operational precision and speed (4)Strengthen overseas operations
Provide high value-added service that includes after service
China

Japan

Review manufacturing
strategyStrengthen back office functions
Strengthen manufacturing back-up
functions
Recruit global human resources
Assess M&A and businesscooperation opportunities with other
firms

India

S.E. Asia and Taiwan

Expand sales targets

Reconstruct businessstrategy

Sales network strategy
Agency strategies
Review of product lineup

No change in strategies despite the effects of the COVID-19 pandemic

NOHMI BOSAI LTD.

31

Continue Strengthening Corporate Governance

Strengthen corporate governanceContinue strengthening
group management
Proposal at
the June
2021
shareholders
meeting

Establishment of a restricted stock
remuneration system

Started using the executive officer system
Increased independent outside directors to one-third of all directors

June
2020

Election of a female director
Revised standards for items submitted to the Board of Directors
Voluntarily established a Nomination and Compensation Committee

NOHMI BOSAI LTD.

32

Measures for Implementing Medium-term Management Plan
Employee engagement survey for the medium-term management plan
Input is incorporated in measures to increase motivation and organizational performanceCheck Improve activities
based on therevised plans Examination of survey results(also shared this information with employees)

ActionDo
Plan

 Revised/corrected activities
beginning in FY2021/3 2H
based on the issues
revealed by theengagement survey

 Incorporated issues identified by the engagement
survey in the medium-term plan and action plan inorder to raise the accuracy of these plans Engagement survey for implementing the medium-term management plan-

The survey was in July 2020 (the previous survey was in May-June 2019)-

eNPS (employee Net Promoter Score) was used to analyze survey results

NOHMI BOSAI LTD.

* eNPS is a metric used to measure the engagement of employees.
eNPS(%)=% of positive responses － % of negative responses

33Quantitative Targets
Consolidated net sales/Operating profit margin

Consolidated Net Sales(Billion yen)Stage Ⅰ

Target Achieved!

106.7

117.2

Stage Ⅱ

Stage Ⅲ¥170 billion or
higher

Op margin

11.2%

125.0
120.8

86.0

Maintain operating profit margin of 10% or higher
2013/3

2019/32020/32022/3

R&D investment
Collaborate with related in-houseand external bodies and introduce
elemental and other technologies(data technology, AI, IoT, …)

Promote in-house development ofNohmi Bosai’s core technologies

Toward the development of
next-generation new products

NOHMI BOSAI LTD.

2025/32029/3

Revised the plan based on
the market climate change

Experimental
research
expenses¥2.2bn¥2.6bn¥5.0bnPercentage ofconsolidated
net sales

2.1％

2.2％

3.0％

34

Ⅳ. Reference35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

Tatsunori Ito, Representative Director and President

Capital13,302 million yen
As of March 31, 2021

Employees

2,606 (consolidated)

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.

NOHMI BOSAI LTD.

36

History◎ 2019 TASKis® cloud disaster response support software was launched◎ 2018 R-26C fire alarm system for midsize/large buildings was launched◎ 2017 Menuma factory was expanded and “Nohmi Technorium Menuma” anexhibition facility was established.

100th
2016 Automatic fire extinguisher system “SPlash α” was launched.
anniversary ◎◎ 2014 Manual fire alarm box with ring-shaped location lamp won GOOD DESIGNGold prize
2013
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.
Listing of stock ◎ 1962 Installed the first fire protection systems in the Kajiwara-Tennosan tunnel ofthe Meishin Expressway in Japan. Listed on Tokyo stock exchange 2nd
section◎ 1936 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”
Establishment ◎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

37

Business Domain
Fire Alarm Systems

Fire Extinguishing Systems

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• Gas leakage
detector• Evacuation
guidance facility• Environmental
monitoring systems• Fire prevention/smoke control facility• Emergency
broadcasting system• Disaster protection
system for houses

35.2％

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

FY2021/3
Consolidated
Net Sales
107.8bn

24.7％

35.6％

NOHMI BOSAI LTD.

• Sprinkler• Plant disaster prevention system• Tunnel disaster prevention system

4.5％

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

Maintenance Services

Major products

Installation and maintenance of parking
lot management systems and otheractivities

Others38

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 of almost
any type of building or other facility

Installation

MaintenanceTrashincinerator

Building/Metro
TunnelTempleAirportHouse

Heliport

Data infrastructure center
Apartment
Small social welfare center

Hazardous material
storage/handling site

FactoryLargebuilding

NOHMI BOSAI LTD.

Vessel39

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 andtesting
3) 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 provenreliability5) Nationwide network – A powerful network of sales distributors covering all areas of Japan*Simulations cover almost all potential sources of fires
Rack warehousefire test

NOHMI BOSAI LTD.

Automotive paintbooth fire test

Foam fire
extinguishing test

Smoke dispersion
test

Clean room
smoke test40

Precautions

Statements in this presentation about future results of operations
are based on information that is currently available to Nohmi Bosaiand its group companies. These forecasts incorporate risk factors
and uncertainties.
Actual results of operations may differ significantly from theforecasts in this presentation because of a change in theeconomic environment for business activities, a shift in demand orother reasons.

NOHMI BOSAI LTD.

41