Notice: This document is an excerpt translation of the original Japanese document and is only for reference purposes. In the event ofany discrepancy between this translated document and the original Japanese document, the latter shall prevail.

Press release on May 10, 2024
Takamiya Co., Ltd.
Representative Director, President and Chairman: Kazumasa Takamiya
Listed on: Tokyo Stock Exchange Prime Market
Stock code: 2445

Notice Regarding the Formulation of the Medium-Term Business Plan 2024-2026
Our company group has formulated the "Medium-Term Business Plan 2024-2026," which will
cover the period from the fiscal year ending March 31, 2025 to the fiscal year ending March 31,
2027. For more details, please refer to the attached document.
1. Management Vision(1) Management Vision
Creating New Value with Takamiya Platform and DX, Transforming into the Industry‘s First
Scaffolding Platform Company(2) Consolidated Operating Income Targets
Consolidated Operating Income Target for the Fiscal Year Ending March 31, 2027: 6.1 Billion
Yen
2. Management Policy(1) Basic Policy- Establishment of Revenue Foundation through Establishment and Solidification of Platform
Business- Establishment of Growth Foundation through DX and Human Capital Investment- Revenue Enhancement in Overseas Business- Integration of Management Conscious of Capital Costs and Stock Prices(2) Key Measures- Increase in the Number of OPE-MANE Accounts- Development and Enhancement of Core Logistics Management Functions for Customer
Service- Visualizing Safety and Secure for Gaining Customer Trust- Provision of Value-Added Services at Fair Prices- Improving the profitability of overseas subsidiaries (Philippines, South Korea, Vietnam) and
responding to other demand countries- Establishing a Revenue Base through Fundamental Transformation of the Agribusiness- Active Investment in Human Capital and DX to Enhance Added Value- Introducing KPIs to Achieve ROIC Above WACC
(3) Key Performance Indicators- Operating Income Margin 10.0％ or more
- ROE 10.0％ or more
- ROIC 4.3％ or more
- Cumulative OPE-MANE Account Number 500 Account or more
- 3-Year OPE-MANE Contract Order Amount 14 billion yen or more
(4) Shareholder Return Policy
While conducting growth investments, we prioritize stable dividends and implement shareholder
returns based on performance.

3. Consolidated Performance Targets
Fiscal year ended
March 31, 2024
(Results)

Fiscal year ending
March 31, 2027
(Plan)

3-Year Growth Rate
+ 79.2％

Operating Income

3,404

6,100

Operating Income
Margin

7.7％

10.0％

The content of this document has been prepared based on information available at the present timeand includes uncertainties. Actual performance may differ due to various factors.
(End)Medium-term Business Plan 2024-2026

Page 1

Basic Management Policy

Our group aims to provide high-quality services to a wide range of customers through the provision of construction temporary
equipment and other offerings, contributing to society through our business activities. Furthermore, we strive to meet customer
needs by continuously developing new products, improving services, and providing ongoing value, thus seeking further developmentof our group. We aim to meet the trust and expectations of society, shareholders, and employees, working towards the sustainableenhancement of corporate value.

Page 2

Basic Management Policy
Transforming from our conventional business model to become a 'platform' in the temporary equipment industry.
Reasons for Aspiring to Transform into a Platform Company
The construction industry, which is our main client base, is heavily influenced by fluctuations in domestic construction investment, which in turn is greatly affected by the domestic
economic climate. In such a business environment, there is a prevailing trend in the construction industry where aggressively securing projects through active bidding activities isparamount, and our group has also found itself in a similar situation. However, from a managerial perspective, there have been challenges such as international conflicts, supply chain
disruptions, soaring crude oil energy prices, and a decades-low weakening of the Japanese yen, leading to a rapid surge in prices. Additionally, within the industry, there have been
increases in construction material procurement costs, a decrease in the working-age population, government policies encouraging wage hikes as part of inflation management, anddifficulties in securing talent due to rising labor costs. This has resulted in increased allocation of management resources for operational companies compared to before. Furthermore,
our main business of renting temporary construction equipment can expand by increasing the volume of rental assets. However, continuously seeking revenue and investing funds toacquire rental assets can not only compromise financial stability but also hinder corporate growth and jeopardize business continuity. Additionally, in the construction industry, whichconstitutes our primary client base, depletion of management resources has become a significant challenge.

Our Proposed Platform Business in the Temporary Equipment Industry
Our group has been working on transforming from the conventional one-time-fee business model business, which is susceptible to fluctuations in economic trends and construction
investment, into a recurring revenue business model that can steadily and reliably secure profits since the fiscal year 2021. We propose an innovative business model that prevents
mutual depletion of management resources by sharing the infrastructure of our core rental business with our clients. With the increase in revenue, we will construct a new revenue
structure that enables profit growth while maintaining financial stability, moving away from a business model where increased revenue leads to deteriorating financial health.

Page 3

Business Environment
Market Environment Undergoes Dramatic Changes Due to the “2024 Problem”, Industry Enters a Phase of Transformation
Trends in Domestic Construction Investment

Economic Environment

Construction Economic Research Institute, April 2024
[Prospects for Construction Investment Based on the Construction Economic Model]

67,80068,790

The Japanese economy has shown signs of a gradual recovery, with the Nikkei Stock Average

74,35072,360reaching its all-time high. However, amidst concerns of downward risks such as prolonged tensions in
Ukraine, instability in the Middle East, leading to soaring prices of raw materials and energy, as wellas inflationary pressure from rising import costs due to a weaker yen, and market volatility including

24,03024,250

8,860

8,940

18,16018,68026,40025,790the Bank of Japan's zero interest rate policy reversal, the economic environment remains uncertain
for the future.

11,50010,620Industry Environment
In the construction industry, which is the main client base of our group, there are strong economic

19,13018,910impacts such as labor restrictions related to working hours, the high prices of resources like crude oiland energy due to the ‘2024 Problem,’ and interest rate increases due to the Bank of Japan‘smonetary policy review. These factors may strongly manifest in the rising construction costs.

16,75016,92017,32017,040

Domestic construction investment is facing uncertainties due to high oil prices, inflation inconstruction materials, delays or postponements in construction projects due to a shortage of skilled

FY2022
Prospect

FY2023
Prospect

FY2024
Forecast

FY2025
Forecast

2021 Medium-term Business Plan
Private housing
Private non housing*FY ended/ending March 31 *Unit: Billion yen

labor, and ongoing revisions in the economic policy landscape. However, there is resilience observed,
especially in nationwide social infrastructure renovation projects backed by plans like the National
Resilience Plan. Demand remains robust for warehouse and logistics facilities, and there are
expectations for solid private facility investment, including the construction of new high-speed
railway lines, semiconductor factories, and data centers driven by AI adoption.
Page 4

Business Environment
Market Environment Undergoes Dramatic Changes Due to the “2024 Problem”, Industry Enters a Phase of Transformation
Business Risk

Business Opportunity

・Construction cost increases and labor shortages due to the 2024 Problem leading
to construction delays or postponements.

・ Expansion of demand for our platform due to shortages in management resources
such as labor.

・ Transportation industry facing supply shortages dueto the 2024 Problem affecting transport trucks.

・ Increased demand for next-generation scaffolding due to revisions
in labor safety and health regulations.

・ Decrease in private facility investment due to deteriorating economic conditions.

・ Emergence of infrastructure redevelopment projects related to large-scale disasters.

・ Phasing out of current power plants due to decarbonization policies,
resulting in loss of regular maintenance demand.

・ Regaining the opening date of the Linear Central Shinkansen.

・ Decreased demand for large-scale bridge supports
due to the promotion of precast concrete bridges.

・ Increase in investments related to the rapid adoption of AI leading to increased demand
for semiconductors and energy.

・ Difficulty in securing maintenance personnel for our equipment due to labor shortages.

・ Order placement for Hokkaido Shinkansen-related construction projects.

・ Rising prices of raw materials and components due to excessive weakening of the yen.

・ Promotion of apartment reconstruction due to the implementationof revised Housing Reconstruction Act.

・ Increase in interest rates and higher interest payments following changes
in the Bank of Japan's monetary policy.
・ Increased interest-bearing debt and higher interest payment burdens due to investments
in platforms.

・ Increased attention to our group due to management focusing on capital costs
and stock prices.
・ Expansion of AI and DX utilization in our business area due to technological advancements.
Page 5

Review of the 2021 Medium-term Business Plan
The consolidated performance for the fiscal year ended in March 31, 2024 fell short of the planned figures.
Initial Plan announced in May 2021
Net sales

Segment
Sales

Revised Plan announced in May 2023

Result of the2021 Medium-term Business Plan

60,000 million yen

48,000 million yen

44,127 million yen

Sales Business

25,000 million yen

16,200 million yen

12,597 million yen

Rental Business

31,000 million yen

27,200 million yen

28,214 million yen

Overseas Business

9,000 million yen

8,900 million yen

7,897 million yen

5,000 million yen

3,800 million yen

3,404 million yen

8.3 ％

7.9 ％

7.7 ％

EBITDA

10,000 million yen

9,100 million yen

8,835 million yen

ROA

6.0 ％

5.4 ％

5.4 ％

ROE

12.0 ％

11.4 ％

9.1 ％Equity Ratio

35.0 ％

31.0 ％

31.1 ％

Operating income
Operating income margin

Page 6

Review of the 2021 Medium-term Business Plan
Focusing on building the platform, implementing various measures in line with the core strategy.
Basic Strategy(1) Develop Services that Blend Hardware and Software, with a Focus on the Iq System
We have developed services such as "OPERA," "OPE-MANE," and "Iq-Bid," and launched them on the Takamiya platform.

We are promoting platform usage and progressing towards recurring revenue structure.

Basic Strategy(2) Strengthen Products for Maintenance/Repairs and Infrastructure Redevelopment
We have expanded our range of products to include various maintenance and repair works, such as the panel-type hanging scaffold "Spider Panel,"the system hanging scaffold "VMAX," the mobile lifting scaffold "Lift Climber," and the system scaffold "YT Lock System.“

Basic Strategy(3) Nurture Business beyond the Temporary Equipment Sector
We are focusing on fostering our agribusiness. Through efforts such as demonstration cultivation using our house products,
sales of crops harvested from demonstration cultivation, and business expansion through M&A, we are not only selling our house products but also able to provide cultivation,transportation, and sales expertise.

Basic Strategy(4) Redevelop Overseas Business Bases
Amid the impact of the novel coronavirus infection, we are not only promoting the establishment of management control systems

but also strengthening production facilities and expanding business areas.
Page 7

Advancement of the Medium-term Business Plan 2024-2026
In the 2021 Medium-term Business Plan, the foundation construction of the Takamiya Platform has been completed, and we are now
entering the phase of widespread adoption.
FY2025 – FY2027

FY2022 – FY2024
FY2019 – FY2021

Medium-term Business Plan 2024-2026

2021 Medium-term Business Plan
Takamiya Platform Adoption and Expansion

FY2015 - FY20172018 Medium-term Business Plan

2014 Medium-term Business Plan

Commencement of Takamiya Platform
Construction

Takamiya Platform Concept Preparation
Next-Generation Scaffolding “Iq System”
Development

Promotion of DX and Productivity
Improvement Initiatives

Takamiya Platform Infrastructure
Development
Construction of Takamiya Lab. East
Deployment of OPE-MANE and Iq-Bid
Construction of Takamiya Lab. WestNet Sales 36,763 million yen

Net Sales 38,812 million yen

Net Sales ：44,127 million yen

Net Sales ：61,000 million yen

Operating Income 2,429 million yen

Operating Income 1,586 million yen

Operating Income 3,404 million yen

Operating Income 6,100 million yen*FY ended/ending March 31

Page 8Management Vision

Management Vision“Creating New Value with Takamiya Platform and DX, Transforming into the Industry‘s First Scaffolding Platform Company”
Our Takamiya Platform provided by our group is refined into a service that is "profitable," "helpful," and "appreciated." It is chosen by many and mutually
expands revenue, bringing about developmental growth. The Takamiya Platform aims to become an essential "ecosystem" in the industry, chosen by employees,
related partners, and even shareholders and investors due to the new business style incorporating DX that fundamentally changes our group's way of working,allowing us to develop together.

Page 9

Key Performance Indicators
Targeting Achievement of Key Performance Indicators in FYE March 31, 2027 as part of the Medium-term Business Plan 2024-2026

Consolidated Performance Indicators

Operating income 6,100 million yen (3-Year Growth Rate +79.2%)
Operating Income Margin 10.0％ or moreFinancial Indicators

ROE 10.0％ or more
ROIC 4.3％ or more
Cumulative OPE-MANE Account Number 500 Account or more

Platform Indicators
3-Year OPE-MANE Contract Order Amount 14 billion yen or more
Page 10

Basic Policy
In accordance with the four basic policies, we will implement various measures aimed at achieving the objectives of the medium-termbusiness plan and reaching the numerical targets.
⚫

Establishment of Revenue Foundation through Establishment and Solidification of Platform Business
The revenue of the platform business is built on user retention and recurring revenue. By analyzing user insights and refining services to be more attractive, we aim to increase andsolidify our cumulative customer base, ensuring stable revenue through recurring transactions.
⚫

Establishment of Growth Foundation through DX and Human Capital Investment
We will actively invest in DX to improve the convenience of platform users and the productivity of our group. We will focus on human capital investment to support the growth

foundation of our group, aiming to enhance the value-added of the platform and build a solid growth foundation.
⚫

Revenue Enhancement in Overseas Business
Our overseas subsidiary businesses will transition to a phase of revenue recovery and expansion, with a well-established management foundation. We will establish a systemcapable of meeting global demand in addition to our existing subsidiaries in the Philippines, Vietnam, and Korea, aiming for increased revenue.
⚫

Integration of Management Conscious of Capital Costs and Stock Prices
As growth investments in business take precedence, an increase in interest-bearing debt is anticipated. By promoting efficient capital utilization across our group, not limited tointerest-bearing debt, we aim to raise the return on invested capital and strive to be an attractive company for shareholders and investors, leading to stock price appreciation.

Page 11

Key Measures
Executing Various Investments to Promote the Expansion of the Platform Business, Aiming for Growth in Overseas and AgriBusinesses, and Promoting Management Awareness of Capital Costs.
⚫

Increase in the Number of OPE-MANE Accounts⚫

Development and Enhancement of Core Logistics Management Functions for Customer Service⚫

Visualizing Safety and Secure for Gaining Customer Trust⚫

Provision of Value-Added Services at Fair Prices⚫

Improving the profitability of overseas subsidiaries (Philippines, South Korea, Vietnam) and responding to other demand countries⚫

Establishing a Revenue Base through Fundamental Transformation of the Agribusiness⚫

Active Investment in Human Capital and DX to Enhance Added Value⚫

Introducing KPIs to Achieve ROIC Above WACC

Page 12

Key Measures
Transition of OPE-MANE Account Numbers and Contract Orders
Increased Number of
Accounts：200 Accounts
Contract Orders Received：
6,500 million yen

Increase in the Number of OPE-MANE Accounts

Increased Number of
Accounts：160 Accounts
Contract Orders Received：
5,200 million yen
Increased Number of
Accounts：99 Accounts
Contract Orders Received：
3,200 million yen

The main service of our platform, "OPE-MANE," plays a crucial role in securing the customer basethat forms the foundation of our platform. As the use of other services is promoted around theseusers, acquiring a substantial number of OPE-MANE users is recognized as a key challenge. We will

520
320

・Cumulative OPE-MANE Account Increase Plan

160

・3-year OPE-MANE Contract Order Plan61
FY2024
Resultactively work to expand our user base.

FY2025

FY2026520 Accounts

14,900 million yen

FY2027

Medium-term Business Plan 2024-2026
Cumulative OPE-MANE Account Number*FY ended/ending March 31

Page 13

Key Measures
Development and Enhancement of Core Logistics Management Functions for Customer

Investment Plan

Service
In ensuring the convenience of OPE-MANE users, the management and operation of custody assets are crucial to
the service. As the number of OPE-MANE accounts increases, so does the amount of custody assets. Consequently,

Investment Portfolio

3-year Total Investment Amount

our company needs to increase rental assets to supplement any shortages. To accommodate the increase incustody and rental assets, it is necessary to establish an efficient operational system and open bases in locations
with high convenience. We recognize that these initiatives are essential for enhancing the overall convenience ofRental Assets

17,200 million yen

the Takamiya Platform.

Visualizing Safety and Secure for Gaining Customer Trust
Depreciation and wear and tear of custody assets not only result in losses for customers but also lead to a loss of

Takamiya Lab./Base

14,650 million yen

trust in our company group. Therefore, making the management of custody assets transparent and striving forvisualization to ensure that owners can always understand the condition contributes to preserving and gaining trustin customer assets on the platform. Furthermore, these efforts will lead to increased productivity within our

DX/Human Capital etc.

3,900 million yen

company group.

Active Investment in Human Capital and DX to Enhance Added Value

Total

35,750 million yen

Our company group is actively pursuing the enhancement of our platform's value through DX. We invest
proactively in DX and IT talent to generate this added value. By revising starting salaries, introducing flexible

working hours and gradually revising overtime hours, and making active investments in education and training, we
aim to increase engagement with our employees. Additionally, through DX investments, we aim to achieve businessprocess improvements and enhance the value of customer services.

Page 14

Key Measures
ROIC

Profit Improvement

Gross Profit Margin

Operating profit margin= Operating income
Margin/Net Sales

Utilization Rateof Rental Assets

Labor Productivity

ROIC= Operating income/Invested Capital

Introducing KPIs to Achieve ROIC Above WACC
Our group's ROIC in previous years has been below WACC. Recognizing the importance ofimproving capital efficiency and meeting expectations of shareholders and investors, weCapital Turnover Ratio= Net Sales/Invested Capital

Asset Efficiency
Improvement

Inventory Turnover
Ratio

acknowledge that enhancing ROIC is a critical task. To improve ROIC, we are evaluating measures toTurnover Ratio
of Rental Assets

within our group. We will set Key Performance Indicators for each measure to promote the adoption

enhance operating profit margins and capital turnover rates across all companies and departmentsof ROIC management and aim for numerical improvements.

Asset Turnover Ratio

Page 15

Key Measures

Provision of Value-Added Services at Fair Prices
In the temporary equipment industry, there has been a tendency to prioritize free services and price competition over safety and quality. Our group, however, provides scaffolding that allows for safeand efficient work by increasing the height of scaffold floors, and we supply equipment with quality standards exceeding those of the Temporary Equipment Industry Association certification. Furthermore,by offering high-value-added services such as automated generation of 3D drawings, which are partially mandatory, we aim to provide satisfactory services to our customers at appropriate prices. We
recognize that this contributes to the qualitative development of the industry. Providing services at appropriate prices also contributes to the development of customer satisfaction, and we will continue towork on service development while gaining customer understanding.

Improving the profitability of overseas subsidiaries (Philippines, South Korea, Vietnam) and responding to other demand countries
The domestic construction industry market in Japan is experiencing a trend where construction companies are selectively accepting orders due to labor shortages, resulting in a stabilization of
construction volumes. Our group is proceeding with business under the policy of obtaining stable revenue through platforms in this situation. Additionally, we are also advancing efforts to expand revenue
overseas. In various foreign countries, there are untapped markets for our group, such as unstable social situations, large-scale disasters, and development in emerging countries. We recognize the need toestablish a system to monetize these demands and enhance our revenue.

Page 16

Key Measures
TAKAMIYA AGRIBUSINESS PARK

Agricultural
Machinery
Manufacturer

Establishing a Revenue Base through Fundamental Transformation of the

Agribusiness
VentureAgribusinessAs part of our efforts to develop business divisions beyond temporary facilities, we have entered

Universities&
Research
Institutions

Financial
Institution

the agribusiness sector. The agricultural industry, facing labor shortages due to factors such as the
spread of the novel coronavirus, is in a challenging environment. However, government policies
aimed at increasing food self-sufficiency and the emergence of agribusiness ventures are leading to
the expansion of high-value-added agriculture with high productivity. Our group aims to expand ourbusiness through collaboration with these venture companies and others. To this end, we haveestablished TAKAMIYA AGURIBUSINESS PARK (hereafter referred to as "TAP") in Hanyu City, Saitama
Prefecture. By inviting numerous companies and showcasing cutting-edge agricultural initiatives at
TAP, we aim to promote awareness and sales of our brand's products as well as those of participating

Printing
Company

IT Company

companies.

Solving Agricultural Challenges
Page 17

Consolidated Performance
Transitioning to a recurring revenue business centered around the platform has improved the operating profit margin
70,00020.0%
61,00018.0%
60,000
FY2027 Consolidated Performance Plan
16.0%
50,00014.0%
44,127
・Net Sales 61,000 million yen
12.0%
10.0%
40,000→ 3-year growth rate +38.2%
10.0%
7.7%
30,000
8.0%
・Operating income 6,100 million yen
6.0%
20,000→ 3-year growth rate +79.2％
4.0%
6,100
10,0002.0%
3,404・Operating
Income Margin 10.0％0
0.0%
FY2024
ResultNet Sales

FY2027
Plan
Operating income→ 3-year improvement rate +2.3 points

Operating income margin*FY ended/ending March 31 *Unit: million yen

Page 18

Platform Segment Disclosure
Disclose Revenue from Both Sales and Rental Businesses as Platform Services
The Concept of Business
Segments
Purpose of Establishing a Business Segment
Sales Business

Sales BusinessStarting from the first year of our new medium-term business plan, our company will enhance thetransparency of Takamiya Platform and visualize business growth. To achieve this, we will disclose

Platform Businessthe platform business as a segment and change our reporting segments. Additionally, we will clearlytransition from a business portfolio centered around rental operations to one centered aroundplatform businesses.

Example of Revenue Extraction

Rental Business
Rental Business・Revenue related to rental sales and management expenses incurred with the purchase of
temporary equipment for OPE-MANE usage purposes.
・Revenue from Iq-Bid transaction fees generated at the time of Iq-Bid transactions.
・Revenue related to jointly developed products with customers.

Overseas Business

Overseas Business

FY2024After FY2025

・Revenue related to BIMCIM/space measurement, etc.

*FY ended/ending March 31

Page 19

Segment Sales Plan
The platform business has grown significantly and become the centerpiece of our business portfolio.
Platform Business ※Sales Business

Rental Business

Overseas Business

Growthrate+28.8％

Growthrate+31.7％

Growthrate+10.3％

12,678

11,33812,51735,03627,19910,4087,897

Growthrate+457.3％2,274

FY2024
ResultFY2027Plan

FY2024
ResultFY2027Plan

FY2024
ResultFY2027Plan

FY2024
ResultFY2027Plan*FY ended/ending March 31 *Unit: million yen
After the FY2025, there will be differences in the numbers compared to past disclosed materials due to new segmentation standards. Additionally, the segment sales figures for the FY2024 are based on our company's estimates and are not finalized values.

Page 20

EBITDA
Various growth investments towards expanding platform capabilities have led to increased depreciation expenses alongside improved
profitability.
EBITDA
13,330

FY2027 Index Plan

・Operating income 6,100 million yen
8,835

7,230

→ 3-year growth rate +79.2％

5,430

・Depreciation expenses 7,230 million yen
6,100→3-year growth rate +33.1%

3,404
FY2024
ResultOperating income

FY2027
Plan
Depreciation expenses*FY ended/ending March 31 *Unit: million yen

Page 21

Investment Plan and Depreciation Expenses
We are focusing on expanding our platform business and transitioning from rental asset investments to investments in Base, DX, andhuman capital. We anticipate a temporary increase in depreciation expenses as well.
Investment Plan

Depreciation Expense

13,5001,550

11,130

3,450

2,579

11,100

11,150

1,000

1,350
5,430

686
5,500

5,700

1,452

6,000

4,600

FY2024
Result1,640

Lab./Base

5,000

4,740

3,978

4,360

FY2024
ResultFY2025
FY2026FY2027
Medium-term Business Plan 2024-2026

4,100

FY2025
FY2026FY2027
中期経営計画2024-2026
Medium-term
Business
Plan 2024-2026
Rental Assets

2,230

2,080

8,500

7,865

7,230

6,820

DX/Human Capital etc.

Other Depreciation Expenses

計*FY ended/ending March 31 *Unit: million yen

Page 22

Portfolio Transformation
Transition from a rental asset-centered portfolio to an infrastructure-focused portfolio for platform expansion.
Before

After

Land,
Buildings,
Equipment

Non Current
assetsRental Assets

Platform
Infrastructure

Non Current
assetsRental Assets

Platform
Deployment

To expand the rental business, we are primarily investing in rental assets. However, increased
depreciation expenses for rental assets may lead to decreased profitability during periods of low
demand.

We operate the platform and build infrastructure to ensure that user-owned equipment
maximizes its benefits. Investments in rental assets are made for stable supply.

Page 23

Cash Conversion Cycle
We are actively investing in expanding platform functionalities, and the revenue generated is reinvested into further investments.
Investment

Shareholder ReturnDX
Human Capital

Improved Customer
Satisfaction&
Increased Sales
Improved Profitability
Increased Sales
Reduced Costs

Base
Rental Assets
R&D

CF

Enhanced Productivity&
Reduced Costs

Investment Cycle
Page 24

Financial Indicators
We aim to promote management with a focus on the cost of capital and improve each indicator.

10.0％ or more
10.0％ or more
9.1%
7.6%
7.7%

5.1%

4.3％ or more
5.4%
4.3%

4.2%
3.2%
2.1%
FY2022
Results

FY2023Results

FY2024
Results
Operating income margin

FY2027
Plan
ROE

ROIC

*FY ended/ending March 31

Page 25

Shareholder Return Policy
While conducting growth investments, we prioritize stable dividends and implement shareholder returns based on performance.
Dividend Performance
5.0%

30

25

4.0%

3.6%
3.3%

3.5%

3.4%

3.2%

3.1%

20

3.0%

2.0%

1.0%

0.0%

14

14

14

14

14

14

8

8

8

8

8

8

15

11
7

4
FY201910StableDividends
6

6

6

6

6

6

FY2020

FY2021

FY2022

FY2023

FY2024FY2025
Plan

5
0

2Q

4Q

DOE
*FY ended/ending March 31

Page 26

IR Contact

Company name:

Takamiya Co., Ltd.

Address:〒530-0011 3-1, Ofukamachi, Kita-ku, Osaka Grand Front Osaka Tower B 27F

HP:

https://corp.takamiya.co/en/

IR website:

https://corp.takamiya.co/en/ir/

TEL:

06-6375-3918 (PR & IR Department)

FAX:

06-6375-8827

Mail

:

ir@takamiya.co

This material is intended to provide information about our group and is not intended to solicit investments in securities issued by us.
Opinions and forecasts contained in these materials are based on our judgment at the time the materials were prepared. We do not guarantee or promise the accuracy or safety of the information.
The information is subject to change without notice.
Page 27