Financial Results
Briefing for the
Fiscal Year Ended
March 31, 2023

SEIKA CORPORATION(TSE Prime Market: 8061)

CONTENTS
01

02

03

Summary of Consolidated
Financial Results for the Fiscal
Year Ended March 31, 2023

TopicsConsolidated Forecast
for the Fiscal Year Ending
March 31, 2024

04

05

Issues to be
Addressed

New Medium-Term
Management Plan
VIORB2030 Phase1

Reference Materials

2

01
Summary of Consolidated Financial Results
for the Fiscal Year Ended March 31, 2023

3

Summary of Consolidated Financial Results
for the Fiscal Year Ended March 31, 2023
2022/3 Result

2023/3 Result

Change (YoY)

Transaction value

134.26 billion yen

175.74 billion yen+30.9 %Net sales

85.31 billion yen

93.31 billion yen+9.4 %

Operating income

3.82 billion yen

4.64 billion yen+21.2 %

Ordinary income

3.88 billion yen

6.29 billion yen+62.0 %

Profit attributable toowners of parent(adjusted profit *)2.25 billion yen

5.00 billion yen+122.6 %(2.8)* Including negative goodwill of 1.71 billion yen, adjusted profit excluding transient factors was 2.8 billion yen.

Amount of orders
received

83.14 billion yen

90.25 billion yen

7.11 billion yen

Order backlog

58.76 billion yen

55.69 billion yen-3.07 billion yen
4Business Summary by Segment (Net Sales and Income)Power Plant(In million yen)

Net sales

Segment income

1,192

1,319

15,46911,3632022/3Result2023/3ResultIncrease in the number of projects due
to newly constructed power plants in the
Sanin area
2022/3Result2023/3ResultChemicals and Energy Plant
Net sales

22,261

Promotion of sales transactions topower plants in the Hokuriku area
contributed to business results(In million yen)Segment income

26,4251,183745

2022/3ResultStrong results in negotiations overfacility maintenance for powercompanies in the West Japan area

2023/3Result2022/3ResultMajor projects to newly install or update
in-house power generating facilities forcompanies including major steel, oil
refining, chemical and paper companies
contributed to business results.

2023/3Result5

Business Summary by Segment (Net Sales and Income)Industrial Machinery
Net sales(In million yen)Segment income

1,691

39,62935,191

Large projects drove sales, including
film manufacturing equipment for major
manufacturers and the new constructionof plants for producers of health foods.

1,1432022/3Result2023/3Result2022/3Result2023/3ResultGlobal BusinessNet sales

16,4902022/3ResultNippon Daiya Valve Co., Ltd. performed
strongly.

(In million yen)Segment income

11,787733

2023/3Result2022/3ResultThe Tsurumi (Europe) GmbH Group's
results had a positive impact.

489
2023/3ResultPerformance was negatively affected toa significant degree by restrictions onsales activities and delayed projects in
China and Southeast Asia during the
COVID-19 pandemic.

6

Business Summary by Segment(In billion yen)

Net sales

2022/3Result2023/3ResultSegment income

Change2022/3Result2023/3ResultChangePower Plant

11.36

15.47

+4.11

1.19

1.32

+0.13

Chemicals andEnergy Plant

22.26

26.43

+4.16

0.75

1.18

+0.44

Industrial Machinery

35.19

39.63

+4.44

1.14

1.69

+0.55

Global Business

16.49

11.79

-4.70

0.73

0.49

-0.24

Total

85.31

93.31

+8.00

3.82

4.68

+0.87
7

02
Topics8Topic (1) Initiatives Aimed at the Nuclear Power Business
Main Established Sites
Genden Tsuruga Office

Launch of sales distributor operations
for nuclear power plant equipment in
the West Japan area

Mihama Office
Wakasa Branch
Takahama Office
Oi OfficeFrom April 1, 2023 we launched sales distributor operations
related to nuclear power plant equipment of Mitsubishi Heavy
Industries, Ltd. in the West Japan area.
In connection with this, we increased the number of personnel
and established a new site.

Genkai Office

Kawauchi Office

Yawatahama Office

Capital Alliance with TVE Co., Ltd.
TVE's core business is the sale and maintenance of highpressure valves for power plants, nuclear power plants inparticular, and generates around 8 billion yen in sales.
In each of our businesses including the power plant business,
which is a major driver of revenue, we implement operations
that are wide-ranging and closely connected, and TVE has ahigh degree of synergy with the company.

Office5-12-1, Nishi Tachibana-cho, Amagasaki-shi, Hyogo

Business
Activities

Manufacturing, sale and maintenance of various valves,
manufacturing and sale of various cast steel products

Capital1,739,559 thousand yen (As of March 31, 2023)

Date of
Establishment

March 16, 2000

We will strive to expand earnings in the Seika Group bycomplementing and supporting each other's strengths,
including the transfer of commercial rights held by TVE.
9

Topic (2)Acquisition of
Non-current Assets
Nippon Daiya Valve Co., Ltd. has acquired allｃleased land and buildings with the aim ofstabilizing its business foundations and expanding its business in the medium- to long-term.
Going forward, we will consider the optimum arrangement of plants and warehouses,
pursuing capital investment to expand production capacity.

Acquired land10Returns to Employees and Human Resource Initiatives
Raising Starting Salaries for New Graduate Hiresand Increasing Base Salary Table Amounts
SEIKA implemented the increases with the aim of securing and fostering the development of the humanresources who will lead its sustainable growth as a corporate group.
The base salary table increases, including the amounts equivalent to regular salary increases, represent a wage
hike of around 5% on average.

Enhancements to the Employee Stock Ownership Scheme
Effective April 1, 2023, the employee stock ownership scheme which we run for the purposes listed below was
expanded to include the employees of consolidated subsidiaries, and incentives were increased from theprevious 5% to 10%.
Enhance the sense of ownership and awareness of participation in management by having employees being
actual shareholders
Aim to enhance medium- to long-term corporate value with the same perspective as shareholders
Enhance the awareness of contributions to the SEIKA Group
Contribute to increased trading volume and enhance liquidity in the stock market

Other Human Resource Initiatives
Reforms to Personnel Systems
Career recruitment (experts, area specialists, career returnees, utilization of Group human resources)
Improvements to the work environment
11

03
Consolidated Forecast for the Fiscal YearEnding March 31, 202412

Consolidated Forecast for the Fiscal Year Ending March 31, 2024
2024/3
Forecast

2023/3ResultChange Vs.
2023/32027/03
Forecast(In billion yen)
Change Vs.
2023/3

Transaction value(Note)

175.7

200.0

+13.8 %

220.0 +25.2 %Net sales

93.3

95.0

+1.8 %

110.0 +17.9 %Operating income

4.6

3.7

-20.2 %

5.2 +12.2 %Ordinary income

6.3

4.3

-31.6 %

5.2

Profit attributableto owners of parent(adjusted profit*)

5.0

2.9

-42.0 %

-30.0 %
3.5 (+25.0)(2.8)(+3.6)-17.3 %

* Including negative goodwill of 1.71 billion yen, adjusted profit excluding transient factors was 2.8 billion yen.

InterimYear-end

90

80

65

Changes in
dividends

45

25

55

40

40

100
Forecast

20

25

35

40

2021/32022/32023/32024/3(Forecast)

2027/313

Three New Business Segments
To establish clear divisions enabling us to trace a part of growth and other changes over thelong term form the first year of VIORB2030 Phase 1, our new medium-term business plan, we
have shifted from the previous four business segments to three segments.

<Old>
Power Plant<New>
EnergyBusiness

Chemicals andEnergy Plant

Industrial
Machinery
Industrial
Machinery

Global Business

Energy generation-related
facilities including thermal,
nuclear and renewable

EnergyBusiness
Functional materials,
foods and beverages,
plant equipment andrelated facilities

Industrial
Machinery

Product
Business

Product
Business

Elemental machinery, materials,
automation equipment, electrical,
electronics and semiconductors, special
measurement and related products
14

Fiscal Year Ending March 31, 2024:
Consolidated Forecast for the Energy Business(Net Sales and Income)Net sales

Segment income(In billion yen)2024/3

31.3

32.0

35.0

Temporary increase in cost burden due
to up-front investment
Lull in the delivery of large projects

2.1

1.8
2027/30.9

2023/3Result2024/3
Forecast

2027/3
Forecast

2023/3Result2024/3
Forecast

Development of stable revenue frombusiness inquiries related to nuclear
power generation

2027/3
Forecast

Growth in demand from the switch tohydrogen, biomass and ammonia based
fuels (co-firing and single firing) at
existing gas and coal-fired power plants

15

Fiscal Year Ending March 31, 2024:
Consolidated Forecast for the Industrial Machinery Business(Net Sales and Income)Net sales(In billion yen)Segment income

2024/338.0

Expected sales from manufacturing line
automation projects for major foodcompanies and chemical
manufacturers

33.0

Bookbinding equipment for government
agencies will contribute to sales

2027/3

0.8
0.5
* N/A

2023/3ResultExpanding revenue from business talks
related to labor savings* N/A

2024/3
Forecast

2027/3
Forecast

2023/3Result2024/3
Forecast

Accelerating expansion of sales
activities for eco-friendly products

2027/3
Forecast* N/A due to segment changes
16Fiscal Year Ending March 31, 2024:
Consolidated Forecast for the Product Business(Net Sales and Income)Net sales

Segment income(In billion yen)2024/3

37.0

2.6

30.0

2.2

* N/A

Sales of standalone measurement
equipment and electronic devices willremain on par with the previous year.
Performance of major affiliates will
perform strongly, although not as wellas in the previous year.

* N/A

2027/3Further growth in the results of strongly
performing affiliate companies such as
Nippon Daiya Valve and Seika Daiya
Engine2023/3Result2024/3
Forecast

2027/3
Forecast

2023/3Result2024/3
Forecast

2027/3
Forecast* N/A due to segment changes
17Consolidated Forecast for the Fiscal Year Ending
March 31, 2024 by Segment(In billion yen)

Net sales
2023/3ResultEnergy Business

31.3

Industrial Machinery

2024/3
Forecast

Segment income
2027/3
Forecast

32.0

35.0

33.0

38.0

62.0
Product Business

Total

93.3

2023/3Result2.1

2024/3
Forecast

2027/3
Forecast

0.9

1.8

0.5

0.8

2.3

2.6

3.7

5.2

2.6

30.0

37.0

95.0

110.0

4.7

18

Reduction Target for Cross-held Shares
To further improve asset efficiency and for other reasons, we will further reduce our cross-heldshares, setting the target of bringing cross-held shares as a percentage of consolidated
net assets down to less than 20% by the fiscal year ending March 2025.

8.4 billion yen

To a level below

8.0 billion yen

28.04%

20%

7.6 billion yen

25.68%

21.27%

2021/32022/3
Cross-held Shares

2023/32024/32025/3

Cross-held Shares as a Percentage of Consolidated Net Assets
19

Our Aspirations

Expanded corporate value(the challenge to achieve a PBR over 1.0x)

Market capitalization
As of March 31, 2023

25.3 billion yen

2026/3 Target

40 billion yen or greater(PBR of over 1.0x)(PBR 0.71 times)

Dividend Payout Ratio

Improved Management
Efficiency
ROE

Maintain

35% (goal)

Maintain in the

8% range20

04
Issues to be Addressed21Issues to be Addressed <Business Perspective>(1) Practicing and driving the implementation of management and businessactivities based on the VIORB2030 Phase 1 Medium-term Business Plan
Adopting the environment as a key theme, we will aim to meet stakeholder expectations while achieving
sustainable growth and the enhancement of corporate value in the medium and long term.

(2) Early stabilization of management in sales distributor operations related tonuclear power generating equipment
We have entered into a sales distributor agreement related to nuclear power plant equipment with
Mitsubishi Heavy Industries, and have simultaneously secured various distribution rights related tonuclear power plant equipment for the products of other manufacturers.
We will achieve stable management at an early stage.

(3) Expanding commercial rights utilizing business investment, etc., securing
competitive commercial products
To acquire new good quality commercial rights and commercialize the competitive technologies andproducts we have on hand, we will establish systems to coordinate between sales locations and the HQside and engage in business investment.
On the financing side, we will introduce cash management that includes credit lines and maximize
surplus funding.

22

Issues to be Addressed <Management Side>(1) Implementing human resources measures aimed at the motivation and growth of
employees as a management resource
To achieve optimum personnel placements that leverage the abilities of each employee and maximize our performance as anorganization, we are pursuing human resources-related measures such as revisions to personnel systems, the development of
more sophisticated training schemes and workstyle innovations.
Additionally, from the perspective of corporate sustainability, we are continuing with initiatives to actively cultivate management
personnel.

(2) Developing more sophisticated consolidated management and strengthening sales
capabilities on a global and Group basis
As a corporate group made up of 29 companies spanning 13 countries, we will recognize and define the strengths of eachcompany, and focus management resources accordingly.
Moreover, we will transition our trading company-type overseas subsidiaries to a business implementation system equivalent tothe core Company's sales locations, raise the involvement of Sales Headquarters and strive to enhance sales capabilities.

(3) Action to implement management that is conscious of cost of capital and stock priceIn response to the request issued by the Tokyo Stock Exchange on March 31, 2023, after first analyzing the current situation at theCompany, we will strive to make improvements to achieve a PBR of more than 1.0 times and an ROE of at least 8%.

(4) Developing a sustainability-related management structure and publicizing our efforts
Our corporate motto (corporate philosophy) is to contribute to society through the expansion of business. In keeping with thestrategy defined in VIORB 2030, the long-term vision we formulated based on this philosophy, we will work towards achieving thesustainable growth of the Seika Group and enhanced corporate value in the medium and long term, while striving to realize asustainable society.
(Once the Sustainability Committee has been established, we will disclose more details including its role and how it will operate.)
23

05
New Medium-Term Management Plan
VIORB2030 Phase124Medium-Term Management Plan 2026
FY2023 - FY2026

VIORB2030 Phase 1

Review of Re-SEIKA 2030 - the Previous Medium-term Management Plan
We largely achieved our targets for both indicators, consolidated operating income
and profit, including in FY2022, the final year of the plan.

Consolidated Operating Income and Profit
FY2020Results

Operating income

2.58
billion yen

Profit attributable toowners of parent

Assessment

2.72
billion yen

Numerical
targets

2.55
billion yen

1.90
billion yen

Achieved

FY2021Results

3.82
billion yen

2.25
billion yen

Numerical
targets

3.25
billion yen

2.30
billion yen

FY2022
Results

4.64
billion yen

5.00
billion yen

Partly achieved Achieved

Numerical
targets

3.70
billion yen

2.50
billion yen

Achieved

Including negative goodwill of 1.71 billion yen
26

Positioning of VIORB2030 Phase 1,
the 2026 Medium-term Management Plan
The new medium-term management plan corresponds to the first half (2023 to 2026) of
VIORB 2030, our long-term management vision formulated in light of the businessenvironment surrounding Seika.
We will lay the foundations to achieve exponential growth in the second half of the vision(2027 to 2030).

Medium-Term Management Plan
VIORB2030 Phase 1

FY2023 - FY2026
Formulate singleyear business plans

Medium-Term Management Plan 2030
FY2027 - FY2030

Revise targets at themid point (year 2)

VIORB 2030 (FY2022 - FY2030)
27

Growth Strategy for the 2026 Medium-term Management Plan
VIORB2030 Phase 1
Pillars of Sales Strategy• Strengthen business foundations based on the energy business• Solve social issue and expand business across four priority domains,decarbonization, energy and resource conservation, circular economy and DX• Strategic business investment (envision a path toward growth together withbusiness partners, make business investments whose main purpose is to securecommercial rights and commercial products, create innovative businesses, anddevelop new revenue sources)

Establish a sustainable earnings structure
Human resources strategy• Introduction of personnel systems that champion the
success of diverse individuals and provide job
fulfillment to all employees• Career personnel, area specialists, career returnees
Promote a wide range of recruitment activities
including professional staff• Level up human resources with enhanced educationand training

Rebuilding of thebusiness portfolio• Engage in selection and concentration basedon careful examination of each business
entity's growth potential, and implement asset
replacement

Toughening the Seika Group28

Main Measures of VIORB2030 Phase 1,
the 2026 Medium-term Management Plan
BusinessThree Segment
Measures
Invest around10 billion yen
in businesses

Strengthen Business
Coordination with
Overseas Sites● Shift to a three-segment structure and formulate highly effective businessstrategies for each
● Establish a structure that enables long-term stable business operation in the
nuclear energy business● Create new businesses in the fast-growing Southeast Asia region● Promote the development of new products related to green innovation● Acquire new pillars through M&A actions that secure new revenue bases● Prepare a 1 billion yen fund to support the SDGs
● Strengthen the business foundations of coordinated Group companies underleadership of the Sales Headquarters● Develop the four business domains established in VIORB 2030

Corporate
Reforms to

Personnel Systems
Promotion of Strategic

BPO● Implement a wide range of recruitment activities to recruit professional humanresources including career personnel, area specialists and career returnees
Enhanced education and training● Implement reforms to personnel systems enabling all employees to experience job
fulfillment● Instead of simply slimming down the corporate division, aim to maximize the use ofhuman resources as the most important resource of the organization, developing
more sophisticated operations on a Group basis, developing optimum personnel
allocations, and engaging in outsourcing as appropriate

29Conclusion

30

Promoting dialogue with shareholders andtaking action on disclosure
On March 31, 2023, a notice about "Better Dialogue with Shareholders and Related
Disclosure" was received from the Tokyo Stock Exchange. For its part, Seika will develop
systems to encourage constructive dialogue with shareholders and step up related efforts.

Conducting briefings for individual investors(six briefings per year planned)
In addition to planning six online investor seminars aimed at individual investors (three inthe first half and three in the second half), we are also considering inviting individual
investors to in-person briefings in major Japanese cities (Tokyo, Osaka and Fukuoka, etc.).
Through these efforts, we will promote a more in-depth understanding of the Seika Groupand encourage dialogue with shareholders.

31Cautionary Note: Forward-Looking Statements:
All forward-looking statements contained herein are based on information available to SEIKACORPORATION as of the date hereof and actual results may differ materially from those in theforward-looking statements due to unforeseeable factors or uncertainties.
Figures in billions of yen or millions of yen presented herein are rounded down to the nearest billion
yen or to the nearest million yen respectively and numbers may not add up due to rounding.

IR Contact
Corporate Planning Dept., Tel: +81-3-5221-7117
E-mail: SMB076@jp.seika.com

32

Reference Materials
Fiscal Year Ended March 31, 2023

33

Reference Materials
1. Company Profile
2. History of SEIKA CORPORATION
3. Domestic Network
4. Overseas Network
5. Introduction to Each Business
6. Performance Trend
7. Changes in Consolidated Financial Results
8. Trend of Management Indicators
9. Long-Term Vision VIORB 2030
10. Sustainability Initiatives
34

1. Company Profile
Trading name

SEIKA CORPORATIONHead office

Shin‐Tokyo Bldg, 3-1, Marunouchi 3-chome,
Chiyoda-ku, Tokyo 100-0005

Establishment

October 1, 1947

Representative

Akihiko Sakurai, President

Capital
Number of employees
Core business

OfficesAffiliated companies
and bases

6,728 million yen

Head office:Shin-Tokyo Bldg., Marunouchi

Non-consolidated: 316／Consolidated: 1,012 (As of March 2023)
Plants, machinery and equipment, environmental protection equipment, sale, importand export of electronic information system equipment
20 offices in Japan, including head office, Osaka branch, Fukuoka branch andHiroshima branch
3 offices overseas including Taipei branch, Seoul branch and Viet Nam Office
12 affiliated companies in Japan and 16 affiliated companies overseas
94 bases in Japan and 26 bases overseas
35

2. History of SEIKA CORPORATION (1)October 1947

Established in Moji shi (currently Moji ku , Kitakyushu shi ) by company officials of the former Mitsubishi
Corporation, which was dissolved before the establishment, with capital of 195,000 yen.

From 1948 to 1951 Established offices throughout Japan (Nagasaki, Fukuoka, Osaka, Hiroshima, Tokyo, Takamatsu)

October 1961

Listed shares on the First Section of the Tokyo Stock Exchange

January 1974

Established the subsidiary Seika Sangyo GmbH in Germany (Dusseldorf)

May 1983

Opened the Taipei Branch in Taiwan (Taipei)

November 1983

Established Tsurumi (Europe) GmbH, a joint venture with Tsurumi Manufacturing Co., Ltd. in Germany

April 1994

Established the subsidiary Seika Machinery Inc., USA (Los Angeles)

July 2000

Opened the Seoul Branch in Korea (Seoul)August 2001

Changed registered head office from Kokurakita ku Kitakyushu to Chiyoda ku , Tokyo

January 2004

Established the subsidiary Seika Shanghai Co.,Ltd in China (Shanghai)

April 2005

Acquired 100% ownership of Nippon Daiya Valve Co., Ltd.
36

2. History of SEIKA CORPORATION (2)February 2010

Acquired 100% ownership of TAKEMOTO AND COMPANY LIMITED

April 2012

Established Seika Digital Image CORPORATION

December 2012

Established the subsidiary Seika Sangyo (Thailand) Co., Ltd. in Thailand (Bangkok)

May 2015

Established Meinan Kyodo Energy

March 2016

Acquired 100% ownership of Shikishimakiki Corporation

January 2019

Established the subsidiary SEIKA SANGYO (VIETNAM) COMPANY LIMITED in Vietnam (Ho
Chi Minh City)

December 2019

Opened the Tsuruga Office

October 2020

Established Seika Daiya Engine Co., Ltd.

April 2022

Transferred to the TSE Prime market

June 2022

Shifted from a company with a board of company auditors to a company with an audit andsupervisory committee

March 2023

Acquired additional shares in TVE Co., Ltd. (making it an equity method affiliate company)
37

3. Domestic Network
Subsidiaries and Affiliates
Nippon Daiya Valve Co., Ltd.
Tokyo, Osaka, Nagoya, Okayama, Kita Kyushu
TAKEMOTO AND COMPANY LIMITED.
Kobe, Takasago, Mihara, Tokuyama
Seika Digital Image CORPORATION. Tokyo
Shikishimakiki Corporation
Head Office in Sapporo, Hokkaido and ten other offices
in Hokkaido
Seika Daiya Engine Co., Ltd.
Tokyo Head Office
Tohoku, Kanto, Chubu, Kinki, Kyushu areas
26 offices nationwide
MEINAN KYODO ENERGY Co., Ltd. Chita
Seiwa Polymer Tsukuba
S TEC Co., Ltd. Tokyo, Osaka, Tsukuba
TEN FEET WRIGHT INC.
Tokyo, Osaka, Takamatsu, Fukuoka
JAPAN EJECTOR ENGINEERING Co., Ltd.
Osaka, Wakayama
TVE Co., Ltd.
Head Office in Hyogo, Tokyo and 15 other offices38

4. Overseas Network39

5. Introduction to Each Business
Energy BusinessBusiness negotiations related to the new construction of domestic power plants including thermal, nuclear,hydroelectric and biomass
Sales activities as part of after-sales service including period inspections and repair work

[Medium-Term Management Plan: Action Policy]
Carrying out our mission to support the stable supply of electricity andfollowing the accelerating pace of GX
Nuclear power generation
In connection with the launch of a nuclear power generation
distributor business■ Smooth transfer of operations■ Establishment of a stable and long-term business structure■ Coexistence with local communities and regional contribution

EnergyBusiness

Thermal power generation■ Effective utilization of hydrogen and ammonia■ Focusing on extending the service life of equipment(Reliable maintenance)

Renewable energy

Industrial
Machinery

Product
Business■ Solar, biomass, hydroelectric power generation, etc.
Expanded sales of energy-related equipment and entry
into the business40

5. Introduction to Each BusinessIndustrial Machinery
Various machinery and equipment, etc. for a wide range of general industries including textiles, film, food andbeverages
Machinery and equipment, etc. for plant engineering[Medium-Term Management Plan: Action Policy]
Development of comprehensive proposals responding to social andenvironmental needs
Energy and labor savings, DX■ Promotion of plant process automation and labor savings■ Remote monitoring utilizing AI and robots, etc. (promotion of DX)

EnergyBusiness

Circular economy■ Achieving the recycling and reuse of plastics and other resources■ Discovery and proposal of new technologies and commercial
products that contribute to the recycling-based economy

Solution Business■ Actively expanding from the sale of standalone equipment to asales style that comprehensively responsible to customer needs■ Creating businesses utilizing relationships with partners

Industrial
Machinery

Product
Business41

5. Introduction to Each Business
Product Business
Equipment used for a wide range of purposes including engines, valves, pumps and measurement instruments
Other businesses[Medium-Term Management Plan: Action Policy]
Strengthening product competitiveness and the supply chain with the aimof becoming the one-and-only
NDV
Active capital investment to strengthen production and supply capacity
Development to ensure the technical superiority of valve products

TEG

EnergyBusiness

Maintaining and expanding sales distributors in Europe
Wining infrastructure projects in Europe and strengthening sales

SDE, Shikishimakiki
Development of peripheral equipment utilizing experiencehandling marine engines that expands nationwide

SEIKA CORPORATION

Industrial
Machinery

Product
Business

Uncovering strong commercial products that will become pillarsof our business from domestic and overseas markets
Expansion of the drone-based inspection business
Strengthening of the semiconductor business42

6. Performance Trend
Consolidated Transaction value, Operating Income and Profit(in million yen)Transaction value

Operating income

Profit2007/3 2008/3 2009/3 2010/3 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
Forecast

Transaction value 148,307 156,588 161,261 123,394 120,243 135,717 136,670 126,487 132,033 127,101 150,742 165,585 157,145 140,677 136,273 134,261 175,741 200,000
Operating income

3,634

3,234

3,754

1,406

2,561

3,065

2,824

2,193

3,400

2,174

3,046

2,598

2,118

2,809

2,581

3,824

4,636

3,700

Profit

2,353

1,922

1,889

879

1,441

1,702

1,743

1,399

2,188

1,750

2,140

1,655

1,587

-1,262

2,721

2,246

5,001

2,900

43

7. Changes in Consolidated Financial Results
Consolidated Sales value(In million yen)
Sales value - １H

Consolidated Operating Income(In million yen)

Sales value - Full Year

Operating Income - １H

93,31185,307

Operating Income - Full Year

4,636

71,933

3,824

33,7302,809

40,45240,452860

2019/32020/32021/32022/32023/3860

2019/3

Consolidated Ordinary Income

2020/3

1,444

1,304

953

2021/32022/32023/3

Consolidated Profit Attributable to
Owners of Parent (In million yen)

(In million yen)
Ordinary Income - １H

2,581

2,118

Profit Attributable to Owners of Parent - １H

Ordinary Income - Full Year

Profit Attributable to Owners of Parent - Full Year

6,286

5,001
3,879
3,122
992

2,721

2,906

2,418
986

1,098

1,315

1,217

837
2019/3

2019/3

2,246

1,587

2020/32021/32022/32023/3471
2020/3-1,262530
2021/3698
2022/3844
2023/344

8. Trend of Management Indicators
Return on Equity (ROE)

（%）

20

Price Book-value Ratio (PBR)

15.4

15

10

10

0.60

0.64

0.71

0.50

0.5
0.4

5
0

0.7
0.6

7.6

0.70

0.8

5.6

0.3
0.2

-5

0.1

-4.7

-10

2019/32020/302021/32022/32023/3

2019/3

Price Earnings Ratio (PER)

82021/32022/3415.79500.008.6

10.8

400.00221.90300.00

6

4.9

7.0

2023/3

Earnings Per Share (EPS)12102020/34200.00125.50100.00-100.700.00

2186.85-100.00

0-200.00

2019/32020/32021/32022/32023/3

2019/32020/32021/32022/32023/345

9. Long-Term Vision
VIORB 2030

46

Long-Term Vision

VIORB 2030
Supporting the sustainable generationof energy and industrial activities inharmony with the global environment
For the purpose defined above and to help realize a fulfillingsociety, we have formulated the VIORB 2030 long-term vision
for 2030.

Our Purpose
Supporting the sustainable generation of energy and industrial
activities in harmony with the global environment as acorporate group centered on a trading company with strengths
in the areas of energy and industrial infrastructure

Long-Term Vision

VIORB 2030
Priority business domains
Decarbonization

Quickly develop insight into users' needs related to decarbonizationand technological innovation to commercialize solutions

Energy andResources
conservation

Expand support to the permanent needs of the industrial circles
for energy and resources conservation

CirculareconomyAccelerate progress and actions towards a circular economy

DX

View digital transformation from a broad perspective
to seek business opportunities

Long-Term Vision

VIORB 2030
Key management measures
Improve cash management mechanisms to maximize funding capacity

Invest around 10 billion yen in businesses

to deepen existing businesses and expand business domains
Establish 1 billion yen fund to support businesses and activities
working to achieve the SDGs

Streamline the organization and increase productivity
to introduce human resources in priority domains

Clarify strengths based on the unique characteristics of individual group companies
and concentrate company resourcesLong-Term Vision

VIORB 2030
Indicator of results

Consolidated profit target

Transaction value
related to green innovation
for the fiscal year ending
March 31, 2031

Consolidated profit target
for the fiscal year ending
March 31, 2031

200 billion yen

4.5 billion yen

10. Sustainability Initiatives

Environment

Expansion of green-innovation products

Green Innovation
related commercial products

ResultFY2022
Number of products
handledTargetTransaction value

FY2026

FY2030Transaction value

Transaction value

Energy-saving, resource-saving,high efficiency products

12,20785.7 billion yen

Pollution-preventing products
Recycled/Reused products

1,082
385

9.7 billion yen
180 billion yen
1.0 billion yen

Total

13,674200 billion yen

96.4 billion yen

SocialHuman resources strategy

Various tiered and purpose-build
training
In-house commendation system
Promotion of a wide range ofrecruitment activities

Diversity

Promoting the active participation of women
Providing support enabling employees tobalance work with childcare and caregiving
responsibilities
Support to empower senior employees

Flextime system
Premium Friday system
Tumor marker tests andinfluenza vaccinations at theexpense of the Company

Governance
Measures based on the Corporate Governance Code
Conducted evaluation of effectiveness of Board of Directors (Third-party evaluation)
Established the Nomination Review Committee and the Compensation Review Committee
Outside director (3 people in total, Outside director rate: More than 1/3 of the board)
Provision of information in English(Part of convocation notice, financial results briefing, materials, FACT BOOK)
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