新コスモス電機株式会社　第67回定時株主総会

Business performance & strategic context

• The company reported strong consolidated results while operating under its first year of a 2025–2027 medium-term management plan. The plan is focused on realizing profitability from past investments and building future market foundations.
• Business/market backdrop
  • Japan: gradual economic recovery (improved corporate earnings and employment income).
  • Uncertainties: prolonged price increases affecting consumption, global monetary policy changes, and instability in the Middle East.

Key financial metrics / KPIs (consolidated)

• Sales: 50.091 billion yen (+18.8% YoY)
• Operating profit: 7.921 billion yen (+45.3% YoY)
• Net reserve income held by parent shareholders: 5.208 billion yen (+54.2% YoY)

Segment-level operational highlights (examples)

Household gas alarms

• Strong demand for battery-powered methane alarms/alarm systems in North America.

Domestic (Japan)

• Urban-use aircraft-related sales performed well.
• Household gas-powered air conditioners: 29.605 billion yen (+36.2%)

Industrial low-voltage gas building equipment & related

• Strong: power/scientific-industry building equipment and maintenance services
• Moderate: reaction-force-industry building equipment and gas sensors
• Weak/decline: industrial low-cost gas building security systems (-2.8%, 11.661 billion yen)

Portable gas detection systems (commercial)

• Strong domestic construction equipment for scientific industry.
• Strong domestic alcohol-based building equipment.
• Maintenance progressing smoothly.
• Portable gas-powered building equipment (commercial): 7.145 billion yen (+11.6%)

Medium-term strategy (2025–2027) — goals & growth playbook

Corrective / strategic goal

To contribute to:

• “Zero gas accidents worldwide”
• “Carbon-neutral society”

Mechanism: globally expand MEMS gas sensor technology.

Four growth strategies

1. Area-specific global market strategy

   • North America: strengthen sales of battery-powered devices; expand adoption of gas leak detection modules
   • Asia (including Japan): adoption of battery-powered gas alarms for industrial gas construction; localization efforts
   • “North Korea” mention: build a carbon-neutral market foundation centered on hydrogen; expand production capacity to meet demand; develop products for children

2. New product & service strategy

   • Expand gas alarm lineup using MEMS gas sensor core technology
   • Develop products for the new energy market
   • Differentiate via CO detection technology (e.g., Plasio fire alarm with integrated carbon detection)
   • Improve maintenance business quality

3. Collaboration systems & new market foundation

   • Work with group companies to develop new markets:
     • Expand sales in the reaction vehicle market
     • Fire prediction and detection
     • Healthcare
   • Mention of a “carbon-neutral market centered on Hoju” as a foundation-building basis

4. Next-generation sensing technology & MEMS expansion

   • Expand sensor lineup toward 2030
   • Use optical imaging AI for gas sensors
   • Advance MEMS technology as next-gen sensing

Foundational strategies (enablers)

• Strengthen technology & supply chain through establishing engineering chains
• Strengthen the organization via DX promotion and human capital management
• Commit to SDGs to support a prosperous planet
• Enhance corporate value with stakeholder focus: customers, employees, and society

Compliance / governance emphasis

• Strengthen compliance with laws and social norms to build reputation and trust.
• Management philosophy actions: challenge “untapped possibilities,” foster human resource growth, respect stakeholders, and improve communication.

Corporate actions & shareholder returns (agenda-driven execution)

Agenda Item 1: Disposition of deposits (dividend)

• Basic policy: continue reasonable dividends
• Year-end dividend: 95 yen per share (cash)
• Total dividend amount: 1,156,050,595 yen
• Payment effective date: June 29, 2026
• Motion passed by shareholder approval (including written-in votes).

Agenda Item 2: Appointment of directors

• Board reconstitution after this meeting; request to increase number of directors
• Include outside directors to strengthen management structure
• Outside director candidates named:
  • Hame Teshima
  • Yukihiro Yanagisawa
  • Yoshi Shinohara
  • Kenji Kondo
• Mention of candidates associated with the “Mori” role includes Nishiyoshida and Kondo (as stated).

Actionable recommendations implied by the reporting (what the strategy is “doing”)

• Double down on battery-powered methane systems in North America and scale module adoption.
• Pursue localization in Asia to reduce friction and improve adoption in industrial settings.
• Continue product differentiation around gas detection technology (MEMS + CO detection; example: Plasio integration).
• Treat maintenance as a quality lever (not just a support function) to improve service revenue reliability.
• Invest in next-gen sensing (AI-enabled optical imaging + MEMS advances) to build a pipeline into 2030.

Presenters / sources mentioned

• Yoshinori Takahashi (President & Representative Director; meeting chair)
• Murata Dai (audit committee / audit report presenter; “Murata from Kamikane Kansai Pharmaceutical” as stated)
• Kyoritsu Audit Corporation (accounting auditor)

Additional named executives/officers introduced

• Yoshinori Nishigami
• Takao Kaneuchi
• Masashi Maekawa
• Akira Koyanagi
• Saichi (name partially garbled)
• Yoshi Yamada
• Naoki Nakamura
• Yoshiyuki Matsubara
• Yu Toshihiro (name partly garbled; “Ugita” also appears)
• Teshima
• Arihiro Yanagisawa
• Noriyuki Shinohara (noted as not arrived at introduction)
• Kenji Kondo

Auditors introduced

• Iimori Ryu
• Kazuhiko Yamagishi
• Hayashi (name partially garbled)

Named director candidates

• Hame Teshima, Yukihiro Yanagisawa, Yoshi Shinohara, Kenji Kondo (outside director candidates)