Summary of Financial Results

The economic environment surrounding Yamato Group showed signs of gradual improvement, while consumer spending remained sluggish due to continued inflation and the decline in real wages. The business environment remains challenging, with labor shortages, persistently high energy and raw material prices, and rising geopolitical risks, making it difficult to foresee the future outlook.
Under these circumstances, Yamato Group has defined its aspiration for 2030 as becoming a “value-creating company that contributes to the realization of a sustainable future”, with the aim of achieving sustainable growth in corporate value through our management philosophy of “Helping to enrich our society”.
We have positioned the medium-term management plan "Sustainability Transformation 2030 ~1st Stage~", which covers the period until the fiscal year ending March 2027, as the “three-year period to strengthen the TA-Q-BIN network and transform the business portfolio”, and are generating “economic value” through initiatives such as reinforcing the TA-Q-BIN network to enhance the value we provide, expanding the Corporate business domain by providing solutions that cover the entire supply chain, commercializing new business models to meet the diversifying needs of customers and society, and strengthening the Group's management platform, while also promoting the creation of “environmental value” and “social value” by contributing to the sustainability of society.
For the fiscal year ending March 2026, in the TA-Q-BIN domain which is our base domain, Yamato Group will focus on transforming the revenue structure and charging the appropriate pricing based on the value-add we provide. In our Corporate Business, we aim to return to a growth trajectory in operating revenues by leveraging our transportation & delivery network and operational expertise to propose and win mandates from corporate clients. At the same time, through our facilities strategy, we are working to strengthen the TA-Q-BIN network in to make it more efficient and sustainable, as well as address customer needs, improve transportation and loading efficiency, and optimize operating costs through fixed cost control and variable cost management in accordance with the workload, and drive further profit growth.

We have promoted pricing optimization as a management priority, and unit prices for TA-Q-BIN have generally increased in line with our expectations. On the other hand, due to Yamato restricting the in-take of low-margin parcels with an emphasis on profitability, as well as a slowdown in shipment volumes that exceeded expectations due to weakened consumer sentiment resulting from inflation, the volume from large corporate clients trended below expectations, and operating revenue is expected to be 20 billion yen lower than the previous forecast.
While operating expenses are expected to be 8 billion yen lower than the previous forecast due to the decrease in operating revenues, taking into account factors such as rising procurement unit costs and the decline in transportation efficiency caused by the greater-than-expected decrease in volume, we will revise down operating profit to 28 billion yen (down 12 billion yen from the previous forecast).
Based on the above, we will revise down ordinary profit to 27 billion yen (a decrease of 13 billion yen from the previous forecast), and profit attributable to owners of the parent to 15 billion yen (a decrease of 9 billion yen from the previous forecast).