Makita Corporation
Additional Information
for the year ended March 31, 2017
General Overview of Business(Partial translation of "YUKASHOKEN HOKOKUSHO"
originally issued in Japanese)

CONTENTS【Operating results】 ..................................................................................................................................... 2【Production, Orders Received and Sales】 ................................................................................................. 3【Challenges the Company faces】 ............................................................................................................... 3【Risk factors】............................................................................................................................................... 4【Material contracts】.................................................................................................................................... 7【Research and development】 ..................................................................................................................... 8【Analyses of Financial Position, Operating Results and Cash Flows】 ................................................... 8【Facilities and Equipment】 ...................................................................................................................... 21

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese1【Operating results】(1) Outline of operations results for the year ended March 31, 2017
Looking at the global economic situation for the year ended March 31, 2017, the regional economy remained robustin Europe, supported by solid domestic demand, although there was uncertainty regarding the outlook for the Western
European economy in relation to Brexit (the British referendum on remaining in or leaving the E.U.). In the U.S., theeconomy recovered, driven by the favorable employment and income situation. In Asia, Southeast Asian countries andIndia saw their economies grow steadily, while the Chinese economy continued to slow down. Meanwhile, theeconomy gradually recovered in Japan, although some sectors, such as personal consumption, lacked strength.
Under these circumstances, on the development side, Makita expanded its product lineup, mainly lithium ion battery
products, such as high power models using high-capacity lithium ion batteries and small and light models using 10.8V
slide-on batteries. On the production side, overseas factories strove to reduce costs while raising local content ratios. To
improve product quality and enhance productivity, we worked on introducing facilities that require less manpower ineach factory worldwide. On the sales side, while trying to expand sales channels using our vast family of products, we
endeavored to maintain and improve our customer-based sales and after-sales service through various efforts including
establishment of new sales and service bases overseas.
Our consolidated net sales for this year decreased by 2.0% to 414,999 million yen compared to the previous year,
due to appreciation of the yen compared with the previous year, although sales grew steadily at home and abroad,mainly in developed countries. Operating income decreased by 3.3% to 62,564 million yen (operating
income ratio: 15.1%) because net sales declined due to the influence of the exchange rate, although theCompany managed to keep the operating income ratio almost unchanged. Meanwhile, income before
income taxes increased by 5.3% to 64,738 million yen (income before income taxes ratio: 15.6%) and net
income attributable to Makita Corporation shareholders increased by 7.6% to 44,782 million yen (ratioof net income attributable to Makita Corporation shareholders: 10.8%) because we had recorded
valuation losses on securities in the previous year.
Net sales results by region were as follows:
Net sales in Japan increased by 8.7% to 74,381 million yen compared to the previous year. This was because sales
mainly on new products remained solid.
Net sales in Europe decreased by 2.9% to 168,992 million yen. This was due to the appreciation of the yen against
the euro from a year earlier, although sales in general were steady in European countries.
Net sales in North America decreased by 2.4% to 66,148 million yen. This was due to the strengthening of the yen
against the U.S. dollar compared to the same period of the previous year, despite an increase in local sales aided by the
expanding U.S. economy.
Net sales in Asia decreased by 3.3% to 40,079 million yen. This was due to the appreciation of the yen against local
currencies compared to the previous year, although we saw local sales grow in Vietnam, Taiwan and India.
Sales situations in other regions are as follows. Net sales in Oceania increased by 1.8% to 25,093 million yen due to
steady sales, mainly of lithium-ion battery products. Due to the impact of the yen’s appreciation against local
currencies, net sales in Central and South America, where the Brazilian economy remained stagnant, decreased by
11.6% to 23,110 million yen, while those in the Middle East and Africa, where recession continued in oil-producing
countries, decreased by 18.8% to 17,196 million yen.
(2) Analysis on cash flows and financial ratios
Total cash and cash equivalents at the end of the year amounted to 142,181 million yen, increased by 42,266 million
yen compared to the end of the previous year (99,915 million yen for the previous year).
(Net Cash Provided by Operating Activities)
Net cash provided by operating activities amounted to 63,351 million yen, increased by 29,163 million yen over theprevious year (34,188 million yen for the previous year) thanks to less purchase by inventory adjustment.
(Net Cash Used in Investing Activities)
Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese2Net cash used in investing activities amounted to 5,015 million yen, decreased by 1,558 million yen over theprevious year (6,573 million yen for the previous year) because we sold marketable securities.
(Net Cash Used in Financing Activities)
Net cash used in financing activities amounted to 9,495 million yen, decreased by 9,224 million yen over theprevious year (18,719 million for the previous year), due to an increase in borrowings and a fall in cash dividends paid.
【Production, Orders Received and Sales】
Makita does not present orders received in amount or in quantity because it operates under make-to-stock
manufacturing system.
Production volume, based on selling price, for this fiscal year decreased by 25,867 million yen (8.1%) to 294,067
million yen compared to the previous year.
Consolidated net sales for this year decreased by 2.0% to 414,999 million yen compared to the previous year.
Because Makita operates in a single business of manufacturing and selling mainly power tools, and has organized asa single business division, no explanations are provided for in the context of business segments.
【Management policies and Challenges the Company faces】
1. Basic Policies
Makita has set itself the goal of consolidating a strong position in the global power tool industry as a global supplierof a comprehensive range of power tools that assist people in creating homes and living environments. In order toachieve this, Makita has established strategic business approaches and quality policies such as "A management
approach in symbiosis with society" "Managing to take good care of our customers," "Proactive, sound management"and "Emphasis on trustworthy and reliable corporate culture as well as management to draw out the capabilities of each
employee." Makita aims to generate solid profitability so that Makita can promote its sustained corporate development
and meet the needs of its shareholders, customers, and employees as well as regional societies where Makita operates.
2. Target Management Indicators
Makita believes that attaining sustained growth and maintaining high profitability are the ways toincrease corporate value. Makita's specific numerical target is to maintain a stable ratio of operating
income to net sales on a consolidated basis of 10% or more.
3. Medium-to-Long-Term Management Strategy
Makita aims to establish high brand recognition and become a “Strong Company” capable of acquiring andmaintaining the top market share as an international total supplier of power tools for professional use, pneumatic tools,
gardening equipment and other tools in each international region. To achieve these objectives, we will put focus on
maintaining and expanding our efforts to develop new products that guarantee great satisfaction to professional users,
our global production structure realizing both high quality and cost competitiveness at the same time, and the best
marketing and after-sale service structure of the power tools industry in Japan and in international regions.
In order to carry out this management strategy, Makita is focusing its management resources on the professional-use
tool category, while maintaining its strong financial position that can withstand any unpredictable changes in theoperational environment including those related to foreign exchange risk and country risk.
4. Preparing for the Future
In the future, political matters around the world remain very uncertain, trends of exchange rates and natural resource
prices remain unpredictable, Makita is expected to continue to face a challenging business environment.
In projecting the operational results for the next fiscal year, we use the following assumptions:・ A sharp rise in housing starts is unlikely in Japan.
・ In U.S., competition is expected to intensify further, though demand for power tools is likely to increase due togradual economic recovery.
・ Rapid recovery of the Russian and Brazilian economy is unlikely.
・ It is hard to expect an increase in demand for power tools in emerging countries due to the stagnation of economic
activities caused by uncertain political situations.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese3

To cope with these assumed conditions, Makita will:・ Strengthen its R&D and product development capabilities with respect to environmentally friendly power tools andgardening equipment among cordless products;
・ Promote the development of products that meet needs in both developed countries and emerging countries, whichhave been becoming bipolar;
・ Implement measures to improve the efficiency of production, procurement and distribution, while taking advantageof global production organizations; and・ Strive to improve its marketing and brand power by fine-tuned response to customer needs and further improved
after-sales service.
【Risk factors】
The following is a summary of some of the significant risks, concerning the business and financial conditions statedin the financial statements, which could affect investors’ decision-making. Additionally, some risks that may becurrently unknown to Makita and other risks that are currently believed to be immaterial, may become material.
Makita’s sales are affected by the levels of construction activities and capital investments in its markets.
The demand for power tools, Makita’s main products, is affected to a large extent by the levels of new housing
construction, demand for household renovations, public investment and private investments. Generally speaking, thelevels of construction activities and capital investment and consumption trends depend largely on the economic
conditions in the market.
As a result, when economic conditions weaken in Japan, Europe, North America, Asia, Central and South America,
Oceania, the Middle East and Africa where Makita conducts business actively, this may have an adverse impact on
Makita’s financial condition and results of operations. Uncertainty of world economic condition may adversely affectconstruction activities and consumption, and Makita’s sales may decrease. Consequently, the ratio of selling, general,administrative and others expense (hereinafter called “SGA expenses”) against net sales may become relatively high,and as a result, profit margin may decrease. Such conditions may require reorganization and restructuring of production
facilities and sales/distribution sites. If a sovereign debt crisis erupts in other country, it may have further adverse
effects on the level of new housing construction, demand for household renovations, public investment and private
investments due to the tightening of credit because of fears of failure of financial institutions or further decrease inpublic spending because of the austerity budget.
Currency exchange rate fluctuations may affect Makita’s financial results.
The functional currency for all of Makita’s significant foreign operations is the local currency. Assets and liabilities
of overseas subsidiaries denominated in their local currencies are translated into Japanese yen at the exchange rate ineffect at each fiscal year-end, and income and expenses are translated at the average rates of exchange prevailing
during each fiscal year. The resulting currency translation adjustments are included in accumulated othercomprehensive income (loss) in shareholders’ equity. Currently, over 80% of Makita’s overall production and sales are
generated overseas and a significant portion thereof is dominated in currencies other than Japanese yen. Consequently,
fluctuations in exchange rates may have a significant impact on Makita’s results of operations, assets and liabilities andshareholders’ equity when translated into Japanese yen.
Makita is affected by fluctuations in the value of the euro, the U.S. dollar and Chinese Renmin yuan, among othercurrencies. The euro and the U.S. dollar are the primary foreign currencies on which Makita bases its foreign sales andthe U.S. dollar and Chinese Renmin yuan are the primary foreign currencies on which Makita bases its foreign
production.
In an effort to minimize the impact of short-term exchange rate fluctuations between major currencies, mainly theeuro, the U.S. dollar, and the Japanese yen, Makita engages in hedging transactions. However, medium to long-term
fluctuations of exchange rates may affect Makita’s ability to execute procurement, production, logistics and sales
activities as planned and may have an adverse impact on Makita’s financial condition and results of operations.
Rapid fluctuation in exchange rates may give rise to more than expected effects on Makita’s results of operations. In
addition, further depreciation of the Japanese yen against the Chinese Renmin yuan, may have an adverse impact on
Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese4Makita’s financial condition and results of operation because significant amount of materials, parts and finishedproducts are imported from China.
Makita faces intense competition in the global market for its power tools for professional use.
The global market for power tools for professional use is highly competitive. Factors that affect competition in themarkets for Makita’s products include the quality, functionality of products, price, technological developments, thepace of new product development, reliability of products, such as safety and durability, the rise of new competitors,
brand images and after-sales service.
While Makita strives to ensure its position as a leading international supplier of power tools for professional use,
there is no guarantee that it will be able to effectively maintain its competitiveness in the future.
If Makita is unable to compete effectively, it may lose market share and its earnings may be adversely affected. In
particular, in the event of a global recession in which demand for goods and services sharply drops, earnings and cash
flows of Makita may be negatively affected by intensified competition and lowered product prices.
Makita’s overseas activities and entry into overseas markets entail risks, which may have a material adverse
effect on Makita’s business activities.
The high percentage of overseas sales and production gives rise to a number of risks. If such risks materialize, they
may have a material adverse impact on Makita’s financial condition and results of operations. Such risks include thefollowing:(1) Disadvantageous political and economic factors;(2) Large-scale natural disaster, such as earthquakes, floods and fires;(3) Enactments of and changes in laws and regulations, such as protectionist trade policy or change in tariff policy
affecting markets in which Makita conducts its business;(4) The outflow of technical know-how and knowledge due to increased personnel turnover, enabling Makita’scompetitors to strengthen their position;(5) Potentially unfavorable tax systems and tariffs;(6) Terrorism, war, and other factors that lead to social turbulence; and(7) The interruption of or disruption to Makita’s operations due to labor disputes.
If Makita is not able to develop attractive products, Makita’s sales may be adversely affected.
In order to compete effectively, Makita needs to, among other things, provide its customers a diverse product line-up
supported by the development of high-quality and high-performance professional power tools, and build on the
MAKITA brand value maintained and promoted by the effort of a strong world-wide sales and after-sale service
network. There is no assurance that Makita will be able to continue to develop new products across its diverse productline-up. If Makita is no longer able to develop in a timely manner new products that meet the changing needs andcorrespond to market price for high-end, professional users, Makita may not be able to compete effectively, andMakita’s financial condition and results of operations may be adversely impacted.
Geographic concentration of Makita’s main offices and facilities may have adverse effects on Makita’s businessactivities.
Makita’s principal management functions, including its headquarters are located in Aichi Prefecture, Japan, while theproduction base is located in Kunshan, Jiangsu Province, China. Due to this geographic concentration of Makita’smajor functions, including plants and other operations in certain regions of Japan and China, Makita’s performance
may be significantly affected by the occurrence of major disasters and other catastrophic events, including earthquakes(particularly massive earthquakes in areas such as Kanto, Tokai, Tonankai or Nankai), radioactive contamination,
floods, fires, power outages, and suspension of water supplies.
In addition, Makita’s facilities in China may also be affected by changes in political and legal environments, changes
in economic conditions, revisions in tariff rates, labor disputes, hikes in personnel expenses, epidemics and otherfactors.
In the event that such developments cannot be foreseen or measures taken to alleviate their damaging impact are
Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese5

inadequate, it may have an adverse impact on Makita’s financial condition and results of operations.
If the procurement of raw materials used by Makita becomes difficult or prices of these raw materials rise
sharply, this may have an adverse effect on Makita’s performance.
Makita purchases raw materials and components, including silicon steel plates, aluminum, steel products, copper
wire, and electronic parts for production activities. The production plans are dependent on the on-schedule delivery ofmaterials. If Makita is unable to obtain the necessary quantities of these materials, this may have an adverse effect on
production. If delivery takes longer due to the lack of certain elements and increase in production is difficult,production activity of electric components facing high demand of emerging countries may not be met. In addition, thechange in the element markets, impact on currency exchange, or rise in labor of the markets may also push up theprices of raw materials and components. In such an event, if the increase in prices cannot be offset by improvements in
Makita’s productivity, other internal cost-cutting efforts and/or raising the prices of final products, this may have an
adverse impact on Makita’s financial condition and results of operations.
If any of Makita’s suppliers fail to deliver materials or parts required for production as scheduled, Makita’s
production activities may be adversely affected.
Makita’s purchase activities include those dependent on certain suppliers who cannot be substituted. For example,
when launching new products, sales commencement dates can slip if such manufacturers’ technologies do not satisfy
Makita’s demands or take an inordinate amount of time to satisfy Makita’s demands. This may result in lost sales
opportunities. There is no assurance that Makita would be able to find alternate suppliers, if necessary, that can provide
materials and parts of similar quality and price in a sufficient quantity and in a timely manner. If a supplier cannot
deliver the required quality or quantity of parts on schedule due to reasons including natural disasters, government
regulations, its production capacity or weakened business or financial condition, this may have an adverse effect on
Makita’s production schedules and cause a delay in Makita’s own product deliveries. Any of these occurrences may
have an adverse impact on Makita’s financial condition and results of operations.
If Makita fails to maintain its relationships with its significant customers or if such significant customers reduce
their purchases and sales of Makita’s product, Makita’s sales may be significantly affected.
Although Makita does not have any customer from which it derives 10% or more of its consolidated sales, it has
significant customers in each country. If Makita loses these customers and is unable to develop new sales channels totake their place, or if any such customer faces significant financial difficulties or accumulates a considerable amount of
bad debt, sales to such customers may decline and this may have an adverse impact on Makita’s financial condition andresults of operations. In addition, if significant customers of Makita select power tools from Chinese manufacturers or
select products other than those produced by Makita and sell such products under their own brand instead of Makita’s
products, this may have an adverse impact on Makita’s financial condition and results of operations.
Makita may not be able to protect its intellectual property rights and may incur significant liabilities, litigation
costs or licensing expenses or be prevented from selling its products if it is determined to be infringing theintellectual property of third parties.
In regions significant for Makita’s sales and production, Makita applies for patents, designs and trademarks, andstrives to protect intellectual property rights proactively. However, Makita may not be able to eliminate completely
third party products that infringe on the intellectual property rights of Makita or third party products similar to Makita’s
products. This may have a negative influence on Makita’s results of operations. Moreover, while Makita believes that it
does not infringe on intellectual property rights of third parties, it may be subject to infringement claims from third
parties. When infringement of intellectual property rights is claimed by a third party, Makita may be required to pay
damages or become subject to an injunction prohibiting production and sales of a product. This may have an adverse
impact on Makita’s financial condition and results of operation.
Product liability litigation or recalls may harm Makita’s financial statements and reputation.
Makita is developing a variety of products including power tools under the safety standards of each country, and isPartial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese6manufacturing them globally based on the quality standards applicable to each factory. However, a large-scale recall
and a large-scale product liability lawsuit may significantly damage Makita’s brand image and reputation. In addition,
related costs and time incurred through a recall or a lawsuit may affect business performance and financial condition of
Makita if Makita’s insurance policy does not cover the related costs. Accordingly, large-scale recalls and large-scale
product liability lawsuits may have an adverse impact on Makita’s financial condition and results of operations.
Fluctuations in stock market prices may adversely affect Makita’s financial statements.
Makita holds certain investments in Japanese equities and investments in trust, and records these investments asshort-term investments and investments on its consolidated financial statements. The value of these investmentschanges based on fluctuations in the quoted market prices. Fluctuations in the value of these securities may have an
adverse impact on Makita’s financial condition and results of operations.
Environmental or other government regulations may have a material adverse impact on Makita’s businessactivities.
Makita maintains strict compliance with environmental, commercial, export and import, tax, safety and otherregulations that are applicable to its business in all the countries and areas in which it operates. In light of theheightened awareness seen across the globe on environmental issues including global warming and climate change,
new environmental or other government regulations designed to decrease environmental impact have been adopted inmany regions, especially in European and North American countries in recent years. Operational results and financial
condition of Makita may be adversely affected if Makita fails to respond to such specifications or terms and conditions,unable to respond in a timely manner, or the cost of compliance is greatly higher.
If Makita’s IT operations network halts or malfunctions, Makita’s production and shipment schedule may be
adversely affected.
Makita’s headquarters and its major sales, manufacturing and R&D bases are located in Japan, and its procurement,
manufacturing, sales and product development site are located worldwide. These sites are connected globally throughan operational network. Our service via internet access has been increasing. If Makita’s information network andsystems, which rely on both company networks and systems and third party networks and systems, halt or malfunction
due to any factor, such as earthquakes, fires, floods, power outages, wars, terrorist acts, cyber attack, computerviruses, unexpected intrusion or illegal operation despite safety measures including security measures Makita has
undertaken, Makita may have to delay production and shipments, stop our service or the Company may leak privacy,
credit worthiness and other information such as customer’s personal information and confidential information aboutcompanies and other third parties. This may have an adverse impact on Makita’s financial condition and results ofoperations. In addition, improper use of or accidents involving information network and systems may affect business
operations or reveal confidential or private information, lead to legal liability, lawsuits or monetary damages or damage
on Makita’s reputation or brand images and thereby cause an adverse effect on its operating results.
If Makita is unable to retain talented personnel, this may have an adverse effect on Makita’s competitivenessand result of operations.
Makita considers the retention and development of talented personnel with the expertise and technological skills tobe critical to its competitiveness. Makita also considers important the development and retention of personnel inmanagement in Makita’s group companies. However, competition in recruiting and retaining global talent requisite fortechnology innovation and management has become increasingly challenging. Given such a labor and social climate,failure of the Makita Group to hire competent employees or develop human resources in accordance with the
management plan or retain experienced employees may have an adverse effect on the business development,
operational results and growth prospects of the Makita Group.
【Material contracts】
Not applicable.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese

7

【Research and development】
As an internationally integrated supplier of power tools that benefit people’s daily lives and assist in home
improvements, Makita pursues the development of power tools, pneumatic tools and gardening equipment in its own
Research and Development division, such as the development of gardening equipment at Makita Engineering Germany
G.m.b.H. (Germany). 992 of Makita’s employees are engaged in research and development of technologies in which
Makita has a competitive edge and the development of new products.
Makita regards R&D as a high priority and believes that having a strong capability in R&D is crucial to its
continuing development of high-quality, reliable products that meet users’ needs.
In FY2017, Makita allocated 10,139 million yen to R&D, an increase of 5.7% compared with FY2016. The ratio of
R&D expenses to net sales was 2.4% in FY2017. As of March 31, 2017, Makita owned 3,822 patents, utility model
registration and design rights (inclusive of 3,098 patents and utility model registration) in and outside of Japan.
Makita is placing greater emphasis on the expansion of cordless tools running on li-ion batteries. Makita is
expanding lineup of cordless tools such as ones achieved high speed equivalent to engine powered or conventional AC
corded equipment, ones realized further small and light design, and ones enhancing more user comfort in work place.
In the field of outdoor power equipment (OPE), regulation for gas emission has been tightened in accompany withincreasing awareness of health and living environment. Looking ahead of future, Makita is striving to develop the
products equipped with 4 stroke engine which realized low noise and vibration level and also cordless tools withfeatures of greater startability and easy maintenance without gas emission.
Makita is also placing emphasis on market survey through our global sales channel in order todevelop, in a timely manner, new products that meet the needs for whole users.
New products launched during FY2017 included;
・Cordless circular saw with high power brushless motor realized cutting speed equivalent to corded model・Cordless rotary hammer powered by 10.8V slide-on Li-ion battery with the ease of use by compact and lightweight
design・Cordless chain saws powered by Li-ion batteries that provides high operating efficiency equivalent to 30mL classengine chain saw
Because Makita operates in a single business of manufacturing and selling mainly power tools, and has organized asa single business division, no explanations are provided for in the context of business segments.
【Analyses of Financial Position, Operating Results and Cash Flows】
Analyses and discussions of the Company’s Financial Position, Operating Results and Cash Flows are based on its
Consolidated Financial Statements.
This report may constitute “forward-looking statements” based on our assumptions and assessment. The power tools
market where the Company operates may be subject to sudden changes in economic circumstances, demand for
housing, foreign exchange rate, changes in the competition with rival enterprises and other factors. These changes inrisk and circumstances may bring about significantly different results from those described in this report. Accordingly,
the description related to the future is the Company’s own judgment and does not state its realizability.
General Overview
Makita’s principal business is manufacturing and sales of power tools for professional users worldwide. During thisfiscal year, approximately 82% of Makita’s sales were outside of Japan. Makita is affected to a large extent by demandfor power tools worldwide, which in turn is influenced by factors including housing starts, demand for household
renovations, public investment and private capital expenditures.
Makita’s primary products are power tools such as drills, rotary hammers, hammer drills, demolition hammers,
grinders and cordless impact drivers. Sales of these products accounted for more than 65% of Makita’s total net sales.
Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese8Sales of gardening equipment and household products, such as engine equipped with brush-cutters and cordlesscleaners accounted for about 19% of Makita’s total net sales.
Developed countries in North America and Europe have mature markets for DIY products, and demand for power
tools in developed countries is affected significantly by changes in consumers spending. Demand for power tools inemerging countries is expected to expand as their economies grow.
Developments in technology have also driven the market for power tools. In particular, in recent years thedevelopment of rechargeable electric tools featuring small, light and high-capacity lithium-ion batteries has resulted in
an increased demand for rechargeable electric tools as more users begin to replace their conventional power tools,
which use NiCad or nickel hydride batteries, with those that use the new lithium-ion batteries.
Makita has established a solid presence worldwide with its portable power tools, however, competition isintensifying on a global basis.
Our consolidated net sales for this year, which remained solid in domestic and foreign markets mainly in advanced
countries, decreased by 2.0% to 414,999 million yen compared to the previous year, due to appreciation of the yen
compared with the previous year. The Western European economy remained robust in Europe, supported by solid
domestic demand, although there was uncertainty regarding the outlook for the Western European economy in relation
to Brexit (the British referendum on remaining in or leaving the E.U.). In the U.S., the economy recovered, driven by
the favorable employment and income situation. In Asia, Southeast Asian countries and India saw their economies
grow steadily, while the Chinese economy continued to slow down. The Brazilian economy continued to negative
economic growth remained stagnant, hence inward investment and personal consumption did not recover. The Russian
economy remained sluggish, despite oil prices and Ruble showed signs of recovery. In Australia, the economy
remained solid with high level, although the growth of housing starts approval number slightly slowed down. The
Japanese economy gradually recovered, although some sectors, such as personal consumption, lacked strength.
Under such economic conditions, Makita has made a group-wide effort with respect to cost reduction and promoted
reinforcement of the management foundation.
From the development perspective, Makita expanded its product lineup, mainly lithium ion battery products, such as
high power models using high-capacity lithium ion batteries and small and light models using 10.8V slide-on batteries.
From the production perspective, overseas factories strove to reduce costs while raising local content ratios. To
improve product quality and enhance productivity, we worked on introducing facilities that require less manpower ineach factory worldwide.
From the sales perspective, while trying to expand sales channels using our vast family of products, we endeavoredto maintain and improve our customer-based sales and after-sales service through various efforts including
establishment of new sales and service bases overseas.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese9Makita’s management goal is to generate substantial profits and maintain a 10% operating margin (ratio of operating
income to net sales) through sustainable growth on a consolidated basis. Furthermore, as a medium-to-long-term
strategy, Makita aims to enhance its brand value to attain and maintain its position as a leading multinational,
integrated supplier of all types of tools such as power tools for professional use, pneumatic tools and gardening
equipment.
Makita believes that this goal can be attained through the development of new products that bring high satisfaction
to professional users; concerted global production systems targeting both high-quality and cost competitiveness; andthe maintenance of industry-leading sales and after-sales service systems nurtured in Japan and extended overseas. To
implement the foregoing, Makita is working to maintain a solid financial structure that responds well to unexpectedchanges in the business environment, including the risk of exchange rate fluctuations, geographical risks and the risk
caused by the concentration of its management resources and manufacturing facilities.
As part of the Company’s policy to maximize shareholders returns, the Company paid an interim dividend of 18 yen
per share in November 2016 and a year-end dividend of 82 yen per share was approved at the Ordinary General
Meeting of Shareholders held on June 28, 2017. Dividend per share was calculated based on the stock before split.
Currency Fluctuations
Makita is affected by fluctuations in foreign currency exchange rates due to its business spanning the global market.
Makita is primarily exposed to fluctuations of the Japanese yen against the euro, the U.S. dollar, as well as othercurrencies of countries where Makita does business. Makita’s consolidated financial statements, presented in Japaneseyen, are affected by currency exchange rate fluctuations through both translation and transaction risks.
Translation risk is the risk that Makita’s consolidated financial statements for a particular period or for a particulardate will be affected by changes in the prevailing exchange rates between the Japanese yen and the currencies in which
the subsidiaries prepare their financial statements. Even though the fluctuations of currencies against the Japanese yen
can be substantial and, therefore, significantly impact comparisons with prior accounting periods and among various
geographic markets, the translation effect is a reporting consideration and does not reflect Makita’s underlying resultsof operations.
Transaction risk is the risk that the currency structure of Makita’s costs and liabilities will deviate from the currency
structure of sales proceeds and assets. Makita enters into foreign exchange forward contracts in order to hedge a
portion of its transaction risk. That has reduced, but not eliminated, the effects of exchange rate fluctuations against theJapanese yen, which in future years might have significant impact.
Generally, the depreciation of the Japanese yen against other currencies, particularly the euro, has a positive effecton Makita’s operating income and net income. Conversely, the appreciation of the Japanese yen against othercurrencies, particularly the euro, has the opposite effect. In FY2017, the Japanese yen appreciated against both the euro
and the U.S. dollar.
Net Sales
Makita’s consolidated net sales for FY2017 amounted to 414,999 million yen, a decrease of 2.0%, or 8,624 million
yen, from FY2016. In FY2017, the average Japanese yen-U.S. dollar exchange rate was 108.34 yen for U.S. $1.00,
representing a 9.8% appreciation of the Japanese yen compared to the average exchange rate in FY2016. The average
Japanese yen-euro exchange rate in FY2017 was 118.74 yen for 1.00 euro, representing a 10.5% appreciation of theJapanese yen compared to the average exchange rate in FY2016. During the year, the weighted average of the Japanese
yen’s appreciation against other currencies was 11.4%. That unfavorable currency translation effect decreased Makita’ssales by 43,650 million yen. Excluding the effect of currency fluctuations, consolidated net sales would have increasedby 8.3% or 35,026 million yen in FY2017. Sales quantity increased by 5.5%.
In terms of product group, the sales of power tools decreased by 2.5%, or 6,965 million yen; the sales of gardening
equipment, household and other products decreased by 2.4%, or 1,912 million yen; and revenue from parts, repairs andaccessories increased by 0.4%, or 253 million yen. The ratio of sales of cordless power tools to total sales of products
increased to 48.9% in FY2017 from 45.5% in FY2016.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese10Sales by region
In Japan, Makita witnessed an increase in sales of 8.7%, or 5,936 million yen, to 74,381 million yen compared to the
FY2016. Sales in Europe after translation into Japanese yen decreased by 2.9%, or 4,995 million yen, to 168,992
million yen. In North America, sales decreased by 2.4%, or 1,611 million yen, to 66,148 million yen. In Asia,
excluding Japan, sales decreased by 3.3%, or 1,364 million yen, to 40,079 million yen. In Other regions, including
Central and South America, Oceania, Middle East and Africa, sales decreased by 9.2%, or 6,590 million yen, to 65,399
million yen.
Net sales in Japan increased by 8.7% to 74,381 million yen compared to the previous year. This was because sales
mainly on new products remained solid.
Net sales in Europe decreased by 2.9% to 168,992 million yen. This was due to the appreciation of the yen against
the euro from a year earlier, although sales in general were steady in European countries. Net sales in local currencies
increased by 10.0% in Western Europe and by 13.9% in Eastern Europe and Russia. Excluding the effect of currencytranslation, sales in Europe increased by 11.3%, or 19,714 million yen. Sales in local currencies as a whole were robust,
while, due to the euro depreciated by 10.5% against the Japanese yen on a year-over-year basis, sales figures inJapanese yen were partially reduced by unfavorable currency translation effects. Net sales after translation into
Japanese yen increased in Eastern Europe and Russia by 1.3% and decreased in the U.K. by 11.6%, Germany by 3.5%
and France by 2.8%.
Net sales in North America decreased by 2.4% to 66,148 million yen. This was due to the strengthening of the yen
against the U.S. dollar compared to the same period of the previous year, despite an increase in local sales aided by
the expanding U.S. economy. Excluding the effect of currency translation, sales in North America increased by 8.3%,
or 5,636 million yen.
Net sales in Asia decreased by 3.3% to 40,079 million yen. This was due to the appreciation of the yen against
local currencies compared to the previous year, although we saw local sales grow in Vietnam, Taiwan and India.
Excluding the effect of currency translation, sales in Asia increased by 6.9%, or 2,861million yen.
Sales situations in other regions are as follows. Net sales in Oceania increased by 1.8% to 25,093 million yen due to
steady sales, mainly of lithium-ion battery products. Due to the impact of the yen’s appreciation against local
currencies, net sales in Central and South America, where the Brazilian economy remained stagnant, decreased by
11.6% to 23,110 million yen, while those in the Middle East and Africa, where recession continued in oil-producing
countries, decreased by 18.8% to 17,196 million yen. Excluding the effect of currency translation, sales in otherregions increased by 1.2%, or 879 million yen.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese11Review of Performance by Product GroupPower Tools
The power tools group offers a wide range of products such as drills, grinders and sanders, rotary hammers andhammer drills, cordless impact drivers, cutters and circular saws. These products represent the largest portion of
Makita’s consolidated net sales. In FY2017, sales of power tools decreased by 2.5% from the previous fiscal year to269,787 million yen, accounting for 65.0% of consolidated net sales. In Japan, sales of power tools increased by 8.7%
to 38,875 million yen, accounting for 52.3% of domestic net sales. Overseas sales of power tools decreased by 4.2% to230,912 million yen, accounting for 67.8% of overseas net sales.
New products launched during FY2017 included;
・Cordless circular saw with high power brushless motor realized cutting speed equivalent to corded model・Cordless rotary hammer powered by 10.8V slide Li-ion battery with the ease of use by compact and lightweight
design・Cordless Pin Nailer improved the sense of use by reduced reaction force with the low reaction force mechanism
Gardening Equipment, Household and Other Products
Principal products in Makita’s gardening equipment and household products group include chain-saws, brush-cutters,
vacuum cleaners and cordless cleaners. In FY2017, sales of gardening equipment, household and other products
decreased by 2.4%, to 77,501 million yen, which accounted for 18.7% of consolidated net sales. Domestic sales ofgardening equipment, household and other products increased by 8.5%, to 19,537 million yen, accounting for 26.3% of
total domestic sales. Overseas sales in the product category decreased by 5.6%, to 57,964 million yen, accounting for17.0% of total overseas sales in FY2017.
New products launched during FY2017 included;
・Cordless chain saw powered by Li-ion batteries that provides high operating efficiency equivalent to 30mL classengine chain saw
・Cordless wagon that can reduce load of transport work, powered by 18V Li-ion batteries
・Cordless cleaner powered by 10.8V slide-on batteries that can be used lightly with high suction power
Makita engages in the production of engine-equipped gardening equipment and cordless gardening equipment
powered by lithium-ion batteries that are environment-friendly in terms of noise and exhaust emissions, inspiring
Makita to hope for future expansion in sales.
Parts, Repairs and Accessories
Makita’s after-sales services include the sales of parts, repairs and accessories. In FY2017, the sales of parts, repairs
and accessories increased by 0.4%, to 67,711 million yen, accounting for 16.3% of consolidated net sales. Domestic
sales of parts, repairs, and accessories increased by 8.9% to 15,962 million yen, accounting for 21.5% of domestic net
sales. Overseas sales of parts, repairs and accessories decreased by 2.0%, to 51,749 million yen, accounting for 15.2%of overseas net sales.
Gross Profit
For FY2017, gross profit on sales decreased by 3.9%, or 6,009 million yen, to 147,493 million yen, compared to
FY2016. The ratio of cost of sales increased by 0.7 points from 63.8% in FY2016 to 64.5% in FY2017, due tounfavorable currency translation effect. As a result, the gross profit margin deteriorated from 36.2% to 35.5%
compared with FY2016.
Selling, general, administrative and others, net
The effect of exchange rate decreased our selling, general, administrative and others, net (hereinafter called “SGA
expenses”), while research and development expenses and wages increased. SGA expenses for FY2017 decreased by
4.4%, or 3,897 million yen to 84,929 million yen compared with FY2016. SGA expenses excluding the impact of
currency fluctuations increased by 3.4%, or 3,004 million yen compared with FY2016. The ratio of SGA expenses tosales improved by 0.5 points from 20.9% in FY2016 to 20.4% in FY2017.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese

12Operating Income
Operating income decreased by 3.3% to 62,564 million yen. Operating margin deteriorated by 0.2 points from
15.3% to 15.1% compared with FY2016.
Other Income (Expense), net
Other incomes, net in FY2017 was 2,174 million yen compared to other expenses, net of 3,184 million yen in
FY2016. This is due to the decrease of valuation loss on securities from 5,403 million yen in 2016 to 27 million yen in2017.
As the Company mainly operates using only its equity capital, and the subsidiaries are financed by loans from within
the Makita Group, the variation in interest expense is insignificant.
Income before Income Taxes
Income before income taxes for FY2017 increased by 5.3%, or 3,246 million yen, to 64,738 million yen. The ratio ofincome before income taxes to sales in FY2017 improved by 1.1 percent point, from 14.5% to 15.6%, compared with
FY2016.
Provision for Income Taxes
Provision for income taxes for FY2017 amounted to 19,610 million yen, an increase of 0.5%, or 91 million yen,
compared with FY2016. The effective tax rate for FY2017 was 30.3%, down by 1.4 percent point from 31.7% for
FY2016.
Net Income Attributable to Makita Corporation
As a result of the above, net income attributable to Makita Corporation’s shareholders for FY2017 increased by
7.6%, or 3,167 million yen, to 44,782 million yen compared with FY2016. The ratio of net income attributable to
Makita Corporation’s shareholders to sales in FY2017 was 10.8%, up by 1.0 percent point from 9.8% for FY2016.
Earnings per Share
Basic earnings per share attributable to Makita Corporation’s shareholders increased to 165.0 yen in FY2017 from
153.3 yen in FY2016.
Regional Segments
Segment information described below is based on the location of the Company and its relevant subsidiaries. Sales bysegment are based on the locations of the Company or its relevant subsidiaries that transacted the sales and,accordingly differ from the geographic area information provided elsewhere in this document.
Makita evaluates the performance of each operating segment based on U.S. GAAP information. Segment profit andloss is measured in a consistent manner with consolidated operating income, which is earnings before income taxes
excluding interest and dividend income, interest expense, foreign exchange gains or losses, realized gains and losses oninvestment securities, and other.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese

13

Japan Segment
In FY2017, sales in the Japan segment increased by 43.3% on a year-over-year basis, to 242,588 million yen. Sales
to external customers increased by 5.9% on a year-over-year basis to 97,797 million yen, which accounted for 23.6%
of consolidated net sales. The increase reflects the change of product distribution between intercompany and thecontinued strong sales mainly on new products in the domestic market. Effect of the change of product distribution
between intercompany deteriorated operating income ratio by 1.4 percent point to 9.7% in FY2017 from 11.1% in
FY2016. Operating income increased by 25.5% on a year-over-year basis, to 23,615 million yen.
Europe Segment
In FY2017, sales in the Europe segment decreased by 3.0% to 173,442 million yen. Sales to external customers
decreased by 2.8%, to 169,204 million yen, which accounted for 40.8% of consolidated net sales. The decrease reflects
the yen appreciation against the euro as compared to the previous year. On the other hand, thanks to the cost reductionof SGA expenses and solid sales improved operating income ratio by 1.6 percent point to 7.9% in FY2017 from 6.3%
in FY2016. Accordingly, segment income increased by 21.2%, to 13,638 million yen for this year.
North America Segment
In FY2017, sales in the North America segment decreased by 2.9%, to 71,622 million yen. Sales to externalcustomers decreased by 2.5% to 68,069 million yen, which accounted for 16.4% of consolidated net sales. The
decrease reflects the yen appreciation against the U.S. dollar as compared to the previous year. In North America,
Robust sales mainly to home centers under severe competition covered fixed cost and consequently led higher profit
margin. Operating income ratio improved by 0.8 percent point to 2.2% in FY2017 from 1.4% in FY2016. As a result,segment income increased by 54.2%, to 1,587 million yen.
Asia Segment
In FY2017, sales in the Asia segment decreased by 9.0% to 194,693 million yen. Sales to external customers
decreased by 4.2%, to 22,366 million yen, which accounted for 5.4% of the consolidated net sales. This was due todepreciation of local currency against Japanese yen compared with the previous year. In Asia, rise of wages in our
manufacturing facilities in China decreased gross profit. Operating income ratio deteriorated by 1.7 percent point to10.8% in FY2017 from 12.5% in FY2016. Accordingly, segment income decreased by 21.4%, to 21,056 million yen in
FY2017.
Other Segment
In FY2017, sales in the Other segment decreased by 9.5% to 58,118 million yen. Sales to external customers
decreased by 10.0%, to 57,593 million yen, which accounted for 13.8% of the consolidated net sales. Sales situation in
the Other regions are as follows: Sales in Oceania remained solid by sales promotion, while the market in Brazil andthe Middle East slowed down. Hence private consumption in Australia kept solid, gross profit margin rose because U.S.
dollar, by which import prices are settled, was depreciated against Australian dollar. Operating income ratio
ameliorated by 0.5 percent point to 4.1% in FY2017 from 3.6% in FY2016. As a result, segment income increased by
2.0%, to 2,386 million yen, in FY2017.
CRITICAL ACCOUNTING POLICIESMakita believes that the followings are the critical accounting policies and related judgments and estimates used in
the preparation of its consolidated financial statements and accompanying notes.
Revenue Recognition
Makita recognizes revenue when persuasive evidence of an arrangement exists, delivery has occurred or services are
rendered, the sales price is fixed or determinable and collectability is reasonably assured.
Makita offers sales incentives to qualifying customers through various incentive programs. Revenues are reported
net of these sales incentives. Sales incentives primarily involve volume-based rebates, cooperative advertising and cash
discounts.
Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese

14Volume-based rebates are given in the form of cash or the offsetting of accounts receivable, and settled monthly,quarterly, semiannually or annually. Volume-based rebates are given to specific customers as a specified percentage ofsales amounts derived from the agreed calculation method if the accumulated sales of the customer achieve thepredetermined target. Based on such agreed percentages applicable to specific customers and the accumulated sales
volume expected to be achieved during the agreed program period, liabilities for volume-based rebates are recognizedwith a corresponding deduction of the sales incentive from revenue at the time the related revenue is recognized.
Makita’s financial statements may be affected significantly by whether revenue exceeds the amount set whenestimating incentives.
Cooperative advertising programs are provided to certain customers as a contribution to or as sponsored funds foradvertisements. Cooperative advertising programs vary by customer agreement. Under Makita’s cooperative
advertising programs, specified customers may receive cooperative advertisement allowances based on a certain
percentage of sales per agreement and may not be required to submit proof of advertisement to Makita. Liabilities forcooperative advertising allowances are recognized with a corresponding deduction of the cooperative advertisingallowances from revenue at the time the related revenue is recognized. The cooperative advertising allowances arecalculated based on the estimated sales of each customer, reflecting their historical performance.
Cash discounts are provided as a certain percentage of the invoice price as predetermined by spot contracts or basedon contractually agreed upon amounts with customers. Cash discounts are recognized as a deduction from revenue atthe time the related revenue is recognized, based on Makita’s ability to reliably estimate such future discounts to betaken. Cash discounts are estimated periodically based on actual sales transactions and historical data.
Inventory Valuation
Makita monitors its inventories with various measures such as holding periods, sales trend and profitability in recent
trades. Inventories are valued at the lower of cost or market price, with cost determined based on the average method.
Makita is required to evaluate obsolete or excess inventory as well as non-saleable inventory. The determination ofobsolete or excess inventory requires Makita to estimate the future demand for products taking into consideration suchfactors as macro and microeconomic conditions, competitive action, technological obsolescence and changes incustomer needs. The estimates of future demand that Makita uses in the valuation of inventory are the basis for revenue
forecasts, which are also consistent with short-term manufacturing plans. If demand forecast for specific products isgreater than actual demand and Makita fails to reduce manufacturing output accordingly, Makita could be required towrite down the increased on-hand inventory, which may decrease gross profit and consequently have a material
adverse impact on net income.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese15Impairment Losses on Securities
Makita’s investments include debt and equity securities accounted for under the cost method of accounting. If a
decline in fair value of equity securities to below the carrying amount is deemed to be other-than-temporary, Makita
will take a write-down of the carrying amount to the fair value and the amount will be included in earnings. For debt
securities, for which the declines are deemed to be other-than-temporary and there is no intent to sell them,
impairments are separated into the amount related to credit loss, which is recognized as earnings, and the amountrelated to all other factors, which is recognized as other comprehensive income (loss). For debt securities, for which the
declines are deemed to be other-than-temporary and there is intent to sell them, impairments in their entirety arerecognized as earnings. Makita regularly evaluates its investment portfolio to identify other-than-temporary
impairments of individual securities. Factors that are considered by Makita in determining whether another-than-temporary decline in value has occurred include: the length of time and the extent to which the fair value ofthe security has been less than its original cost; the financial condition, operating results, business plans of the issuer ofthe security; other specific factors affecting the fair value and credit risk of the issuers; and whether or not Makita isable to retain the security for a period of time sufficient to allow for the recovery in fair value.
In evaluating the factors for available-for-sale securities whose fair values are readily determinable, Makita
presumes a decline in value to be other-than-temporary if the fair value of the security is below its original cost for an
extended period of time. The assessment of whether a decline in the fair value of an investment is other-than-temporary
is often subjective in nature and requires certain assumptions and estimates concerning the expected operating results
and business plans of the issuer of the security. Accordingly, it is possible that investments in Makita’s portfolio thathave had a decline in value that Makita currently believes to be temporary may be determined to beother-than-temporary in the future, based on Makita’s evaluation of subsequent information such as continued poor
operating results, continuing decline in the global equity market and the effect of market interest rate fluctuations. As aresult, unrealized losses may be recognized and reduce income in future periods.
Allowance for Doubtful Receivables
Makita performs ongoing credit evaluations of its customers and adjusts credit limits based upon payment history
and the customer’s current credit strength. Makita continuously monitors collections and payments from its customers
and maintains a reasonable allowance for doubtful receivables based upon its historical experience and the standard
that Makita has set. The estimated amount for doubtful receivables is calculated on the basis of the following elements:
the historical loan loss ratio for regular account receivables; the credit standing by customers and the examination of
the receivables unrecovered after the due date for specific receivables including potentially irrecoverable loans. Further,when the payment ability of customers becomes doubtful as a result of its filing for bankruptcy or the deterioration of
its operating results, Makita includes an additional allowance. Historically, credit losses never exceeded the amount ofallowances. However, Makita cannot guarantee that it will continue to experience the similar credit loss rates that it hasin the past. Fundamental changes in the financial condition of its customers may result in a material impact to Makita’s
consolidated results of operations and financial condition. Makita has a large customer base that is geographicallydispersed. Consequently, significant concentration of credit risk is not considered to exist.
Impairment of Long-lived Assets
Makita believes that impairment of long-lived assets is critical for its financial statements because Makita hassignificant amounts of property, plants and equipment, the recoverability of which could significantly affect its
operating results and financial condition.
Makita performs an impairment review for long-lived assets held and used, including amortizable intangible assets,
whenever events or changes in circumstances indicate that the carrying amount of an asset (or asset group) may not be
fully recoverable. This review is conducted based upon Makita’s projections of expected undiscounted future cash
flows. Estimates of the future cash flows are based on the historical trends adjusted to reflect the best estimates of
future operating conditions. Makita believes that its estimates are reasonable. However, different assumptions
regarding such cash flows could materially affect Makita’s evaluations. An impairment loss would be recognized whenestimated undiscounted future cash flows from the operation and disposition of the asset group are less than the
carrying amount of the asset group. If an impairment is determined to exist, the impairment loss is calculated as thePartial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese

16

excess of the carrying amount of the asset group over its fair value. Impairment losses on long-lived assets to bedisposed of, if any, are based on the fair value less costs of disposal.
Fair value is determined based on recent transactions involving sales of similar assets, by discounting expected
future cash flows, or by using other valuation techniques. Makita’s estimate of future cash flows requires management
to make projections and to apply judgment, including forecasting future operating results and estimating useful lives of
the asset. Estimate of future cash flow can be affected by factors such as future sales and expenses, market andoperating conditions. If actual market and operating conditions under which assets are operated are less favorable thanthose projections made by management, resulting in lower expected future cash flows or a shorter expected future
period to generate such cash flows, additional impairment charges may be required. In addition, changes in estimates
resulting in lower fair values due to unanticipated changes in business or operating assumptions could adversely affectthe valuations of long-lived assets and in turn affect Makita’s consolidated results of operations and financial condition.
Impairment of Goodwill
Makita conducts goodwill impairment assessment annually and at any time if an event occurs or circumstanceschange and that would indicate possibility of goodwill impairment. The annual goodwill impairment assessment date is
December 31. Makita conducts a qualitative assessment of whether it is more likely than not hat a reporting unit's fairvalue is less than its carrying amount before applying the two-step goodwill impairment test. If an entity concludes it is
not more likely than not that the fair value of a reporting unit is less than its carrying amount, it need not perform thetwo-step impairment test. If an entity concludes it is more likely than not that the fair value of a reporting unit is lessthan its carrying amount, goodwill is tested using a two-step process. Makita proceeds to the following two-stepprocess only when it concludes that it is more likely than not that the fair value of a reporting unit is less than its
carrying amount after making the aforementioned qualitative assessment. The first step of the goodwill impairment
assessment compares the fair value of a reporting unit where the relevant goodwill is assigned with its carrying amount.
If the fair value of a reporting unit exceeds its net book value, goodwill of the reporting unit is considered not impaired,thus the second step of the impairment test is unnecessary. If net book value of a reporting unit exceeds its fair value,
the second step of the goodwill impairment test will be performed to measure the amount of impairment loss. The
second step of the goodwill impairment assessment, used to measure the amount of impairment loss, compares theimplied fair value of the goodwill, which is determined in the same manner as the amount of goodwill recognized in abusiness combination, with the carrying amount of that goodwill. If the carrying amount of the goodwill exceeds theimplied fair value of that goodwill, an impairment loss shall be recognized in an amount equal to that excess.
In the first step of the goodwill impairment assessment, Makita uses an income approach to derive a present value ofthe reporting unit’s projected future annual cash flows and the present residual value of the reporting unit. Makita uses
the income approach because it believes that the discounted future cash flows provide greater detail and opportunity toreflect facts, circumstances and economic conditions for each reporting unit. In addition, Makita believes that thisvaluation approach is a proven valuation technique and methodology for its industry and is widely accepted byinvestors. Makita uses a variety of underlying assumptions to estimate these future cash flows, which vary for each of
the reporting units and include (i) future revenue growth rates, (ii) future operating profitability, (iii) the
weighted-average cost of capital and (iv) a terminal growth rate. Makita also estimates fair value using a market
approach, which relies on values based on market multiples. If Makita’s estimates and assumptions used in theestimates will change in future, Makita may incur an impairment charge which could have a material adverse effect on
the results of operations for the period in which the impairment occurs.
Retirement Benefit Plans
Makita believes that the accounting for retirement benefits is critical for its financial statements because assumptions
used to estimate projected benefit obligations and net periodic pension costs may have a significant effect on its
operating results and financial condition. Allowance for retirement benefits are determined based on projected benefit
obligations and plan assets at the end of a fiscal year. The levels of projected benefit obligations and net periodic
pension costs are calculated based on various annuity actuarial calculation assumptions. Principal assumptions include
discount rates, expected return on plan assets, assumed rates of increase in future compensation levels, mortality rates
and some other assumed rates. Discount rates employed by Makita are reflective of rates available on long-term, highPartial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese17

quality fixed-income debt instruments. Discount rates are determined annually on the measurement date.
The expected long-term rate of return on plan assets is determined annually based on the composition of the plan
asset portfolios and the expected long-term rate of return on these portfolios. The expected long-term rate of return onplan assets is designed to approximate the long-term rate of return actually earned on the plan assets over time toensure that funds are available to meet the pension obligations that result from the services provided by employees. A
number of factors are used to determine the reasonableness of the expected long-term rate of return, including actual
historical returns on the asset classes of the plans’ portfolios and independent projections of returns of the various asset
classes.
Accordingly, these assumptions are evaluated annually and retirement benefit obligations are recalculated at the endof each fiscal year based on the latest assumptions. In accordance with U.S.GAAP, actual results that differ from theassumptions are accumulated and amortized over the average remaining service periods of employees and therefore,
generally affect Makita’s results of operations in such future periods.
The Company and certain of its subsidiaries have various contributory and noncontributory employee benefit planscovering substantially all of their employees.
The value of these plan assets are influenced by fluctuations in world securities markets. Significant depreciation orappreciation in the market will have corresponding impact on future expenses.
Income Taxes
Makita is required to estimate its income taxes in each of the jurisdictions in which Makita operates. This process
involves estimating Makita’s current tax provision together with assessing temporary differences resulting fromdiffering treatment of items for income tax reporting and financial accounting and reporting purposes. Such differences
result in deferred income tax assets and liabilities, which are included within Makita’s consolidated balance sheets.
Deferred tax assets are reduced by a valuation allowance if it is more likely than not that some portion, or all, of thedeferred tax assets will not be realized.
In determining the valuation allowances to establish against these deferred tax assets, many factors are considered. If
Makita were not to generate sufficient taxable income of the appropriate character in the jurisdictions in the future, it
could lead to the build-up of additional valuation allowances. For the balance of deferred income taxes, althoughrealization is not assured, management believes, judging from an authorized business plan, it is more likely than notthat all of the deferred income tax assets, less the valuation allowance, will be realized. The amount of such net
deferred income tax assets that are considered realizable, however, could change in the near term and any such change
may have a material effect on Makita’s consolidated results of operations and financial position if estimates of futuretaxable income are different.
The effective tax rate of Makita reflects the effects of the undistributed earnings of the overseas subsidiaries that are
not subject to Japan’s corporate income taxes. If, by some future event, such as changes in requirement in cash,
working capital or long-term investment, these undistributed earnings were to be distributed to the parent company,
additional tax expenses and related deferred tax liabilities would be recognized, resulting in significant effects on
Makita’s future effective tax rates.
95% of the distributed earnings from the overseas’ subsidiaries are not taxed according to the Japan’s corporate
income tax acts. As of March 31, 2017, Makita and its consolidated overseas subsidiaries have such undistributed
earnings that are to be reinvested permanently and thus give rise to no recognition of deferred tax liabilities. Makita
does not determine the amount of such unrecognized deferred tax liabilities because it is practically hard to calculate.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese18Cash FlowsNet cash provided by operating activities increased by 29,163 million yen from 34,188 million yen in FY2016 to
63,351 million yen in FY2017, primarily as a result of the following:
Cash flow increasing factors:• Less purchase due to inventory adjustment by 28,219 million yen• Tax payments decreased by 2,012 million yen
Cash flow decreasing factors:• Cash collected from customers decreased 8,352 million yen due to the sales decrease
Net cash used in investing activities decreased by 1,558 million yen from 6,573 million yen in FY2016 to 5,015
million yen in FY2017, primarily as a result of the following:
Cash flow increasing factors:• 8,780 million yen decrease in purchases of available-for-sale securities• 15,395 million yen increase in sales of available-for-sale securities• 5,200 million yen increase in redemption of held-to-maturity securities
Cash flow decreasing factors:• 8,601 million yen increase in purchases of held-to-maturity securities• 20,268 million yen increase in deposit of term deposits
Net cash used in financing activities decreased by 9,224 million yen from 18,719 million yen in FY2016 to 9,495
million yen in FY2017 primarily as a result of the following:
Cash flow increasing factors:• 3,824 million yen increase in short term borrowing maturing within three months• 3,227 million yen decrease in repayment by notes maturing in three months or longer• 2,370 million yen decrease in payment of dividends
Cash flow decreasing factor:• 10 million yen increase in purchases of treasury stock (net amount of purchase and sales)
Accounting for all these activities and the effect of exchange rate fluctuations, Makita’s cash and cash equivalents
increased by 42,266 million yen from 99,915 million yen as of the end of FY2016 to 142,181 million yen as of the endof FY2017.
Makita intends to strengthen its global production network. In respect of global power tools demand, emerging
countries continue to show a strong growth momentum and developed countries have recovered to the level before theglobal recession. Inventory balances decreased compared with the previous fiscal year because sales subsidiaries
decreased inventories.
Capital expenditures are expected to be higher in FY2018 compared to FY2017 due to the purchase of dies/molds,
and the machinery and equipment investment of each of our plants.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese

19Financial Position
Makita’s principal sources of liquidity are cash on hand, cash provided by operating activities and borrowings withincredit lines. As of March 31, 2017, Makita held cash and cash equivalents amounting to 142,181 million yen and theCompany’s subsidiaries had credit lines up to 14,354 million yen, of which 6,564 million yen was used and 7,790
million yen was unused and available. As of March 31, 2017, Makita had 6,579 million yen in short-term borrowings,
which included bank borrowings and the current portion of capital lease obligations. Short-term borrowing was used
for daily operations at the subsidiaries. The amount excluding current maturities of long-term indebtedness decreased
by 251.0% (4,694 million yen) to 6,564 million yen. For further information regarding Makita’s short-term borrowings,
including the average interest rates, please see notes to the accompanying consolidated financial statements.
The Company’s subsidiaries are financed by loans within the Makita Group—from subsidiaries with surplus funds tosubsidiaries that lack funds—and the variation in interest expense is insignificant.
As of March 31, 2017, Makita’s total short-term borrowings and long-term indebtedness amounted to 6,597 million
yen, representing an increase of 4,372 million yen from 2,225 million yen reported for FY2016. Long-term
indebtedness decreased from 30 million yen in FY2016 to 18 million yen in FY2017 mainly due to the decrease oflong term capital lease obligations. Makita’s ratio of indebtedness to shareholders’ equity remained almost unchanged
at 1.3%.
Makita expects to continue to incur additional indebtedness from time to time as required to finance working capitalneeds. Makita has no potentially significant refinancing requirements in FY2017.
Makita has historically maintained a high level of current asset ratio. Management estimates that the cash and cash
equivalents level of 142,181 million yen as of March 31, 2017, together with cash flow from future operations, will be
sufficient to satisfy its future working capital needs, capital expenditure and research and development throughFY2017 and thereafter. In the opinion of management, the working capital is sufficient for Makita’s present
requirements.
As part of the Company’s policy to maximize shareholder returns, the Company distributed to its shareholders aninterim dividend of 18 yen per share in November 2016. At the Ordinary General Meeting of Shareholders held on
June 28, 2017, the Company’s shareholders approved a cash dividend of 82 yen per share. In June 2017, the Company
paid cash dividends of 13,573 million yen in the aggregate. Dividend per share was calculated based on the stock
before split.
Makita believes it will continue to be able to access the capital markets on ordinary terms and for amounts that will
be satisfactory to it and as necessary to support the business.
Adoption of New Accounting Standards
Not applicable.
Newly Issued Accounting Standards yet to be Adopted
In May 2014, the FASB issued ASU 2014-09 “Revenue from Contracts with Customers (Topic 606)”. The guidance
provides a framework on addressing revenue recognition issues and, upon its effective date, replaces almost all exiting
revenue recognition guidance, including industry-specific guidance, in current U.S. generally accepted accounting
principles. Subsequently in August 2015, the FASB issued Proposed Accounting Standards Update “Revenue fromContracts with Customers (Topic 606) “ which proposes to defer the effective date of Update 2015-14 by one year.
Public business entities, certain not-for-profit entities, and certain employee benefit plans would apply the guidance inUpdate 2014-09 to annual reporting periods beginning after December 15, 2017, including interim reporting periods
within that reporting period. Earlier application would be permitted only as of annual reporting periods beginning after
December 15, 2016, including interim reporting periods within that reporting period. We are currently evaluating theeffect that the adoption of the guidance will have on our consolidated results of operations and financial condition
In November 2015, the FASB issued an amendment which requires deferred tax assets and liabilities be classified as
noncurrent in the consolidated balance sheets. The guidance is effective for annual reporting periods beginning after
December 15, 2016, and early adoption is permitted. The adoption of this guidance will have an impact on ourconsolidated balance sheets as our current deferred tax assets were 4,723 million and current deferred tax liabilities
were 3,134 million as of March 31, 2017.
In January 2016, the FASB issued an amendment which addresses certain aspects of recognition, measurement,
presentation and disclosure of financial instruments. The guidance includes the requirement that equity investments bemeasured at fair value with changes in the fair value recognized in net income. The guidance is effective for annual
Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese20

reporting periods beginning after December 15, 2017. We are currently evaluating the effect that the adoption of thisguidance will have on our consolidated results of operations and financial condition.
In February 2016, the FASB issued an amendment which requires lessees to recognize most leases on their balance
sheets but recognize expenses on their income statements in a manner similar to current guidance. For lessors, theguidance modifies the classification criteria and the accounting for sales type and direct financing leases. The guidanceis effective for annual reporting periods beginning after December 15, 2018, and early adoption is permitted. We are
currently evaluating the effect that the adoption of this guidance will have on our consolidated results of operations andfinancial condition.
【Facilities and Equipment】(1)Head Office
As of March 31, 2017
Net Book Value (Millions of Yen)
Office Name
(Location)

Content ofFacilities

Buildings

Machinery andEquipment

Makita Corp
(Anjo, Aichi)

R&D

4,446

3,146

Okazaki Plant(Okazaki, Aichi)

Production

8,088

Nisshin(Nisshin, Aichi)

R&D

Tokyo Branch(Bunkyo, Tokyo)

Land[Square Meters]

Total

Number of
Employees

251[40,330]

7,843

988

2,049

2,524
[160,382]

12,661

974

1,204

174

1,818
[43,102]

3,196

140

Sales point

234

3

57
[323]

294

26

Nagoya Branch(Nakamura, Nagoya)Same as above

253

4

352
[1,238]609

24

Osaka Branch(Kita, Osaka)

Same as above

780

2

69
[335]

851

27

(2)Overseas Subsidiaries
As of March 31, 2017
Net Book Value (Millions of Yen)
Machinery andEquipment

Land[Square Meters]

Number of
Employees (average
number of
temporary staff)

Contents ofFacilities

Buildings

Atlanta
U.S.A.

Production

252

104

88
[230,825]

444

Makita (China) Co.,Ltd.

Kunshan
China

Same as
above

3,597

7,803

[-]
＜156,484＞

11,400

4,548
(432)

Makita (Kunshan)Co., Ltd.

Kunshan
China

Same as
above

1,947

1,672

[-]
＜87,683＞

3,619

2,093
(207)

MakitaManufacturing
Europe Ltd.

TelfordU.K.

Same as
above

590

182

140
[50,600]

912

256
(61)

Makita Engineering
Germany GmbH

Hamburg
Germany

Same as
above

208

246

457
[53,819]

911

248
(3)

Makita EU S.R.L.
(Romania)
Makita do Brasil
Ferramentas
Eletricas Ltda.
MakitaManufacturing(Thailand) Co., Ltd.

BranestiRomania

Same as
above

5,026

2,036

252
[151,746]

7,314

627
(116)

PontaGrossa
BrazilSame as
above

1,173

780

132
[141,876]

2,085

584
(25)

Sriracha,ThailandSame as
above

2,121

454

614
[131,223]

3,189

260
(99)

Company Name

Location

Makita Corporationof America

Total

119
(148)

(Attention)
1.
2.

＜ ＞ means rental from other than Makita Group.
( ) means average numbers of temporary staff for this Fiscal Year.

Partial Translation of "YUKASHOKEN HOKOKUSHO" originally issued in Japanese21