इस संग्रह का हिस्सा: निवेशक प्रेज़ेंटेशन के उदाहरण
J.Front Retailing H1 FY2026 Earnings Presentation (2027年2月期 中間期決算説明会資料) — the 41-page Japanese-language interim results deck from the owner of Daimaru, Matsuzakaya and PARCO, published on TDnet (Tokyo Stock Exchange) on 13 October 2026. It covers first-half results for the fiscal year ending February 2027, the full-year outlook (record business profit of ¥535 hundred million forecast), progress on the current medium-term plan, and the direction of the next one.
आपके अपने कंटेंट से बनी स्लाइड्स के लिए इस प्रेज़ेंटेशन के कवर को स्टाइल रेफ़रेंस के रूप में इस्तेमाल करता है। या नीचे से कोई भी पेज चुनें और उसके लेआउट को रेफ़रेंस की तरह इस्तेमाल करें।
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स्लाइड साझा करें
J.Front Retailing H1 FY2026 Earnings Presentation (2027年2月期 中間期決算説明会資料) — the 41-page Japanese-language interim results deck from the owner of Daimaru, Matsuzakaya and PARCO, published on TDnet (Tokyo Stock Exchange) on 13 October 2026. It covers first-half results for the fiscal year ending February 2027, the full-year outlook (record business profit of ¥535 hundred million forecast), progress on the current medium-term plan, and the direction of the next one.
प्रत्येक स्लाइड पृष्ठ का विस्तृत दृश्य, लेआउट, मुख्य सामग्री और दृश्य तत्वों सहित।
Title slide '2027年2月期 中間期決算説明会' (Interim Results Briefing for the Fiscal Year Ending February 2027), dated 13 October 2026, presented by J.Front Retailing Co., Ltd., with the corporate tagline 'Inventing new happiness in everyday life'.
Centered title framed by two plum horizontal rules, date and company name below, JFR roundel logo and tagline at the bottom on a white background.
Two-part agenda: I. FY2026 first-half results and full-year outlook; II. Progress on the medium-term management plan and direction of the new medium-term plan.
Minimal text-only agenda with a small centered heading and two large Roman-numeral items.
Section opener for the financial part, presented by Takakimi Nagamine, Director, Managing Executive Officer and General Manager of the Financial Strategy Unit.
Centered section title over a plum rule, three overlapping circles motif (plum, pink, grey), presenter name and title, logo at the bottom.
Gross sales rose 2.5% to ¥6,382 hundred million (¥6,382 hundred million) as both department stores and shopping centers performed well; business profit fell 5.6% to ¥265 hundred million on the Daimaru Umeda renovation and the Expo 2025 base effect, but beat the April forecast by ¥45 hundred million thanks to SG&A control and cost timing. Revenue ¥2,138 hundred million (-2.8%), operating profit ¥268 hundred million (-10.5%), net profit attributable to owners ¥173 hundred million (-5.3%).
Two arrow-bullet headline messages above a full-width table with Q1, Q2 and H1 column groups (actual, YoY %, vs April forecast) and nine P/L rows; key rows shaded grey.
Department stores: gross sales ¥4,009 hundred million (+1.8%), business profit ¥155 hundred million (-2.6%, +¥29 hundred million vs forecast). SC (PARCO) business: gross sales ¥1,881 hundred million (+8.8%), business profit ¥84 hundred million (+1.3%). Developer: revenue ¥390 hundred million (-9.8%), business profit ¥36 hundred million (-18.4%).
Dense segment matrix: segment labels in the left column, four metrics per segment (gross sales, revenue, business profit, operating profit) across Q1/Q2/H1 groups.
Payment & finance: revenue ¥72 hundred million (+9.2%), business profit ¥7 hundred million (+75.7%). Other businesses: revenue ¥278 hundred million (-3.7%), business profit near zero (-98.2%). Inter-segment adjustments of -¥263 hundred million in gross sales.
Continuation of the segment matrix with the same column structure for payment & finance, other, and adjustments.
Department stores grew despite Daimaru Umeda floor closures and the Expo rebound, with both domestic and duty-free sales strong; business profit beat April guidance by ¥29 hundred million. SC: tenant sales stayed strong at Shibuya PARCO after renovation; business profit +1.3% despite HAERA opening costs. Developer: J.Front Prime Space fell on a large-order rebound but beat guidance; J.Front Urban Development grew on HAERA. Payment & finance grew on merchant fees. Other: Daimaru Kogyo declined on weak electronic devices and auto parts.
Five plum underlined segment headings, each with one or two chevron bullets explaining the variance.
Excluding Daimaru Umeda, which is under major renovation (-38.6%), store sales grew 7.0% (domestic +4.7%, duty-free +21.5%). Daimaru Shinsaibashi +9.8%, Tokyo +6.9%, Kyoto +8.1%, Kobe +9.3%, Sapporo +11.0%, Matsuzakaya Nagoya +2.3%; total store sales +2.7%, overall +1.2%. Matsuzakaya Nagoya's gross sales including the HAERA zone were strong.
Store-by-store YoY growth table (Q1, Q2, H1) on the left; a small callout table on the right showing domestic / duty-free / total excluding Umeda.
Duty-free sales totaled ¥534 hundred million in H1 (+13.8% YoY, 11.3% above plan): mainland-China customer numbers fell sharply but spend per customer rose on the weak yen (customers -16.7%, average spend +36.6%). Department-store segment duty-free sales were ¥566 hundred million. China's share of sales fell from 65.6% to 57.3%.
Left: monthly March–August paired bar chart (FY2025 grey vs FY2026 plum). Right top: YoY KPI boxes; right bottom: 100% stacked horizontal bars of sales share by country.
SG&A fell ¥770 million YoY to ¥60,163 million, partly due to costs shifting into H2; excluding Expo-related costs it rose ¥7 hundred million. Versus the April forecast of ¥62,200 million, SG&A was ¥2,037 million lower. Drivers include personnel (+367), advertising (+462, inbound promotions), depreciation (-306) and other SG&A (-1,154: lower Expo fees, utilities, repairs).
Double waterfall bridge: prior-year H1 bar → cost items → H1 actual → cost items → April forecast, with grey arrows labelling each total variance.
Domestic and inbound sales were both strong; Shibuya PARCO, under renovation a year earlier, grew 28.6%, while Shinsaibashi PARCO fell 3.6% due to renovation work. Sapporo +9.6%, Nagoya region (including HAERA, opened 11 June 2026) +20.2%, Fukuoka +4.0%; all-store total +8.9%.
Centered single table with nine PARCO stores and a total row across Q1, Q2 and H1 YoY columns; footnote about the Nagoya region definition.
Total assets ¥11,361 hundred million, down ¥54 hundred million from fiscal year-end. Interest-bearing debt excluding leases ¥1,843 hundred million (+¥78 hundred million); total including leases ¥3,344 hundred million. Equity attributable to owners ¥4,165 hundred million (+¥9 hundred million), equity ratio 36.7%.
Three headline bullets, then three mini bar-chart panels (total assets, interest-bearing debt split into leases and bonds/loans, equity with ratio line) comparing Feb 2026 and Aug 2026.
Operating cash flow ¥380 hundred million (+¥44 hundred million on lower tax payments); investing cash flow -¥267 hundred million (¥221 hundred million more outflow for store investment and developer investments); free cash flow ¥112 hundred million; financing cash flow -¥212 hundred million including share buybacks; cash balance ¥262 hundred million.
Five paired bar groups (operating, investing, free, financing CF, cash balance) above and below a baseline, prior year grey vs current plum, with YoY deltas in angle brackets.
Consumption expected to remain solid overall despite downturn risk. Domestic: stock-market volatility risk, but wealth effects support spending; watching prices and real wages. Overseas: US growth continues but high rates pose slowdown risk; fiscal concerns could unsettle markets. FX: US–Japan rate gap narrowing, yen expected to stabilize gradually from ultra-weak levels while remaining weak for now.
One headline bullet followed by three bracketed sections (Domestic, Overseas, FX USD/JPY) with checkmark bullets.
Despite Daimaru Umeda floor closures, full-year business profit is forecast at a record ¥535 hundred million (+5.7%, +¥15 hundred million vs April). Gross sales ¥13,600 hundred million (+5.4%), revenue ¥4,700 hundred million. Operating profit cut ¥10 hundred million to ¥460 hundred million due to costs from closing Daimaru Shimonoseki, but net profit kept at ¥290 hundred million. ROE 6.9%, ROIC 5.9%.
Two headline bullets above a table with H2 and full-year column groups (forecast, YoY %, vs April forecast) including ROE and ROIC rows.
Full-year forecasts: department stores gross sales ¥8,568 hundred million (+3.4%), business profit ¥305 hundred million (-1.3%); SC gross sales ¥3,864 hundred million (+8.9%), business profit ¥145 hundred million (+3.5%); developer revenue ¥894 hundred million (+9.8%), business profit ¥109 hundred million (+47.6%).
Segment matrix with H2 and full-year forecast column groups, same grid style as the H1 segment tables.
Payment & finance: revenue ¥152 hundred million (+12.7%), business profit ¥20 hundred million (+107.7%). Other: gross sales ¥682 hundred million (+14.0%), revenue ¥649 hundred million; business profit ¥4 hundred million. Adjustments -¥560 hundred million gross sales.
Continuation of the forecast segment matrix.
Department stores: Umeda impact continues but H2 business profit expected at prior-year level; gaishō (corporate/wealthy-client) sales stay solid, full-year duty-free sales forecast at ¥1,210 hundred million (+9.5%). SC: Shinsaibashi and Ikebukuro PARCO renovations complete, lifting sales; business profit in line with April. Developer: J.Front Prime Space H2 cut for possible external construction delays; Urban Development to sell properties as planned. Payment & finance on track. Other: Pieroth Japan consolidated from H2.
Five plum segment headings with chevron bullets, mirroring page 7.
Store sales excluding Umeda planned to grow 8.3% in H2 on stronger gaishō sales (domestic +8.8%, duty-free +5.4%). Duty-free sales forecast at ¥605 hundred million (+4.9%), with the department-store business above ¥640 hundred million in H2. Shinsaibashi +13.0%, Kobe +10.9%, Umeda -30.0%; overall +4.5%.
Same structure as page 8 with Q3, Q4 and H2 plan columns plus the side callout box.
H2 SG&A forecast at ¥67,136 million, up ¥2,033 million YoY on personnel (+568), system costs (+723) and utilities; ¥1,236 million above the April forecast of ¥65,900 million partly due to costs shifted from H1.
Waterfall bridge from prior-year H2 actual to H2 forecast to April forecast, identical format to page 10.
Year-end total assets forecast at ¥13,100 hundred million (+¥1,684 hundred million) due to investment; interest-bearing debt excluding leases ¥2,470 hundred million (+¥704 hundred million), total ¥4,765 hundred million; equity attributable to owners ¥4,210 hundred million with equity ratio falling to 32.1% as capital is optimized under the medium-term plan. Assumes about ¥600 hundred million of strategic investment.
Three bullets and three bar-chart panels comparing Feb 2026 actual with Feb 2027 forecast, mirroring page 12; footnote on strategic investment assumption.
Operating CF forecast at ¥820 hundred million (+¥150 hundred million on higher profit); investing CF -¥1,145 hundred million including strategic investment; free CF -¥325 hundred million; financing CF +¥215 hundred million reflecting debt raised for the strategic investment; year-end cash ¥250 hundred million.
Five paired bar groups (FY2025 actual grey vs FY2026 forecast plum) around a zero baseline with bracketed YoY deltas.
Interim dividend raised ¥1 to ¥28 per share; annual dividend forecast at ¥56 (up ¥2) as announced in April. FY2026 payout ratio about 47% and total return ratio about 82%. Chart shows dividend per share history from ¥16 in FY2008 to ¥54 in FY2025 and ¥56 forecast.
Three headline bullets above a vertical bar chart of dividends per share FY2008–FY2026, with the forecast bar outlined in dashes.
Opener for the strategy section, presented by Keiichi Ono, Director, Representative Executive Officer and President.
Same three-circle section-divider design as page 3 with two-line title.
Reprinted from the FY ending February 2026 results briefing (14 April 2026): the group vision of three values (shared excitement, regional co-prosperity, environmental symbiosis) and three synergies (area, customers, content) coming together as one.
Giant grey numerals 3 / 3 / 1 stacked on the left with short captions; right side a three-circle Venn diagram in pink, navy and teal with icons; 'reprint' label box top right.
Business profit has moved to a higher level above ¥500 hundred million: ten-year history shows ¥468 hundred million in FY2017, a COVID trough of ¥23 hundred million in FY2020, then ¥534 hundred million (FY2024), ¥505 hundred million (FY2025) and ¥535 hundred million forecast for FY2026 during the current plan period.
Plum headline statement above a bar chart with a red ¥500 hundred million reference line; plan-period bars highlighted in pink with large white labels and a bracket arrow beneath.
1 Stores/areas: flagship renovations and HAERA opening in Nagoya Sakae. 2 Customers: unified department store–PARCO–JFR Card customer base, 5.14 million group IDs (1.4x previous plan), more gaishō members. 3 Content: content in MD, IP and services; strategic investment in Pieroth Japan. 4 Management foundation: reviewing businesses, stores and assets; strengthening high-efficiency businesses; building group unity.
Four horizontal rows, each with a large plum numbered tile on the left and an outlined checklist box on the right.
New commercial complex HAERA opened in June 2026 in Nagoya Sakae, the top-priority area. June–August gross sales about ¥120 hundred million and about 2.25 million visitors, ahead of plan; group gross sales in the area up about 15% YoY. Sakae-area visitor count has risen about 17% YoY since opening.
Two bullets; left column with results boxes and a downward arrow to a plum KPI tile plus the 'HELLO NEW SAKAE' campaign visual; right column a monthly visitor line chart with a dashed opening marker.
Completed: Shibuya PARCO ~2,000 tsubo and Ikebukuro PARCO ~2,600 tsubo (Tokyo), Nagoya PARCO ~2,500 tsubo, Shinsaibashi PARCO ~2,000 tsubo. Decided: GINZA SIX renewal for its 10th anniversary (spring 2027), PARCO to operate Matsuzakaya Nagoya's south building (spring 2027), Daimaru Shinsaibashi south building fully acquired, Daimaru Umeda major renovation (phased opening from FY2027), Fukuoka PARCO closure with redevelopment application filed.
Matrix with region rows (Tokyo area, Nagoya Sakae, Osaka Umeda/Shinsaibashi, Fukuoka Tenjin) and columns for completed, decided, and timing in pink chevron cells.
Consolidating cards within the group and strengthening app membership steadily expanded the customer base; evolving touchpoints helped win prospects and lift spend. Four initiatives: card consolidation, app members and department-store points, data-driven prospecting, and inbound CRM starting at Shinsaibashi. Member IDs grew from about 3.6 million (FY2023) to over 5 million (FY2026).
Two bullets; 2x2 grid of grey icon cards on the left; stacked bar chart of member IDs by department store, PARCO and GINZA SIX on the right with a curved black arrow.
On 1 September 2026 JFR acquired all shares of Clanet Holdings, parent of imported-wine seller Pieroth Japan. Plans: stronger wine proposals to affluent consumers, wine-based experiences (tastings, auctions), more touchpoints beyond stores, and cross-use of customer bases including Pieroth's 170,000 individual members. Pieroth FY2025: sales ¥100 hundred million, operating profit ¥5 hundred million, total assets ¥95 hundred million (J-GAAP).
Two bullets; left four numbered plum icon tiles with headings and text; right a photo of the Pieroth Lounge and a company fact box.
Business: transfer of JFR Kodomo Mirai (April 2025). Stores: Matsumoto PARCO closed (Feb 2025), Shizuoka PARCO to close (end Jan 2027), Daimaru Shimonoseki to close (end Aug 2027). Property: review and sale of non-core properties, with the non-core property balance falling from about ¥160 hundred million in FY2021 to near zero by FY2026.
Three plum label tiles (Business, Stores, Property) with outlined checklists on the left; smooth declining line chart on the right.
Integrated the construction/interior and facilities businesses (March 2026) and launched a commercial-facility value-up business including advisory contracts. Expanded personnel exchange including store-manager level between department stores and PARCO, concurrent executive roles for HR, finance and IT/digital, and mutual understanding built through the HAERA opening — enabling full-scale group collaboration.
Two sections, each with a plum label tile and an outlined checklist box; chevron arrow leading to a concluding statement.
To meet market expectations: core businesses have room for sustainable growth (profit level clearly higher, renovations working, HAERA proves store value creation is repeatable) but brand strengths remain individual, FX resilience is a challenge, and the shift from cost-optimization to growth-oriented resource allocation is half-way. Portfolio expansion is in progress (content business launched, Pieroth acquired) but M&A is still being explored and scaling on existing assets is a challenge. Conclusion: raise earning power by pooling group store and customer assets.
Plum banner header over two pentagon-shaped columns with green check and red cross items; boxed conclusion at the bottom.
The transformation into a 'value co-creation retailer' remains unchanged: turn group diversity into customer value, expand touchpoints to deepen data and customer understanding, and recognize business-asset value to keep raising earning power — aiming for sustained, stable ROE improvement through stronger cash-flow generation.
Large underlined quoted headline, three dash bullets, and a double-bordered plum box with the goal statement.
Growth image from FY2027 to beyond FY2030: existing businesses strengthened individually and through group capabilities, layered with area developments in Nagoya, Umeda, Shinsaibashi and Hakata Tenjin, plus business-portfolio expansion through strategic investment.
Layered area diagram widening to the right with grey base bands, pink area wedge with location pins, and green strategic-investment layer; timeline axis at bottom.
Timeline of combined projects: Ueno PARCO_ya (2017), Shinsaibashi PARCO (2020), HAERA (2026), PARCO operating Matsuzakaya Nagoya south building (2027), Fukuoka Tenjin redevelopment (around 2030). The relationship moves from adjacency to fusion to building the ultimate form, combining different strengths to create new appeal.
Photo cards of buildings connected to a black timeline arrow; below, a three-stage chevron band (adjacent, fusion, ultimate form) with icons; boxed conclusion.
Through group-wide marketing (integrated customer IDs and programs), JFR aims to deepen customer understanding and deliver its diverse stores (Daimaru, Matsuzakaya, PARCO, GINZA SIX, HAERA, new Fukuoka Tenjin facility) and content (food, wine, brand buy-back, manga, leisure, games) as optimal experiences per customer, via integrated data, deeper understanding and linked incentives.
Two pink glowing panels (store logos; content icons) with arrows converging on a customer icon above a crowd illustration; three outlined boxes and a conclusion line.
Group gaishō (wealthy-client sales) launch: record sales expected on double-digit growth in top-rank clients, strong younger-customer spending, HAERA gaishō sales about 40% above plan June–August; considering gaishō activation hooked on GINZA SIX. Common inbound policy: group inbound gross sales expected above ¥2,200 hundred million in FY2026, over 200,000 Daimaru Matsuzakaya inbound app members, PARCO and GINZA SIX inbound up about 20%; unify inbound policy across before, during and after travel.
Two parallel columns with plum header bars, outlined checklists, grey down arrows and pink conclusion boxes.
With ROE 10% in view, achieving ROE 8% early is the top priority. Chart of equity and Net D/E ratio FY2019–FY2025 shows Net D/E falling from about 1.2x to about 0.7x (about 0.35x excluding leases). Equity is within an appropriate range and funding capacity is secured by maintaining credit ratings, so expanded cash generation will fund both growth investment and shareholder returns.
Headline line; left a combo chart with stacked equity bars and two Net D/E lines on a secondary axis; right a grey-bordered box, down arrow and plum-bordered conclusion with red emphasis.
Closing slide with the corporate URL j-front-retailing.com, the tagline 'Inventing new happiness in everyday life', a large JFR logo, and a forward-looking statements disclaimer noting that forecasts are based on currently available information and actual results may differ materially.
Centered URL, vertical tagline, large plum JFR roundel and wordmark, boxed disclaimer at the bottom.
इस स्लाइड और अंतर्निहित प्रस्तुति सामग्री के बारे में सामान्य प्रश्न।
It is J.Front Retailing's interim results briefing deck for the fiscal year ending February 2027 (which the company calls FY2026), dated 13 October 2026. The 41 pages cover first-half IFRS results, segment and store data for Daimaru, Matsuzakaya and PARCO, the full-year forecast, and progress on the medium-term management plan.
The slides are in Japanese. It is the company's original 決算説明会資料 (earnings briefing materials), published on TDnet, the Tokyo Stock Exchange's timely-disclosure system. This page adds an English summary of every slide, with yen figures kept in the company's own ¥100 million (億円) units.
Gross sales were ¥6,382 hundred million (+2.5%), revenue ¥2,138 hundred million (-2.8%), business profit ¥265 hundred million (-5.6% but ¥45 hundred million above the April forecast), operating profit ¥268 hundred million and net profit attributable to owners ¥173 hundred million. Duty-free sales at Daimaru Matsuzakaya rose 13.8% to ¥534 hundred million.
The company forecasts record business profit of ¥535 hundred million (+5.7%), gross sales of ¥13,600 hundred million, operating profit of ¥460 hundred million and net profit of ¥290 hundred million, with ROE of 6.9%. The annual dividend is planned at ¥56 per share, a payout ratio of about 47%.
Japanese department stores and shopping centers report gross sales (総額売上高), which includes consignment and tenant sales at full value, alongside IFRS revenue, which records many of those sales on a net basis. Gross sales is the figure that tracks store traffic and spending most closely.
Yes. The original PDF is available along with a PPTX converted from it, so you can reuse the table grids, waterfall bridge charts and section dividers in your own presentation. The text in the PPTX remains in Japanese.
The segment tables with vs-forecast columns (pages 5–6, 16–17), the store-by-store sales table (page 8), the duty-free sales dashboard (page 9), the SG&A waterfall bridges (pages 10 and 20) and the cash-flow paired bars (page 13) are the most reusable layouts.
Yes. Use this deck as a style reference on 2Slides to generate an earnings presentation with the same restrained white-and-plum design, data tables and bridge charts, in English, Japanese or any other supported language.
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