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© Pan Pacific International Holdings Corporation August 18, 2026 Pan Pacific International Holdings Corporation Results for FY6/26
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© Pan Pacific International Holdings Corporation Agenda Overview of FY6/26 results1 Notes Unit: Yen USD U.S. dollar USD (Gelson’s) SGD Singapore dollar THB Thai baht HKD Hong Kong dollar TWD Taiwan dollar P/L B/S P/L B/S P/L B/S P/L B/S P/L B/S P/L B/S FY6/25 152.60 149.53 148.97 144.82 114.01 111.55 4.40 4.41 19.58 19.22 4.70 4.51 FY6/26 151.10 159.93 155.35 162.45 117.41 123.83 4.68 4.88 19.35 20.40 4.90 4.98 Regarding exchange rates: P/L: Average exchange rates for Gelson's from Jul. 2025 to Jun. 2026; for all other entities from Apr. 2025 to Mar. 2026. B/S: Exchange rates as of Jun. 30, 2026 for Gelson's; as of Mar. 31, 2026 for all other entities. Appendix5 1. The actual monetary figures presented in these materials are rounded to the nearest full unit. 2. The following abbreviations are used: Pan Pacific International Holdings (7532) as “PPIH," Discount Store as “DS," Don Quijote Co., Ltd. and its stores as “DQ," UNY Co., Ltd. as “UNY," UD Retail Co., Ltd. as “UDR," Singapore as “SG," ” Hong Kong as “HK," Thailand as “TH," Taiwan as “TW," Malaysia as “MY," Macau as “MO” and Group as “GP." 3. PPIH applies the “Ordinance on Terminology, Forms, and Preparation Methods of Consolidated Financial Statements," but there are sections where the account items and other information have been simplified to an extent where they do not change the intent or meaning of the contents. 4. The exchange rates used for overseas operations are below. The different exchange rates are applied to Gelson's because its fiscal year ends in June. Capital Allocation Framework 4 Driving Market Share Gains – Olympic Group Mid-Term Plan and Robin Hood Format Update3 FY6/27 Guidance2 1
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© Pan Pacific International Holdings Corporation Executive Summary 2 ◼ The Long-Term Management Plan got off to a solid start, with steady progress across strategies under the framework of “TAM × Execution Model × Talent and Capabilities.” ◼ Net sales reached ¥2.4453 tn, up ¥198.5 bn, or 8.8% YoY, demonstrating our ability to respond to rapid changes in the operating environment. ✓ Customer traffic increased as agile pricing strategies captured shifts in consumer behavior amid significant changes in the operating environment. Same-store sales grew, particularly in domestic retail, supported by demand for discretionary and trend-driven products and record tax-free sales from customers across many countries and regions. ✓ Newly consolidated domestic and overseas entities and 30 new store openings also contributed, supporting steady progress in expanding market share. ◼ Operating income reached ¥174.8 bn, up ¥12.5 bn, or 7.7% YoY. Operating margin remained strong at 7.2%, flat YoY. ✓ Gross margin was 31.4%, down 0.5 pt YoY, including a 0.4 pt negative impact from Kanemi Co., Ltd. (Kanemi). Excluding the consolidation impact of Kanemi, gross margin remained in line with the prior year. The impact of pricing strategies that prioritized customer acquisition from Q2 onward was offset by progress in new PB/OEM initiatives, which increased the PB/OEM sales mix, and improved gross margin on tax -free sales. ✓ The SG&A ratio improved to 24.3%, down 0.4 pt YoY, including a 0.2 pt negative impact from Kanemi. Despite cost inflation, primarily in labor and energy, productivity improvements across domestic and overseas operations and net sales growth drove the improvement. Q4 Note: M&A-related expenses, new store openings, and marketing and promotional expenses contributed to higher SG&A. ◼ Profit attributable to owners of parent reached a record ¥110.1 bn, up ¥19.6 bn, or 21.6% YoY, exceeding ¥100.0 bn for the first time. Stronger earnings capacity and a more robust financial foundation will support future growth investments and increased shareholder returns. FY6/26 Overall Review
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© Pan Pacific International Holdings Corporation Executive Summary (cont’d) 3 ◼ Fully launch transformation initiatives and accelerate growth investments to drive a major leap forward, recognizing and accepting that growth may not be linear along the way. ◼ Make FY6/27 a year of laying the groundwork for future growth. ✓ Advance Olympic Group reforms while actively opening new stores across the domestic business. See pp. 28–32. • Conduct testing to establish the Robin Hood business model. • Accelerate format conversions and PMI at Olympic over 3 years. Plan initiatives across 43 stores in FY6/27, including conversions from Olympic formats and new store openings. ✓ PPIH-style AI strategy: Launch AI initiatives to realize PPIH’s future vision and drive net sales growth. Details expected to be announced in Q2. ✓ PB/OEM strategy: Advance a new strategy aimed at establishing PB/OEM as a new earnings pillar. See p. 10. ✓ Marketing strategy: Launch initiatives to expand and strengthen the majica app membership base. See p. 11. ✓ Tax-free sales strategy: Implement measures addressing the transition to the refund-based tax-free system and launch new overseas promotional initiatives. ✓ Make FY6/27 a year to define the future direction of the overseas business. • North America Business: Assess the sustainable growth potential of each business model. • Asia Business: Test hypotheses for the next stage of growth. See p. 16. ◼ Continue the strategy focused on customer appeal and traffic in response to changes in consumer behavior, while accepting temporary declines in gross margin and operating margin. ✓ The operating environment has changed significantly since the long-term management plan was formulated. The highest priority is to respond swiftly to shifts in consumer behavior, including continued inflation in food and daily necessities, a rising Engel coefficient, and increasingly polarized consumption. Focus on driving customer traffic by broadening customer appeal. FY6/27 Strategic Priorities
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© Pan Pacific International Holdings Corporation Progress in Year 1 of the Long-Term Management Plan “Double Impact 2035” 4 Focus Strategy FY6/26 Progress Priorities FY6/35 Goal Status1 Market Share Gains Accelerating New Store Openings to “Cover Japan” • 25 new stores • (11 Roadside Donki, 11 Urban Rail-side Donki, 3 Inbound- focused Donki) • Store development from FY6/27 onward • Build the new store pipeline by location and format • 250 new stores • (120 Roadside Donki, 80 Urban Rail-side Donki, 50 Inbound-focused Donki) ○ New Store Format “Food- Focused Don Quijote” • Opened 5 stores; customer mix shifted • Sales up 78.9% and customer traffic up 48.6% at 3 stores • Expand into Greater Tokyo2 • Establish 500-tsubo (Approx. 1,650 sqm) and 300-tsubo (Approx. 990 sqm) models for rollout • Net sales of ¥600.0 bn; operating income of ¥36.0 bn • 200-300 stores ○ M&A • Consolidated Olympic Group • Execute the next M&A • Pursue opportunities that expand our retail presence and strengthen SCM and merchandising capabilities • Use M&A to capture retail consolidation opportunities ◎ Same- Store Growth Drivers Tax-Free Sales Strategy “Establishing Tourist- Oriented Retail” • Tax-free sales of ¥228.6 bn, up 31.2% YoY • 29.1% visitation rate; gross margin up 0.9 pt; 3 openings • Advance merchandising, promotions, infrastructure and events • Leverage the social media follower base • Tax-free sales of ¥400.0 bn • 34.4% visitation rate; gross margin up 5.0 pt; 50 openings ◎ Apita: Wide Catchment Area × Price × Added Value • Expanded food assortment and promotions; customer traffic up 2.0% YoY • Refreshed 16,900 tsubo (Approx. 55,800 sqm) of traditional apparel space • Non-food changes delivered limited gains among younger customers • Shift to lifestyle-focused merchandising • Establish a differentiated position among ageless consumers around age 50 • Add value in food through variety, seasonality and rarity △ ◼ Strategies delivered results and advanced steadily across key initiatives 1. ◎: On track, ○: Progressing, △: Needs improvement 2. Greater Tokyo comprises Tokyo and 7 surrounding prefectures.
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© Pan Pacific International Holdings Corporation Progress in Year 1 of the Long-Term Management Plan “Double Impact 2035” (cont’d) 5 Focus Strategy FY6/26 Progress Priorities FY6/35 Goal Status1 Same- Store Growth Drivers Expand the majica Member Base • Exceeded 20 million majica app members (20.99 million, up 15.5% YoY) • 3.2 million younger members; 27.4% of the younger population • Increase visit frequency through hyper- personalization • Use AI to identify unmet needs and create reasons to visit • Engage 30 million low- engagement consumers • Increase visits among customers shopping less than monthly ○ PB/OEM NEXT Revolution “Driving a Shopping Frenzy with Discount PB” • Domestic PB/OEM sales of ¥508.2 bn, up 16.1% YoY • 26.2% sales mix, up 2.2 pt YoY • Evolve into an asset-light retailer with product development and sourcing capabilities • Create new reasons to visit as an offline platform • Domestic PB/OEM sales of ¥1.3 tn • 35.0% sales mix ○ Merchandising • Launched approx. 54,000 new PB/OEM SKUs • Sales grew in approx. 70% of priority categories • Strengthened collaboration with Kanemi • Discover and develop new products • Build signature PPIH categories • Strengthen prepared-food development and supply with Kanemi • Create reasons to visit through product discovery • Gain share in signature categories • Prepared-food sales of ¥200.0 bn; 5.4% sales mix △ Overseas Growth Overseas Business “Building for Future Growth” • Asia: Rationalized unprofitable stores and improved operations; operating margin reached 5.5% • North America: Opened 2 Tokyo Central stores in California; improved Guam profitability • Asia: Build store models tailored to local catchment areas • North America: Assess each format’s sustainable growth and future direction • Net sales of ¥500.0 bn; operating income of ¥30.0 bn • Set the long-term direction in FY6/27 △ 1. ◎: On track, ○: Progressing, △: Needs improvement
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© Pan Pacific International Holdings Corporation Overview of FY6/26 results 6
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© Pan Pacific International Holdings Corporation Financial Highlights for FY6/26 FY6/25 FY6/26 incl. Kanemi FY6/26 excl. Kanemi FY6/26 Guidance Amount % of Net Sales Amount % of Net Sales Change YoY (%) Amount % of Net Sales Amount % of Net Sales % Achieved Net Sales 2,246.8 – 2,445.3 – +198.5 +8.8% 2,379.6 – 2,435.0 – 100.4% Gross Profit 716.7 31.9% 768.4 31.4% +51.7 +7.2% 756.9 31.8% 772.0 31.7% 99.5% SG&A 554.4 24.7% 593.6 24.3% +39.2 +7.1% 583.8 24.5% 598.0 24.6% 99.3% Operating Income 162.3 7.2% 174.8 7.2% +12.5 +7.7% 173.1 7.3% 174.0 7.1% 100.5% Ordinary Profit 158.5 7.1% 177.5 7.3% +19.0 +12.0% 175.7 7.4% 172.0 7.1% 103.2% Profit Attributable to Owners of Parent 90.5 4.0% 110.1 4.5% +19.6 +21.6% 109.8 4.6% 107.0 4.4% 102.9% Basic EPS (¥) 30.32 – 36.84 – +6.52 +21.5% – – 35.80 – 102.9% EBITDA1 210.5 9.4% 228.0 9.3% +17.6 +8.3% – – – – – ◼ Net sales and operating income met full-year guidance. ◼ Operating margin remained strong at 7.2%, flat YoY, as higher gross profit from net sales growth and strong productivity offset increased SG&A from growth investments. 【FY6/26: July 1, 2025 to June 30, 2026】 1. EBITDA has been disclosed since FY6/25 as a measure of underlying earnings performance. EBITDA = Operating income + Depreciation of property, plant and equipment + Amortization of intangible assets + Stock-based compensation (Unit: Bn yen, except per share data) 7
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© Pan Pacific International Holdings Corporation Discount Store (DS) Business 8 Net sales reached ¥1.5507 tn, up ¥105.4 bn YoY, driven by same-store sales. Customer traffic increased as pricing strategies adapted to changes in the operating environment, while tax-free demand expanded across Japan. Operating income reached ¥110.7 bn, up ¥6.9 bn YoY, supported by sales-driven gross profit growth and productivity improvements. Both net sales and operating income met guidance. ■ Same-store sales increased 5.0% YoY, maintaining a high level of growth ✓ Customer traffic increased 1.0% YoY, supported by enhanced promotions from H2, primarily exclusive discounts for majica app members, and the rollout of EDRP (EveryDay Real Price) in response to increased customer price sensitivity. ✓ Tax-free sales reached a record ¥228.6 bn, up 31.2% YoY. Despite slower growth in sales to visitors from mainland China, continued customer acquisition across the rest of Asia, Europe, and the U.S. drove strong overall growth. See p. 9 for details. ■ Gross margin was 27.8%, down 0.1 pt YoY and broadly in line with the prior year ✓ Gross profit increased 7.3% YoY, supported by the continued focus on pricing strategies. ✓ PB/OEM sales increased 19.7% YoY to ¥379.6 bn, contributing to profitability. We plan to develop a new strategy to accelerate growth. See p. 10 for details. ✓ Q4 gross margin was 28.3%, up 0.5 pt YoY. PB/OEM inventory management measures reduced the seasonality of margin fluctuations previously concentrated in Q4. ■ The SG&A ratio was flat YoY at 20.7%, supported by productivity improvements ✓ SG&A increased due to growth investments in talent and new stores, as well as higher tax-free-related expenses. ✓ DS operations continued to evolve as a model for PPIH-style operational excellence. Higher profit-generating capacity per employee improved productivity, keeping the SG&A ratio flat YoY.*Note on “Gross profit”: Now reflects the impact of changes in overall gross margin, rather than same-store gross margin. 1,445.4 1,550.7 +68.8 +34.6 +2.0 FY6/25 Same stores New stores Corporate & Adjustments FY6/26 1,300 1,350 1,400 1,450 1,500 1,550 1,600 FY6/26 Net Sales Details (Bn yen) 0 +0.7 103.8 +18.9 +1.6 (6.8) (7.6) 110.7 FY6/25 Same-store sales New stores Gross profit* Same-store SG&A Corporate & Adjustments FY6/26 70.0 80.0 90.0 100.0 110.0 120.0 130.0 FY6/26 Operating Income Details (Bn yen) 0
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© Pan Pacific International Holdings Corporation DS Tax-Free Sales: Progress in Turning Stores into Tourist Destinations, Positioning for the Next Phase of Growth 9 ▷ Tax-Free Sales Mix and YoY Growth by Nationality ◼ Planned Actions ✓ Leverage PPIH’s social media follower base in each country to strengthen pre-, during- and post-travel engagement, targeting higher store visitation and repeat visits. ✓ Initiatives for the transition to the refund-based tax-free system are expected to be announced in Q1 FY6/27. The “majica Global” app for international customers is expected to launch in FY6/27. ▷ Customers' Favorite NPB and PB Products ▷ Tax-Free Sales and YoY Growth by Area (Flagship + Satellite Stores) Nationality / Region Sales Mix YoY Growth FY6/25 FY6/26 Change FY6/26 Korea 22.6% 23.1% +0.5 pt +34.3% Taiwan 15.7% 18.3% +2.6 pt +52.6% Mainland China and Hong Kong 19.7% 15.8% (3.9) pt +5.5% ASEAN 17.5% 15.6% (1.9) pt +16.9% U.S. 9.3% 9.4% +0.1 pt +32.4% Europe 4.7% 6.0% +1.3 pt +67.3% Others 10.5% 11.8% +1.3 pt +47.0% Tax-free sales reached a record ¥228.6 bn, up 31.2% YoY. Marketing across countries and regions, distinctive products and in-store events expanded customer appeal by creating a unique shopping experience. We plan to further enhance engagement before, during and after travel, accelerating our efforts to turn stores into tourist destinations. ◼ FY6/26 Results ✓ Sales to visitors from mainland China slowed, while demand from many other countries and regions grew. Pre- travel promotions lifted the inbound tourist visitation rate to 29.1%, up 4.4 pt YoY. ✓ Expanded Donki-exclusive offerings through differentiated PB/OEM confectionery and cosmetics and stronger product development partnerships with manufacturers. ✓ Satellite stores near tax-free flagships expanded area sales without cannibalization, while enabling integrated staffing, logistics and merchandise management. ✓ Enhanced experiential events and tax-free assortments at regional stores under the theme “Donki: A Must-Visit in Japan.” The number of stores generating at least ¥0.1 bn in tax-free sales reached 99, up 20 YoY, demonstrating Donki’s growing nationwide appeal. Satellite Flagship YoY Sales Growth ＋27% ＋39% ＋41% ＋46% (Bn yen)
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© Pan Pacific International Holdings Corporation 0% 10% 20% 30% 40% 50% 60% NB 商品 PB/OEM 直貿製造 DS PB/OEM Strategy: Retailer-Led Product Development 10 ▷ Retailer-Led Product Development and Sourcing with Outsourced Manufacturing PPIH’s Asset-Light Product Development Model PPIH-Led Product Planning and Development PPIH-Led Sourcing Manufacturing by Partner Factories ▷ Fresh Food Supply Chain: Branded Product Development Source-to-product integration to improve price competitiveness and profitability PPIH-Led Production Region Development PPIH-Led Sourcing ▷ Illustrative Gross Margin Range by Product Category Direct-Sourced PB/OEM Products carry the highest gross margin among PPIH’s proprietary products. ◼ PB/OEM domestic sales reached ¥508.2 bn, up 16.1% YoY in FY6/26, driven by expanding growth drivers such as “Direct-Sourced PB/OEM” Products and Manufacturer-Collaborated PB Products (NPB). We plan domestic sales of approximately ¥600.0 bn in FY6/27, accelerating growth. ✓ Direct-Sourced PB/OEM Products, developed through PPIH-led product planning and sourcing, generated sales of ¥110.0 bn, up 32.3% YoY, with a higher gross margin. ✓ NPB products developed with manufacturers generated sales of ¥48.7 bn, up 51.3% YoY. World Select, offering trend products selected by PPIH buyers before their Japan launch, reached ¥12.5 bn, up 71.9% YoY. ✓ EDRP expanded to 26 items across 69 SKUs, offering prices aligned with customer needs. Broad media coverage helped drive customer traffic. ✓ Expand Direct-Sourced PB/OEM Products in priority categories such as household goods and home furnishings. Build a scalable supply base for higher-margin products and increase their sales mix to improve overall profitability. ✓ Expand the fresh food supply chain and strengthen domestic and international raw material sourcing. Develop branded offerings centered on meat, seafood and prepared foods to improve price competitiveness and profitability. ◼ We expect retailer-led product development and sourcing with outsourced manufacturing to become a key driver of profit growth. ◼ Bring manufacturers and products from around the world to customers through our stores, creating new discoveries and reasons to visit. ✓ Continue expanding differentiated products through NPB offerings that create new demand and World Select products sourced from global markets. NB Standard PB/OEM NPB EDRP Direct-Sourced PB/OEM Branded, Higher- Margin Products
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© Pan Pacific International Holdings Corporation DS majica App: Accelerating Member Base Growth 11 ▷ Customer Engagement Model◼ New Customer Acquisition ✓ Scale up media advertising investment, previously limited in scope, beginning in Q2 FY6/27. We expect ongoing advertising to increase awareness, brand recall, and intent to visit, expanding the customer base and driving new store visits. ✓ Use AI to identify the latent needs of diverse communities and tailor our approach to create store visit occasions at scale. Accelerate customer base expansion and long-term growth through near-term upfront investment Loyal customers Less-frequent customers (<1 visit per month) Low-engagement customers (No compelling reason to visit) Ongoing Marketing Investment App Membership Conversion Following multiple rounds of hypothesis testing, we are scaling up marketing investment in FY6/27. We are pursuing initiatives across 2 priorities, new customer acquisition and full-scale activation of the member base, to strengthen the customer base supporting long-term growth. ◼ Full-Scale Activation of the Member Base ✓ Further expand the majica member base, which has grown to 20.99 million members, by leveraging stores as our largest customer touchpoint to drive membership conversion. ✓ Deploy full-scale hyper-personalization beginning in August 2026 to tailor communications to each existing member. We expect to increase customer traffic among current members by 10% over 3 years by increasing visit frequency, units per transaction, and the number of categories purchased. ✓ Invest in AI beginning in FY6/27 to leverage our customer base of more than 20 million members, deepen customer understanding, and identify new demand. Hyper- Personalization 90 100 110 120 130 140 FY6/26 FY6/29 FY6/35 Visits from Existing Members +110% vs. FY6/26 Expect Long-Term Growth ▷ Existing App Member Traffic Growth Outlook (Base)
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© Pan Pacific International Holdings Corporation UNY Business 35.3 +3.7 (-0.2) (-4.8) (-1.0) +0.9 34.0 FY6/25 Same-store sales Renovation & Closure Gross profit* Same-store SG&A Corporate & Adjustments FY6/26 0 10 20 30 40 50 60 FY6/26 Operating Income Details 470.2 +13.7 (-4.5) (-0.0) 479.4 FY6/25 Same stores sales Renovation & Closure Corporate & Adjustments FY6/26 390 410 430 450 470 490 510 530 FY6/26 Net Sales Details 0 Net sales increased to ¥479.4 bn, up ¥9.2 bn YoY, as the pricing strategy continued to support sales and customer traffic growth. Gross margin declined due to lower rice market prices and weak seasonal merchandise sales. Operating income decreased ¥1.3 bn YoY to ¥34.0 bn, reflecting ¥1.4 bn in factor- based business taxes and ¥0.5 bn in format conversion costs, while operating margin remained at 7.1%. ■ Same-store sales increased 3.2% YoY, driven by the pricing strategy ✓ Customer traffic increased steadily, up 2.0% YoY, as a greater focus on effective promotions and ongoing initiatives gained broader traction with customers. ✓ Same-store sales were below plan, primarily due to the greater-than-expected impact of market price fluctuations on fresh food, particularly produce. ✓ Certain priority categories contributed to non-food sales. Going forward, we plan to develop the next growth categories and build new merchandising models to drive further growth. See p. 13 for details. ■ Gross margin was 33.2%, down 1.1 pt YoY and 0.4 pt below plan ✓ Price investments and lower rice prices following the prior- year spike weighed on gross margin. ✓ Weaker seasonal apparel sales also contributed to the shortfall versus plan. ■ The SG&A ratio improved to 26.1%, down 0.7 pt YoY, reflecting continued productivity improvements ✓ SG&A increased due to factor-based business taxes and Robin Hood format conversion costs. ✓ Labor productivity improved through optimized staffing and the integration of merchandising operations with the DS business. *Note on “Gross profit”: Now reflects the impact of changes in overall gross margin, rather than same-store gross margin. (Bn yen) (Bn yen) 12
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© Pan Pacific International Holdings Corporation UNY Business – Apita Structural Reform and Strategic Shift 13 Following 2 years of structural reform, Apita is shifting its strategy. Rather than seeking to replace its existing customer base with a younger demographic, Apita will evolve into a lifestyle-focused retailer that continually engages customers around age 50 with modern lifestyles and values, creating an “ageless” retail concept. ◼ Key Challenges and Need for a Strategic Shift in Non-Food Merchandising Strategy ✓ Apita renovated 16,900 tsubo (Approx. 55,800 sqm) of apparel sales space and delivered results in general merchandise and character products. ✓ However, the impact on attracting younger customers and young families was modest, indicating limited growth potential from introducing trend-driven products that have performed well in the DS business. ✓ As the DS business expands market share through increasingly diverse formats, we concluded that Apita’s target customers and strategy need to be redefined. ◼ New Strategy: From Demographic Rejuvenation to a Lifestyle-Focused Strategy for Customers Around Age 50 ✓ Shift to a lifestyle-focused retail model that responds to evolving customer values and purchasing behavior. ✓ Target a new generation of consumers around age 50 whose lifestyles, interests, and outlook on life differ from those of traditional middle-aged consumers. Apita Over the Past 2 Years Sales floor transformation to attract younger customers • Reduced traditional men’s and women’s apparel and expanded trend-driven products, including protein supplements and cosmetics • Broadened the customer base to consumers in their 40s and younger Sales floor transformation to continually engage consumers around age 50 with evolving lifestyles and values • Wellness: Beauty devices and fitness equipment • Hobbies: Products that enrich personal time across a broad range of interests • Comfort: Functional apparel and bedding designed to improve sleep Apita Going Forward Advance the new model through 7 major renovations and merchandise refreshes across 63 stores in FY6/27
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© Pan Pacific International Holdings Corporation North America Business 14 FY6/26 Operating Income Details ■ Same-store sales decreased 0.6% YoY, reflecting cannibalization from new Tokyo Central stores ✓ Marukai Corporation (Marukai) exceeded plan despite cannibalization from new stores. Guam delivered solid sales, supported by an expanded assortment of locally sourced products and promotional activity. ✓ Gelson’s customer traffic and units per transaction declined as its response to consumers’ increased focus on value and changing purchasing behavior lagged. ■ Same-store gross margin was 37.0%, down 0.3 pt YoY, but improved in Q4 ✓ Differentiation through non-food products remained solid, but higher costs from tariffs and tensions in the Middle East weighed on gross margin. ✓ Q4 gross margin improved 0.8 pt YoY, reflecting the rebound from the prior-year system disruption and better inventory management. ■ The same-store SG&A ratio was broadly flat at 30.8%, up 0.1 pt YoY ✓ Productivity improved through tighter labor-hour management, but wage increases and slower sales at Gelson’s kept the SG&A ratio broadly flat YoY. ■ FY6/27 will focus on assessing the medium- to long-term direction of the business ✓ Advance business restructuring at each subsidiary while assessing the sustainable growth potential of its retail formats. Net sales increased ¥18.2 bn YoY to ¥278.6 bn, while operating income increased ¥1.5 bn to ¥5.6 bn, driven by new Tokyo Central stores and improving performance in Guam. Continued operational improvements also contributed. We plan to evaluate the growth potential of each retail format as we define the medium- to long-term direction of the business. 4.1 (-0.9) +2.5 (-0.6) +0.5 5.6 FY6/25 Same stores New stores Closure FX & Other FY6/26 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 * Figures for North America are the total of DQ USA, Marukai, QSI, Gelson’s, Guam and Mikuni. Period: Jul. 2025 to Jun. 2026 for Gelson’s; Apr. 2025 to Mar. 2026 for all other entities * Gelson's operating income is presented after goodwill amortization of ¥3.83 bn in FY6/26 (¥3.68 bn in FY6/25). * Mikuni generated ¥12.7 bn in net sales and ¥1.1 bn in operating income, and both are included under new stores. (Bn yen) (-10.2) 260.4 (-1.3) +26.4 +3.3 278.6 FY6/25 Same stores New stores Closure FX & Other FY6/26 200 220 240 260 280 300 320 FY6/26 Net Sales Details (Bn yen) 0
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© Pan Pacific International Holdings Corporation 91.5 +5.4 +3.1 (2.6) +2.1 99.5 FY6/25 Same stores New stores Closure FX & Other FY6/26 50 60 70 80 90 100 110 Asia Business 15 FY6/26 Net Sales Details FY6/26 Operating Income Details ■ Same-store sales increased 6.3% YoY ✓ Expanded focus categories, including confectionery, cosmetics, and character merchandise, gained traction, particularly among younger customers. Faster introduction of products aligned with changing trends also drove customer traffic growth. ✓ The pricing strategies delivered results in Hong Kong and Thailand, contributing to increased customer traffic. These successful strategies are now being rolled out across Asia to drive further growth. ■ Gross margin was 35.7%, down 0.6 pt YoY but in line with plan ✓ Price investments continued through the peak Q4 period. Gross margin declined YoY, while gross profit increased. ✓ The disposal rate continued to improve, reflecting strengthened controls and more rigorous review processes. ■ The SG&A ratio improved to 30.1%, down 4.0 pt YoY, reflecting progress in operational reforms ✓ The rationalization of unprofitable stores is progressing as planned, and we expect all stores to be profitable in FY6/27. ✓ Productivity improved as local employees adopted multitasking and operations based on the labor cost-to-gross-profit ratio, supported by the localization of PPIH-style operations. 2.1 +2.6 +0.4 +0.2 +0.3 5.5 FY6/25 Same stores New stores Closure FX & Other FY6/26 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 0 Net sales reached ¥99.5 bn, up ¥8.0 bn YoY, while operating income reached ¥5.5 bn, up ¥3.5 bn YoY. Operating margin improved to 5.5%, up 3.3 pt YoY, driven by increased customer traffic from expanded assortments in key growth categories and a shift in traffic to remaining stores following the closure of underperforming locations. We will continue testing and refining our hypotheses for further growth. *Figures for Asia are the total of PPRM (SG), PPRM (HK), DONKI Thailand, PPRM (TW), PPRM (MY), and Macau PPRM (MO). Period: Apr. 2025 to Mar. 2026 (Bn yen) (Bn yen)
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© Pan Pacific International Holdings Corporation Asia Business – Hypotheses for the Next Stage of Growth 16 Enter the hypothesis testing and validation phase for the Suburban Residential Store Model, while evolving the Station-Front Model and accelerating store openings from FY6/28 onward to support the next stage of growth. Urban Commercial District Model Station-Front Model Suburban Residential Store Model Status • Store model established • Achieving high profitability • Successful models emerging across countries • Scalable model yet to be established • Existing stores underperforming and being rationalized • New store concepts under validation Catchment Area • High-traffic commercial districts frequented by local customers and tourists • Current footprint: Stores concentrated in major downtown and commercial districts across Asia, with limited white-space opportunity for expansion • High-traffic areas in major cities and station-front locations with strong passenger volume • Current footprint: Stores in selected station- front locations in major cities, with considerable opportunity for expansion • Bedroom communities and suburban residential areas with strong demand for everyday shopping • Significant expansion potential Key challenge: Establishing store concepts and merchandising strategies tailored to local catchment areas Sales/ Store Size • Monthly sales: ¥0.15 bn+ • Large-format stores (500 tsubo+/Approx. 1,650 sqm+) • Monthly sales: ¥0.10 bn-¥0.20 bn • Mid-sized stores (250-350 tsubo/Approx. 830-1,160 sqm) • Monthly sales: Up to ¥0.12 bn • Small-format stores (150-250 tsubo/Approx. 500-830 sqm) Store Concept/ Merchandising • Japanese Brand Specialty Store • Full fresh-food assortment • Sales mix: Fresh Foods 30% Food 40% Non-food 30% • Curated assortment from the Urban Commercial District Model, with enhanced 3C offerings (3C: Confectionery, Character Goods, and Cosmetics) • Fresh food focused on prepared foods, sushi, and fruit • Sales mix: Fresh Foods 20% Food 45% Non-food 35% • Trend-focused merchandising centered on 3C+3H (3H: Home Meal, Heat Food, Health) • Focused on prepackaged prepared foods • Sales mix: Fresh Food: 5% Food 50% Non-food 45% Target Segment • Young families, seniors, and tourists • Ages 30s–60s • Local customers and Japanese expats interested in high-quality Japanese products • Singles, couples, and active seniors • Ages 20s–50s • Japanese and trend-driven products as reasons for visiting • Convenience- and value-conscious customers • Gen Z to family households • Teens–40s • Shopping for product discovery • Trend-conscious local customers
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© Pan Pacific International Holdings Corporation Major Assets, Liabilities and Net Assets 17 FYE6/25 FYE6/26 Amount Amount Change Current assets 528.0 609.5 +81.5 Cash and Deposits 172.0 213.3 +41.3 Accounts receivable - installment 57.7 56.9 (0.8) Merchandise and finished goods 224.9 249.0 +24.1 Non-current assets 983.5 992.9 +9.4 Buildings and structures, net 295.7 294.1 (1.6) Land 354.2 364.8 +10.6 Intangible assets 104.0 113.2 +9.2 Leasehold and guarantee deposits 68.2 67.7 (0.5) Total assets 1,511.4 1,602.4 +90.9 (Bn yen)Assets FYE6/25 FYE6/26 Amount Amount Change Current Liabilities 441.9 484.1 +42.2 Notes and accounts payable 194.9 213.6 +18.7 Short-term interest- bearing debt1 77.0 97.5 +20.5 Non-current liabilities 445.5 381.8 (63.7) Bonds payable 170.4 136.0 (34.4) Long-term borrowings 156.9 123.7 (33.2) Total liabilities 887.4 866.0 (21.4) Total net assets 624.0 736.4 +112.4 Total liabilities and net assets 1,511.4 1,602.4 +90.9 Liabilities (Bn yen) 1. Short-term interest-bearing debt ＝Short-term borrowings, long-term borrowings and bonds payable due within 1 year ▷ Equity Ratio 35.8% 40.1% 44.0% 0.0% 20.0% 40.0% 60.0% FYE6/24 FYE6/25 FYE6/26 ▷ Net D/E Ratio 0.54x 0.38x 0.20x 0.00 0.20 0.40 0.60 FYE6/24 FYE6/25 FYE6/26 ✓ Interest-bearing debt decreased following debt repayments. Financial metrics, including the equity ratio and net debt-to-equity ratio, improved, further enhancing financial flexibility. ✓ In FY6/26, Japan Credit Rating Agency upgraded PPIH’s credit rating from A+ to AA−. ✓ Interest-bearing debt: ¥357.2 bn (down ¥47.2 bn from FYE6/25) ◼ Liabilities ◼ Net assets ✓ Equity: ¥705.2 bn (up ¥99.5 bn from FYE6/25) ✓ Equity ratio: 44.0% (up 3.9 pt from FYE6/25) ◼ Others ✓ Net D/E ratio: 0.20x (down 0.18x from FYE6/25) ✓ ROE: 16.8% on an annualized basis (up 1.0 pt from FYE6/25) ◼ Current assets ✓ Property, plant and equipment: ¥732.2 bn (up ¥14.2 bn from FYE6/25) • Investment related to store opening: ¥50.5 bn • Depreciation: ¥40.4 bn
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© Pan Pacific International Holdings Corporation Cash Flows and Capital Expenditures FY6/25 FY6/26 Amount Amount Change Balance at the beginning of the period 187.2 175.8 (11.4) Cash flows from operating activities 132.0 160.9 +29.0 Cash flows from investing activities (61.1) (62.3) (1.2) Cash flows from financing activities (75.9) (81.8) (5.9) Change during the period (11.4) 42.7 +54.0 Balance at the end of the period 175.8 218.5 +42.7 Free cash flow1 70.9 98.7 +27.8 Cash Flows (Bn yen) 1. Cash flows from operating activities + Cash flows from investing activities Capital Expenditures 53.2 65.4 +12.2 Capital Expenditures Operating Activities Investing Activities Financing Activities • Domestic Discount Store Business ¥31.5 bn, UNY Business ¥7.4 bn, Overseas Business ¥5.9 bn, IT investments ¥12.1 bn, Others ¥8.5 bn • Capital expenditures exclude Olympic Group, which was acquired through a share exchange. FY6/26 Capital Expenditure Breakdown (50.4) (20.9) +163.6 +53.6 +13.9 +1.2 +160.9 Profit before income taxes Depreciation Changes in trade payables Income taxes paid Changes in inventories Others Net cash provided 0.0 50.0 100.0 150.0 200.0 250.0 300.0 (47.8) (16.0) +1.6 (62.3) Purchase of property, plant and equipment Purchase of intangible assets Others Net cash used 0.0 -20.0 -40.0 -60.0 -80.0 -100.0 (56.8) (24.5) (20.7) (8.1) (1.7) +29.9 (81.8) Repayments of long-term borrowings Dividends paid Redemption of bonds Purchase of subsidiary shares (no consolidation change) Proceeds from issuance of bonds Others Net cash used 0.0 -20.0 -40.0 -60.0 -80.0 -100.0 -120.0 (Bn Yen) (Bn Yen) (Bn Yen) 18
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© Pan Pacific International Holdings Corporation 3.4 4.0 6.0 7.0 9.5 10.0 0.0 5.0 10.0 15.0 20.0 25.0 30.0 0.0 3.0 6.0 9.0 12.0 15.0 FY6/22 FY6/23 FY6/24 FY6/25 FY6/26 FY6/27 Annual dividends (left axis) Payout ratio (right axis) Dividends (¥) Payout ratio (%) (Planned) • Reflecting strong performance in FY6/26, we raised the year-end dividend from the initial forecast of ¥5.5 to ¥6.5. We expect the full-year dividend to increase ¥2.5, or 35.7% YoY, to ¥9.5, marking the 23rd consecutive annual increase. • For FY6/27, we expect to increase the full-year dividend by ¥0.5, or 5.3% YoY, to ¥10. • The dividend payout ratio is expected to reach 25.8% in FY6/26, up 7.8 pt from 18.0% in FY6/23, exceeding the 25.0% target. Our dividend policy will move to the next phase. See pp. 36–38 for the capital allocation policy. • We plan to conduct share repurchases in FY6/27 to enhance total shareholder returns. Notes: • A 5-for-1 common stock split took effect on October 1, 2025. • The dividend payout ratio for FY6/27 is calculated based on the number of shares outstanding, excluding treasury shares, as of the end of FY6/26. • For prior periods, figures are retroactively adjusted. ▷ Breakdown of Shareholders as of FY6/26 ▷ Annual dividends and payout ratio trends (post stock split) (Planned) Shareholder Returns - Dividend Policy 19 1.8% 3.0% 5.9% 12.9% 17.3% 59.1% Japanese Securities Firms Japanese Individuals and Others Treasury Stock Other Japanese Corporations Japanese Financial Institutions Foreign Institutions and Individuals
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© Pan Pacific International Holdings Corporation Sustainability Management – Key Data *Data calculation period: CO₂ emissions and plastic usage are calculated based on Japan’s administrative fiscal year (i.e., f rom April of the previous year to March of the given year). All other data is calculated based on PPIH’s fiscal year (i.e., from July of the previous year to June of the given year) *Scope of data: Major domestic corporations. CO₂ emissions intensity and Female employee turnover rate include Kanemi. Area Theme KPIs 2030 Targets FY6/26 Results Environment CO2 emissions reduction CO₂ emissions intensity (per million yen in net sales) Reduce CO₂ emissions (Scope 1 & 2) from stores by 50% compared to FY2013 levels (per million yen in net sales) 40.8% reduction Supply chain management CSR audits of contract manufacturing factories Ensure strict adherence to the PPIH Group Sustainable Procurement Policy and Supply Chain Code of Conduct Conducted third-party CSR audits at 13 factories in Japan and 39 outside Japan NGO-conducted follow-up surveys after CSR audits Conducted follow-up surveys at 4 factories with low evaluations. No serious risk incidents identified Engagement with business partners Conducted human rights training sessions for business partners led by external lecturers Plastics use reduction Plastic usage intensity (per million yen in net sales) Reduce plastic usage by 70% compared to FY2019 levels (per million yen in net sales) 68.8% reduction Social Human capital The Source general level exam 100% pass rate 100% passed The Source master certification exam 50% pass rate 43.4% passed Number of MD planners from mate (part-time/temporary) employees Train and appoint 200 new MD planners each year 213 MD planners Women’s participation and advancement Number of female store managers 100 store managers 46 store managers Female employee turnover rate Reduce to 5% 7.4% ▷ Results for FY6/26 20
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© Pan Pacific International Holdings Corporation ■ Food waste reduction Sustainability Management – Highlights 21 ■ TNFD-aligned disclosure ✓ We held PPIH’s first Integrated Report briefing. We explained key points and each section of the Integrated Report 2025. ✓ We held an ESG briefing session. We explained our approach to sustainability and our initiatives through talk sessions with outside directors and employees. ■ Integrated Report and ESG briefings Morningstar Japan ex - REIT Gender Diversity Tilt Index ▷ Major initiatives for FY6/26 ■ Advancing coexistence with communities through youth support ■ Major external recognitions and initiatives ✓ We used funds raised through the Group’s first digital corporate bond to support children’s cafeterias (community-led initiatives to serve free or low-cost meals to children) and aid students. ✓ As prices continue to rise, we helped serve local communities by creating safe and welcoming spaces for local children and supporting student life. ✓ We further advanced waste reduction by cutting down on food waste at stores. ✓ We updated discount stickers to promote food loss reduction. We posted displays encouraging taking items from the front (buying products with earlier expiration dates) at all stores in Japan. ✓ In June 2026, PPIH published its first analysis/disclosure report in line with the recommendations of the Taskforce on Nature-related Financial Disclosures (TNFD). While confirming limited nature-related risks in store operations, we identified nature-related risks in the upstream value chain for food and beverage products. ✓ Our efforts are underway to strengthen risk management systems and initiate concrete response measures. (Website link: https://ppih.co.jp/en/sustainability/materiality1/tnfd/) ✓ We have been continuously listed in all ESG indices adopted by Japan’s Government Pension Investment Fund (GPIF). ✓ We signed the UN Women’s Empowerment Principles (WEPs) to further strengthen our efforts to promote the active participation and advancement of women in June 2026.
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© Pan Pacific International Holdings Corporation Sustainability Management – Linking Growth Strategies to Non-Financial Values Sustainability-related targets [Material issue 1] ✓ CO2 emissions reduction ・Reduce emissions in intensity per unit of sales by 50% by 2030 compared to FY2013 levels; achieve net- zero total emissions by 2050 ✓ Plastic use reduction ・Reduce the amount of plastic used in customer services by 70% by 2030 compared to FY2019 levels [Material issue 2] ✓ Promotion of women’s participation and advancement (new target) ・Ratio of female managers: 30% by 2035 ・Female store manager appointments: 15 per year (including deputy store managers) ・Female block manager appointments: 50 per year ✓ Human capital ・100% pass rate for The Source general level exam ・50% pass rate for The Source master certification exam ・Train and appoint 200 MDP mate employees each year [Material issue 3] ✓ Supply chain management (new target) ・Encourage business partners of PB/OEM products to independently manage responsible supply chains for human rights and the environment ・Establish grievance mechanism for manufacturing factories External environment Growth strategy Related material issue Required talent ✓ Expansion of demographic segments affected by income decline ✓ Decrease in retail players and industry consolidation due to population decline in Japan ✓ Increase in non- Japanese residents in Japan ✓ Increase in tourists from outside Japan ✓ Shift of information advantage to consumers New store opening strategy ✓ Operations talent ・MDP mate employees ・Store staff ✓ Management talent ・Store managers ・Branch general managers ・Block managers ✓ Specialized talent ・Fresh food and deli skills ・Language skills ✓ Leadership talent ・Executives ・GMs (executive candidates) Same-store growth strategy Merchandising strategies ・PB/OEM strategy ・NPB strategy ・ XX? It’s Donki! New store format strategy ・Robin Hood ・Enhancing delis Tax-free sales strategy M&A strategy *Material issue 5 , Solid governance system, is defined as the governance framework underpinning all strategies and is therefore omitted in the t abl e above Material issue 4 Resolving social issues through coexistence with local communities Material issue 3 Sustainable procurement and responsible sales Material issue 4 Resolving social issues through coexistence with local communities Material issue 2 Accepting diversity and creating a rewarding workplace Material issue 1 Reduce the environmental impact of our business activities *Foundation supporting all strategies Material issue 1 Reduce the environmental impact of our business activities 22
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© Pan Pacific International Holdings Corporation FY6/27 Guidance 23
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© Pan Pacific International Holdings Corporation FY6/27 Guidance (Unit: Bn yen, except per share data) FY6/26 Results H1 FY6/27 Guidance1 FY6/27 Guidance1 Amount % of Net Sales Amount % of Net Sales YoY Change Amount % of Net Sales YoY Change Net sales 2,445.3 100.0% 1,337.5 100.0% +10.5% 2,687.0 100.0% +9.9% Gross profit 768.4 31.4% 422.4 31.6% +10.2% 849.0 31.6% +10.5% SG&A 593.6 24.3% 327.9 24.5% +13.4% 670.0 24.9% +12.9% Operating income 174.8 7.2% 94.5 7.1% +0.5% 179.0 6.7% +2.4% Ordinary profit 177.5 7.3% 92.1 6.9% (4.6)% 175.3 6.5% (1.2)% Profit attributable to owners of parent 110.1 4.5% 59.1 4.4% (7.2)% 110.5 4.1% +0.4% Basic EPS (yen) 36.84 – 19.58 – (8.2)% 36.61 – (0.6)% EBITDA 228.0 9.3% 122.8 9.2% +2.9% 238.4 8.9% +4.6% CAPEX2 65.4 – 93.0 – – FY6/27 guidance calls for net sales of ¥2.6870 tn, operating income of ¥179.0 bn, and an operating margin of 6.7%. Profit attributable to owners of parent is expected to reach ¥110.5 bn. Notes: 1. FX assumptions: USD 1 = ¥150.00, HKD 1 = ¥19.00, SGD 1 = ¥115.16, THB 1 = ¥4.63, MYR 1 = ¥35.15, TWD 1 = ¥4.87, and MOP 1 = ¥18.45 2. Capex by segment: ¥30.5 bn for the Discount Store business, ¥7.5 bn for the UNY business, ¥6.5 bn for Overseas business, ¥26.5 bn for IT and AI, ¥6.5 bn for Supply Chain Management, ¥10.5 bn for Olympic and ¥5.0 bn for other areas 24
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© Pan Pacific International Holdings Corporation FY6/26 Results FY6/27 Guidance incl. Olympic Group FY6/27 Guidance excl. Olympic Group Olympic Group Amount % of Net Sales Amount % of Net Sales YoY Change Amount % of Net Sales YoY Change Amount % of Net Sales Net sales 2,445.3 100.0% 2,687.0 100.0% +9.9% 2,581.0 100.0% +5.6% 106.0 100.0% Gross profit 768.4 31.4% 849.0 31.6% +10.5% 808.0 31.3% +5.1% 41.0 38.7% SG&A 593.6 24.3% 670.0 24.9% +12.9% 624.0 24.2% +5.1% 46.0 43.4% Operating income 174.8 7.2% 179.0 6.7% +2.4% 184.0 7.1% +5.2% (5.0) (4.7)% FY6/27 Guidance (cont’d) 25 ◼ Net sales excluding the consolidation impact of Olympic Group are expected to reach ¥2.5810 tn, up ¥135.7 bn, or 5.6% YoY. ✓ Continue to prioritize customer traffic and net sales growth to expand market share. ◼ Operating income is expected to reach ¥184.0 bn, up ¥9.2 bn, or 5.2% YoY. Operating margin is expected to be 7.1%, down 0.1 pt YoY. ✓ We may allow gross margin to decline temporarily as we prioritize a swift response to changes in consumer behavior. At the same time, we plan to advance our new PB/OEM strategy and take appropriate pricing actions in response to higher costs. ✓ The SG&A ratio is expected to remain in line with FY6/26, despite higher SG&A expenses from growth investments in new store openings, human capital, marketing, and AI. ◼ Olympic Group expects an operating loss of ¥5.0 bn, reflecting investments in its transformation. (See pp. 28–32.) (Bn yen)
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© Pan Pacific International Holdings Corporation Assumptions Underlying FY6/27 Guidance – By Segment 26 FY6/27 Guidance by Business Segment1 Net Sales Change Gross Profit Margin Change SG&A Ratio Change Operating Income Change Operating Margin Change Discount Store 1,652.0 +6.5% 27.9% +0.1 pt 21.0% +0.3 pt 114.5 +3.9 6.9% (0.2) pt UNY 492.0 +2.6% 33.2% ±0.0 pt 26.0% (0.1) pt 35.5 +1.6 7.2% +0.1 pt North America2 274.0 (1.6)% 39.0% +0.1 pt 36.3% (0.6) pt 7.5 +1.6 2.7% +0.7 pt Asia 97.0 (2.5)% 35.6% (0.1) pt 28.4% (1.7) pt 7.0 +1.5 7.2% +1.6 pt Olympic 106.0 – 38.7% – 43.4% – (5.0) – (4.7)% – Others3 66.0 – – – – – 19.5 +0.6 – – Total 2,687.0 +9.9% 31.6% +0.2 pt 24.9% +0.7 pt 179.0 +4.2 6.7% (0.5) pt Total excl. Olympic 2,581.0 +5.6% 31.3% (0.1) pt 24.2% (0.1) pt 184.0 +9.2 7.1% (0.1) pt (Bn yen) Notes: 1. FX assumptions: USD 1 = ¥150.00, HKD 1 = ¥19.00, SGD 1 = ¥115.16, THB 1 = ¥4.63, MYR 1 = ¥35.15, TWD 1 = ¥4.87, and MOP 1 = ¥18.45 2. Includes Gelson’s operating income after goodwill amortization of ¥3.60 bn in FY6/27 (FY6/26: ¥3.83 bn). 3. Kanemi was consolidated from Q2 FY6/26; FY6/27 includes an incremental ¥0.7 bn in Q1 operating income.
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© Pan Pacific International Holdings Corporation Assumptions Underlying FY6/27 Guidance – Segment Details ◼ Discount Store Business ✓ Same-store sales are expected to increase 4.5% YoY. 25 new store openings are planned, excluding format conversions. ✓ Tax-free sales are expected to reach ¥264.0 bn, up 17.3% YoY; PB/OEM sales are expected to reach ¥460.0 bn, up 21.2% YoY. ✓ Focus on balancing greater customer appeal through enhanced pricing strategies and appropriate pricing actions to address cost inflation. ✓ Gross margin is expected to remain in line with FY6/26, primarily supported by PB/OEM initiatives and tax-free sales growth. ✓ Expect increases in marketing and AI investments, new store openings, talent investments, and utility costs. ◼ UNY Business ✓ Same-store sales are expected to increase 2.5% YoY. ✓ PB/OEM sales are expected to reach ¥140.0 bn, up 8.6% YoY. ✓ Focus on balancing greater customer appeal through enhanced pricing strategies and appropriate pricing actions to address cost inflation. ✓ The SG&A ratio is expected to improve through sales growth and productivity improvements, despite higher store renovation and utility costs. ◼ North America Business ✓ Same-store sales are expected to decrease 1.0% YoY. 1 new store opening is planned. • Net sales are expected to decline by ¥9.8 bn due to store closures and FX. • Marukai expects profit growth as new Tokyo Central stores become profitable. Guam and Hawaii also expect profit growth through operational improvements. • Gelson’s expects lower profit despite initiatives to rebuild customer appeal and improve operations. ◼ Asia Business ✓ Same-store sales are expected to increase 1.0% YoY. 2 new store openings are planned. • Net sales are expected to decline by ¥4.0 bn due to store closures and FX. • All stores in Asia are expected to be profitable. Further profitability improvement is expected through better store operations and higher productivity. 27
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© Pan Pacific International Holdings Corporation Driving Market Share Gains Olympic Group Mid-Term Plan 28
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© Pan Pacific International Holdings Corporation Olympic Group Mid-Term Plan - Growth Strategy Olympic Group’s transformation is underway as the first step in our M&A strategy under the Long- Term Management Plan. Given limited expected cannibalization between Olympic Group stores in Greater Tokyo and existing PPIH stores, we plan to convert stores to Don Quijote, MEGA Don Quijote or Robin Hood based on location characteristics, targeting significant sales and profit growth. Targeting map by domestic formats MEGA Donki Out of target scope ApitaPiago Urban Downtown Donki Single-Person Household Family HouseholdTourist Newly Formed Families Students Working Adults Active Seniors Visitors to Japan Workplace/School/ Leisure Spots (Catchment Area: Within 1km) Commute Route (Catchment Area: 1km-3km) Walk or Bike Distance (Catchment Area: 1km-5km) Car Distance (Catchment Area: 5km-20km) Suburban RoadsideNear Stations/Urban Suburbs Rail-side Donki Robin Hood Inbound-focused Satellite Donki Pure (Traditional) Donki 29
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© Pan Pacific International Holdings Corporation Olympic Group Mid-Term Plan – KPIs We expect to double net sales over 5 years to ¥200.0 bn and achieve an operating margin of 6%. We plan to complete format conversions and post-merger integration within 3 years. Over the longer term, we expect to raise the operating margin to the PPIH Group level by converting all stores, generating economies of scale, optimizing supply chain management, and integrating systems. FY2/26 Results FY6/27 FY6/28 FY6/29 FY6/31 Change (vs. FY2/26) Net Sales 98.2 106.0 Return to profitability PMI completed & Final phase of format conversion 200.0 +101.8 Operating Income (2.4) (5.0) 12.0 +14.4 Operating Margin (2.4)% (4.7)% 6.0% +8.4 pt EBITDA1 (0.5) (2.0) 16.0 +16.5 Investment – Approx. 10.0 Approx. 14.0 Approx. 8.0 Maintenance CAPEX only – ▷ Growth Targets Enabled by the Integration ◼ Olympic Group store count ✓ Stores located on the same site or within the same complex are counted as 1 store, resulting in a defined store count of 98. We plan to convert all stores to new formats. For specialty stores, we will consider integration to maximize synergies with PPIH’s merchandising capabilities. ◼ Investment cost ✓ We expect total investment of approximately ¥32.0 bn over the 3 years beginning in FY6/27, including construction, fixtures, and repair costs. Net Sales (Bn yen) Op. income (Bn yen) Net sales CAGR: 15.3% Operating margin: Targeting the PPIH group level over the long term 1. EBITDA = Operating Income + Depreciation and Amortization (Bn yen) -5 0 5 10 15 20 25 -50 0 50 100 150 200 250 FY2/26 FY6/31 FY6/35 Net sales Operating income 30
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© Pan Pacific International Holdings Corporation Olympic Group Mid-Term Plan – PMI Roadmap 31 We expect to complete the format conversions and PMI within 3 years. UNY’s PMI took 6 years, but the expertise gained through those conversions, efficient resource sharing enabled by the proximity of the two headquarters, and experienced talent capable of executing new store openings and conversions in parallel are expected to accelerate the integration. Timeline Year 1 Dec. 2026–Nov. 2027 Year 2 Dec. 2027–Nov. 2028 Year 3 Dec. 2028–Nov. 2029 Year 4 and Beyond Milestone Integration Launch Turn Profitable Complete PMI Expand Profitability PPIH Group Embed PPIH’s “The Source (Genryu)” practices across Olympic Group Integrate back-office operations and IT systems Realize synergies and reorganize logistics • Establish personnel transfers from Olympic as a standard career path, expanding career opportunities • Drive earnings contributions from converted stores Planned Store Conversions • MEGA Don Quijote: 21 • Pure (Traditional) Don Quijote: 21 • Robin Hood: 56 ✓ Convert 33 stores • Launch format conversions • Assign UDR- experienced personnel as district managers • Assign 2 merchandising leads ✓Convert 40 stores • Complete conversions of Don Quijote or MEGA Don Quijote in approximately 2 years • Promote store-level management by Olympic personnel ✓Convert 25 stores • Complete conversions by October 2029 • Transition to store operations led by Olympic personnel Existing Olympic Group Stores • Optimize pricing • Strengthen KVI sales • Run promotions • Introduce PPIH PB/OEM products • Streamline procurement channels to reduce costs • Develop products across the Group by leveraging Olympic’s specialist merchandising. ▷ PMI Roadmap Note: Number of store conversions (fiscal year-end basis): 18 stores in FY6/27, 39 stores in FY6/28, 30 stores in FY6/29, and 11 stores in FY6/30. Scheduled to reopen after conversion in December 2026: Olympic Takaido → MEGA Don Quijote; Olympic Kita-Shinjuku → Robin Hood
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© Pan Pacific International Holdings Corporation PPIH × Olympic: Growth Strategy for Greater Tokyo Market Share Gains 32 ▷ Olympic Integration: Greater Tokyo Market Share Growth (Tokyo and 7 Surrounding Prefectures) We plan to expand the number of stores offering fresh foods in Greater Tokyo from 41 to 118 over 5 years through conversions to MEGA Don Quijote and Robin Hood. Accelerating food sales growth is expected to build a leading customer base and greater buying power, supporting our ¥1.0 tn net sales target for Greater Tokyo by FY6/35. ◼ Current Footprint ✓ We currently operate 41 stores offering fresh foods across Greater Tokyo (Tokyo and 7 surrounding prefectures), comprising 21 MEGA Don Quijote stores, 7 UDR stores, and 13 Apita stores. ✓ Only 3 stores in Tokyo offer fresh foods, leaving significant room to expand the customer base and brand awareness in the category. ✓ Leverage Olympic Group’s Greater Tokyo footprint to expand food sales beyond the current focus on inbound tourists and trend-driven products. ◼ Merchandising Strategy ✓ Food and Fresh Foods: Upgrade store infrastructure, introduce PPIH’s PB/OEM products, and leverage Olympic Group’s procurement and sourcing capabilities in Greater Tokyo. • Prepared Foods: Expand Robin Hood’s prepacked prepared food offerings. In addition, strengthen MEGA Don Quijote’s in-store prepared food offerings by leveraging Kanemi’s product development capabilities and expanded supply capacity as Kanemi begins a full-scale rollout in Greater Tokyo. ✓ Non-Food: Expand cosmetics, skincare, mobile accessories, character merchandise, and other categories based on store format, store size, and local demand. ✓ Generate PPIH-wide synergies by leveraging Olympic Group’s specialty merchandising capabilities in bicycles, pet products, home improvement, and alcoholic beverages. • We expect some cannibalization at a small number of stores but anticipate minimal overall impact. FY6/26 FY6/31 Change FY6/35 Store Count 217 315 +45.2% (+98) 400 Food Sales ¥266.8 bn ¥376.2 bn +41.0% (+¥109.4 bn) ¥500.0 bn Net Sales ¥622.5 bn ¥822.5 bn +32.1% (+¥200.0 bn) ¥1 tn ▷ Fresh Food Expansion in Tokyo
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© Pan Pacific International Holdings Corporation Driving Market Share Gains Robin Hood Format Update 33
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© Pan Pacific International Holdings Corporation 転換前 転換後 ≤20 30s 40s 50+ 70.9% 20.9% Food Non-food Robin Hood – All 5 Converted Stores on Track, Delivering Significant Changes Format conversions have significantly changed sales, customer demographics, and the sales mix, attracting new customer segments and driving top-line growth. Non-food remains an opportunity for improvement. We continue to test and refine the format to improve profitability and normalize SG&A, with the goal of establishing a 6% operating margin model to accelerate store openings. ① Sales & Customer Traffic ② Customer Demographics Before After Sales +78.9% Note: ①– ③ show cumulative results for Jimokuji (May–July) and both Kasamatsu and Toyokawa (June–July). Food sales include concession sales. ② is based on majica app member data. 85.1% 14.9% Non-food: +143.4% Food: +67.8% 70.3% 16.8% 79.7% 20.3% Before After Traffic +48.6% ◼ Results from the First 3 Converted Stores: Jimokuji, Toyokawa, and Kasamatsu ① Sales and customer traffic: Net sales increased 78.9%, including the initial post-opening boost, and customer traffic increased 48.6%, driven by an expanded new product assortment and revamped selling space. The subsequent Kubota and Kanuki stores also continue to perform well. ② Customer demographics: The Robin Hood rebranding and enhanced product mix attracted new customers. The share of customers aged 40 and under increased 11.2 pt, suggesting stronger penetration among students, singles, and dual-income households and significantly changing the customer mix. ③ Sales mix: Non-food accounted for 20.3% of net sales, up 5.4 pt, driven primarily by character merchandise and daily consumables. Gross margin fell short of plan, and we are reviewing the non-food offering to drive both sales growth and improved profitability. ③ Sales Mix Before After 59.2% 21.0% 13.1% Before After 70.3% 8.9% 6.7%3.9% 59.2% 21.0% 13.1%16.8% 34
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© Pan Pacific International Holdings Corporation Robin Hood – Establishing a New Model and Launching Expansion in Greater Tokyo 35 Olympic Kita-Shinjuku will serve as the first Robin Hood 300-tsubo* model, leveraging its convenient location to capture demand along customers’ daily routines and establish a high-frequency shopping model. We plan to expand through format conversions from Olympic stores, primarily in Greater Tokyo, strengthening our customer base. 300-Tsubo* Model 500-Tsubo* Model Catchment Area Within 3 km (walk/bike) Within 5 km (walk/bike/car) Location Along daily commuting routes near train stations Residential areas along major roads Target Customers Students, singles, dual-income households Students, singles, dual-income households, young families Merchandise Food: Enhanced assortment of prepared foods and quick-and- easy meal solutions to meet time-saving needs Non-food: Everyday essentials and frequently purchased items, with an expanded assortment of Don Quijote’s strong seasonal categories, including bedding, portable appliances, and fashion accessories. In addition to the 300-tsubo* model assortment: Food: Broad selection of fresh foods and refrigerated daily foods Non-food: Expand the assortment beyond everyday essentials to include more discretionary products Store Positioning A convenient stop along daily commuting and school routes (2-4 visits per week) Regular shopping destination (twice per month) ◼ Robin Hood Expansion Roadmap ✓ FY6/27: Complete validation of 5 existing Robin Hood stores and convert 6 stores in Greater Tokyo. ✓ FY6/28 onward: Establish the models and accelerate expansion. ✓ Growth will be driven by 3 formats: Olympic conversions, Piago conversions, and new store openings. ✓ Sub-small-format stores (under 200 tsubo*) will be deployed selectively. ◼ 300-Tsubo* Model ✓ The 300-tsubo* model leverages Olympic’s convenient locations to accelerate demand capture in compact catchment areas. ✓ Unlike the 500-tsubo* model, the format will optimize the food and non-food assortment and sales floor layout to encourage cross-category purchases, targeting higher visit frequency and more items per basket as an everyday shopping destination. ① Validate 5 existing 500- tsubo* stores ② Open six 300- tsubo* stores in Greater Tokyo Accelerate conversions 60+stores 200–300 stores FY6/27 FY6/29 FY6/35 *500-tsubo: approx. 1,650 m², 300-tsubo: approx. 990 m², 200-tsubo: approx. 660 m²
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© Pan Pacific International Holdings Corporation Capital Allocation 36
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© Pan Pacific International Holdings Corporation Capital Allocation Framework Shareholder Returns ¥600.0 bn Funding and Other Sources Driving Corporate Value through Growth Investment and Business Reinvestment, While Enhancing Shareholder Returns through Improved Earnings Power and Capital Efficiency ◼ The capital allocation framework presented here applies to the domestic business, as the direction of the overseas business has yet to be determined. ◼ Establish 6 investment pillars, centered on market share expansion, supply chain enhancement, and customer-focused marketing. ◼ Target a long-term total payout ratio of 40%. Investment in Market Share Expansion: ¥800.0 bn+ • Expand the store network through openings in existing formats and the development of new formats. • Enter new markets and access new customer segments through store expansion and M&A. Investment in Supply Chain Enhancement: ¥100.0 bn+ • Strengthen existing product offerings, including Kanemi. • Secure strategic access to product categories targeted for future growth, including through M&A. Investment in Customer-Focused Marketing, a Priority Area for AI Investment: ¥100.0 bn+ • Transform the majica app, including pricing. • Create and deliver new value for customers. Investment in Branding Across Formats, Stores, and Products: ¥50.0 bn+ Investment in Human Capital, a Priority Area for AI Investment: ¥50.0 bn+ • Strengthen employee capabilities to implement AI solutions that support sales operations and improve productivity. Reinvestment in Existing Businesses to Strengthen the Foundation for Sustainable Growth • Store operations: ¥150.0 bn; facilities and IT: ¥300.0 bn, including infrastructure development. Dividends: Maintain a Progressive Dividend Policy, with Steady Dividend Increases as the Basic Policy Share Repurchases: Prioritize Growth Investment Opportunities and Conduct Share Repurchases on a Flexible Basis When They Contribute to Improved Capital Efficiency Domestic Cash In Domestic Cash Out Existing Business Reinvestment ¥450.0 bn Operating CF ¥1.9 tn Growth Investment: At least ¥1.1 tn 37 FY6/26-FY6/35 Cumulative Capital Allocation
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© Pan Pacific International Holdings Corporation Improving Earnings Power • Expand PB/OEM growth categories and strengthen buying power through economies of scale. • Differentiate products, stores, and formats through branding that creates unique value and a distinctive identity. • Strengthen human capital through PPIH-style sales support to increase net sales and profit per employee. Improving Asset Efficiency • Advance post-M&A format conversions and PMI. • Expand the majica app membership base to drive customer traffic and average ticket. • Increase store and shelf productivity through merchandising reforms and supply chain management. • Optimize inventory turnover through proprietary shelf-life management and other initiatives. Financial Strategy Achieving an Optimal Capital Structure • Maintain financial discipline aligned with target credit ratings while optimizing funding. • Optimize capital allocation by prioritizing growth investments across 6 investment pillars. (See p. 37.) • Enhance shareholder returns through dividends and share repurchases. Expanding Market Share • Expand the store network through new store openings, format conversions, and M&A. • Develop new store formats. • Secure product categories with strong growth potential, including prepared foods. • Leverage AI to develop new products and trend-driven MD, supporting product discovery, procurement, and in-store execution. ▷ PPIH-Style Market Share Expansion × Operational Excellence × DuPont Analysis Drive growth investments and market share expansion through an optimal capital structure. Combine our accumulated business assets with PPIH-style operational excellence to sustainably enhance earnings power and asset efficiency, with the aim of maintaining and further improving ROE at 15%. Capital Allocation Framework (cont’d) PPIH-Style Operational Excellence • Continuously develop successful models by responding rapidly to evolving customer needs and market trends through autonomous decision-making enabled by delegation of authority and fast PDCA cycles. • Encourage experimentation in a culture that fosters learning from failure, scale successful initiatives across the organization, and strengthen competitive advantages. × × × 38
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© Pan Pacific International Holdings Corporation Appendix 39
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© Pan Pacific International Holdings Corporation Financial Highlights: Q4 FY6/26 (Bn yen) 1Q4 FY6/25 Q4 FY6/26 Amount % of net sales Amount % of net sales Change YoY (%) Net sales 558.6 100.0% 618.7 100.0% +60.2 +10.8% Gross profit 178.0 31.9% 195.7 31.6% +17.7 +9.9% SG&A 144.4 25.9% 158.4 25.6% +14.0 +9.7% Operating income 33.6 6.0% 37.3 6.0% +3.7 +11.0% Ordinary profit 32.9 5.9% 37.1 6.0% +4.3 +13.0% Profit attributable to owners of parent 14.6 2.6% 16.1 2.6% +1.5 +10.1% 【Q4 FY6/26: April 1, 2026 to June 30, 2026】 40
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© Pan Pacific International Holdings Corporation Business Segment Results: Q4 and FY6/26 DS UNY Asia2 North America1,3 Others/Adjustments Q4 FY6/25 Q4 FY6/26 Change Q4 FY6/25 Q4 FY6/26 Change Q4 FY6/25 Q4 FY6/26 Change Q4 FY6/25 Q4 FY6/26 Change Q4 FY6/25 Q4 FY6/26 Change Net sales 364.9 391.2 +26.4 113.5 116.0 +2.4 24.3 27.1 +2.8 62.2 69.9 +7.7 (6.4) 14.5 +20.9 Gross profit 101.5 110.8 +9.2 39.6 39.0 (0.6) 8.5 9.5 +0.9 22.3 27.5 +5.2 6.1 9.0 +2.9 GP margin 27.8% 28.3% +0.5 pt 34.8% 33.6% (1.2) pt 35.1% 34.8% (0.3) pt 35.8% 39.4% +3.6 pt – – – SG&A 80.0 83.6 +3.6 32.0 33.1 +1.1 7.7 7.7 0 22.8 26.5 +3.8 1.9 7.5 +5.5 OP income 21.5 27.2 +5.6 7.5 5.9 (1.6) 0.9 1.7 +0.9 (0.5) 1.0 +1.5 4.2 1.5 (2.7) OP margin 5.9% 6.9% +1.0 pt 6.6% 5.1% (1.5) pt 3.5% 6.3% +2.8 pt (0.8)% 1.4% +2.2 pt – – – EBITDA4 25.2 31.2 +6.0 9.8 8.3 (1.5) 1.4 2.2 +0.8 1.9 3.7 +1.8 7.7 6.1 (1.6) EBITDA margin 6.9% 8.0% +1.1 pt 8.7% 7.2% (1.5) pt 5.9% 8.2% +2.3 pt 3.0% 5.3% +2.3 pt – – – DS UNY Asia2 North America1,3 Others/Adjustments5 FY6/25 FY6/26 Change FY6/25 FY6/26 Change FY6/25 FY6/26 Change FY6/25 FY6/26 Change FY6/25 FY6/26 Change Net sales 1,445.3 1,550.7 +105.4 470.2 479.4 +9.2 91.5 99.5 +8.0 260.4 278.6 +18.2 (20.7) 37.1 +57.8 Gross profit 402.6 431.8 +29.2 161.6 159.3 (2.3) 33.3 35.5 +2.3 96.7 108.3 +11.6 22.6 33.6 +11.0 GP margin 27.9% 27.8% (0.1) pt 34.4% 33.2% (1.1) pt 36.3% 35.7% (0.6) pt 37.1% 38.9% +1.8 pt – – – SG&A 298.8 321.1 +22.3 126.3 125.3 (1.0) 31.2 30.0 (1.2) 92.5 102.7 +10.1 5.6 14.5 +8.9 OP income 103.8 110.7 +6.9 35.3 34.0 (1.3) 2.1 5.5 +3.5 4.1 5.6 +1.5 17.0 19.0 +2.1 OP margin 7.2% 7.1% (0.1) pt 7.5% 7.1% (0.4) pt 2.2% 5.5% +3.3 pt 1.6% 2.0% +0.4 pt – – – EBITDA4 117.1 125.7 +8.6 44.5 43.3 (1.2) 4.7 7.7 +3.0 13.7 15.7 +2.0 30.5 35.7 +5.2 EBITDA margin 8.1% 8.1% 0.0 pt 9.5% 9.0% (0.4) pt 5.1% 7.7% +2.6 pt 5.3% 5.6% +0.4 pt – – – 【Q4: April 1, 2026 to June 30, 2026 】 【FY6/26: July 1, 2025 to June 30, 2026】 (Bn yen) 1. Figures for North America are the total of DQ USA, Marukai, QSI, Gelson’s, Guam and Mikuni. FY: July 2025 to June 2026 for Gelson’s; April 2025 to March 2026 for all other entities 2. Figures for Asia are the total of PPRM (SG), PPRM (HK), DONKI Thailand, PPRM (TW), PPRM (MY), and Macau PPRM (MO). FY: April 2025 to March 2026 3. Gelson's operating income is presented after goodwill amortization of ¥3.83 bn in FY6/26 (Reference: ¥3.68 bn in FY6/25). 4. EBITDA = Operating income + Depreciation of property, plant and equipment + Amortization of intangible assets + Stock-based compensation 5. Key factors affecting operating income in Others/Adjustments: +¥2.0 bn from the financial services business, +¥1.7 bn fromKanemi, −¥1.0 bn from PPIT, and −¥0.8 bn from PPIH, among others. (Bn yen) 41
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© Pan Pacific International Holdings Corporation SG&A Breakdown: Q4 and FY6/26 Q4 FY6/25 Q4 FY6/26 Amount Ratio Amount Ratio YoY SG&A 144.4 25.9% 158.4 25.6% +9.7% Personnel expense1 63.7 11.4% 67.4 10.9% +5.9% Rent 15.8 2.8% 16.7 2.7% +5.4% Commission paid 19.5 3.5% 23.2 3.7% +18.9% Depreciation and amortization 10.3 1.8% 11.7 1.9% +13.4% Utilities 7.9 1.4% 8.1 1.3% +3.4% Other 27.2 4.9% 31.3 5.1% +15.0% FY6/25 FY6/26 Amount Ratio Amount Ratio YoY SG&A 554.4 24.7% 593.6 24.3% +7.1% Personnel expense1 252.0 11.2% 267.4 10.9% +6.1% Rent 63.2 2.8% 66.3 2.7% +4.8% Commission paid 71.6 3.2% 80.5 3.3% +12.6% Depreciation and amortization 39.6 1.8% 43.7 1.8% +10.5% Utilities 34.6 1.5% 34.2 1.4% (1.2)% Other 93.5 4.2% 101.5 4.2% +8.6% 【Q4: April 1, 2026 to June 30, 2026 】 【FY6/26: July 1, 2025 to June 30, 2026 】 (Bn yen) (Bn yen) 1. Personnel expenses = Salaries and allowances + Bonuses + Legal welfare expenses + Retirement payment + Recruitment expenses 42
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© Pan Pacific International Holdings Corporation FY6/25 FY6/26 Amount Ratio Amount Ratio YoY Domestic DS 1,396.1 62.1% 1,505.3 61.6% +7.8% Home electrical appliances 92.4 4.1% 93.2 3.8% +0.9% Miscellaneous household goods 393.5 17.5% 428.8 17.5% +9.0% Foods 613.7 27.3% 654.8 26.8% +6.7% Watches and fashion merchandise 182.2 8.1% 200.9 8.2% +10.2% Sporting goods and leisure goods 92.3 4.1% 105.2 4.3% +14.0% Others 22.0 1.0% 22.3 0.9% +1.5% Domestic UNY 426.2 19.0% 449.8 18.4% +5.5% Home electrical appliances 6.2 0.3% 7.5 0.3% +22.6% Miscellaneous household goods 44.2 2.0% 45.4 1.9% +2.8% Foods 313.9 14.0% 336.3 13.8% +7.1% Watches and fashion merchandise 52.1 2.3% 50.7 2.1% (2.7)% Sporting goods and leisure goods 8.8 0.4% 9.6 0.4% +8.8% Others 1.0 0.0% 0.2 0.0% (79.5)% Overseas 348.1 15.5% 361.3 14.8% +3.8% North America1 257.1 11.4% 262.3 10.7% +2.0% Asia2 91.0 4.1% 99.0 4.0% +8.7% Others3 76.4 3.4% 128.8 5.3% +68.6% External sales 0.0 0.0% 36.6 1.5% - Others 76.4 3.4% 92.2 3.8% +20.7% Total 2,246.8 100.0% 2,445.3 100.0% +8.8% Consolidated Business Segment Overview: FY6/26 【FY: July 1, 2025 to June 30, 2026 】 (Bn yen) 1. FY: Jul. 2025 to Jun. 2026 for Gelson’s; Apr. 2025 to Mar. 2026 for all other entities. 2. FY: Apr. 2025 to Mar. 2026 3. Includes tenant leasing business, credit card business, Kanemi, and other related businesses. 43
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© Pan Pacific International Holdings Corporation Business Segment Format/ Region Q1 Q2 Q3 Q4 FY6/26 SummaryJul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Discount Store Don Quijote (DQ) New Stores: 25 Format conversions: 5 Small Format Robin Hood Overseas*1 DON DON DONKI (Asia) New Stores: 5*2 North America New Store Openings/Format Conversions: FY6/26 44 1. Overseas stores are shown under their opening months 2. Due to different fiscal year-ends, period covered: Jul. 2025 to Jun. 2026 for Gelson's; Apr. 2025 to Mar. 2026 for all other entities. Hatchōbori Nishi (Hiroshima) Kirakira Donki Sendai Nagamachi (Miyagi) Tokyo Central Irvine (California) Central Westgate (Thailand) Tokyo Central Emeryville (California) Gelson's Toluca Lake (California) Shijo-dori (Kyoto) Kohoku Northport (Kanagawa) MEGA DQ Katano (Osaka) Yashima (Kagawa) Takayama (Gifu) Apita Matsusaka Mikumo (Mie) Oizumi (Tokyo) Re:Price Kumagaya NITTOH MALL (Saitama) Chiba Fujimi (Chiba) Kirakira Donki Ebina (Kanagawa) Togoshi Ginza (Tokyo) Ichikawa Eki Kitaguchi (Chiba) Omiyage Donki 730 COURT (Okinawa) Kirakira Donki Mi-ts Kokubunji (Tokyo) Robin Hood Kanuki (Shizuoka) Robin Hood Toyokawa (Aichi) Robin Hood Jimokuji (Aichi) Robin Hood Kasamatsu (Gifu) Robin Hood Kubota (Mie) Tenjin Nishi-dori (Fukuoka) Hofu (Yamaguchi) Asakusa EKIMISE (Tokyo) MEGA DQ (Fukushima) Gifu- Hashima (Gifu) MEGA DQ Kitami (Hokkaido) Niitsu (Niigata) Hamano (Chiba) Matsumoto (Nagano)
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© Pan Pacific International Holdings Corporation Domestic Retail Stores FY6/24 FY6/25 FY6/26 Q1 Q2 Q3 Q4 Discount Store business 501 525 525 532 534 548 Don Quijote 262 285 285 289 292 301 MEGA Don Quijote1 143 143 143 143 143 146 (MEGA) Don Quijote UNY 62 62 62 62 62 62 Small Format2 34 35 35 38 37 39 UNY business3 131 130 130 129 129 128 Domestic total 632 655 655 661 663 676 Overseas Stores FY6/24 FY6/25 FY6/26 Q1 Q2 Q3 Q4 North America5 65 76 77 78 78 79 California 37 46 47 48 48 49 Hawaii 28 29 29 29 29 29 Guam – 1 1 1 1 1 Asia 45 48 45 45 45 44 Singapore 16 17 17 17 17 16 Hong Kong 10 11 10 10 10 10 Thailand 8 8 7 8 8 8 Taiwan 5 6 6 6 6 6 Malaysia 4 4 3 2 2 2 Macau 2 2 2 2 2 2 Overseas total4 110 124 122 123 123 123 Group total 742 779 777 784 786 799 Store Count by Region and Format 1. Includes NEW MEGA format 2. Includes Picasso, Essence, Kyoyasudo, Domise, Ekidonki, Soradonki, Jonetz Shokunin, Kirakira Donki and Nagasakiya 3. Includes Apita, Piago, U-STORE, PiagoPower, Power Super Piago, and Robin Hood etc. 4. Overseas subsidiaries, except Gelson’s which closes its fiscal year in June, close their fiscal year in March. Store counts for each quarter adjust to match each subsidiary’s fiscal period. 5. Includes Mikuni Restaurant Don Quijote Tenjin Nishi-dori (Fukuoka) Jun MEGA Don Quijote Kitami (Hokkaido) Jun 45
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© Pan Pacific International Holdings Corporation Other Information Inquiries IR Division, Pan Pacific International Holdings Corporation Dogenzaka-dori 8F, 2-25-12 Dogenzaka, Shibuya-ku, Tokyo 150-0043 TEL: +81-(0)3-6416-0418 ｜ FAX: +81-(0)3-6416-0994 e-mail : ir@ppih.co.jp Key Date Q1 Earnings – FY6/27 November 12, 2026 (scheduled) ｜ Venue TBD Cautionary Statement Regarding Forward-Looking Statements The purpose of this document is solely to provide information to investors, and does not constitute a solicitation to buy or sell securities. The forward-looking statements set out in this document are based on targets and forecasts, and do not provide any commitments or guarantees. While forward-looking statements are prepared based on various data that we consider to be reliable, we do not provide any guarantees on their accuracy or safety. This document is presented based on the premise that it will be used at the discretion and responsibility of the investor, regardless of purpose of use, and Pan Pacific International Holdings Corporation bears no responsibility in any circumstances.
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© Pan Pacific International Holdings Corporation Dogenzaka-dori 8F, 2-25-12 Dogenzaka, Shibuya-ku, Tokyo 150-0043 TEL: +81-(0)3-6416-0418 / FAX: +81-(0)3-6416-0994 / E-mail: ir@ppih.co.jp https://ppih.co.jp/en/