Tsuruha Holdings Inc.

I will now explain the business record of February, 2025. Please take a look at page 3 of the manual. This is the highlight of the calculation. The sales volume is 8,456 million yen, and the operating profit is 3.78 billion yen. Please see the following page. This is the total sales in February of 2025. However, due to the weakness of the increase in sales, we were able to properly control the half-payment fee, and the operating profit was almost as expected. This is a reference chart, but this year, along with the change in the settlement period, we have achieved a 5% sales profit rate, which is one of the goals of the medium-term management plan, with a combined cost of JPY3.1 billion and JPY7 billion. As for the current net profit, it is the current profit due to the shape of the special loss. Please see the next page. Next, let's look at the market price. The market price has improved seasonally, and the sales have been steadily increasing. As I mentioned earlier, the half-price ratio is about 4 billion yen, which means that the cost-effectiveness will increase, but it is a result of meeting the planned value, and we have continued to be able to control it appropriately. As for the current market period, due to the change in the settlement period, it has been 3.5 months, so we do not have a record of the previous year's cost. Please see the following page. This is the previous year's cost of the sales of the 13-month stock. As for December and January, the season has improved as the temperature drops, while in February, due to the impact of the previous year's flood and the impact of the aftershock of pollen, In February, the previous year's existing point was reduced by 0.7 points, and in the third and fourth months of the quarter, the existing point sales increased by 2.2% and the quarter plan was slightly exceeded, but in the 9.5 months in total, the plan was reduced by 101.7%. Please see the next page. The results of the product division are as follows. In terms of pharmaceutical products, the increase in the number of prescription lines in the pharmacy has continued to increase, the sales have increased, and the cost-effectiveness has increased by 12.9%. In terms of OTC drugs, on the one hand, they have increased over the winter due to seasonal factors, but on the other hand, the weakness of the chemical fertilizer and the reaction of the previous year's test kits have been seen, and the growth has become dull. In terms of cosmetics, we have seen an increase in the number of people who have recovered, and we have seen an increase in the number of people who have grown. In terms of daily consumption, we have been able to take into account the demand for large-capacity products with the help of savings. We have continued to take into account the demand for food in the process of rising prices. Please see the next page. As you can see on the next page, please open the next page. This is a summary of the return on investment. As for the human resources expenses, the total cost of one family is 3.1 billion yen, and the compensation cost has increased, but it is in line with the planned value, so we have an appropriate control. As for the return on investment, the compensation cost is minus 0.1 points, as the detailed compensation and compensation expenses such as flyers and penalties are advanced. As the number of buildings of our own company continues to increase, the cost of construction itself is decreasing. As for the water supply and heating expenses, the cost of construction has not changed, although it has been affected by the impact of the heat wave in the summer. As for the cost of fire extinguishing, the cost of construction has increased in the form of a one-off cost in addition to the introduction of the new MD system and the change of the calculation machine. Other than that, the increase in the number of credits and fees has been affected, and the cost of construction fees has increased compared to the third quarter of the previous quarter. Please take a look at the next slide. This is the situation of the exhibition and closing, but there is no special event, so please take a look. Please open the next page. There is no special information about the balance sheet and cash flow, so please see the materials. This is the end of my explanation. In addition, the results of each company, etc. are posted on the appendix after page 21, so please refer to them. Next, I would like to explain the situation of the medium-term management plan from President Tsuruhashi.

Yes, I would like to explain the medium-term management plan from Tsuruhai. The medium-term management plan was set for the last year of May 2025, but due to changes in this fiscal year, it will be completed by February 2025. Please see page 14. I would like to announce the evaluation and the results of the implementation of the 10-point strategy. First of all, I would like to talk about the store strategy. In May of 2025, 2750 stores were established, and the goal was to improve the competitiveness and profitability of the dominant stores and the long-term building. In February of 2025, there were 2,658 stores. In addition, there are 11 Shared Top Shops in the prefecture. Regarding the number of stores, we have not reached our goal because we have changed the policy to prioritize profitability, but we think that the benefits such as profitability improvement due to scrap and build have come out to a certain extent. However, due to the influence of infrastructure and construction materials due to inflation, the loss of raw materials has remained a challenge. We would like to respond by creating and implementing a store plan that can respond to the changes in the external environment. Next, I would like to report on the Chouzai strategy. In May 2025, the sales of 1,400 billion yen, the number of Chouzai stores was 1,170,000. This was our goal. The sales of 1,092 billion yen, the number of stores was 967,000. The number of stores does not reach the target, but the sales will be roughly achieved for the target of 1,400 billion yen for the 12-month inspection. The long-term cost has been increased by the increase in the number of large-scale stores, which is caused by the increase in the number of large-scale stores, which is caused by the increase in the number of large-scale stores, which is caused by the increase in the number of large-scale stores, which is caused by the increase in the number of large-scale stores, which is caused by the increase in the number of large-scale stores, which is caused by the increase in the number of large-scale stores, which is caused by the increase in the number of large-scale stores, The next is the PV product strategy. The goal was to raise the PV sales cost by 12% by May 2025. At the time of February, it was 11.4%. As for PP products, due to the high demand for raw materials over the past three years, there has been a stagnation in the development of new products. On the other hand, as for existing products, we have been focusing on high-end products such as low-priced products. Due to COVID-19, there has been a decrease in demand for sanitary products such as masks, but we are continuing to strengthen our P.B. sales cost, which is 12% in a short period of time, to the target level. As for the DX strategy, Over the past three years, we have succeeded in implementing a new system and a new human resources system without any problems. The visualization of management values by the BI tool has also progressed, and we have prepared an environment where we can make speedy management decisions in the future. The digital membership rate is 51%. The number of app downloads has exceeded 10 million in total. Thanks to digital marketing, we have been able to create a foundation that allows effective countermeasures to be made in the future. We believe that it is a field that can be used greatly for the convenience of our customers, so we will continue to strengthen it. Thank you. Thank you for watching. On the other hand, the ROE has been affected by the current situation, and it has become a problem for the project. We will continue to work towards improving the project by recognizing it as a problem for the future strategy. As explained in the explanation document on April 4th, regarding the success of disbursement, in order to make stable disbursement as the basic policy, we will maintain the disbursement amount of more than 70% of the success of disbursement this year. These are the achievements of the medium-term management plan. Next, please look at page 17. This is February, 2026. This is already the new year, but this is the plan for the next year. As I have said many times, February, 2025 will be a 9.5-month variable calculation, so the previous year's ratio is not shown. The current sales volume is 1,1134 billion yen. The net profit is 3,415 billion yen. The operating profit is 511 billion yen. The current net profit is 248 billion yen. The current sales volume is 2.9%. Please take a look at page 18. This is the balance of Kamiki and Shimoki. The premise is that until February 2025, Kamiki will be 6 months and Shimoki will be 3.5 months. From this time, we have changed the settlement period to February, and this is the target period for Kamiki and Shimoki. This is also a change from before. This period is Kamiki from March to August, and Shimoki from September to February. Also, as of April 4th, 2025, there will be a reduction in the loss-loss ratio, so the net profit will be greatly reduced. As for the quarter, the net profit will be 38 billion yen, so the net profit will be high. As for the details, Thank you very much. We are planning to maintain the amount of disbursement in February of the previous fiscal year and disburse 267 yen per share. The disbursement success rate is 52.4%. It will be about 52.4%. Thank you very much.