Asante, Inc. · TSE:6073
Asante — FY2025 Earnings Presentation
65 slides from Asante's earnings presentation, May 12, 2026
Slide 1: Financial Results for FY2025 and Medium-Term Management Plan
Financial Results for FY2025 and Medium-Term Management Plan - Presentation Material Protecting People, Houses, and Forests by Fostering our own People and Technology May 12, 2026 Asante Incorporated Securities Code:6073
Slide 2: INDEX
INDEX 1 FY2025 Financial Results Summary ・・・ 2 2 FY2025 Financial Results Details ・・・ 7 3 Medium-term Management Plan Earnings and Dividend Forecasts ・・・ 17 Appendix ・・・ 40 1
Slide 3: FY2025 Financial Results Summary
1 FY2025 Financial Results Summary 2
Slide 4: FY2025 Financial Results Summary (Financial Indicators / YoY)
FY2025 Financial Results Summary (Financial Indicators / YoY ) Net sales increased due to the results of sales strategies, but earnings decreased as growth investments preceded while sales were below the plan billion billion Consolidated Net Sales 14.35 yen Operating Income 0.83 yen billion YoY Chan
Slide 5: FY2025 Financial Results Summary (Non-Financial Indicators / YoY)
FY2025 Financial Results Summary (Non-Financial Indicators / YoY ) Applications for inspection increased through route expansion despite unfavorable weather; Business partners also increased significantly Applications for Inspection 11,400 Number of Business Partner 1,100 Companies / YoY Change ✚ 1,
Slide 6: FY2025 Financial Results Summary (Non-Financial Indicators / YoY)
FY2025 Financial Results Summary (Non-Financial Indicators / YoY ) Total number of employees (average during the period) increased for the first time in three years; Net sales per employee was maintained despite higher staffing Total Number of Employees （Average During 997 Net Sales per Employee 1,2
Slide 7: Topics
Topics Kagoshima Sales Office Completion of the PCO Review of training system Opened Service Framework (Expansion into Kyushu) ⚫ Service system of PCO (Pest Control) ⚫ Training center functions Through a new partnership with JA in for residential customers now fully consolidated into the Mikkabi Kag
Slide 8: FY2025 Financial Results Details
2 FY2025 Financial Results Details 7
Slide 9: Financial Results (YoY / Forecast)
Financial Results (YoY / Forecast) (Billion yen) Forecast FY2025 YoY (Announced on March 17, 2026) Composition Change Achievement Results Change Change Ratio Ratio Ratio Net Sales 14.35 - 0.33 2.4% 0.05 100.4% Operating Income 0.83 5.8% -0.39 -31.9% 0.05 107.1% Ordinary Income 0.83 5.8% -0.32 -27.9%
Slide 10: Quarterly Net Sales/Operating Income
Quarterly Net Sales/Operating Income Consolidated Net Operating Sales Income (Billion yen) (Billion yen) Decreased termite activity Increased in due to inclement weather Advertising expenses, YoY DX-related expenses, -1.1% Recruitment expenses etc. Increased in Increased in applications for inspecti
Slide 11: Net Sales by Service
Net Sales by Service Others ⚫ Heartful Home Co., Ltd. ⚫ Highly heat insulate Sales ¥1.8 bn construction YoY +7.4% ⚫ Pest Control Share 13.1% ⚫ Housing Renovation Termite Control ⚫ Others Sales ¥6.2 bn YoY +4.8% Anti-earthquake Measures Consolidated Share 43.4% Net Sales Sales ¥ 3.3 bn ⚫ Repair housi
Slide 12: Number of Staffs, Sales per Staff
Number of Staffs, Sales per Staff YoY FY2025 Change Change Ratio Average number of staffs during the period 997 17 1.8% Number of staffs at end of the period 1,013 30 3.1% Net Sales (Billion yen) 14.35 0.33 2.4% Sales per staff (Thousand yen/month) 1,200 7 0.6% ＊ “Number of staffs” : total number of
Slide 13: FY2025 Breakdown of Cost of Sales and SG&A Expenses
FY2025 Breakdown of Cost of Sales and SG&A Expenses (Billion yen) YoY ⚫ Cost of Sales FY2025 Change Change Ratio Material Costs • Increased due to rising net sales Net Sales 14.35 0.33 2.4% • Material costs ratio was 13.1% that unchanged from the previous year Cost of Sales 4.51 0.19 4.5% Labor Cost
Slide 14: Analysis of Increase / Decrease in Operating Income
Analysis of Increase / Decrease in Operating Income Increased in employees Increased in employees and improvement in and improvement in compensation Increased due to compensation enhanced marketing (Billion yen) efforts 0.33 Increased costs -0.03 associated with -0.09 DX initiatives, etc. -0.06 1.22
Slide 15: Balance Sheet
Balance Sheet （billion yen） FY2024 FY2025 Change Factors Current Assets 9.35 9.22 -0.12 Cash and Deposits -0.35 Non-current Impairment of Inawashiro Assets 4.98 4.74 -0.23 Comprehensive Training Center -0.28 Deferred Assets 0.01 0.00 -0.00 Total Assets 14.34 13.97 -0.36 Current Liabilities 2.06 1.95
Slide 16: Cash Flow Statement
Cash Flow Statement （billion yen） FY2024 FY2025 Main Factors Net Income before Income Taxes 0.55 Impairment Loss 0.28 CF from Operating Activities 1.12 0.37 Increase in Trade Receivables -0.18 Payments of Income Taxes -0.44 CF from Investing Activities -0.06 -0.10 Acquisition of Non-current Assets -
Slide 17: Management Indicators
Management Indicators FY2023 FY2024 FY2025 Change (YoY) Equity-to-asset Ratio 72.7% 67.8% 68.6% 0.8pt Interest-bearing debt 2.2% 2.5% 2.6% 0.1pt dependency Operating Income Ratio 6.9% 8.7% 5.8% -2.9pt ROA 6.4% 7.6% 5.9% -1.7pt (Ratio of ordinary income to total assets) ROE 4.6% 6.4% 2.8% -3.6pt (Rat
Slide 18: Medium-Term Management Plan
3 Medium-Term Management Plan (FY2026 – FY2028) Earnings and Dividend Forecasts 17
Slide 19: Medium-Term Management Plan Executive Summary
Medium-Term Management Plan Executive Summary ⚫ Transition from a rolling plan to a fixed three-year medium-term management plan ⚫ Medium-Term Plan Final FY2028, Net Sales 16.9 billion yen（Compared to FY2025 +17.7%）, Operating Income 1.44 billion yen(+72.3%）, Operating Income Ratio 8.5%(+2.7pt） ⚫ Th
Slide 20: Value Provided by the ASANTE Group
Value Provided by the ASANTE Group Value Provided by the ASANTE Group Wooden Houses facingIssues Anti- Termite Wooden HousesIssuessolve humidity Control WoodenHomesfacing Measures Issuessolve, risk (termites/rot) Anti- ⚫ Disaster Prevention and PeopleTechnology, Mitigation safe, secure, comfortable
Slide 21: Vision: House Problem Solving Professional
Vision: House Problem Solving Professional Expanding sales channels × enhancing service offerings to solve challenges in wooden housing Sales Channels Services Offered Expanding service New touchpoints offerings through （B2B） partnerships and roll- ups Disaster Prevention Business Partners and Mitig
Slide 22: Market Outlook
Market Outlook A large market built on a substantial stock of detached houses, with stable inflows and overlapping latent and expansion demand A large stock of Stable new wooden A strong preference for Huge / Expansion homeownership and detached detached houses housing starts houses Market Trends in
Slide 23: Three Societal Changes (Strong Tailwinds for Our Business)
Overview of ASANTE's Business From reactive maintenance to preventive maintenance Three Societal Changes (Strong Tailwinds for Our Business) Policy direction Rising value of wooden houses Increase in disaster prevention and mitigation needs Strong policy backing for growth in Homes shifting from con
Slide 24: External Environment
External Environment Overcome external headwinds and changes by strengthening talent acquisition, expanding customer touchpoints, and improving productivity labor market Consumer Sentiment Advancement of AI ⚫ The seller’s market has become prolonged ⚫ Selective spending is increasing under ⚫ Rapid p
Slide 25: Positioning of the Medium-Term Management Plan
Positioning of the Medium-Term Management Plan A phase to rebuild the growth foundation by decisively implementing structural reforms and making proactive growth investments to accelerate growth Rebuild the growth foundation Sustainable growth in Sales promotion Productivity Service expansion revenu
Slide 26: Medium-Term Management Plan
Medium-Term Management Plan Over the next three years, we will rebuild the business foundation to expand the top line and increase headcount, ultimately achieving sustainable 140 0 growth in revenue and profitability. 1,174 130 0 240 38. 0% 120 0 1,042 220 1,017 997 110 0 33. 0% 980 ⚫ People 200 100
Slide 27: Medium-Term Management Plan
Medium-Term Management Plan Transition from a rolling plan to a fixed three-year plan to drive focused execution and results FY2025 FY2026 FY2028 Compared to (Results) (Forecast) (Plan) FY2025 Net Sales (Billion yen) 14.35 13.66 16.90 +17.7% Gross Profit (Billion yen) 9.84 9.13 11.57 +17.6% Gross Pr
Slide 28: Four Channels to Expand Profit Scale and Profitability
Four Channels to Expand Profit Scale and Profitability Driving profit generation through strategic top-line growth, sustained high gross margins, and workforce expansion FY2025 FY2026(Forecast) FY2028(Plan) Expanding revenue while Proactive growth （Unit : Billion yen） maintaining high gross margins
Slide 29: Why We Are Transforming Now
Why We Are Transforming Now Human capital is the core driver of our revenue generation To achieve sustainable medium- to long-term growth, we will adapt to changes in the labor market and eliminate factors that could impede growth FY2025 Top Priority in the First Year Medium-Term Management Plan3 (R
Slide 30: Five Priority Strategies
Five Priority Strategies ① Reinforcement of Sales Promotion Basis and Structure Sales Promotion More applications through stronger marketing and expanded partnerships ② Enhancing Productivity Productivity Enhancement Greater field efficiency through AI, DX, and infrastructure enhancement ③ Expansion
Slide 31: Strengthening the Sales Promotion Foundation and Organization
Strengthening the Sales Promotion Foundation and Organization Expand new customer revenue by 40% over three years through increased customer inquiries driven by diversified customer touchpoints Expansion of Corporate and Growth Image of New Marketing Strengthening Organizational Partnerships Custome
Slide 32: Enhancing Productivity
Enhancing Productivity Pursue bold operational reform through company-wide productivity improvements and AI utilization AI Utilization & DX Promotion Customer Data Utilization Infrastructure Development Labor-saving operations and enhanced Enhance productivity and customer satisfaction Prioritize th
Slide 33: Expansion of Services from the Customer's Perspective
Expansion of Services from the Customerʼs Perspective Enhance LTV through the expansion of services aligned with customer needs Enhancement of Value-Added Service Development Aligned Expansion of PCO Services Existing Services with Customer Needs Focus on expanding PCO (pest and Upgrade existing ser
Slide 34: Development and Utilization of Human Capital
Development and Utilization of Human Capital Adapting to changes in the labor market and expanding human resources (i.e., revenue-generating capacity) Increase in Orders (non-consolidated) Expansion of construction capacity (non-consolidated) Sales Staff (Full-time Employee) Technical Staff (Full-ti
Slide 35: Development and Utilization of Human Capital
Development and Utilization of Human Capital Enhance compensation, training, and job satisfaction to steadily increase employees who can contribute to the organization over the long term Rapid Deployment and Job Satisfaction and Quality Employee Retention Reducing Retention Losses Improvement By com
Slide 36: Contributing to Solving Social Issues through Our Business Activities
Contributing to Solving Social Issues through Our Business Activities Contribute to disaster prevention and mitigation, as well as the protection of the global environment, through the business activities Development of Services Raising Awareness of the Reducing CO2 Emissions Contributing to Disaste
Slide 37: Initiatives to Enhance Corporate Value
Initiatives to Enhance Corporate Value Achieve enhanced corporate value over the medium to long term through improved profitability, a solid financial base, and stable shareholder returns Capital Confidence Profitability Improvement Profitability Medium- to from the Stable Shareholder Returns Improv
Slide 38: Current View & Action Policy of Cost of Capital and ROE Target
Current View & Action Policy of Cost of Capital and Mid- to Long-Term ROE Target ⚫ Current View FY2021 FY2022 FY2023 FY2024 FY2025 Cost of Equity Estimated at around 4-5% (Based on CAPM) ROE 5.0% 7.5% 4.6% 6.4% 2.8% PBR (times) 1.4 1.5 1.6 1.6 1.6 ⚫ Action Policy Expand Profit Scale and Shareholder
Slide 39: FY2026 Dividend Forecast
FY2026 Dividend Forecast Unchanged dividends in according with the basic dividend policy of “maintaining stable dividends” FY2026 62 yen per share for the full year Dividend Forecast （31 yen for Interim and 31yen for year-end） 1,731.2% Year-end dividend paid per share （Unit：Yen） Payout ratio 62 62 6
Slide 40: Shareholder Benefits
Shareholder Benefits Expanding the shareholder benefits program to enhance the attractiveness of investment in its shares and to encourage medium- to long-term holding Holding Period Enhancement of Benefits Promote business understanding and brand awareness Requirement through the use of our service
Slide 41: Appendix
１ Overviews ・・・ 41 Appendix ２ Sustainability ・・・ 46 ３ Industry ・・・ 47 ４ Business Model ・・・ 50 5 Education ・・・ 53 6 Compliance ・・・ 54 7 Termites ・・・ 55 8 Public Relations ・・・ 59 40
Slide 42: Corporate Philosophy・Vision
Overview Corporate Philosophy・Vision P ro teti n g P e o pl e , H o u s e s a n d F o re s ts Corporate by F o s c te ri n g o u r o w n P e o pl e a n d T e c h n o l o gy Philosophy We provide safety, security, and comfort to our customers through termite control and measures against earthquakes e
Slide 43: Overview
Overview Overview Name Asante Incorporated Number of 1,013 (Consolidated) (End of FY2025) Employees Trading TSE Prime Section (Securities Code 6073) Net Sales 14.3 billion yen(Consolidated) （FY2025） Market • Heartful Home Co., Ltd. 33-15, Shinjuku 1 -Chome, Shinjuku-ku, Head Office Group (Consolidat
Slide 44: 82 locations in 29 prefectures
Overview Marketing Area 82 locations in 29 prefectures C o v e r i n g a p p r o x i m a t e l y 70% o f 1 detached wooden houses in Japan Heartful Home Co., Ltd. Outside the Inside the Marketing Area Marketing Area Niigata Branch Approx. 7 million Approx. 19 million Nagano Branch wooden houses wood
Slide 45: Company History
Overview Company History 1970 1979 1990 1996 2010 2014 2022 St ar t ed business Entered into Est ablishe d Listed on Tokyo Started CS Introduced Listed on Tokyo as Sanyo cooperation Mikkabi agreement with (Customer bedbug detection Stock Exchange Stock Exchange Sanit at ion in Compr ehensive Fujieda
Slide 46: Business Contents
Overview Business Contents Termite Prevention and extermination 1 o f termites Control Anti-humidity P r e v e n t i o n o f rot, mold and 2 Measures termites Anti- R e p a i r o f t h e ba s i c c o n c re te 3 earthquake Measures R e i n f o r c e m e n t f o r t h e w o o d j u n c ti o n Maintai
Slide 47: Sustainability Initiatives
Sustainability Sustainability Initiatives Basic policy Based on our Corporate Philosophy of “Protecting People, Houses and Forests by Fostering our own People and Technology“ we are committed to addressing various social challenges through our business activities and contributing to the realization
Slide 48: Market Trends
Industry Market Trends Growth Potential and Opportunities for Market Share Expansion in the Termite Control Industry Number of TC industry workers Sales of termite control Industry-leading firm (Termite control & Anti -humidity measures) ⚫ Approx. 3,000 companies industry- ⚫ Industry-wide sales of T
Slide 49: Supportive Housing Policies and a Large Stock of Residential Properties
Industry Supportive Housing Policies and a Large Stock of Residential Properties Trends in the Number of Wooden Housing Policies Houses (Nationwide) Promotion of extending the life of existing houses and （1,000 units） formation of high-quality housing stock based on the Housing Life Master Plan 26,3
Slide 50: Number of New Housing Starts and Intentions Regarding Wooden Houses
Industry Number of New Housing Starts and Intentions Regarding Wooden Houses Stable number of new housing starts and strong preference for wooden detached houses Changes in ratio of wooden house Intentions regarding wooden houses for the number of new housing starts Ratio of wooden houses to Q What
Slide 51: Business Model
Business Model Business Model Strong Contact with Customers and Direct Selling to Meet customer Needs Uncovering latent demand through face-to-face sales, Identification of customer needs for after-sales maintenance Staff engaging in new sales Head office Technical staff Confirmation of contract Doo
Slide 52: Well-established Basis of Operation
Business Model Well-established Basis of Operation Sales Channels through Wide-ranging alliance with JA Corporate/Organization partners service for co-operative platform service members welfare welfare organizations of organizations of the government and public contractor private companies offices h
Slide 53: Management Resources Possessed by the Group
Business Model Management Resources Possessed by the Group 7 internal management resources Strength to be further developed and utilized Well-established Basis of Operation / Direct Contact with Customers After-sales Service System through Direct Selling High-quality Services and Superiority of Indu
Slide 54: Education system mainly through the training centers
Education Education system mainly through the training centers Achieving high quality construction level and sufficient training system Comprehensive Training Center Data on Human Resources Education 〈FY2024〉 ⚫ Mikkabi Comprehensive Training Center (Shizuoka) • Number of instructors at the training
Slide 55: Thorough Compliance System
Compliance Thorough Compliance System The Compliance Headquarters oversees the entire company from a cross-sectional perspective Company Structure Auditing by the ✚ Improving • Formulated its own "Asante Compliance Program“ • Establishment of Internal Reporting Desk Board of customer Commitment to C
Slide 56: Distribution of Termites
Termites Distribution of Termites Distribution of termites Habitat Japanese subterranean termite Area Discovery Western dry-wood termite Site Formosan subterranean termite/ Region of Japanese subterranean termite Coexistence Reference: The Japan Termite Control Association, “Fundamental Knowledge on
Slide 57: Types of Termites
Termites Types of Termites Major termite species that damage houses in Japan Japanese subterranean termite Formosan subterranean termite Western dry-wood termite （ invasive species） Worker Soldier Worker Soldier Worker Grainy Droppings ⚫ The most common termite species in Japan, ⚫ Found along the wa
Slide 58: Swarm
Termites Swarm What is a swarm? • Termites, after maturing, become winged and swarm from their nests for reproduction on humid days following rain from April to June . • Many people realize they have a termite infestation when they see large numbers of winged termites, leading to frequent inquiries.
Slide 59: Risk of Termites damage
Termites Risk of Termites damage Statistical Survey from Statistical Survey on Termite Damage the Great Hanshin-Awaji Earthquake Approximately 1 in 3 houses is • Over 90% of houses with termite damage or decay were completely destroyed. affected by termite damage. • Approximately 4 times higher than
Slide 60: Public Relations and Sponsorship
Public Relations Public Relations and Sponsor-ship Termite Warning Sponsor-ship TV CM • Announcing during the • Signed a sponsorship deal • Broadcast every year from April to June, swarming season. with Kawasaki Frontale. mainly in the marketing area. • First-Time Initiative in • Exterminate pests i
Slide 61: Detection Dog Team Kunkuns
Public Relations Detection Dog Team “Kunkuns” Termite detection dogs Training Scene ⚫ They “smell” to find termite. So, Sara Alice non-destructive investigation is possible. ⚫ Active in the survey of houses and cultural properties. ⚫ Lots of termite detection dogs are working abroad. Bedbug detectio
Slide 62: Detection Dog Team Kunkuns
Public Relations Detection Dog Team “Kunkuns” Main Activities What is a bed bug ? Inspection Participation in events ⚫ Bed bugs are blood-sucking insects. Adults are about 5–8 mm in length, and nymphs are around 1–2 mm. ⚫ During the day, they hide in gaps in bedding, electronics, and other narrow sp
Slide 63: Wood Culture Inheritance Project
Public Relations Wood Culture Inheritance Project Preserve historic wooden Preserve the culture of buildings enjoying the four seasons Building on over 50 years of expertise, we help preserve shrines, temples, cultural properties, and famous cherry blossom sites—regional treasures and key tourism as
Slide 64: Wood Culture Inheritance Project
Public Relations Wood Culture Inheritance Project ⚫ Preservation of shrines, temples, and wooden cultural properties through termite control treatments ⚫ Protection of famous cherry blossom sites by eradicating the red-necked longhorn beetle, which damages cherry trees Shinto Shrines Preservation of
Slide 65: Notes on Future Forecasts
Protecting People, Houses and Forests by Fostering our own People and Technology Notes on Future Forecasts This document is only to provide information to investors, and is not for the purpose of soliciting purchases or sales. References to future forecasts in this document are based on goals and pr