Shaping the Customers’
Expectations

FY2022/3 Results of Operations andMedium- to Long-term Vision 2028
May 31, 2022

NOHMI BOSAI LTD.

Shaping the Customers’
Expectations

Ⅰ. Consolidated Results FY2022/3

Financial Highlights

New orders fell slightly from the record high achieved in the previous fiscal year.
New orders in the fire extinguishing systems segment were much lower than in the previous
fiscal year, when large projects were recorded in a concentrated manner, and were well
below forecasts. However, the companywide figure showed a slight decline.

Net sales and income rose year on year, while failing to reach the initial forecast levels.
Although falling short of initial forecasts, net sales, ordinary income and net income
attributable to owners of parent were the second highest in the company's history, primarily
thanks to large projects with relatively high profitability.

The operating margin remained high.
The operating margin rose 1 percentage point year on year from 10.2% to 11.2%.
It stayed above 10% to meet the target in the medium-term business plan.

©2022 NOHMI BOSAI LTD.

3

Consolidated Results of Operation(Million yen)

FY2021/3

FY2022/3

Vs. FY2021/3

Results

Plan

Pct.

AmountPct.

New orders

113,308

122,000

110,948-2,360-2.1%-11,051-9.1%

Net sales

107,897

120,800

112,913+5,016+4.6%-7,886-6.5%

Cost of sales

67.4%

66.9%

65.7%

-1.7Pt―-1.2pt―Gross profit

35,12739,95038,762+3,635+10.3%-1,187-3.0%

SG&A expenses

24,073

26,45026,128+2,055

+8.5%

-321

-1.2%

Operatingincome11,053

13,50012,633+1,579+14.3%

-866

-6.4%

Operating margin

10.2%

11.2%

11.2%

+1.0pt―±0.0pt―Ordinary income

11,494

13,80013,155+1,660+14.4%

-644

-4.7%

Net income
attributable toowners of parent

7,620

9,300

9,351

+1,730+22.7%+51+0.6%

126.38154.22155.07

7.7%

9.1%

8.8%

EPS (yen)ROE©2022 NOHMI BOSAI LTD.

Results

AmountVs. Plan4Consolidated Results by Segments（ Million yen ）FY2021/3
Results

Fire Alarm
Systems

Fire
Extinguishing
Systems

Maintenance
Services

OthersElimination/
Corporate
Consolidated©2022 NOHMI BOSAI LTD.

FY2022/3
Plan

Results

42,1008,617
20.5%
39,715
7,197
18.1%
26,300
4,854
18.5%
5,120
46
0.9%
-322
-8,081
112,913
12,633

Net sales

38,03946,077

Operating income

5,979

9,114

Operating margin

15.7%

19.8%

Net sales

38,481

42,205

Operating income

6,568

6,710

Operating margin

17.1%

15.9%

Net sales

26,68827,270Operating income

5,392

5,161

Operating margin

20.2%

18.9%

Net sales

5,038

5,595

Operating income

253

200

Operating margin

5.0%

3.6%

Net sales

-349

-349

-7,140-7,687

Net sales

107,897

120,800

Operating income

11,053

13,500Operating income

Vs.
FY2021/3

Vs. PlanAmountAmount+4,060-3,977+2,638-497+4.7pt+0.7pt+1,234-2,490+629＋486+1.1pt+2.2pt

-387

-970

-538

-307

-1.7pt-0.5pt

+81

-475

-207

-153

-4.1pt-2.7pt

＋27

+27

-941

-394

+5,016-7,886+1,579-866

5

Analysis of Change in Operating Income
Vs. FY2021/3

Higher gross profit
due to sales growth

Lower cost of
sales ratio- Many relatively highmargin projects+1,999(million yen)

Higher SG&A
expenses- Increases in personnel
expenses and various
investment expenses

Vs. Plan
Decrease in grossprofit due to sales
below the plan
- Drop in projects,
delays in progress oflarge projects andothers(million yen)

Lower cost of
sales ratio- Operational innovation,
cost cutting efforts andothersSG&A expenses
were below the plan.

-2,055+321-2,610+1,635+1,422

12,633

13,50012,633

11,0532021/3
Actual©2022 NOHMI BOSAI LTD.

2022/3
ActualInitialplan

2022/3
Actual6

Segment Information

Fire Alarm Systems

Fire Extinguishing
Systems

Net Sales (before elimination)(million yen)
50,000Installation
38,37937,71840,000

Maintenance
Services

OthersSegment Income & Operating Margin(million yen)
10,000

Product sales

Segment Income

25
20.5

42,10041,108(%)

Op. Margin

38,039

8,000

17.6

18.0

18.7

20
15.7

30,00022,477

21,40921,85824,8196,000

22,19820,000

15

4,000
6,640

10,00016,30815,901

16,28815,841

2018/3

2019/32020/32021/3

6,911

8,617

7,672
5,979

2,000

20,2420502021/32022/32022/30

2018/3

2019/32020/32021/32022/3Vs. 21/3 Vs. Plan(million yen)

ActualPlan

Actual(%)

New orders

37,46647,90045,169

+20.6

-5.7

Backlog oforders

11,243―

12,550+11.6―

Net sales

38,03946,077

42,100

+10.7

-8.6

Installation

22,19823,407

21,858-1.5-6.6

Product sales

15,841

22,67020,242

+27.8

-10.7

Segment Income

5,979

9,114

8,617

+44.1

-5.5

©2022 NOHMI BOSAI LTD.

10

(%)

 Net sales, segment income and new orders achieved
new record highs after a concentration of projects
with relatively high profitability.
 Results remained high but fell below the plannedlevels, mainly because the number of projects won
was smaller than expected.

7

Segment Information

Fire Alarm Systems

Fire Extinguishing
Systems

Net Sales (before elimination)(million yen)
50,000General properties

40,00037,44330,00014,29738,481

37,118(million yen)
8,000

Segment Income

18,504

17,250(%)

Op. Margin

25
20.4

39,71518.7
6,000

19,251OthersSegment Income & Operating Margin

Special facilities
42,805Maintenance
Services

17.1

18.1

20

14.4

16,053

15
4,000

7,984

7,647

6,568

20,000

7,197

10

5,349
10,00023,145

19,867

2018/3

2019/323,553

19,9772,000

23,6620502020/32021/32021/32022/32022/3Vs. 21/3 Vs. Plan(million yen)

ActualPlan

Actual(%)(%)

New orders

44,46941,20033,163

-25.4

-19.5

Backlog oforders40,187―32,080-20.2―

Net sales

38,481

42,20539,715+3.2-5.9

18,504

17,475

16,053

-13.2

-8.1

19,977

24,73023,662

+18.4

-4.3

6,568

6,710

7,197

+9.6

+7.3

Generalproperties
Specialfacilities
Segment Income©2022 NOHMI BOSAI LTD.

0

2018/3

2019/32020/32021/32022/3

 Net sales rose year on year, but at a lower rate thanprojected given slow work progress in some projects.
 Segment income was strong and higher than planned,
thanks mainly to continued efforts to reduce costs.
 Orders were down from one year earlier when thevolume of orders was high, particularly for special
facilities.

8

Segment Information

Fire Alarm Systems

Fire Extinguishing
Systems

Net Sales (before elimination)(million yen)
35,00030,000

Maintenance

24,89025,831

13,96814,172(million yen)

20.0

26,300

21.2

25
18.5

14,61915,031

4,000

10,0002,000
10,922

11,65912,863

11,656

11,033

2018/3

2019/32020/32021/32022/3

0

4,987

5,488

6,162

10
5,392

4,854
5

0

2021/32022/3

ActualPlan

Actual(%)

New orders

26,436

27,70027,067+2.4-2.3

Backlog oforders

3,773

―

4,364

+15.6

―

Net sales

26,68827,27026,300-1.5-3.6

Maintenance

15,031

15,00015,267+1.6+1.8

Repairs

11,656

12,27011,033

-5.4

-10.1

5,392

5,161

4,854

-10.0

-5.9

©2022 NOHMI BOSAI LTD.

0

2018/3

2019/32020/32021/32022/3Vs. 21/3 Vs. Plan(million yen)Segment Income

20
15

15,267

15,0005,000(%)

Op. Margin
22.4
20.2

6,000

25,00020,000

Segment Income

8,000
26,688OthersSegment Income & Operating Margin

Repairs
27,482

Maintenance
Services(%)

 Net sales and new orders were both stable.
 The operating margin for repairs decreased because
many projects had somewhat low profitability.

9

Segment Information

Fire Alarm Systems

Fire Extinguishing
Systems

Net Sales (before elimination)(million yen)

8,000

6,000

5,368

4,000

3,503

5,807

Others
6,272
5,038

3,745

Segment Income

2,500

25

2,000

20

1,500

15

3,381

7.8

1,000
5.5

2,000
1,864

2,062

500

2,345

1,558

0

2019/32020/32021/32021/32022/3

New orders

4,936

Backlog oforders

840

Net sales

Plan

Actual

(%)

(%)

5,200

5,547

+12.4

+6.7

―

1,409

+67.7

―

5,038

5,595

5,120

+1.6

-8.5

Parking lot
system

3,479

3,710

3,381

-2.8

-8.9

Others

1,558

1,885

1,738

+11.5

-7.8

253

200

46

-81.6

-76.7

Segment Income©2022 NOHMI BOSAI LTD.

5

185

319

490

2018/3

2019/32020/30.9
2532021/346

02022/3Vs. 21/3 Vs. Plan(million yen)

Actual2022/3

10
5.0

3.5

1,738

0

2018/3(%)

Op. Margin

5,120

3,926
3,479

OthersSegment Income & Operating Margin(million yen)
Parking lot system

Maintenance
Services

 Sales remained almost flat under the pandemic.
Segment income remained poor.
 New orders were brisk.

10Shaping the Customers’
Expectations

Ⅱ. Nohmi Bosai Group Medium- to
Long-term Vision 2028
- Shaping the Customers’ Expectations -Medium- to Long-term Vision (FY2022-FY2028)

Medium- to Long-term
Vision 2028
FY2020/3-FY2022/3

FY2023/3-FY2025/3

FY2026/3-FY2029/3

Stage I

Stage II

Stage III

Previous Medium-term
Business Plan

New Medium-term
Business PlanAt the start of this plan, a medium- to long-term
vision statement was formulated.
It defined the orientation for a long period of time.
* For the medium- to long-term vision statement, see page 15.

©2022 NOHMI BOSAI LTD.

12

A Review of the Previous Medium-term Business Plan (Stage I)
Toward Dramatic Growth Based on Strong “On-site Capabilities”
Priority policies(1) Improve human resource capabilities(2) Improve business conceptualization and execution capabilities/improve operational precision and speed(3) Strengthen group management
Consolidated net sales/Operating income (margin)(Billion yen)

117.2

107.8

 A corporate culture forged where anyone can work positively and energetically with acan-do spirit
 KPI management entrenched after the strict implementation of the PDCA cycle in theaction plan

Stage INet sales

Successfully done Qualitative improvement activities taking root as a result of engagement surveys

112.9

Net sales Workstyles without locational constraints increasingly introduced after the accelerationof the digital shift amid restraints on movements-12.1

 Systematic personnel skill development entrenched in some divisions with the use ofcross-training and other programsfrom Stage I target

 Systematic personnel development enhanced by the visualization of career plans

Yet to be done
Operatingincome(margin)

15.1

11.0

12.6

(12.9%)(10.2%)(11.2%)

Maintain an operating margin of
10% or higher.

2020/3©2022 NOHMI BOSAI LTD.

2021/32022/3Operating margin+1.2 pt
from Stage I target

 Develop a system where new initiatives are allowed for seeking new domains or for
cultivating existing domains.
 Strengthen overseas business (stagnant due to travel restrictions under the pandemic).
 Reduce overtime working hours mainly in the construction and maintenance divisions.
 Review all business operations and discontinue those that are wasteful to increase
efficiency.
 Develop versatile workers by means of job rotation.
 Shift to a personnel evaluation system geared to the expansion of new domains inaddition to the cultivation of existing domains.

13

Awareness of the External Environment

Trends,changes andproblems insociety

Maturity of the Japaneseconstruction market andrevision to regulations
under the Fire Service Act

Demographic change
Aging and shortage ofworkforce

Aging social
infrastructure

Spread of ICTConstruction of newsocial infrastructure

Growing overseas
needs for fire protection

Increasingly serious
natural disasters
Worsening environmental
problems

Maturity of the Japanese
economyAging and shortage ofworkforce

Aging of buildings andempty buildings

Progress of DX in theconstruction sector

Intensifying U.S.-China
confrontation

Increasingly serious
natural disasters

Promotion of workstylereforms

Growing needs for new fire
protection in the area ofthe elderly population

Aging of public
infrastructure

ICT introduction to fire
protection fields

Progress in economic
growth in Asia

Worsening environmental
problems

Actions for revision to theFire Service Act

Expansion of BCP andvoluntary fire protection

Construction of new social
infrastructure

Development of firefighting
legislation in different
countries

Possibility of relaxed
regulations under the Fire
Service Act

Actions for protection ofcultural assets

Related
SDGs

DesiredsocietyNohmi
Bosai's
aspirations

A society where precious human lives, property and the environment are protected andwhere anyone can live happily
Offer original fire protection
systems mainly to existing
business domains.

©2022 NOHMI BOSAI LTD.

Offer optimal fire safety solutions
based on customers' issues.

Help resolve customers' issues inall situations of fire protection
and monitoring.

Establish a system of
construction and maintenancethat responds to an aging
workforce and labor shortages.

Expand the business coverage toall kinds of disasters as acomprehensive fire protection
manufacturer.

14

Medium- to Long-term Vision Statement 1/2
Medium- to Long-term Vision Statement

Shaping the Customers’
Expectations

Shape safety to meet customers’
expectations and realize a society
where anyone can live happily.

We will help create a society where precious human lives, property and theenvironment are protected and where anyone can enjoy safety and live happily.
We have an aspiration to be a company that shapes safety to meetcustomers’ expectations together with customers to deliver solutions to allplaces by constantly taking the lead in fire protection.
Every one of us will be aware of our mission as a pioneer in fire protection
services. We will sincerely listen to those who support the Nohmi Group andgain enhanced insights into customers’ expectations. We will carry out
activities with an inquisitive mindset to realize the targets.

©2022 NOHMI BOSAI LTD.

15

Medium- to Long-term Vision Statement 2/2
Medium- to Long-term Vision Statement

Shaping the Customers’
Expectations

Shape safety to meet customers’ expectations and realize asociety where anyone can live happily.

Nohmi Bosai's aspirations

1

3

Offer original fire
protection systems mainly
to existing businessdomains.

Help resolve customers'
issues in all situations offire protection andmonitoring.

2

Offer optimal fire safety
solutions based on
customers' issues.

©2022 NOHMI BOSAI LTD.

5
Expand the businesscoverage to all kinds ofdisasters as acomprehensive fire
protection
Establish a system of
manufacturer.
construction andmaintenance that responds
to an aging workforce andlabor shortages.

416Realizing the Medium- to Long-term Vision Statement
For shaping safety to meet customers’ expectations

Enrich knowledge of personnel and organizations

Personnel strategy for
dynamic growth

Growth investment
Co-create with customers

Investment plan for the future

Future co-creation project

Plan to invest in research and development,
mergers and acquisitions, equipment, personnel
and the environment for the future

Accelerate the growth cycle of individuals and thecompany to achieve dynamic growth
Change the styles of proposals to customers toincrease the value offered to them.

 See p. 20

 See p. 21

 See p. 18

Digital Transformation (DX) See p. 22

Create a supply chain for a firmer system of stably supplying products and services.
Respond to issues on the basis of increasing corporate value through sustainability management.  See p. 23

Change into a company creating higher additional value.
©2022 NOHMI BOSAI LTD.

17

Solution to Social Issues Centered on Future Co-Creation Project

Future co-creation
project

For shaping safety to meet customers’ expectations

Personnel strategy for dynamic growth

Investment plan for the future

Future co-creation project

Cultivate and search for business

Develop personnel
making proposals(cultivate existing domains and search for
new ones)
In both new and existing domains, entrench the activities of creating
and nurturing seeds for solutions as a system to develop thesesolutions into pillars for future generations.

Have a higher
perspective forsolving social issues.

Create a mechanism
for continuously
devising ideas.

Forge a culture where
the development ofideas is continuously
encouraged.

+

We will gain an insight into what customers seek, going beyond their
expectations, and will develop personnel who associate ourtechnological strengths and potential with other companies'
technologies to create solutions.
Ability to gain insight
into essential issues
facing customers

Continue investment in commercialization

Ability to create anidea from scratch

Ability to associateissues withtechnologies

Move proactively

Increase value offered

Improve the ability to solve social issues©2022 NOHMI BOSAI LTD.

18

Future co-creation
project

Business Strategy: Basic Orientation
Markets and Customers
Existing

New & peripheral

Aspiration 2
Offer optimal fire safety solutions
based on (existing) customers' issues

Aspiration 3
Help resolve customers' issues in all
situations of fire protection and monitoring.

New & peripheral

Expand services
to new domains.

Searchfor new
domains.

Aspiration 5

Enrich services
Cultivate
existing
domains

Existing

Products and Technologies

Develop andprovide newservices.

Expand the businesscoverage to all kinds ofdisasters as acomprehensive fire
protection manufacturer.

Expand domains
where sales activities
are conductedAspiration 1
Offer original fire protection systems
mainly to existing business domains.

©2022 NOHMI BOSAI LTD.

Strengthen
expansion ofmaintenanceservices

Aspiration 4
Establish a system of construction andmaintenance that responds to an aging
workforce and labor shortages.

19Personnel strategy
for dynamic growth

Personnel Strategy for Dynamic Growth
For shaping safety to meet customers’ expectations
Autonomy and initiatives

All employees’ active performance

 Individuals think and act independently and pursue
initiatives by fully harnessing their own potential.
 Individuals voluntarily continue to build up their own
skills and expertise.

 The company ensures that all employees fully
harness their potential.
 The company properly rewards individuals for theirskills, expertise and displays of their initiatives andideas (actions and results).

Accelerate the growth cycle
VisionIndividuals

Company

Growth of individuals
Environment and culture
supporting performanceand growth

Growth of the company

Provide a platform for performance and growth The company ensures that individuals can work flexibly according to their wishes andcircumstances.
 The company ensures that the personality of each individual is respected and that co-creation
by diverse personnel comes into being.

PolicyWorkstyle reforms

Recruitment

Personnel system

Transfer and assignment

Development

Diversity

Encourage diverse andflexible workstyles andaccelerate labor
reduction and thestreamlining ofoperations

Determine personnel
requirements matchedwith the Medium- to
Long-term Vision andboost capabilities torecruit personnel in newand existing domains.

Ensure evaluation andtreatment according to
the roles fulfilled and thelevel of achievements on
the basis of a personnel
system that provides asense of security.

Optimize staff
assignments and realize
systematic transfers fromthe perspectives ofindividuals and thecompany.

Provide employees with
opportunities and choices
for increasing the speedof growth.

Accept personnel withdiverse skills and values
and create and offer
opportunities of
performance and growth.

©2022 NOHMI BOSAI LTD.

20

Investment planfor the future

Investment Plan for the Future
For shaping safety to meet customers’ expectations

Investment plan for the futureStage II (2023/3-2025/3)
Research and development

Ratio to net sales:

3%*

Investment in growth, M&A andthe building of the foundations
Investment in personnel

Investment value:

30 billion yen

Enhancement of the supply chain
Investment in the environment* As of FY 2029/3©2022 NOHMI BOSAI LTD.

21

Digital Transformation (DX) Strategy
For shaping safety to meet customers’ expectations

Change the forms of fire protection and safety
Propose solutions that will bring into being what is beyond expectation

Digital Transformation (DX)Stage II (2023/3-2025/3)

Stage III (2026/3-2029/3)

Change the stylesof services• Expand and enhance services on the basis of the cloud• Create products on the basis of the cloud

Change customer
services• Strive to build a system for achieving labor savings in inspection• Work to build a system for achieving labor savings in construction

Carry out internal digitalization to
streamline back office operations

Fortifying the foundation©2022 NOHMI BOSAI LTD.

• e.g. Shift to paperless operation across the company

Improve the cloud platform and a system for offering cloud operation
services and proposal-based services and build up personal skills

22Respond to Issues on the Basis of Increasing Corporate Value throughSustainability Management
To create a society where precious human lives, property and the environment are protected
and where anyone can live happily

Environment

E
SocietyS
GovernanceG©2022 NOHMI BOSAI LTD.

 Take actions for energy conservation and for the use of renewable energy.
 Accelerate green procurement and choose environmentally friendly raw
materials.
 Proceed with defluorination initiatives.
 Reduce greenhouse gas emissions.
 Reduce waste emissions and increase the ratio of using recycled resources.






Seek safety and security to increase customer satisfaction.
Carry out efforts for the fire protection of cultural assets.
Implement strict quality management to reduce quality accidents to zero.
Implement rigid safety and health measures to prevent industrial injuries and tomove forward with health and productivity management.
 Ensure closer collaboration with partner companies to achieve continuous
growth.
 Step up actions for diversity and inclusion as well as work-life balance.
 Enhance staff education and encourage diverse workstyles to increase
opportunities for self-realization.

 Carry out stringent corporate governance and internal control.
 Risk management Compliance23

Dividend and Shareholder Returns Policy
Setting a consolidated payout target of 40% by FY2025/3 in the Stage II period,
we will aim to stably and continuously enrich shareholder returns.
Stage II period(2023/3-2025/3)

Trend in dividend per share(Yen)

Aim for a consolidated
payout ratio of* We have not reduced dividends, excluding extraordinary dividends, since FY1979/3.

40%

40
40

Interim dividend

Year-end dividend

35

36
32

* Including commemorative
dividends of 2 yen per share

20

17.5
15

15

5

10.0
7.5

7.5

7.5

20.0

24
11.0

15

15
10

20

22

33

28.5

30
25

33

18.0
16.0

17.0

16.5

16.0

16.0

16.5

18.0

2019/32020/32021/32022/3

16.0

12.0

10.0

7.5

7.5

7.5

7.5

2011/3

2012/3

2013/3

2014/310.0

10.0

2015/3

2016/3

13.0*

12.5

2017/3

2018/320.0

02023/3(Forecast)

Payout ratio

48.5%

50.6%

©2022 NOHMI BOSAI LTD.

31.4%

21.9%

21.4%

20.0%

20.8%

18.8%

24.7%

18.9%

26.1%

23.2%

33.7%

24

Numerical Targets

Medium- to Long-term Business Targets

Stage II
(Billion yen)

■ Consolidated net sales

2022/3 (Actual)
New orders

110.9

Net sales

112.9

Operating income

12.6(Op. Margin)

Stage III170.0 or more

133.0
112.9

(11.2%)

Ordinary income

13.1

Net income
attributable toowners of parent

9.3

ROE

(Billion yen)

Operating margin: 10% or more

8.8%2022/32025/32029/3(Actual)©2022 NOHMI BOSAI LTD.

25

Shaping the Customers’
Expectations

Ⅲ. Forecast for FY2023/3

Forecast for FY2023/3 (Consolidated)(Million yen)

FY2022/3

FY2023/3

ActualForecast

Vs. FY2022/3
AmountPct.

New orders

110,948

112,000＋1,051＋0.9%

Net sales

112,913

111,000-1,913-1.7%

Gross profit

38,76236,700-2,062-5.3%

Gross margin

34.3%

33.1%

-1.2pt―SG&A expenses

26,12826,600

＋471

＋1.8%

Operating income

12,633

10,100-2,533-20.1%

Operating margin

11.2%

9.1%

-2.1ptOrdinary income

13,155

10,400-2,755-20.9%Net income
attributable toowners of parent

9,351

7,150

-2,201-23.5%EPS (yen)155.07118.57

8.8%

6.5%

ROE
©2022 NOHMI BOSAI LTD.

―27

FY2023/3 Forecast Highlights (Consolidated)

New orders forecasted to stay flat year on year
We will strive to win new orders comparable with the previous year's level in asituation where there is concern about the impact of component supply constraints.

Income will slide due to the concentration of highly profitable projects
in the previous fiscal year
The previous year had a concentration of projects with relatively high profitability.
Rising raw material prices is a cause for concern.

Structure built for realizing Medium- to Long-term Vision 2028
We will firmly retain operating income of at least 10 billion yen while making different
investments under adverse circumstances.
We will build a structure for consolidated net sales of 170 billion yen in FY2029/3.

©2022 NOHMI BOSAI LTD.

28

Forecast for FY2023/3 by Segments（ Million yen ）Fire Alarm
Systems

Fire Extinguishing
Systems

Maintenance
Services

OthersElimination/
Corporate
Consolidated©2022 NOHMI BOSAI LTD.

FY2022/3

FY2023/3

ActualForecast

Net sales

42,100Operating income

8,617

Operating margin

20.5%

Net sales

39,715

Operating income

7,197

Operating margin

18.1%

Net sales

26,300Operating income

4,854

Operating margin

18.5%

Net sales

5,120

Operating income

46

Operating margin

0.9%

Net sales-322

Operating income-8,081

Net sales

112,913

Operating income

12,63340,013
6,707
16.8%
37,618
5,837
15.5%
27,690
5,625
20.3%
6,000
132
2.2%
-322
-8,202
111,000
10,100Vs. FY2022/3
AmountPct.

-2,086-5.0%-1,910-22.2%-3.7pt―-2,097-5.3%-1,359-18.9%-2.6pt―+1,390

＋5.3%

+771

＋15.9%+1.9pt―+880+17.2%+85+183.0%+1.3pt
―

―
―

-120

―

-1,913-1.7%-2,533-20.1%

29

Analysis of Operating Income Forecast

Lower gross profit
due to sales decrease

Higher cost of
sales ratio• Concentration of projects
with relatively highprofitability in the previous
fiscal year

(million yen)
Higher SG&A
expenses• Implementation ofdifferent investments-656-1,406-471

12,633
10,1002022/3
Actual©2022 NOHMI BOSAI LTD.

2023/3
Forecast
30

Sales Forecast
by Segment (1)Fire Alarm Systems

Fire Alarm Systems(million yen)

Installation

Others(million yen)

Product sales

General properties

Special facilities

50,00042,10040,01340,00040,00021,85823,36320,00010,000

Maintenance
Services

Fire Extinguishing Systems

50,00030,000Fire Extinguishing
Systems

30,00039,715
16,05337,61817,76820,00020,242

16,6500

10,00023,662

19,85002022/32023/3(Forecast) Net sales are expected to slide, due chiefly to aconcentration of large projects in the previous
fiscal year.

©2022 NOHMI BOSAI LTD.

2022/32023/3(Forecast) Net sales are expected to tumble given decreasein large projects.
We will endeavor to secure orders for increasing
sales for the next fiscal year.

31

Sales Forecast
by Segment (2)Fire Alarm Systems

Maintenance Services(million yen)

Maintenance

30,00026,300(million yen)Repairs

Others27,690Parking lot system

Others

30,00025,00015,267

15,18020,00015,00015,00010,00010,0005,000

Maintenance
Services

Others

25,00020,000Fire Extinguishing
Systems

11,033

12,510

0

5,120
5,000
0

2022/32023/3(Forecast) We forecast stable growth of results after theaccumulation of sales of repair works.

©2022 NOHMI BOSAI LTD.

6,000

3,381
1,738

4,000

2022/32023/3(Forecast)2,000 A turnaround to some extent is projected eventhough conditions are likely to remain severe dueto the pandemic.

32

Shaping the Customers’
Expectations

Ⅳ. ReferenceCompany Profile

Comprehensive fire safety company
Trade Name

NOHMI BOSAI LTD.

Head Office

7-3 Kudan-Minami, 4-Chome, Chiyoda-ku, Tokyo Japan

Establishment

May 5, 1944 (Foundation: December,1916)

President

Takeshi Okamura, Representative Director and President

Capital13,302 million yen (As of March 31, 2022)

Employees

2,635 (consolidated) (As of March 31, 2022)

Business

Contract test, planning, proposal regarding disaster prevention.
Research, development, planning, installation and maintenance of disaster prevention
facilities and systems.
Design, manufacturing and marketing of disaster prevention equipment.
Design, manufacturing, installation, marketing and maintenance of parking lot system.

©2022 NOHMI BOSAI LTD.

34

History

100thanniversary

Listing of stock

Establishment

2022 Listed on Tokyo stock exchange Prime Market
2021 Released “Panic in the Office” a virtual reality office fire experience2019 TASKis® cloud disaster response support software was launched2018 R-26C fire alarm system for midsize/large buildings was launched2017 Menuma factory was expanded and “Nohmi Technorium Menuma” anexhibition facility was established.
2016 Automatic fire extinguisher system “SPlash α” was launched.
2014 Manual fire alarm box with ring-shaped location lamp won GOOD DESIGNGold prize2013 Image processing smoke detection system was launched.
2010 Established R&D center in Misato, Saitama
2009 Aspirating super-high sensitivity smoke detection system PROTECVIEW
was launched.
2006 Third-party allocation of shares to SECOM Co., Ltd.
2004 Mamoru-kun 10 the fire alarm equipment for houses was launched.
2002 Conventional fire alarm system with automatic testing function “Advanced P”
was launched.
1995 Nohmi Secom Fire Protection (Beijing) Co., Ltd. established in China.
1991 Listed on Tokyo stock exchange 1st section
1987 Installed fire protection systems in the Seikan Tunnel and the Seto bridge.
1974 Developed fire protection systems for LNG terminal
1968 Installed the first ionization type fire detection system in the Kasumigaseki
Building, which was the first highrise building in Japan.
1962 Installed the first fire protection systems in the Kajiwara-Tennosan tunnel ofthe Meishin Expressway in Japan. Listed on Tokyo stock exchange 2nd
section1936 Installed the first fire alarm systems at the imperial palace
1933 Installed the first fire alarm systems at Sanjyusangendo Temple, first inJapan for a national treasure.
1924 "Nohmi Shokai" started a fire protection business to manufacture and sell
automatic fire alarm systems after the Great Kanto Earthquake
1916 Teruichi Nohmi established "Nohmi Shokai”©2022 NOHMI BOSAI LTD.

R-26C

Nohmi Technorium Menuma

Menuma factory

R&D center Misato

Manual fire alarm box withring-shaped location lamp

PROTECVIEW

Teruichi Nohmi

Oku-Goten in imperial palace
completion ceremony

35

Business Domain

Fire Alarm Systems

Fire Extinguishing Systems

Manufacture and sale of automatic fire
alarm equipment, environmental
monitoring systems, fire prevention andsmoke removal systems, and otherproducts and the installation of thesesystems
Major products• Fire alarm system

Manufacture and sale of sprinkler
systems, foam fire extinguishingsystems, fire prevention systems forindustrial plants and tunnels, and otherproducts and the installation of thesesystems
Major products• Fire prevention/smoke control facility• Gas leakage
detector• Emergency
broadcasting system• Evacuation
guidance facility• Disaster protection
system for houses

37.2％

FY2022/3
Consolidated
Net Sales
112.9bn

35.1％• Sprinkler• Plant disaster prevention system• Tunnel disaster prevention
system• Environmental
monitoring systems

23.3％

4.4％

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

Maintenance Services©2022 NOHMI BOSAI LTD.

Installation and maintenance of parking
lot management systems and otheractivities

Others36

Strengths of the Nohmi Bosai Group (1)Comprehensive fire safety expertise
R&D ⇒ Manufacturing ⇒ Sales/Design ⇒Installation ⇒Maintenance
A fully integrated infrastructure for providing products and services
Fully integrated
R&D

Manufacturing

Sales/Design

A diverse lineup of equipment
allows Nohmi to meet the fire
protection requirements ofalmost any type of building orother facility

MaintenanceTrashincinerator

Building/Metro
TunnelTempleAirportHouse

Heliport

Data infrastructure center
Apartment
Small social welfare center

Hazardous material
storage/handling site

FactoryLargebuilding©2022 NOHMI BOSAI LTD.

Installation

Vessel37

Strengths of the Nohmi Bosai Group (2)Five key strengths backed by many years of accomplishments
1

Technology – Development, design, installation and other skills covering all aspects of fire protection2

Knowledge – Fire safety expertise acquired from an enormous volume of research and testing3

Installation quality – Rigorous process management and other skills ensure outstanding quality for
all installation work

4

Reliability – A reputation for trust among customers and all others due to a record of proven reliability

5Nationwide network – A powerful network of sales distributors covering all areas of Japan*Simulations cover almost all potential sources of fires
Rack warehousefire test©2022 NOHMI BOSAI LTD.

Automotive paintbooth fire test

Foam fire
extinguishing test

Smoke dispersion
test

Clean room smoke
test

38

Precautions

Statements in this presentation about future results of operations are
based on information that is currently available to Nohmi Bosai and its
group companies. These forecasts incorporate risk factors anduncertainties.
Actual results of operations may differ significantly from the forecasts inthis presentation because of a change in the economic environment forbusiness activities, a shift in demand or other reasons.

©2022 NOHMI BOSAI LTD.

39