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TOTECH Group Supplementary Material for Q1 FY3 / 27 TOTECH CORPORATION August 7 , 2026 Totech Group ] ここちよい 未来 を アシスト
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Q1 FY3/27 Results Overview: Record High Q1 Net Sales 2 ◼ Net sales increased steadily in both the Product Sales and Construction businesses, driven by demand associated with redevelo pment projects in major metropolitan areas, as well as private-sector investment projects, including data centers, factories, and hotels, and p ublic-sector projects. Although operating profit benefited from higher sales and an improved gross profit margin, it declined slightly year on year as we accelerated investments in human capital based on Second Mid -Term Management Plan. ◼ Orders remained strong, supported by solid order intake in Japan and large long -term contracts secured by overseas group company, resulting in significant increases in both orders received and the order backlog. Financial Results: Record high first-quarter net sales, while operating profit declined 12% YoY due to strategic investments in human capital. Net Sales ¥36.6 billion （+1.5％ YoY） Operating Profit ¥2.6 billion （-12.4％ YoY） Operating Profit Margin 7.1％ （-1.1ppt.） 317 361 366 22.2 29.6 26.0 0 10 20 30 40 50 0 200 400 Q1 FY3/25 Q1 FY3/26 Q1 FY3/27 3-period comparison Net sales (left axis) Operating profit (right axis) 2 例年1Qは 固定費先行 20.5% 3.8% Progress rate (Outside: Net sales, Inside: Operating profit Q1 Net Sales (Forecast): ¥180.0 billion Operating Profit (Forecast): ¥18.0 billion Progress rate: 20.4％ Progress rate: 14.5％ (100 million yen) Orders Received ¥87.4 billion （+54.1％ YoY）
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Q1 FY3/25 Results Q1 FY3/26 Results Q1 FY3/27 Results Profit margin ％ YoY Change Net sales 317 361 366 － ＋5 Operating profit 22 29 26 7.1％ -3 Ordinary profit 26 32 29 8.1％ -3 Profit attributable to owners of parent 20 21 19 5.4％ -2 Consolidated Statements of Income 3 ◼ Net sales increased 1.5% YoY (up ¥0.5 billion). ◼ Operating profit declined by ¥0.3 billion YoY to ¥2.6 billion. Because, product sales were strong in both revenue and operating profit, but the progress of the first quarter shifted to the second quarter and beyond due to the larger and longer instrumentation construction projects. In addition, because of investments in human resources Ordinary profit and profit attributable to owners of parent also declined for the same reasons. (100 million yen)
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Quarterly Performance 4 317 366 420 455 361 423 447 469 366 0 100 200 300 400 500 Q1 Q2 Q3 Q4 FY3/25 FY3/26 FY3/27 22 36 43 45 29 43 49 50 26 0 10 20 30 40 50 Q1 Q2 Q3 Q4 FY3/25 FY3/26 FY3/27 1,559 1,700 1,800 0 500 1,000 1,500 FY3/25 FY3/26 FY3/27 (Forecast) 146 171 180 0 50 100 150 200 FY3/25 FY3/26 FY3/27 (Forecast) Quarterly Net Sales Year-end Net Sales Quarterly Operating Profit (100 million yen) Year-end Operating Profit (100 million yen) (100 million yen) (100 million yen) ◼ Net sales increased year on year on a first-quarter basis, while operating profit declined.
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Change Factors for Net sales by Segment 5 ⚫ Product sales: +0.5 ⚫ Maintenance and repair: ＋3 ⚫ Internal sales: -3 ⚫ Construction work: +1 ⚫ Maintenance and repair: +3 ⚫ Internal sales: 0 ◼ Both the Product Sales Business and the Construction Business posted modest growth. (100 million yen) +5 （+1.5%） Increase Decrease
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Change Factors for Net sales by Business Field 6 (100 million yen) ◼ Net sales by business field remained generally solid, although the Instrumentation Business recorded a slight decline. ⚫ Product sales: +6 ⚫ Maintenance and repair: 0 ⚫ Product sales: 0 ⚫ Construction work: 0 ⚫ Maintenance and repair: -2 ⚫ Product sales: -3 ⚫ Construction work: -2 ⚫ Maintenance and repair: +5 ⚫ Product sales: -3 ⚫ Construction work: +4 ⚫ Maintenance and repair: +3 ⚫ Construction work: 0 ⚫ Maintenance and repair: 0 ＋5 （＋1.5%）Increase Decrease
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(100 million yen) Change Factors for Operating Profit 7 ◼ Net sales increased ¥0.5 billion YoY and ¥0.1 billion increased in cost of sales, in addition, general and administrative expenses increased by ¥0.7 billion primarily due to investments in human capital, resulting in operating profit of ¥2.6 billion, down ¥0.3 billion year on year. 26 -3 （-12.4％） Increase Decrease
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Segment Information 8 ◼ Sales of equipment in the Product Sales Business and construction work in the Construction Business both increased modestly. ◼ Maintenance and service operations continued to expand steadily in both the Product Sales Business and the Construction Business. * Segment net sales exclude intersegment sales. Q1 FY3/26 Q1 FY3/27 Net sales Net sales YoY ％ Product Sales Segment 204 205 +0.2％ Product sales 174 175 +0.3％ Maintenance and repair 41 44 +7.8％ Internal sales -11 -14 - Construction Segment 156 161 +3.1％ Construction work 128 130 +1.4％ Maintenance and repair 28 32 +13.3％ Internal sales -0 -1 - (100 million yen)
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Sales Breakdown by Segment 9 Q1 FY3/26 Q1 FY3/27 Net sales (100 million yen) Net sales (100 million yen) YoY HVAC Business 158 164 +3.4％ Product sales 149 155 +4.1％ Maintenance and repair 9 8 -6.6％ Instrumentation Business 66 64 -2.3％ Product sales 2 2 +42.1％ Construction work 54 53 -0.6％ Maintenance and repair 10 8 -19.9％ Energy Solution Business 38 38 +0.4％ Product sales 7 4 -44.2％ Construction work 23 20 -9.1％ Maintenance and repair 8 13 +64.2％ Affiliated companies (domestic) 97 101 +4.4％ Product sales 15 12 -20.5％ Construction work 45 50 +9.2％ Maintenance and repair 36 39 +8.9％ Affiliated companies (overseas) 11 12 +9.4％ Construction work 5 5 +1.2％ Maintenance and repair 5 6 +17.3％ Internal sales -11 -15 - ◼ By business division, the Instrumentation Business was lower sales due to a decline in maintenance and repair revenue, whilethe other businesses continued to perform solidly.
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Segment Sales and Gross Profit Margin 10 (100 million yen) (100 million yen) 6-year Trend YoY Comparison 204 205 156 161 35.3 34.4 21.4 22.5 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 0 50 100 150 200 250 Q1 FY3/26 Q1 FY3/27 Product Sales Segment (sales) Construction Segment (sales) Construction Segment (gross profit margin) Product Sales Segment (gross profit margin) ◼ The first-quarter gross profit margin improved by 0.5 percentage points year on year to 28.4%. ◼ 1.1 percentage point improvement in the gross profit margin of the Product Sales Business more than offset a 0.9 percentage point decline in the Construction Business. Overall Gross Profit Margin: 28.4% Overall Gross Profit Margin: 27.9% 789 726 714 788 838 906 937 378 369 386 477 568 652 761 27.5 30.5 32.4 31.1 29.4 33.9 34.8 18.7 20.2 20.3 20.6 20.7 21.2 22.4 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 0 100 200 300 400 500 600 700 800 900 1000 FY3/20 FY3/21 FY3/22 FY3/23 FY3/24 FY3/25 FY3/26 Product Sales Segment (sales) Construction Segment (sales) Construction Segment (gross profit margin) Product Sales Segment (gross profit margin) (Gross Profit Margin / %) (Gross Profit Margin / %)
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Balance Sheet / Cash Flow 11 FY3/26 Q1 FY3/27 Change Current assets 563 499 -63 Cash and deposits 113 120 +7 Notes and accounts receivable-trade, contract assets, and electronicallyrecorded monetary claims 397 329 -68 Inventories 37 36 -1 Other 14 13 -1 Non-current assets 587 630 ＋42 Property,plant and equipment 264 267 ＋3 Intangible assets 36 34 -1 Investments and other assets 287 327 ＋40 Total assets 1,151 1,130 -21 (100 million yen) Current liabilities 346 294 -52 Notes and accounts payable-trade, electronically recorded obligations-operating 155 119 -35 Short-term borrowings 49 64 ＋15 Other 141 109 -32 Non-current liabilities 67 89 ＋21 Long-term debt 3 3 -0 Other 64 86 ＋21 Net assets 736 746 +9 Total shareholders'equity 597 579 -18 Accumulated other comprehensive income, etc. 138 167 ＋28 Total liabilities and net assets 1,151 1,130 -21 Shareholders'equity ratio 64.0% 66.1% +2.1% (100 million yen) 11 増加 減少 FY3/25 FY3/26 Operating CF 138 95 InvestmentCF -11 -85 Free CF 127 10 Finance CF -84 -49 Cash balance 130 92 Increase Decrease (Reference)
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768 760 847 861 901 362 629 837 971 442 380 415 555 629 690 204 463 716 879 432 0 500 1,000 1,500 2,000 End-FY3/21 End-FY3/22 End-FY3/23 End-FY3/24 End-FY3/25 End-Q1 FY3/26 End-Q2 FY3/26 End-Q3 FY3/26 End-Q4 FY3/26 End-Q1 FY3/27 End-Q2 FY3/27 End-Q3 FY3/27 End-Q4 FY3/27 Orders Received 12 1,149 1,175 1,403 1,490 (100 million yen) Orders Received 商品販売 工事 ◼ In Japan, we continued to pursue strategic order acquisition while taking supply capacity into consideration. Together with a large long-term contract (over one year) worth approximately ¥10.0 billion secured by our Singapore subsidiary, Quantum Automation, orders received increased 54.1% year on year to ¥87.4 billion. ◼ Although the large-scale project secured by Quantum Automation carries a lower gross profit margin than domestic construction projects, we will continue to promote initiatives to expand our overseas business. 1,092 1,5541,592 874 YoY +54.1％ 567 1,850 +111.7％ (YoY) +22.1％ (YoY) Product Sales Segment Construction Segment
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308 355 413 436 431 580 604 577 465 702 147 263 352 421 468 525 606 650 598 872 0 300 600 900 1,200 1,500 1,800 End-FY3/21 End-FY3/22 End-FY3/23 End-FY3/24 End-FY3/25 End-Q1 FY3/26 End-Q2 FY3/26 End-Q3 FY3/26 End-Q4 FY3/26 End-Q1 FY3/27 End-Q2 FY3/27 End-Q3 FY3/27 End-Q4 FY3/27 1,210 Order Backlog 13 456 618 766 857 (100 million yen) Order Backlog 商品販売 工事 ◼ Supported by strategic order acquisition that takes supply capacity into account, order backlog continued to expand steadily. Including the large overseas project, order backlog increased 42.4% year on year. ◼ Order backlog in the Construction Business increased 66.1% year on year (including approximately ¥10.0 billion attributable to overseas projects), while order backlog in the Product Sales Business increased 21.0% year on year. 1,105 1,228 899 1,574 YoY +42.4％ 1,063 +66.17％ (YoY) +21.0％( YoY) Product Sales Segment Construction Segment
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Full-year Business Forecasts: FY3/27 14 FY3/26 （Results） FY3/27 (Forecasts) Pct. change Net sales 1,700 1,800 +5.9% Operating profit 171 180 +5.1% Ordinary profit 179 185 +2.9% Profit attributable to owners of parent 131 137 ＋4.3% (100 million yen) ◼ No change to the full-year forecast announced at the beginning of the fiscal year. [Business Environment Outlook] The construction industry surrounding our group is expected to continue seeing large-scale redevelopment projects, especially in urban areas. However, rising costs of goods and increasing logistics expenses are anticipated. Additionally, to boost employee motivation and attract top talent, we plan to raise our group-wide salary levels, which will lead to higher SG&A expenses. While the business environment remains uncertain, we aim to achieve higher sales andprofit through the execution of the business expansion strategy outlined in the Second Medium-term Management Plan..
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◼ For FY3/26, we implemented dividends 128 yen per share increase the annual dividend by 24 yen from the initial forecast. ◼ Based on the Second Medium-term Management Plan which is the shareholder return policy target to “DOE of 6% + progressive dividends.” [FY3/27 Dividend Forecast will be planned annual dividend: 128 yen Dividend Policy: Dividends Paid and Forecasts 15 We regard the return of profits to shareholders as an important management policy. We allocate profits based on business performance while improving profitability through effective business operations and strengthening our financial position. Profit return policy 5.0 5.6 5.6 5.6 5.6 16.3 20.3 24.0 35.0 42.0 12.3 16.6 21.0 22.3 40.6 37.6 48.0 85.0 92.0 86.0 0.0 25.0 50.0 75.0 100.0 125.0 150.0 FY3/18 FY3/19 FY3/20 FY3/21 FY3/22 FY3/23 FY3/24 FY3/25 FY3/26 FY3/27 (Forecast) Interim dividends Year-end dividend Commemorative dividend (Yen) 17.3 22.3 26.6 28 46.3 Dividends Paid and Dividend Payout Ratios 68.3 54 116 ※ 127 128 During the period of the Second Medium-term Management Plan, our basic policy will be to maintain “DOE of 6% + progressive dividends,” with the aim of providing stable dividends that are less susceptible to earnings fluctuations. Specific Indicators * The Company conducted a 3-for-1 stock split as of April 1, 2024. Dividends for the past fiscal years are calculated based on the number of shares after the stock split. 7.0
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Numerical Targets: Capital Policy / Shareholder Value 16 ◼ Maximize capital efficiency and shareholder value by achieving a ROE above the cost of shareholders' equity while optimizing the levels of strategic shareholdings and cash and cash equivalents. 13.6 13.1 14.9 15.6 13.5 11.8 12.0 14.2 19.5 19.5 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 5 8 11 14 17 20 ◼ In line with the Corporate Governance Code, we aim to reduce strategic shareholdings to 15% or less of consolidated net assets by the end of FY2030. →Proceeds from the sale of strategic shareholdings will be allocated to growth investments, debt reduction, and shareholder returns. ◼ We aim to optimize our cash position by balancing efficient capital utilization with financial resilience. While excess cash will be allocated to investments and shareholder returns, a certain level of cash will be maintained as part of our Business Continuity Plan (BCP), with approximately 1.5 months of monthly sales serving as a guideline. ◼ We estimate our current cost of shareholders' equity at approximately 9–10%, reflecting recent increases in long-term interest rates and investors' expected returns, representing an upward revision from the previous Medium-Term Management Plan. ◼ ROE has remained above 10% in each of the past ten fiscal years. Going forward, we target ROE of 12–15% while maintaining a positive equity spread. ROE and Cost of Shareholders' Equity Cost of Shareholders' Equity 9-10％ （％） Cost of Shareholders' Equity 8-9％
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<APPENDIX>
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Purpose and Long-term Vision Long-term Vision: Slogan FY2030 FY2025 FY2055 1 Founding 70th anniversary Joining the ranks of 100-year companies The Totech Group creates a comfortable environment that is rich in spirit. Our mission is to seek not only economic efficiency and convenience, but also the spiritual richness that lies beyond them. PURPOSE 18 Taking comfort to the next level. Comfort to people, society, and the earth. We pursue that "comfort" of a new era by capturing the changes in technological innovation and social organization, and aim to be a group that creates a comfortable environment that is one step ahead.
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Business HVAC business ◼ Distributer sales, installation, and maintenance and repair of HVAC for commercial buildings, etc. ◼ Major distributor (equipment dealer) of Daikin’s HVAC for commercial buildings in Japan Instrumentation business ◼ Design and installation of instrumentation equipment (including building automation and management systems) as well as distributer sales, construction, and maintenance and repair operations, etc. ◼ Major distributor of Azbil Corporation Energy solution business ◼ Distributer sales, installation, maintenance and repair of energy saving and generation equipment (solar panels, storage batteries) and generators ◼ Energy solutions (ESCO business) Domestic group companies ◼ Maintenance, repair and renewal of equipment (Nippon Builcon) ◼ Design, installation, distributer sales, construction, maintenance and repair of instrumentation equipment (I.B. TECHNOS) ◼ HVAC, instrumentation, and energy solution business in the Hokkaido area (TOTECH HOKKAIDO) Overseas group companies (Consolidated) ◼ BMS* business operated by Quantum Automation Pte. Ltd. (Singapore) Business Domains ◼ Under the product sale and construction business segments, the pillars of our business activities are the HVAC business, instrumentation business, energy solution business, and domestic and overseas group companies. * BMS: Building Management System 19 0% 20% 40% 60% 80% 100% Product Sales ¥93.7bn 55% Construction ¥76.1bn 45% Construction ¥26.5bn 55% Product Sales ¥21.6bn 45% By segment HVAC system ¥74.9bn 43% Instrumentation ¥31.6bn 18% Energy solution ¥20.5bn 12% Domestic group companies ¥43.0bn 24% Overseas ¥5.6bn 3％ Net sales *Figures for each business exclude intersegment sales. ※ ＜FY2025＞ ＜FY2025＞ Gross profitNet sales
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Second Medium-term Management Plan: Basic Policies 20 ◼ Allocating resources to profitable businesses ◼ Strengthening measures to create added value ◼ Improving cost control ◼ Strengthening initiatives to improve productivity Shift to a high-profit structure ◼ Accelerating aggressive business reforms ◼ Enhancement of investments in broadly defined human capital ◼ Enhancing governance ◼ Stable returns to shareholders supporting business Establishment of management foundation Strengthening human capital management Enhancing the value of human capital and pursuing optimization Demonstration of ability to execute and sustainability Aiming to become a 100 - year company by playing a vital role in social infrastructure and continuing to deliver value to our stakeholders
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Second Medium-term Management Plan: Business Portfolio 21 ◼ Transformation into a high-profit structure through unified Group management, alongside clarification of roles contributing to sustainability Concentration of management resources Intensive investment in the future Qualitative transformation as a pillar HVAC system ¥89.0bn HVAC system ¥74.9bn Instrument ation ¥31.6bn Instrumentation ¥49.0bn Overseas group companies ¥ 10.0bn Domestic group companies ¥50.0bn Energy storage ¥22.0bnEnergy storage ¥20.5bn *Excludes intersegment sales. FY30FY25 ※ Overseas group companies ¥ 5.6bn Domestic group companies ¥43.0bn ◼ HVAC business [Rev] Profit contribution in the core project price band through high added value proposals [Sus] Revenue scale = embodiment of market needs = foundation for creation of social credibility ◼ Instrumentation business [Rev] Driver of profit expansion through high operating leverage [Rev/Sus] Simultaneous pursuit of earnings in the current fiscal year and investment in future growth (continuous lifecycle business) ◼ Energy solution business [Rev] Broadening new market domains leveraging energy efficiency, renewable energy, and BCP as hooks [Sus] A role focused on expanding our customer base and range of solutions through direct proposals [Sus] Through solutions aimed at the realization of a decarbonized society, we are committed to addressing social challenges from an ESG perspective ◼ Domestic group companies [Rev/Sus] Capability to meet a wide range of customer needs in the provision of products and services, through the complementary strengths of TOTECH and its group companies [Rev/Sus] Maintenance and repair services as the cornerstone of the continuous lifecycle business ◼ Overseas group companies [Rev/Sus] Strengthening the construction and maintenance and repair services business [Sus] Contribution to diversification of country risk [Rev] Shift to a high-profit structure [Sus] Sustainability ProfitabilityCreation of added value Growth potential Sales CAGR
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Second Medium-term Management Plan: Numerical Targets <Growth and Profit Level> 22 ◼ Revised up the performance targets for FY2030 (the final year of the Second Medium-term Management Plan), which were set as part of our long-term vision ◼ Based on our strong performance during the first Medium-term Management Plan, we have determined that further strengthening of human capital and the consolidation of our management foundation are essential for sustainable growth moving forward, with an eye toward becoming a 100-year company. Accordingly, we have set targets that incorporate investments to achieve these goals. 0 500 1,000 1,500 2,000 2,500 (100 million yen) 202２ 2025 2030(年度)1999～2022 1,266 億円 ８１ 億円 0 50 100 150 200 250 Second Medium-term PlanFirst Medium-term Plan Net sales ¥ 170.0bn (Initial plan: ¥ 150.0bn) Ordinary profit ¥ 17.9bn (Initial plan: ¥ 10.0bn) Ordinary profit ¥ 22.0bn (Initial plan: ¥ 15.0bn) Net sales ¥ 220.0bn (Initial plan: ¥ 200.0bn) 749 43% 316 , 18% 205 , 12% 430 24% 56 3% Net sales and composition by business ¥170.0bn FY25 890 40% 490 , 22% 220 , 10% 500 23% 100 5% HVAC business Instrumentation business Energy solution business Domestic group companies Overseas group companies Net sales and composition by business ¥220.0bn FY30 ※１ *1 Figures for each business exclude intersegment sales. *2 Bars represent net sales (left axis), and the line represents ordinary profit (right axis). ※２ ¥126.6bn ¥8.1bn (FY)
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Second Medium-term Management Plan: Investments and Cash Allocation 23 ◼ From the perspective of stable dividends, we shifted our policy to DOE + Progressive dividends. Projecting about 26.0 billion yen over five years ◼ Execute share buybacks in a flexible and timely manner *In the +α share buybacks, as part of human capital management in the following strategic investments, we will consider stock returns for the purpose of employee incentives and management awareness and education. ◼ With respect to our policy on optimizing cash and deposit levels, we recognize the need to balance the allocation of excess liquidity to investments and shareholder returns with the retention of an appropriate level of cash as part of BCP (Business Contingency Planning). Accordingly, we use about 1.5 months of monthly sales as a benchmark Strategic investment About ¥50.0bn Five-year total Cash and deposits About ¥27.0bn End-FY2030 balance Shareholder returns About ¥26.0bn +α Five-year total FCF About ¥92.0bn FY2026–FY2030 *Before deduction of human capital investment *Sale of strategic shareholdings Cash and deposits About ¥11.0bn End-FY2025 balance Estimated cumulative total ◼ We will actively invest in growth initiatives that enhance human capital while pursuing stable shareholder returns and disciplined capital allocation. Cash in Cash out ◼ Promote the following as investment in human capital (including investment in broadly defined human capital) • Human capital investment Workforce increase, performance bonuses, fringe benefits, recruiting expenses, education and training expenses, etc. Stock returns to employees through share buybacks • Investment in broadly defined human capital IT investment aimed at improving operational efficiency and reducing the workforce Office environment improvement to increase employee motivation Development of training facilities for technological capabilities development Investment in brand awareness Utilization of external human resources ◼ Business expansion and creation of added value • Strengthening sales bases • M&A ◼ Reinforcement of management foundation • Strengthening information security and promoting effective utilization of data
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Second Medium-term Management Plan: Sustainability <Numerical Management> 24 E S G Details of initiatives Indicator Current status (FY2025) Target (FY2030) Reduction of greenhouse gas emissions Scope 1 + 2 reduction rate (versus FY2021) 1,202ｔ-CO2 (Forecast) 910t-CO2 Percentage of renewable energy in the electricity used for business activities 49.7％ (Forecast) 80％ or more Improvement of job satisfaction and ease of working Engagement score 76.4pt 76.4pt or more Retention of talent Attrition rate 4.3％ 5.0% or less Promotion of workstyle reforms Total hours worked per employee per year Rate of paid leave taken 2,048 hours 68.0％ 2,000 hours 70％ or more Strengthening talent development Growth rate of investment in education and training per employee Approximately ¥50 million Approximately ¥110 million Thorough compliance Number of serious legal violations 0 0 Improving the effectiveness of the Board of Directors Completion rate of improvement actions based on evaluations ー 100％ Constructive dialogue with investors Number of dialogues with institutional investors 99 cases 120 cases or more ◼ Contributing to a sustainable society by creating enriching and comfortable environments Over the years, the Totech Group has pursued not only economic efficiency and convenience, but also the spiritual richness that goes beyond that, by providing comfortable spaces. We continue to create a comfortable environment that is “comfort to people, society, and the earth” in order to realize both a sustainable society and pleasantness. Our Vision
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25 37 44 54 64 61 62 77 99 146 171 4.4 4.8 5.2 5.5 5.6 5.7 6.1 7.0 9.4 10.1 4 6 8 10 12 0 50 100 150 200 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Operating profit Operating profit margin 41 47 58 67 68 71 81 105 155 179 4.8 5.1 5.6 5.7 6.2 6.5 6.5 7.5 10.0 10.6 4 6 8 10 12 0 50 100 150 200 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Ordinary profit Ordinary profit margin 27 31 40 47 47 47 52 70 111 131 3.2 3.4 3.9 4.1 4.4 4.3 4.1 5.0 7.2 7.7 2 4 6 8 10 0 30 60 90 120 150 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Profit Profit margin (100 million yen) Net sales Operating profit (100 million yen) （％） Ordinary profit(100 million yen) （％） (100 million yen) （％） Profit <Consolidated> 860 926 1,036 1,171 1,096 1,101 1,266 1,407 1,559 1,700 0 500 1,000 1,500 2,000 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 [ APPENDIX ] Financial Indicators
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[ APPENDIX ] Financial Indicator Trends 26 20.4 22.7 22.7 22.9 23.9 40.2 42.4 40.1 42.6 40.1 0 20 40 60 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Dividend payout ratios （％） <Consolidated> 2.8 3.0 3.4 3.6 3.2 4.7 5.1 5.7 8.3 5.9 0 2 4 6 8 10 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 （％） DOE（Dividend on Equity） 1.06 1.29 1.07 0.79 1.03 0.75 1.32 2.49 1.64 2.11 0 0.5 1 1.5 2 2.5 3 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 13.6 13.1 14.9 15.6 13.5 11.8 12.0 14.2 19.5 19.5 0 5 10 15 20 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 (Times) PBR ROE （％）
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33% 26% 19% 19% 2% Corporate Profile 27 Kaoru Koyama, President and Representative Director April 1978: Joined the Company April 2001: General Manager of TA System Sales Department, Osaka Branch April 2010: General Manager of Osaka Branch April 2016: Senior Executive Officer and General Manager of Osaka Branch June 2018: Director and General Manager of Instrumentation Business Management Department of the Company April 2019: Director, Managing Executive Officer and General Manager of Instrumentation Business Management Department of the Company April 2023: Director, Senior Managing Executive Officer, General Manager of Engineering Headquarters and General Manager of Instrumentation Business Management Department General Manager of Engineering Headquarters and General Manager of Instrumentation Business Supervisory Div. April 2025: Appointed as President and Representative Director Company name TOTECH CORPORATION (Tokyo Stock Exchange Prime Market; 9960) Established July 6, 1955 Business Sales of Air Conditioning and other Equipment Business, Instrumentation Business , Energy Business, etc. Head Office 3-11-11, Nihonbashi, Honcho, Chuo-ku, Tokyo Capital Stock 1,857 million yen (Number of shareholders: 6,023) (As of March 31, 2026) Fiscal Year- end March 31 Number of Employees 2,855 (Consolidated); 1,171 (Non-consolidated) (As of March 31, 2026) Directors Kaoru Koyama, President and Representative Director / Koji Yoshikawa, Director / Junji Wakamoto, Director/ Kengo Fukui, Outside Director / Atsuko Usami, Outside Director / Toshiro Nakamizo, Audit & Supervisory Board Member / Kazuhito Arata, Audit & Supervisory Board Member / Seira Kubota, Audit & Supervisory Board Member / *Company with an Audit Committee and Nomination and Compensation Committee Consolidated Subsidiaries 7 in Japan; 5 overseas (As of March 31, 2026) Shareholder Composition as of March31, 2026 (%) Number of shareholders: 6,023
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Notes 28 [Disclaimer] *The information on the future, including forecasts, planned figures and prospects, contained in this material is based on information available to the Company as of the date of publication of this material. The actual results may differ materially from these forecasts due to a variety of factors. Please refrain from making investment judgments based only on this material. *The company accepts no liability whatsoever for any losses incurred as a result of the use of this material. *This material is not a legal disclosure document under the Financial Instruments and Exchange Act and the accuracy and completeness of the information is not guaranteed. *This material has been prepared for the purpose of providing information to investors and is not intended as a solicitation to invest. *This document is an English translation of the original document in Japanese and has been prepared solely for reference purposes. In the event of any discrepancy between this English translation and the original in Japanese, the original shall prevail in all respects. [Contact] Public Relations and Investor Relations Group, Corporate Strategy Division E-mail: ir@totech.co.jp