MITSUI-SOKO HOLDINGS Co., Ltd.
Q3 Financial Results Briefing for the Fiscal Year Ending March 2026
February 12, 2026
Event Summary
[Company Name]
MITSUI-SOKO HOLDINGS Co., Ltd.
[Company ID]
9302-QCODE
[Event Language]
JPN
[Event Type]
Earnings Announcement
[Event Name]
Q3 Financial Results Briefing for the Fiscal Year Ending March 2026
[Fiscal Period]
FY2026 Q3
[Date]
February 12, 2026
[Number of Pages]
24
[Time]
15:30 – 16:08
(Total: 38 minutes, Presentation: 18 minutes, Q&A: 20 minutes)
[Venue]
Webcast
[Venue Size]
[Participants]
[Number of Speakers]
2
Nobuo Nakayama
Takeshi Nishimura
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Representative Director, Senior Managing
Executive Officer
Director, Managing Executive Officer
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1
Presentation
Moderator: Thank you for your patience. We will now begin Mitsui-Soko Holdings Co., Ltd.'s financial results
presentation for Q3 March 2026.
Today's materials are available on Mitsui-Soko Holdings Co., Ltd.'s website. The URL to the materials is also
displayed in the chat box at the bottom of the screen.
First, I would like to introduce today's attendees. Representative Director, Senior Managing Executive
Officer, Nobuo Nakayama.
Nakayama: My name is Nakayama. It's a pleasure to meet you.
Moderator: Director, Managing Executive Officer, Takeshi Nishimura.
Nishimura: My name is Nishimura. It's a pleasure to meet you.
Moderator: We'll start today with the Senior Managing Executive Officer Nakayama, who will provide an
overview of the financial results and full-year earnings outlook, along with the purchase of treasury stocks as
measures for stakeholders' return. Then, Managing Executive Officer Nishimura will explain the capital and
business alliance with Mitsui Fudosan, along with allotment to third parties.
We will hold a Q&A session afterward, which is scheduled to end around 4:30 PM. The Q&A will only be
accepted through text submission using the Q&A button. Please enter your questions via the Q&A button at
the bottom of the screen.
If we receive similar questions, we may select a question that represents similar ones. Also, we may not be
able to answer all questions due to time constraints. Thank you for your understanding.
Senior Managing Executive Officer Nakayama, you may proceed.
Nakayama: Hello, everyone. My name is Nakayama of Mitsui-Soko Holdings. Thank you very much for
participating in our financial results presentation for Q3 March 2026 today.
I will now explain the Q3 financial results and the purchase of treasury stocks as a measure for shareholder's
return we announced on February 6, based on the presentation materials.
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Please refer to page two. First, I will provide a summary of today's financial results presentation.
Although we will explain in detail later, both revenues and profits increased in Q3, mainly due to an increase
in air cargo transportation handling resulting from an increase in domestic and international automobilerelated cargo volume, along with a new tenant moving into the MSH Nihonbashi Hakozaki Building, where
we are promoting multi-tenant rent in the real estate business.
The full-year earnings outlook is progressing as planned, based on the outlook announced last November.
For shareholder returns, in addition to dividends based on the dividend payout ratio in the current mediumterm management plan, we have decided to purchase treasury stocks as an additional measure for
shareholders' return.
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Please refer to page four. The Q3 results are as indicated in the materials you are viewing, with both
revenues and profits increasing YoY.
Although cargo movements related to imports of food materials and other large-volume cargo remained
sluggish, the increased profits were mainly due to an increase in automobile-related air cargo
transportation, along with an increase in rent revenues from the leasing progress at the MSH Nihonbashi
Hakozaki Building for the real estate business, as mentioned at the beginning of the presentation.
Due to a one-time extraordinary expenditure loss associated with the relocation of the head office, current
net profits remained at the same level as in the previous fiscal year.
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Please refer to page five. I will explain the YoY performance by segment.
Please refer to the operating profits in the bottom row. For warehouse and harbor transportation, despite
the full-scale operation of a new base in Europe, the full-scale operations of an EC logistics base in the
Kansai region, and the operation of a new healthcare logistics base, profits decreased due to a decline in
large-scale equipment transportation.
As explained at the beginning of the presentation, air cargo forwarding saw increased revenues mainly due
to an increase in handling for both domestic and international markets.
Although 3PL/LLP and land freight transportation saw factors that led to increased costs, we maintained a
profit level that is almost the same as the previous year, due to efficiency improvements and pricing
revisions.
As mentioned earlier, the real estate business also saw increased profits.
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Please refer to page six. I will explain the YoY operating profit performance in terms of factors associated
with change. Please refer to the step chart.
Columns ① and ② are the volume factors for the logistics business. Among these, ① indicates the change
in cargo movement based on volume. As mentioned earlier, mainly automobile-related air cargo
transportation remained favorable. ② indicates an increase in volume associated with the start of new
operations. We saw a new European base contributing to the full-year performance, the operation of a new
healthcare logistics base, and the full-scale operation of a new base for e-commerce logistics.
③ indicates the margin, or the unit sales price and cost factor. Air transportation saw freight rates
remaining almost at the same level YoY, with no effects on operating profits. For non-air transportation
segments, despite pressure from rising prime costs, margins were maintained through various efficiency
improvements and efforts to impose appropriate pricing. Factors ① through ③ that I explained so far are
the reasons associated with the changes.
The real estate business for ④ is as described earlier. Overall corporate expenses for ⑤ resulted in
decreased profits due to an increase in DX-related investment expenses and other factors.
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Please refer to page seven. I will explain the status of cash flow.
Operating cash flow amounted to an inflow of JPY20.4 billion, whereas investment cash flow amounted to
an outflow of JPY8.1 billion, due to construction work at the Hakozaki Building to facilitate multi-tenant rent.
While long-term funds were borrowed, free cash flow was mainly allotted to dividend payments, resulting in
a financial outflow of JPY5.2 billion.
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Please refer to page eight. I will explain the status of the balance sheet.
As shown, the D/E ratio improved to 0.69 due to the accumulation of profits and an increase in foreign
currency translation adjustments.
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I will explain our earnings outlook for fiscal year ending March 2026. Please refer to page 10.
Results through Q3 have progressed favorably, in line with the earnings forecast announced last November.
For Q4, we expect to perform almost in line with the plan.
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Please refer to page 11. I will explain the earnings outlook by segment.
Please refer to the operating profits in the bottom row. For the earnings outlook by segment, the
warehouse and harbor transportation of the logistics business experienced a labor shortage and rising costs.
Amid an increasingly harsh profit environment in the industry, we expect to firmly secure profits, with a
relative advantage within the industry.
The air cargo forwarding is performing favorably, as the handling of automobile-related cargo has increased.
Although performance varies by segment, we hope you understand that we are generally progressing in line
with the plan.
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Please refer to page 12. I will explain the outlook of cash flow.
Among the investment cash flow outlook, a total of JPY13 billion in capital expenditures and software
investments are expected, mainly to pay for the warehouse construction in Busan Newport, South Korea.
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Please refer to page 13. I will explain the outlook for the balance sheet.
The D/E ratio of the fiscal year ending March 2026 is expected to be 0.63, an improvement from the end of
the previous fiscal year, due to an increase in equity capital associated with an increased allotment to third
parties.
ROE for the fiscal year ending March 2026 is expected to continue declining, but temporarily, due to onetime expenses associated with the head office relocation and increased equity capital.
We will improve capital efficiency in fiscal year ending March 2027, due to the elimination of these one-time
expenses, along with full-year full-scale operations at the Hakozaki Building, a further profit growth in the
logistics business, and the purchase of treasury stocks and other factors we will describe later.
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I will now explain shareholders' return. Please refer to page 15.
While we keep our basic policy on flexible dividends based on a consolidated payout ratio of 30%, we have
implemented stable dividends in consideration of expectations from our shareholders. On the other hand,
as we seek to achieve a high level of capital efficiency set in our medium-term management plan, we have
also continued considering the strengthening of shareholders' return through the purchase of treasury
stocks under proper financial discipline.
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Please refer to page 16. I will explain the review of cash allocation to decide on purchasing treasury stocks.
Although we projected JPY100 billion in growth investment for the medium-term management plan, we
have once again reviewed the fund allocation for the next fiscal year, which is the final year of the current
medium-term management plan. This is after carefully examining the current situation once again, including
soaring construction costs and changes in the M&A environment.
During the review, we have decided to allot a portion of the funds for purchasing treasury stocks after
considering many discussions with our shareholders. I believe this will further improve capital efficiency and
increase shareholder returns, thereby contributing to the enhancement of corporate value.
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Please refer to page 17. Specific details for the purchase of treasury stocks are as shown.
For the current purchase of treasury stocks, we set the maximum total amount of purchase at JPY34 billion
and the maximum total number of shares at 5.5 million. Among these, JPY8 billion or 2.25 million shares
were already acquired on February 9 through ToSTNeT-3 transactions utilizing the so-called ASR scheme.
The remaining shares will be purchased on the market by the end of July.
Beginning in August, shares will be purchased through a securities company to repurchase borrowed shares
in the ASR scheme.
This concludes my explanation. Thank you.
From here, Director, Managing Executive Officer, Nishimura will explain the capital and business alliance
with Mitsui Fudosan and the third-party allotment.
Nishimura: My name is Nishimura of Mitsui-Soko Holdings. It's a pleasure to meet you today.
I will now explain the capital and business alliance with Mitsui Fudosan and the third-party allotment.
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Please refer to page 19. We have decided on a capital and business alliance with Mitsui Fudosan to flexibly
promote our efforts for sustainable growth in the future.
Our group has traditionally stabilized its revenue base by operating a real estate rent business that utilizes
land that is no longer suitable for logistics due to changes to the surrounding environments.
On the other hand, we considered collaborations with our partners an essential factor for enhancing value
of additional owned assets in the future. Therefore, we have decided to form a strong capital-related
alliance with Mitsui Fudosan, Japan's top general developer in real estate, with whom we had a relationship
ever since.
By effectively utilizing the management resources and know-how of both companies, we hope to maximize
the value of our group's assets to enhance corporate value and shareholder value.
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Please refer to page 20. Based on this alliance, we will raise approximately JPY18.4 billion in growth capital
through a third-party allotment to Mitsui Fudosan.
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Please refer to page 21. Approximately JPY18.4 billion in fundraising. This amount will be allocated for the
establishment of new dedicated logistics bases in the Kanto and Kansai regions for healthcare logistics,
which is currently one of our priority areas.
The healthcare field is a growing market that requires strict temperature control and security for
regenerative medicine, high-molecular pharmaceuticals, and other areas. Currently, our existing facilities
are operating at full capacity, and our recent challenge is to increase the capacity to meet the everincreasing demand.
To address this, we hope to accelerate topline growth by combining high-function facilities that utilize
Mitsui Fudosan's development capabilities and our high-quality logistics services.
That concludes my explanation. Thank you.
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Question & Answer
Moderator [M]: Before we begin the Q&A session, I will present the questions we received in advance. Here
is the first one.
Participant [Q]: While the environment related to logistics is harsh and companies struggle, it seems that
your company's performance isn't affected much. Are there any reasons for this?
Nakayama [A]: Yes. I will answer your question. As you may have been informed, the financial results
announced by various companies in the logistics industry indicate stagnant cargo movement for domestic
and international markets. Labor shortages and rising labor costs, along with rising prices and other factors,
have also led to a harsh logistics environment. We are aware that the financial results of various companies
also show decreased profits YoY.
Under these circumstances, our group is continuously reviewing efficiency or transaction terms to address
various cost-increasing factors. We also maintain close communication with our clients and continue making
quick proposals that benefit our clients. As a result, we managed to increase the volume of cargo handled,
and believe we managed to secure solid profits compared to other competitors in every business, including
Airfreight forwarding, Warehousing/Port transportation, 3PL/LLP, and Land transportation.
For this area, if you check the details that our competitors disclosed for each business type and do an indepth analysis, you can reconfirm that the figures clearly show our position in the industry. That concludes
my explanation.
Moderator [M]: Thank you. I will now present the next question.
Participant [Q]: Why did you decide to purchase your treasury stocks at this time? Thank you in advance.
Nakayama [A]: I will answer the question. For the purchase of treasury stocks, we have explained during
each financial results presentation that it's one of the options for cash allocation in growth investment, as
our basic attitude.
With a little over a year remaining in the current medium-term management plan, we decided to purchase
treasury stocks to increase shareholder returns and improve capital efficiency, after reviewing the cash
allocation that I just mentioned.
Moderator [M]: I will present the next one.
Participant [Q]: Will there be additional purchases of treasury stocks? Thank you in advance.
Nakayama [A]: I will answer the question. For the initiative policy regarding the aforementioned cash
allocation, we plan to review cash allocation whenever necessary, while monitoring the progress of growth
investments or maintained renewal investments in the future. Therefore, we will retain the option for
considering additional purchases of treasury stocks. That concludes my explanation.
Moderator [M]: I will present the next one.
Participant [Q]: Why did you decide to partner with Mitsui Fudosan?
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Nishimura [A]: Okay, I will answer the question. Please refer to page 19 once more. The three alliance
synergies are major pillars, which are shown in the center. These are effective utilization of existing assets
through diverse methods, sharing know-how and utilizing procurement capabilities, and expansion of
topline by utilizing both companies' services. Also, the essential elements are the effective use of our
existing assets and our procurement capabilities.
In other words, procurement capabilities can be described as purchasing power. While construction costs
are soaring, we had difficulties acquiring suppliers and vendors. As we expect these circumstances to linger
ahead, we will continue considering the essential aspects on a long-term at both our companies, especially
for these two factors.
Therefore, the reason for selecting Mitsui Fudosan is they are Japan's leading general developer and
represent Japan. That is why we decided they would be our best partner. That concludes my explanation.
Moderator [M]: Thank you. I will present the next question.
Participant [Q]: What do you intend to achieve with Mitsui Fudosan? Will you basically focus on the
healthcare field? Also, why is the amount for third-party allotment set at JPY18 billion?
Nishimura [A]: Okay. I will also answer this question. First, for future plans relating to our alliance, I have
described the details in my previous answer. We are considering a wide range of activities. Therefore, we
hope you understand that it's not limited to healthcare.
However, considering the current situation leading up to two or three years from now, we have specific
funding needs for healthcare and started initiatives that apply Mitsui Fudosan's know-how, such as
development management.
Therefore, we were aware that we had these funding needs, which amount to approximately JPY18 billion
to JPY19 billion. Since we had this on our minds, we discussed it with Mitsui Fudosan and decided on the
amount as a starting point. That concludes my explanation.
Moderator [M]: I will now present the question submitted via the Q&A button.
Participant [Q]: Please tell me the status of air cargo for the three months of Q3, broken down into unit
price and volume.
Nakayama [A]: I will answer the question. Thank you for your question regarding the status of Airfreight
forwarding in Q3. First, the airfare market was almost stable throughout the period. On the other hand, for
handling volume, client demand from various regions increased significantly in terms of shipments from
Japan to overseas and vice versa. We addressed these demands properly and smoothly secured space
necessary for our clients, offering appropriate pricing. As a result, we realized that we managed to maintain
a certain level of sales and profits in Q3. That is all from me.
Moderator [M]: The next question.
Participant [Q]: Am I correct to assume that prototypes for the automobile-related sector remain favorable?
Nakayama [A]: I will answer that. As I mentioned before regarding the automobile-related sector, there are
cars themselves and components for mass production, along with the prototypes themselves and their
respective components. Overall, our clients experienced favorable performances for mass-produced cars.
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They mentioned that demand was very high for prototypes. In terms of our business, both have shown very
favorable performance.
Although a portion of this includes emergency response to typhoon damage in South America, it's the result
of addressing increasingly urgent matters amid very favorable performance in our clients' sales and
production volume. As an answer to your question, I hope you understand that prototypes and production
cars were both favorable. That is all from me.
Moderator [M]: Now, the next question.
Participant [Q]: What is the outlook for air cargo for the next fiscal year?
Nakayama [A]: I will answer that. There are many uncertainties relating to the outlook for the next fiscal
year. Although the issue with Trump's tariffs seems to have subsided, we don't know how this may turn out
in the future.
However, if our clients maintain the highest global production volume for all automobile categories,
including hybrid, EV, and gasoline cars, they will further increase production. Since they have clarified such a
policy, I believe we will perform favorably if our business properly addresses it and respond to their needs.
That is all from me.
Moderator [M]: Now, for the next question.
Participant [Q]: While semiconductor production is increasing, there are movements to reduce wafer
inventories. Please tell me how you view these effects for the next fiscal year.
Nakayama [A]: Okay. I will answer that question. Regarding your question about the relevance to finished
semiconductor products and wafer inventory, you may be aware that wafers are supplied through long-term
contracts. We are committed to procuring from major wafer manufacturers on a three to five-year contract.
Of course, the basis considers our clients' manufacturing plans and other agendas. For inbound and
inventory of wafers, we expect to see favorable movements.
Although the market environment relating to semiconductors is very diverse, our clients have a very high
share of the worldwide market. We expect them to expand their business vigorously in the future and have
a policy of addressing their needs appropriately. That is all from me.
Moderator [M]: Okay. Now, the next question.
Participant [Q]: Although you intend to actively invest in healthcare bases through an alliance with Mitsui
Fudosan, do you see a possibility in securitizing their logistics REIT or other forms, as well as lease backs?
When I asked a question at the Mitsui Fudosan presentation, they mentioned the co-development of your
owned assets. Is there a possibility of redeveloping real estate business assets besides healthcare facilities,
such as at the Hakozaki Building?
Nishimura [A]: Okay. I will respond to that question. First of all, for the possibility of securitizing areas other
than healthcare bases, we do rule out the possibility of securitization at this moment. We hope to have a
wide range of discussions on how we can further enhance each other's corporate value in the future as a
collaboration.
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Regarding your question about the redevelopment of the Hakozaki Building, since it's still operating
efficiently enough in its current form, there are currently no immediate plans for redevelopment. That
concludes my answer.
Moderator [M]: Now, for the next question.
Participant [Q] : Can you please explain specifically the reasons why you decided to assign Mitsui Fudosan
instead of developing real estate facilities internally, along with the pros and cons? Also, I think you had an
option to increase the ownership ratio of Mitsui Fudosan. Please explain the reason why you haven't
changed the ownership ratio this time.
Nishimura [A]: Okay. I will answer the question. As mentioned earlier, the ownership ratio was decided
based on the fact that healthcare financing needs were JPY18 billion or JPY19 billion. Therefore, it's neither
more nor less than that range. Currently, we haven't discussed or thought about increasing the ownership
ratio in the future.
Also, we haven't thought about never undergoing internal development. Obviously, we will undergo internal
development in the future, while our know-how is required for operations. It involves our approach to
Mitsui Fudosan as a development and assets. When we create something by combining both know-hows, it
means we will offer services to our clients by leveraging them.
Therefore, for your question regarding pros and cons, we won't do anything that will lead to shortcomings.
We hope you understand that we will only do what is mutually beneficial. That concludes my explanation.
Moderator [M]: Are there any other questions?
Since there are no further questions, we would like to conclude the Q&A session.
This concludes the financial results presentation for Q3 March 2026. Thank you very much for your
participation.
Nakayama [M]: Thank you.
Nishimura [M]: Thank you.
[END]
Document Notes
1.
2.
3.
4.
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Portions of the document where the audio is unclear are marked with [inaudible].
Portions of the document where the audio is obscured by technical difficulty are marked with [TD].
Speaker speech is classified based on whether it [Q] asks a question to the Company, [A] provides an
answer from the Company, or [M] neither asks nor answers a question.
This document has been translated by SCRIPTS Asia.
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