Ryobi Limited
Financial Results Presentation
for the Six Months Ended June 30, 2021
August 6, 2021

Contents

1. Results for the Six Months Ended
June 30, 2021

3

2. Forecasts for the Fiscal Year Ending
December 31, 2021

10

3. Status by Business Segment

16

4. Shareholder Returns

34

5. Initiatives to Address the SDGs

36
2/41

1. Results for the Six Months Ended
June 30, 2021

Highlights of Financial Results

1. Results for the Six Months
Ended June 30, 2021

➢ Consolidated results: Revenue and earnings increased comparedto the previous corresponding period
Die Castings• Sales increased in Japan and overseas due to improving business confidence andthe resulting recovery in automobile sales as well as higher raw material (aluminum)
prices, despite the impact of global semiconductor shortages on automobile
production• Segment earnings did not recover as ongoing rises in raw material prices have yet
to be offset by the upward revision of sales prices
Builders’ Hardware• Sales decreased in Japan and overseas, while segment earnings declined due tohigher procurement costs caused by the appreciation of the Chinese yuan
Printing Equipment• Sales in Japan decreased, but overseas exports to China and South Korea werestrong, resulting in an overall increase in sales compared with the previous
corresponding period• Segment earnings decreased as cost reduction and productivity improvement
initiatives failed to offset the impact of lower revenue in Japan➢ FY2021 forecasts• Expect raw material prices to continue to rise in the third quarter and beyond• Expect sales to be higher and income to be lower than initially forecast (announced
Feb. 12)4 /41

1. Results for the Six Months
Ended June 30, 2021

Results Summary(Unit: Billions of Yen)FY2020 2Q

FY2021 2Q

Results

Results

Net sales

77.7

95.6

Operatingprofit

- 3.6

- 0.6

Ordinary
Profit- 2.8

0.1

Profitattributable toowners ofparent- 1.7

0.2

Change17.9(23.0%)
2.9
(－)

2.9
(－)

1.9
(－)

Forecasts

Change(Announced on 2/12)(Announced on 2/12)

93.5

0.5

0.5

0.3

2.1
(2.2%)
- 1.1
(－)

- 0.4
(-79.8%)- 0.1(-24.8%)

5/41

for the Six Months
Analysis of Changes in Operating 1. ResultsEnded
June 30, 2021
Profit(Unit: Billions of yen)

Increase inproduction,
etc.

Labor
expenses

Depreciation

- 0.1

- 0.3

+6.0

- 0.6
Other fixed
costs

- 3.6

- 2.6

FY2020 2Q

FY2021 2Q

Breakdown of major components of otherfixed costs
Utilities
Office supplies
and expenses
Repairs- ¥0.6 billion- ¥0.5 billion- ¥0.2 billion

Exchange rates (average during the period)
FY2020 2Q

FY2021 2Q

USD¥107.82¥107.31

GBP¥137.36¥149.00

CNY

0¥15.310¥16.58

THB

00¥3.4100¥3.50

6/41

Results by Business Segment

1. Results for the Six Months
Ended June 30, 2021

(Unit: Billions of yen)

FY2020 2Q

FY2021 2Q

Results

Results

Net sales

77.7

95.6

Die
castings

64.6

82.1

Builders’
hardware

4.7

4.5

Printing
equipment

8.3

8.8

Operatingprofit

- 3.6

- 0.6

Die
castings

- 3.5

- 0.4

Builders’
hardware0.4

0.2

Printing
equipment

- 0.4

- 0.5

Change（*2）

17.9(23.0%)
17.5(27.1%)-0.2(- 3.3%)
0.5(6.2%)
2.9
(－)
3.1
(－)
- 0.1
(- 37.2%)
- 0.1
(－)

Forecasts

Change(Announced on 2/12)(Announced on 2/12)

93.5
81.0
4.5

8.0
0.5
1.0
0.2
- 0.7

2.1
(2.2%)
1.1(1.4%)
0.0(0.4%)
0.8(10.2%)
- 1.1
(－)
- 1.4
(－)
0.0
(16.9%)
0.2
(－)
7/41

1. Results for the Six Months
Ended June 30, 2021

Consolidated Balance Sheet(Unit: Billions of yen)
FY2020

FY2021 2Q

Current assets

112.2

120.7

8.5

2.9

FY2021 2Q

83.9

99.0

15.2

2.2

Cash anddeposits

26.6

30.9

4.3

0.7

Notes andaccounts
payable—trade

29.1

34.0

4.9

0.4

Notes andaccounts
receivable—trade

40.2

38.5

-1.7

0.7

Short-termborrowings

37.3

48.1

10.8

1.3

Securities

0.8

0.8

0.0

0.0

Other

17.5

16.9

-0.5

0.5

Inventories

41.4

46.8

5.4

1.3

Non-current liabilities

48.8

39.1

-9.8

0.6

3.3

3.8

0.5

0.2

Long-term
borrowings(including bonds)

35.2

25.4

-9.8

0.4

Non-current assets

146.4

149.3

2.9

4.8

Other

13.7

13.6

-0.0

0.2

Property, plantand equipment

119.0

120.2

1.2

4.3

116.3

116.5

0.2

-0.0

Intangible assets

3.5

3.4

-0.1

0.4

0.9

6.7

5.8

4.9

Investments andother assets

24.0

25.8

1.8

0.1

8.8

8.7

-0.0

-

Deferred tax assets

0.0

0.0

-0.0

-

Total net assets

125.9

132.0

6.0

4.9

258.7

270.1

11.4

7.7

Total liabilities andnet assets

258.7

270.1

11.4

7.7

Total assets

Current liabilities

Shareholders’ equity
Accumulated othercomprehensive
incomeNon-controllinginterests

ChangeCurrency
Translation
EffectFY2020

Other

ChangeCurrency
Translation
Effect➢ Total assets increased by 7.7 billion yen due to the impact of foreign exchange and decreased by 2.2 billion yen due to the impact
of holidays at the end of the previous fiscal year
➢ Interest-Bearing Debt (including bonds)decreased by 0.7 billion yen in real terms excluding the impact of foreign exchange➢ Net assets increased by 1.1 billion yen excluding the impact of foreign exchange
Exchange rates(as of fiscal-year end)

USD

GBP

CNY

THB

Dec. 31, 2020

¥103.50¥139.82¥15.88¥3.44

Jun. 30. 2021

¥110.58¥153.16¥17.11

¥3.44

8/41

1. Results for the Six Months
Ended June 30, 2021

Change in Cash Flows
Free CF(Unit: Billions of yen)

+4.3

Sales CF +11.1

Investment CF- 6.9

Finance CF -0.8

Other
Depreciation

+8.5

25.4
Profitbefore
tax

+2.6

29.7
Capital Other
investment

-7.0

+0.1

Borrowing Other

-0.7

-0.0

Exchange
conversion

+0.8

+0.0

FY2020
Balance

FY2021 2Q
Balance9/41

2. Forecasts for the Fiscal Year Ending
December 31, 2021

2. Forecasts for the Fiscal YearEnding December 31, 2021

Forecasts(Unit: Billions of yen)

FY2020Results

Net sales

Operating profit

Ordinary profit

Profit attributable toowners of parent

171.0

- 1.8

- 0.0

- 0.7

FY2021
Forecasts(Announced on 7/16)

211.0

2.3

3.0

2.2

Change40.0(23.4%)
4.1
(－)
3.0
(－)
2.9
(－)
11/41

2. Forecasts for the Fiscal YearEnding December 31, 2021

Analysis of Changes in Operating
Profit Forecast(Unit: Billions of yen)Labor
expenses

Depreciation

-1.0

-0.6

Production
increase, etc.

+9.0

Other fixed
costs

2.3

-3.3
-1.8
-2

➢ Earnings will increase along withrevenue growth in Japan and overseas➢ Labor expenses and fixed costs willgrow particularly at our overseas
business bases in step with anincrease in production volume➢ Depreciation costs will increase as
Ryobi carries out capital investment

Exchange rates
Average during
FY2020

Forecasts for
FY2021

USD¥106.80¥105

GBP¥137.43¥150CNY

0¥15.40

¥16.5

THB

00¥3.41¥3.4

Annual impact of yen appreciation
on operating income (1% higher
than forecasts)
USD
GBP
CNY

- ¥50 million- ¥10 million- ¥10 million

12/41

Forecasts by Business Segment

2. Forecasts for the Fiscal YearEnding December 31, 2021

(Unit: Billions of yen)

FY2020Results

FY2021
Forecasts

Net sales

171.0

211.0

Die castings

145.9

183.6

Builders’ hardware

9.4

9.4

Printing equipment

15.5

18.0

Operating profit

- 1.8

2.3

Die castings

- 1.6

2.3

Builders’ hardware

0.8

0.4

Printing equipment

- 0.9

- 0.4

Change40.0(23.4%)
37.7(25.9%)- 0.0(- 0.1%)
2.5(16.1%)
4.1

(－)
3.9
(－)

- 0.4
(- 50.0%)
0.5
(－)
13/41

Trends in Capital Expenditureand Depreciation

2. Forecasts for the Fiscal YearEnding December 31, 2021

(Unit: Billions of yen)

30
24.8

25

23.0

20

18.8

16.9
15.0

15

17.4

16.0

15.7

17.8
13.5

14.5

16.0

15.4

15.0

17.0

24.1

22.1

10

15.4

14.6

16.4

13.7

14.5

16.5

15.8

5

0

FY Mar. 2017

FY Mar. 2018

Die castings

FY2018(Adjusted)
Builders’ hardware

FY2019Printing equipment

FY2020

FY2021

Other

14/41

Trends in Interest-Bearing Debt
and D/E Ratio

2. Forecasts for the Fiscal YearEnding December 31, 2021

(Unit: Billions of yen)

(Unit: Times)

100

1.0
86.5

80

81.9
0.85

74.2

0.79

70.3
61.9

0.69

60

72.5

0.62

40

0.6
0.60

0.51

0.4

20
0

0.8

61.9

0.61
0.53

72.0

0.2

FY Mar.
2015

FY Mar.
2016

FY Mar.
2017

FY Mar.
2018

FY2018FY2019Interest-bearing debt (left axis)

Borrowing dependence(interest-bearing debt/total
assets)

FY2020

FY2021
Forecast

0.0

D/E ratio (right axis)

FY Mar.
2015

FY Mar.
2016

FY Mar.
2017

FY Mar.
2018

FY2018FY2019FY2020

FY2021
Forecast

32.3%

30.9%

28.2%

25.8%

23.0%

23.5%

28.0%

27.9%

15/41

3. Status by Business Segment

3. Status by Business Segment

Die Castings

Trends in Sales and Operating Profit(Unit: Billions of yen)

(Unit: Billions of yen)

60

6
50.7
44.5

40

45.4

45.2
39.2

39.0

42.2

42.0

40.2

4

3.4

Sales

20

1.6

2

1.6

1.0

0.8

1.1

0.9

0.2

0

0
-1.2

(20)

-2

-3.7

-4

(40)
1Q

2Q

3Q

4Q

1Q

FY2019

Sales (left axis）

2Q

3Q

FY2020Operating Profit

25.5

4Q

1Q

2Q

3Q

4Q

FY2021

Operating Profit（right axis）
17/41

3. Status by Business Segment

Die Castings

Impact of Aluminum Market Prices on Profit and Loss
１．Trends in Aluminum Market Prices and Aluminum Sales Prices (10-year period from Jul. 2011-Jun. 2021)
Aluminum Market Prices

Aluminum Sales price(reflecting average market price for the previous 3 months)

140%

130%

120%

110%

100%

90%

80%

70%

60%
0% Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May
2011

2012

2013

2014

2015

2016

※ Based on the market price of aluminum at 100 in Jul. 2011

2017

2018

2019

2020

2021

18/41

3. Status by Business Segment

Die Castings

Impact of Aluminum Market Prices on Profit and Loss
２．Trends in Aluminum Market Prices and Aluminum Sales Prices (2-year period from Jul. 2019-Jun. 2021)
Aluminum Market Prices
Aluminum Sales Price(reflecting average market price for the previous 3 months)

140%
130%
120%
110%
100%
90%
80%
70%
0%
60%

Jul

Aug

Sep

Oct

2019

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

2020

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

2021

Ongoing surges in aluminum market prices since Jun. 2020, which have yet to
be offset by the upward revision of sales prices, put pressure on profits※ Based on the market price of aluminum at 100 in Jul. 201919/41

3. Status by Business Segment

Die Castings

2021 Regional Trends in Production Volume(weight basis: % of plan at beginning of year)

140%
Japan
USA
EuropeChina
ThailandConsolidated

120%

100%

80%

60%

40%

0%
20%
Jan

Feb

Mar

Apr

May

Jun

Jul
20/41

3. Status by Business Segment

Die Castings

2021 Regional Trends in Production Volume(weight basis: % compared with the same month in 2019)

140%

Japan
USA
EuropaChina
ThailandConsolidated

120%

100%

80%

60%

40%

0%
20%
Jan

Feb

Mar

Apr

May

Jun

Jul
21/41

3. Status by Business Segment

Die Castings
Outlook on Net Sales

Outlook on Capital Expenditure(Unit: Billions of yen)

30

250

200

(Unit: Billions of yen)

25

185.9

24.1

183.6
20

145.9

150

16.5
15.0

15

100
10

50

5

0

0
FY2019FY2020

FY2021
Forecast

FY2022
Forecast

FY2019FY2020

FY2021
Forecast

FY2022
Forecast

22/41

3. Status by Business Segment

Die Castings

Net Sales by Region(Unit: Billions of yen)

Japan

China

Ryobi Limited

Ryobi Die Casting Dalian Co., Ltd.
Ryobi Die Casting Changzhou Co., Ltd.

Ryobi Mirasaka Co.
Ryobi Mitsugi Co.
Tokyo Light Alloy Co., Ltd. etc

U.S.A
31.9

33.0

37.2

Mexico930
93.0

FY2019FY2020

FY2021 FY2022
Forecast Forecast

92.0
71.7

FY2019FY2020U.K.
Ryobi Aluminium Casting (UK), Limited

Ryobi Die Casting(USA), Inc.

RDCM, S. de
R.L. de C.V.

FY2021 FY2022
Forecast Forecast

43.9
27.5

Thailand

34.5

Ryobi Die Casting (Thailand) Co., Ltd.

11.4

9.5

12.7

FY2019FY2020

FY2021
FY2022
Forecast Forecast

FY2019

57
5.7

43
4.3

FY2019FY202072
7.2
FY2021 FY2022
Forecast Forecast

FY2020

FY2021
FY2022
Forecast Forecast

23/41

3. Status by Business Segment

Die Castings

Capital Expenditure by Region(Unit: Billions of yen)

Japan
China

Ryobi Limited

Ryobi Mirasaka Co.

Ryobi Die Casting Dalian Co., Ltd.
Ryobi Die Casting Changzhou Co., Ltd.

Ryobi Mitsugi Co.
Tokyo Light Alloy Co., Ltd. etc

6.0
FY20193.9FY20203.8
FY2021 FY2022
Forecast Forecast

13.0
6.3
FY2019FY2020

6.4

U.S.A.

FY2021 FY2022
Forecast Forecast

Ryobi Die Casting(USA), Inc.

Mexico

RDCM, S. de R.L. de C.V.

U.K.
Ryobi Aluminium Casting (UK), Limited

Thailand
Ryobi Die Casting (Thailand) Co., Ltd.

0.3

0.3

FY2019FY20203.6

3.7

FY2019FY20202.4
FY2021
FY2022
Forecast Forecast

1.4
FY2021 FY2022
Forecast Forecast

1.2
FY20192.3
FY20201.0
FY2021 FY2022
Forecast Forecast

24/41Die Castings

3. Status by Business Segment

Summary of Future Outlook on Demand

1. Number of automobiles sold
• The number will peak around 2040 and then start to decline.
2. Powertrain mix• For the time being, hybrid electric vehicles (HEV) will remain
mainstream and continue to accommodate ongoing needs for vehicle
electrification.
• Our future outlook may be revised in light of changes in environmental
regulations and battery trends.
3. Die casting demand (demand in consuming locations)• The manufacturing volume of die castings is expected to peak in the2035 to 2040 period.
• Although there will be changes in vehicle power sources, demand forlarge die casting products (items massing around 10 kilograms) is
likely to grow continuously.
25/41

3. Status by Business Segment

Die Castings

Number of Automobiles Sold and Future Outlook on Powertrain Mix
Compiled by Ryobi as of Nov. 1, 2020

(10,000 vehicles)

Outlook on the number of
automobiles sold (by drive system)

Average volume of die castings used
(kg/vehicle)

Total of key countries

BEV
Mainstream: BEV

PHEV
FHEV

Mainstream: HEV

Gasoline

HEV +15%(kg/vehicle)

Number of automobiles sold

FCEV

Gasoline vehicles

MHEV
BEV -31%

Diesel(Year)
FCEV: Fuel cell electric vehicles
PHEV: Plug-in hybrid electric vehicles
FHEV: Full hybrid electric vehicles(Year)

BEV: Battery electric vehicles
MHEV: Mild hybrid electric vehicles

The volume of die castings used in HEV
is 15% higher than those used ingasoline vehicles(based on average figures for the period
spanning 2015 to 2050)
26/41

3. Status by Business Segment

Die Castings

Outlook on Die Casting Demand—Growth Arising from the Use of Alternative
Materials Employing Parts Unification Compiled by Ryobi as of Nov. 1, 2020
Total of key countries (1,600 tons or more)

Growth fields (1,600 tons or more)

Die casting manufacturing volume

Increasing demand
Body /
chassis parts
Electrification /drive parts
Transmission parts

Die casting
manufacturing volume

for die castings

Engine parts(kg/vehicle)

kg/vehicle

Less than 1,600t

1,600t or moredie casting parts for nextgeneration vehicles

Body

ChassisWireless power
feeding system
Battery casingeAxle
HEV transmission(Year)

Outlook on the Average volumeof die castings used in vehicle

Increasing volume of(Year)

Needs for body, chassis, battery casing, eAxle,
and other die casting parts will grow.

• With continuing growth in the volume of large die
casting products used, future demand is likely toremain steady.
• The per vehicle volume of die castings used will notchange substantially.
(Year) Next-generation vehicles: HEV, PHEV, BEV, and FCEV
27/41

3. Status by Business Segment

Die Castings

Initiatives to support vehicle electrification and weight saving
Current mass-production initiatives: Introduction of electrification parts, body/chassis parts,and vehicle model application
Production

BEV drive parts
Japan

FCV parts
HEV drive parts

U.S.A
China

PHEV drive parts
Body, chassis parts
HEV PHEV drive parts
Body, chassis parts

Vehicle type

ScheduledStart ofproduction

Product description

Customer

Motor front cover, rear coverNissanLeaf

Oct. 2009

Motor front cover, rear cover
Motor case, housing, other
Cover inverter
Housing, retainer
Transaxle housing
Case, motor housing
SubframeCase, housing
Subframe

NissanHonda
ToyotaHino
Aisin
Mitsubishi
Honda
Aisin
Honda

KICKS/Serena e-POWER
Honda-eMIRAI, otherDutro HEV
Peugeot: 508 3008HV, other
Outlander, PHEV, Eclipse Cross
Civic, Accord
Toyota: RAV4, Highlander, other
Civic

Oct. 2015
Jan. 2020
Sep. 2020
Jun. 2011
Jan. 2019Nov. 2012
Jan. 2021
Aug. 2019
Jun. 2021

Planned future mass production initiatives
Product description

Production

Body, chassis parts
Japan
Battery parts
HEV drive parts
U.S.A.

BEV drive parts

U.K.

PHEV drive parts
Body, chassis parts
BEV drive parts
Battery parts

China

Front door plate
Cowl top panel
Shock tower
Steering part
Binding plate, stack, UPR, LWR
HEV lower battery case
PHEV battery caseDifferential retainer
Motor housing
Motor housing
PHV DCT transmission case
Cowl top panel
Case, housing
Battery case

ScheduledStart ofproduction
Aug. 2021
Dec. 2021
Feb. 2022
Sep. 2022
Aug. 2021
Jan. 2022
Feb. 2022
Aug. 2021
Mar. 2023
Jun. 2023
Dec. 2022
Jan. 2022
Sep. 2022
Apr. 2023

The new Honda Civic equipped with a
Ryobi subframe

28/41

3. Status by Business Segment

Die Castings

Initiatives to support vehicle electrification and weight saving
Trends in Sales Composition of Electrification, Body, and Chassis Parts
FY Mar. 2018 Results
Body, chassis,
electrification
4.2％
parts

FY Dec. 2020 Results
Body, chassis,
electrification
5.3％
parts

Other

Engineparts

Transmission
parts

Engineparts

FY Dec. 2021 Estimate
Body, chassis,
electrification
7.2％
parts

Other

Transmission
parts

FY Dec. 2025 Estimate
Other

Other

Engineparts

Transmission
parts

Body, chassis,
electrification
parts

Transmission
parts

30％
Engineparts
Note: Transmission and engine parts include those for use in HEVs.

29/41

3. Status by Business Segment

Builders’ Hardware

Outlook on Net Sales

The Business Environment➢ Floor space of newly constructed buildings(non-residential purposes) declines
2% annually on average, while newresidential housing starts remain flat
➢ Gradual shrinkage of door closer and sliding
door closer markets continues➢ The market of contactless-suite door devices
is expanding under the COVID-19 calamity(Unit: Billions of yen)

12

10.7
10

9.4

9.4

FY2020

FY2021
Forecast

8

6Main Initiatives➢ Expand our market share (enhance Ryobi’s
market presence through increasing spec-inawards of construction sites and floor spaces
using Ryobi products)➢ Pursue sales growth in markets overseas➢ Develop competitive products➢ Expand Sales of electric automatic swing door
products➢ Improve productivity by launching automatedfacilities (machining, assembly and packing
process)

42

0
FY2019FY2022
Forecast

30/41

Builders’ Hardware

3. Status by Business Segment

Launched Operation of Automated Manufacturing Facilities for Door Closers in Japan(at Mitsugi Daiichi Logistics Center)
Automated assembly & inspection lines

Details of
expenditure
Total investment
amountStart of massproduction

Reasons for
Installation
Product

A door closer housing
Finished door closer
after machining
Automatic machining equipment, automatic assembly and inspection
equipment, automatic packaging equipment
Maximum production capacity of 50,000 units/month (3-shift operations)¥900 million(3 lines in total)
Automated machining line

Apr. 2019

Automated assembly & inspection line

Jul. 2021

Automated packaging line
Aug. 2021• To counter rising labor costs and exchange rate fluctuation risks(appreciation of the Chinese yuan) at factories in China• To improve our BCP response capability by enhancing our domestic
manufacturing structure
Door closers for use in entrance doors of general residential housing
31/41

3. Status by Business Segment

Printing Equipment

Outlook on Net Sales

The Business Environment➢ The offset printing press market, which had
been affected by the COVID-19 pandemic, is
now recovering, albeit in varying degrees byregion➢ Especially in China and South Korea, themarket is stronger than before COVID-19➢ Needs for automated and labor-saving
products are strong due to labor shortages inJapan and surging personnel expenses inemerging countries(Unit: Billions of yen)

30
25

23.7

20

18.0
15.5

15
Main Initiatives➢ Reduce manufacturing costs for flagshipmodels➢ Enhance functions of new models➢ Promote a service structure employing IoT, theRemote Maintenance System (RMS) andwearable smart glasses➢ Step up the marketing of strategic models bytaking a region-specific approach➢ Strengthen the marketing of transport
equipment➢ Promote automatic guided vehicles (AGVs)
and other robotics-based solutions

10
5
0
FY2019FY2020

FY2021
Forecast

FY2022
Forecast

32/41

3. Status by Business Segment

Printing Equipment

Trends in Financial Results of Machinery Orders（Unit: Millions of yen）

Japan

Overseas

2Q

4Q

4,500
4,000

3,500
3,000
2,500
2,000
1,500
1,000
500
0
1Q

2Q

3Q

FY Mar.
2017

4Q

1Q

2Q

3Q

FY Mar.
2018

4Q

1Q

2Q

FY2018

3Q

1Q

2Q

3Q

4Q

1Q

FY2019Overseas markets are recovering as of FY2020 3Q

3Q

FY2020

1Q

2Q

FY2021

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4. Shareholder Returns

4. Shareholder Returns

Shareholder Returns
Trends in Dividends per Share and the Dividend Payout Ratio(Unit: Yen)

(Unit: %)

100

60

51.5
46.1
26.4
19.4

24.8

50

30
50

70

60

70

Status of Dividends

0
FY Mar.
2018

FY2018Dividends per share (left axis)

Dividends per
share
Dividend payout
ratio➢ Ryobi’s basic policy for profit distribution is tomaintain a stable return of profits toshareholders while securing funds for growthinvestment along with a medium- to longterm improvement in consolidated operating
performance.
➢ Along with giving due consideration tomaintaining a stable stream of dividends, theamount of shareholder returns is determinedin light of prevailing conditions, with an eye
to achieving a dividend payout ratio ofaround 30%.

350FY Mar.
2017

Dividend Policy

FY2019FY2020

FY2021
Forecast➢ For FY2021, our plans call for resuming thepayment of dividends as we expect to regain
profitability.

Dividend payout ratio (right axis)

FY Mar.
2017

FY Mar.
2018

FY2018FY2019FY2020

FY2021
Forecast

FY2022
Forecast

¥50

¥60

¥70

¥70

¥0

¥35

19.4%

24.8%

26.4%

46.1%

－

51.5%

Dividend
payout ratioof around
30%

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5. Initiatives to Address the SDGs

5. Initiatives to Address the SDGs

Initiatives to Address the SDGs
Priority themes

Concerns for the
globalenvironment

Technologicalinnovation

Work stylereforms

Addressing
other requests
from society

Ryobi’s initiatives

Relevant SDGs
➢
➢
➢
➢
➢
➢

Expand sales of aluminum die casting products
Reduce CO2 emissions
Ensure the efficient use of water resources
Pursue waste reduction
Reduce hazardous substances
Accommodate needs for energy-saving and weight-saving products➢ Promote recycling➢ Develop new products employing novel
technologies and materials➢ Create new products and services toaccommodate needs for automationand labor-saving solutions➢ Promote diversity➢ Help employees embrace
diverse work styles➢ Practice health-oriented management➢ Create employment➢ Pass down our technologicallegacy to future generations➢ Maintain strict legal compliance➢ Thoroughly put our corporate
philosophy into practice37/41

5. Initiatives to Address the SDGs

Initiatives to Address the SDGs
Participation in the "Shizukuri Project" linking companies
with junior and senior high school students in Shizuoka
Prefecture•

Shizukuri Project:

Sponsored by Shizukuri Association, this program aims to promote regional vitalization and createa prosperous future for Shizuoka Prefecture through collaboration between companies in Shizuoka
Prefecture and junior and senior high school students.
•

Period: Sep. 2020-Jan. 2021•

Participating companies: 8 (including Ryobi)•

Participants: 140 teams composed of approx. 560 students from 5 junior high schools and 2 seniorhigh schools•

We received ideas from 19 teams from three junior high schools, and selected a team from
Numazu City Oooka Junior High School to win the award of excellence.

Junior high school students presenting their ideas

Award ceremony

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5. Initiatives to Address the SDGs

Initiatives to Address the SDGs（2）Fund Procurement through SDGs Green Loans
Loan amount: ¥13.0 billion Loan period: 7 years (Jan. 31, 2020-Jan. 29, 2027)⚫ To procure the funds, we obtained a
GA1 rating, the highest rating of the
R&I Green Bond Assessment, from
Rating & Investment Information,
Inc.
⚫ The installation of environmentallyfriendly production equipment foraluminum die cast products andcontributions to automobile weightsavings and fuel efficiency throughaluminum die cast products werehighly evaluated.
⚫ Sumitomo Mitsui Financial Group,
Inc. showcased Ryobi as an
example of innovation in the
Keidanren’s “Challenge Zero.”** “Challenge Zero” is a new initiative by Keidanren (Japan
Business Federation), in collaboration with the Japanese
government, aiming to support actions to create innovation taken
by companies and organizations towards a "decarbonizedsociety" which the Paris Agreement (the international framework
on climate change) sets as the long-term goal.

Support of corporate challenge forenvironmental issues through extending“SDGs Green Loan”
Example of innovation

https://www.challenge-zero.jp/en/casestudy/590
Extract available on the Challenge Zero website

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Disclaimer
This material contains future projections regarding such factors as Ryobi’s business plans,
strategies, and operating results.
Said projections reflect Ryobi’s judgements based on information available at the timeof preparation, and therefore, involve inherent risks and uncertainties.
Ryobi’s actual endeavors and operating results may differ substantially from theseprojections due to economic conditions, the business environment, trends in market demand,changes in exchange rates, and other factors.

The unauthorized copying or replication of the content, text, or images presented in this pamphlet is strictly prohibited.

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