Financial Highlights for Fiscal Year
Ended December 31, 2025 (FY 2025)
(In millions of yen; amounts rounded down to the nearest million yen)
| FY 2024 | FY 2025 | YoY change | |
| Net sales | 4,931 | 4,865 | -65 (-1.3%) |
| Operating profit | 473 | 435 | -37 (-7.9%) |
| Ordinary profit | 557 | 469 | -88 (-15.8%) |
| Profit attributable to owners of parent | 423 | 310 | -112 (-26.5%) |
Consolidated Business Performance for FY 2025
Having designated the period from FY2024 to FY2025 as a groundwork phase in preparation for market development, during the fiscal year under review we forged ahead with initiatives aimed at transforming the business and bolstering performance.
【Domain of support for sustainable corporate management:
Cyano Project integrated support services】
Cyano Project integrated support services】
In the "Cyano Project," which assists in transitioning to greater corporate sustainability, we have implemented an inbound marketing measure that integrates visioning, corporate communications, account relations, and B2B sales (practices) to arouse the interest of potential customers and lead to winning new clients.
As part of this effort, we hosted the four-part seminar for business leaders and executives from major companies, themed around assessing the times, with a focus on the risks and opportunities that arise from navigating today's unpredictable operating environment. The seminar was successful, with all sessions held at full venue capacity, alongside online participation averaging more than 70 companies per session. Since the launch of "Circular Co-Evolution," a total solution for the manufacturing industry, by five companies―AMITA CORPORATION, Circular LinX CO., LTD., Sumitomo Mitsui Finance and Leasing Company, Limited, ABeam Consulting Ltd., and GX Concierge Inc.―in June of the current fiscal year, we have been promoting proposals for transformation to a circular business model by leveraging the combined expertise and networks of these five companies, including conducting a three-part seminar titled "Achieving Corporate Sustainability Together." Furthermore, we strengthened our marketing structure by leveraging our network of group and partner companies and other related entities, while also running training programs to enhance our solutions capabilities. Additionally, we have accelerated the initiation and execution of new product development for the AI era from the second half of the fiscal year under review. These initiatives have led to a steady inflow of new orders for consulting projects. However, due to delays in implementing countermeasures in response to changes in our clients' operating environments―stemming from the above-mentioned market developments such as U.S. tariff policy, deflationary exports from China, and the scaling back of ESG initiatives―order inflow and project delivery fell short of planned levels.
In our Sustainable BPO services, which use ICT and BPO to support circular corporate management, Circular LinX CO., LTD., a joint venture between the Company and Sumitomo Mitsui Finance and Leasing Group, has developed and provided new services in addition to those aimed at enhancing business efficiency and improving service quality. Against the background of the emergence of governance risks caused by labor shortages and sustainability knowledge at client companies, our Sustainable BPO services are performing well.
In the circular materials manufacture and provision services which contribute to the closed-loop resource recycling of waste and decarbonization, driven by the trend towards carbon neutrality and the impact of instability in global supply chains, we have promoted the development and provision of new circular materials (those that can be used as a substitute for natural resources), the decarbonization of plants, and the total proposal for sustainable procurement. Additionally, we have advanced the development of "Circular Model 3.0," a resource productivity enhancement model that realizes the efficiency and sophistication of resource recycling based on information management using cutting-edge technologies such as AI. However, amid market changes in the Japanese manufacturing industry discussed above―including the contraction of production plans at client companies―the cement industry experienced a tightening of circular materials. As a result, the volume handled at our Himeji circular materials plant declined year on year and versus plan. In addition, the number of high unit-price processing projects decreased year on year, and the recognition of certain results was pushed into the subsequent quarter or later, primarily due to partial shipping adjustments. With regard to closed-loop resource recycling of silicon slurry, we expanded services at the Kitakyushu circular materials plant and other operations. The volume handled grew year on year, yet fell short of plan, reflecting weakness in the Japanese semiconductor industry and other factors. Additionally, as part of the service evolution towards "Circular Model 3.0," the construction of a smart factory with an automatic control system at the Himeji circular materials plant is progressing as planned, and preparations for the start of operations in July 2026 are underway.
As part of this effort, we hosted the four-part seminar for business leaders and executives from major companies, themed around assessing the times, with a focus on the risks and opportunities that arise from navigating today's unpredictable operating environment. The seminar was successful, with all sessions held at full venue capacity, alongside online participation averaging more than 70 companies per session. Since the launch of "Circular Co-Evolution," a total solution for the manufacturing industry, by five companies―AMITA CORPORATION, Circular LinX CO., LTD., Sumitomo Mitsui Finance and Leasing Company, Limited, ABeam Consulting Ltd., and GX Concierge Inc.―in June of the current fiscal year, we have been promoting proposals for transformation to a circular business model by leveraging the combined expertise and networks of these five companies, including conducting a three-part seminar titled "Achieving Corporate Sustainability Together." Furthermore, we strengthened our marketing structure by leveraging our network of group and partner companies and other related entities, while also running training programs to enhance our solutions capabilities. Additionally, we have accelerated the initiation and execution of new product development for the AI era from the second half of the fiscal year under review. These initiatives have led to a steady inflow of new orders for consulting projects. However, due to delays in implementing countermeasures in response to changes in our clients' operating environments―stemming from the above-mentioned market developments such as U.S. tariff policy, deflationary exports from China, and the scaling back of ESG initiatives―order inflow and project delivery fell short of planned levels.
In our Sustainable BPO services, which use ICT and BPO to support circular corporate management, Circular LinX CO., LTD., a joint venture between the Company and Sumitomo Mitsui Finance and Leasing Group, has developed and provided new services in addition to those aimed at enhancing business efficiency and improving service quality. Against the background of the emergence of governance risks caused by labor shortages and sustainability knowledge at client companies, our Sustainable BPO services are performing well.
In the circular materials manufacture and provision services which contribute to the closed-loop resource recycling of waste and decarbonization, driven by the trend towards carbon neutrality and the impact of instability in global supply chains, we have promoted the development and provision of new circular materials (those that can be used as a substitute for natural resources), the decarbonization of plants, and the total proposal for sustainable procurement. Additionally, we have advanced the development of "Circular Model 3.0," a resource productivity enhancement model that realizes the efficiency and sophistication of resource recycling based on information management using cutting-edge technologies such as AI. However, amid market changes in the Japanese manufacturing industry discussed above―including the contraction of production plans at client companies―the cement industry experienced a tightening of circular materials. As a result, the volume handled at our Himeji circular materials plant declined year on year and versus plan. In addition, the number of high unit-price processing projects decreased year on year, and the recognition of certain results was pushed into the subsequent quarter or later, primarily due to partial shipping adjustments. With regard to closed-loop resource recycling of silicon slurry, we expanded services at the Kitakyushu circular materials plant and other operations. The volume handled grew year on year, yet fell short of plan, reflecting weakness in the Japanese semiconductor industry and other factors. Additionally, as part of the service evolution towards "Circular Model 3.0," the construction of a smart factory with an automatic control system at the Himeji circular materials plant is progressing as planned, and preparations for the start of operations in July 2026 are underway.
【Environmental certification assessment service】
With the market remaining strong, we have been steadily acquiring orders from new customers, especially for FSC® CoC certification and MSC/ASC CoC certification. We will promote reinforcing the assessor function and strengthening of organizational structures including enhancing business efficiency through the adoption of AI technologies.
【Overseas business】
Primarily through AMITA CIRCULAR DESIGN SDN. BHD. ("ACD"), AMITA Group's regional headquarters for the Asia-Pacific, we are promoting the expansion of the closed-loop resource recycling business in Malaysia and preparing to launch the closed-loop resource recycling business in Indonesia within FY2027. Leveraging the know-how we have developed in Japan, along with these initiatives, we have opened up new markets associated with the creation of mechanisms for building recycling-oriented societies in the Asia Pacific region.
Malaysia
In the closed-loop resource recycling, although regional resource circulation needs are strong and the receiving quantity of industrial waste is increasing, there were increases in shipping costs of circular materials and delays in shipments mainly due to price negotiations with certain resource users. In the current fiscal year, we have continued with our proof-of-concept assessment for the first overseas installation of a MEGURU STATION® resource-collection site that facilitates mutually supportive engagement among residents, an initiative that was launched in partnership with a local university in the previous fiscal year.
Indonesia
At two joint venture companies established with local companies in the previous fiscal year with the aim of truly commercializing and building a business platform for a closed-loop resource recycling business, we have been pursuing initiatives aimed at opening a circular materials plant by FY2027.
Business development in other countries
As measures related to the Ministry of the Environment's "FY2025 City-to-City Collaboration Program to Support the Decarbonization Efforts by Overseas Subnational Governments" adopted in April of the current fiscal year following the previous fiscal year, in Indonesia, India, and Palau, we have continued to conduct feasibility studies and related investigations, etc. concerning the commercialization of waste resource recycling in each country aimed at decarbonization.
In India, we have continued to carry out a feasibility study on a closed-loop resource recycling business for the cement industry that began in the previous fiscal year. In Palau, under the framework of the Japan International Cooperation Agency's "JICA Technical Cooperation for Grassroots Projects (grass-roots partner-style)" adopted in April of the current fiscal year, we have conducted a feasibility study for a local heat utilization business using untapped resources as fuel, while continuing to advance the construction of a circulation model for island countries.
In the closed-loop resource recycling, although regional resource circulation needs are strong and the receiving quantity of industrial waste is increasing, there were increases in shipping costs of circular materials and delays in shipments mainly due to price negotiations with certain resource users. In the current fiscal year, we have continued with our proof-of-concept assessment for the first overseas installation of a MEGURU STATION® resource-collection site that facilitates mutually supportive engagement among residents, an initiative that was launched in partnership with a local university in the previous fiscal year.
At two joint venture companies established with local companies in the previous fiscal year with the aim of truly commercializing and building a business platform for a closed-loop resource recycling business, we have been pursuing initiatives aimed at opening a circular materials plant by FY2027.
As measures related to the Ministry of the Environment's "FY2025 City-to-City Collaboration Program to Support the Decarbonization Efforts by Overseas Subnational Governments" adopted in April of the current fiscal year following the previous fiscal year, in Indonesia, India, and Palau, we have continued to conduct feasibility studies and related investigations, etc. concerning the commercialization of waste resource recycling in each country aimed at decarbonization.
In India, we have continued to carry out a feasibility study on a closed-loop resource recycling business for the cement industry that began in the previous fiscal year. In Palau, under the framework of the Japan International Cooperation Agency's "JICA Technical Cooperation for Grassroots Projects (grass-roots partner-style)" adopted in April of the current fiscal year, we have conducted a feasibility study for a local heat utilization business using untapped resources as fuel, while continuing to advance the construction of a circulation model for island countries.
【Domain of support for sustainable corporate management:
MEGURU STYLE】
MEGURU STYLE】
We developed and expanded MEGURU STYLE, a mutually supportive social infrastructure that promotes waste-free "social" lifestyles, as an initiative for regional municipalities. Specifically, we have continued with the development of the MEGURU COMPLEX solution to circulate resources efficiently within communities, and maintained activities aimed at the geographical expansion of MEGURU STATION® resource-collection site that facilitates mutually supportive engagement among residents in Tachiarai and Buzen in Fukuoka Prefecture, Kobe in Hyogo Prefecture, Kameoka in Kyoto Prefecture, Nara in Nara Prefecture (the Tsukigase district), and Nagakute in Aichi Prefecture. In Kameoka City, Kyoto Prefecture, we are advancing the design of a standardized model in preparation for the nationwide launch of MEGURU STYLE, building on accompanying support operations to promote community development. The initiative, commissioned to us in July of the current fiscal year, aims to foster circulation and inclusivity that benefit both people and nature. In January 2026, we opened the first MEGURU STATION® in that city. In addition, joint research conducted with the Center for Preventive Medical Sciences at Chiba University found that users of MEGURU STATION® had approximately a 15% lower long-term support or care risk compared to non-users, along with improvements in outdoor activities, social engagement, and community participation. These findings indicate that the station functions as a community hub, integrated into daily life, rather than serving solely as a typical resource collection station.
【Partnership domain】
We have continuously been participating in the Ecosystem Society Agency (ESA) as a founding member. At the end of November of the current fiscal year, ESA had 41 member municipalities and 76 member companies and groups, with the number of municipalities doubling compared to January of the current fiscal year. Through initiatives in ESA, the AMITA Group will enable greater numbers of municipalities and companies than ever before to engage in co-creative activities, thus accelerating initiatives aimed at the realization of our AMITA Vision 2030.
We also promoted the circular economy and advanced partnerships and cooperative projects with various companies and municipalities, starting with activities aimed at the creation and development of a circular model for plastics centered on MEGURU STATION® in the third phase of the Cabinet Office's Strategic Innovation Program (SIP).
Additionally, in collaboration with the Nature Positive Sustainable Development Hub, with Professor KONDOH Michio of the Graduate School of Life Sciences at Tohoku University as a project leader, we have published the Practice Guide for Nature Positive Activities: Landscape Approach-Driven Nature Restoration and Regional Value Creation, Ver. 1.0. This hub visualizes the value of nature, accelerates capital flows into natural capital, and develops human resources equipped to contribute, in alignment with the Nature Positive concept of halting and reversing nature loss by 2030. This practice guide offers foundational guidance to help achieve these visions within the community.
Additionally, in collaboration with the Nature Positive Sustainable Development Hub, with Professor KONDOH Michio of the Graduate School of Life Sciences at Tohoku University as a project leader, we have published the Practice Guide for Nature Positive Activities: Landscape Approach-Driven Nature Restoration and Regional Value Creation, Ver. 1.0. This hub visualizes the value of nature, accelerates capital flows into natural capital, and develops human resources equipped to contribute, in alignment with the Nature Positive concept of halting and reversing nature loss by 2030. This practice guide offers foundational guidance to help achieve these visions within the community.
Net Sales
Despite an increase in the volume of silicon recycling at the Kitakyushu circular materials Plant and growth in environmental certification audit services, the business segment focused on 100% waste recycling and the production and provision of circular materials that contribute to decarbonization experienced a decline in processing volume at the Himeji circular materials Plant, a decrease in high-unit-price processing projects, and timing discrepancies caused by partial shipment adjustments, net sales amounted to 4,865 million yen (down 1.3% or 65 million yen YoY).
Operating Profit
The Group's ordibnary profit was 435 million yen (down 7.9% or 37 million yen YoY)due to a decline in net sales and other factors.
Ordinary Profit
Operating profit amounted to 469 million yen (down 15.8% or 88 million yen YoY) due to factors such as a decline in operating profit, a decrease in equity in earnings from our operations in Malaysia, and foreign exchange losses.
Profit attributable to owners of parent
Due to factors such as a decrease in ordinary profit and the absence of income tax adjustments (credit) this period―which had been recognized in the previous period due to an increase in deferred tax assets―the figure stood at 310 million yen (down 26.5% or 112 million yen).
Key Financial Metrics
■Operating Profit Margin
■Ordinary Profit Margin
■ROE(Return on Equity)
■ROIC(Return on Invested Capital)
※The tax rate used in calculating ROIC has been changed from the tax burden rate after applying tax effect accounting to the statutory effective tax rate (30.6%) effective from fiscal year 2025. To ensure comparability, figures for prior years have also been restated retroactively.
Financial and Performance Information
| 2023 | 2024 | 2025 | ||||
| Net sales (1,000 yen) |
4,536,499 | 4,931,476 | 4,865,635 | |||
| Operating profit (1,000 yen) |
472,160 | 473,480 | 435,888 | |||
| Ordinary profit (1,000 yen) |
530,844 | 557,890 | 469,750 | |||
| Profit attributable to owners of parent (1,000 yen) |
308,345 | 423,184 | 310,974 | |||
| Comprehensive income (1,000 yen) |
312,085 | 479,079 | 339,652 | |||
| Net assets (1,000 yen) |
2,266,204 | 2,733,759 | 3,003,201 | |||
| Total assets (1,000 yen) |
6,175,708 | 6,594,824 | 7,681,891 | |||
| Net assets per share (Yen) *1 |
128.77 | 152.01 | 167.50 | |||
| Earnings per share (Yen)*1 |
17.57 | 24.11 | 17.72 | |||
| Operating profit margin （％） |
10.4 | 9.6 | 9.0 | |||
| Equity capital ratio （％） |
36.6 | 40.5 | 38.3 | |||
| Net cash provided by operating activities (1,000 yen) |
725,473 | 474,644 | 584,792 | |||
| Net cash provided by (used in) investing activities (1,000 yen) |
(441,033) | (514,486) | (804,118) | |||
| Net cash provided by (used in) financing activities (1,000 yen) |
754,430 | (108,993) | 601,674 | |||
| Ending balance of cash and cash equivalents (1,000 yen) |
2,829,579 | 2,729,355 | 3,119,338 |
*1)
The Company carried out a 3-for-1 stock split of its common shares as of October 1, 2022. Under the assumption that such stock split was implemented at the beginning of the fiscal year 2022, the Company calculates "earnings per share" and "diluted earnings per share."
For more detailed earnings information, please refer to the links below.
■Quarterly Financial Statements（https://en.amita-hd.co.jp/ir/result.html）
Notices
■Data provided in this section is compiled from the Company's quarterly earnings announcements. For more detailed earnings information, refer to the Company's quarterly earnings announcements and financial reports.
■In compiling data provided in this section, we have made every effort to ensure its accuracy. Despite our best efforts, data may not be entirely accurate for internal or external reasons beyond our control.
■This section may not be updated immediately after corrections are made to published earnings announcements.
■In the event of a stock split or similar action, we do not retroactively adjust the relevant metrics.
（Next update on this section is scheduled for March, 2027.）
