Slides
Page 1
Reaffirming Our Determination to Become Global No.1 Tadashi Yanai, Chairman, President & CEO, Fast Retailing Co., Ltd. October 8, 2026
Page 2
2 On the Threshold of Becoming a Global Brand UNIQLO included in the TIME 100 Most Influential Companies list UNIQLO ranked 47th in Interbrand Best Global Brands 2025
Page 3
Our Pursuit of Becoming Global No.1 Enters a New Stage 3 Becoming the world’s No.1 brand has been our goal ever since UNIQLO was founded. We resolved to achieve it, built a plan, took action, and transformed ourselves.
Page 4
Continuing to Challenge Ourselves 4
Page 5
Southeast Asia’s Vast Growth Potential 5 Our appeal is evolving from that of a Japanese brand to that of a truly global brand.
Page 6
The First-Choice Global Brand 6 UNIQLO aims to become the global brand of first choice in Southeast Asia markets, where young people drive consumption and there is a global middle class.
Page 7
The New GU 7 Aiming to become a global brand alongside UNIQLO, GU has embarked on a new chapter with its Fall/Winter 2026 collection.
Page 8
8
Page 9
Clothing that Lets Everyone Enjoy Fashion 9 UNIQLO clothes → components to create a more comfortable everyday life GU clothes → components to more freely express your own style
Page 10
10 Approaching every store as if it were opening anew, bringing new value to customers. Even Greater Potential Than UNIQLO
Page 11
Nurturing Business Leaders 11 Establish a team management framework. Sharpen our identity as a global brand with a clear purpose. Practice Global One, ZEN-IN KEIEI management.
Page 12
12 Michigan Avenue store (USA)
Page 13
Selecting 200 Future Business Leaders From Around the World 13 Excellent store managers become excellent business leaders. UNIQLO GINZA store manager, Yuki Koda, appointed Group Executive Officer, and Head of Global Store Operations Training & Development.
Page 14
Growing by Developing Others 14 Our biggest management challenge is developing leaders who will inherit our founding principles and philosophy. No company with low compensation will attract outstanding talent.
Page 15
Taking Responsibility for Long-Term Performance 15 The foremost responsibility of any company is to remain a going concern. We are committed to pursuing business activities that consistently enhance corporate value.
Page 16
Becoming the Global No.1 Brand 16
Page 18
October 8, 2026 1 Daisuke Tsukagoshi FAST RETAILING CO., LTD. Director, Group Senior Executive Officer, COO Becoming Global No.1: The Real Challenge Begins Now!
Page 19
Consistently Strong Global Growth Achieved record performance for 5th consecutive year on strong revenue and profit gains 2 ・FY2026 consolidated revenue: 3.9633 trillion yen (+16.6% y/y), business profit: 718.4 billion yen (+30.4%). ・UNIQLO operations reported higher revenue and profit across all regions, driving the Group’s overall expansion ・Customer visits across our UNIQLO stores (primarily UNIQLO International) increased by roughly 10% year on year to over 600 million. Customer support for the UNIQLO brand is rising, generating a significant business expansion. FY2026 revenue 3.9633 trillion yen '84 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '26 Fast Retailing Group Revenue Over Time (FY)
Page 20
LifeWear: The Driver of UNIQLO Growth 3 Constistently convey LifeWear concept to customers worldwide ・Similar customer focus points across the globe. Whatever the region, customer feedback about UNIQLO products puts “comfort and feel” at the top of the list. Our confident messages about product value and appeal are getting across to our customers loud and clear. ・Also actively conducting initiatives with stores to convey LifeWear concepts more clearly to customers worldwide. Roughly 20 million copies of LifeWear magazine have been released worldwide. LifeWear fan base is steadily growing. Customer Focus Points for UNIQLO Products Rank Item 1 Comfort and feel 2 Size and fit 3 Overall design 4 Silhouette 5 Texture 6 Color 7 Material 8 Weather protection 9 Lightness of material 10 Ease of daily use Rank Item 1 Comfort and feel 2 Silhouette 3 Overall design 4 Size and fit 5 Color 6 Texture 7 Overall materials 8 Weather protection 9 Lightness of material 10 Easy to use in hot seasons Rank Item 1 Comfort and feel 2 Overall design 3 Size and fit 4 Silhouette 5 Texture 6 Weather protection 7 Color 8 Ease of daily use 9 Overall materials 10 Breathability Rank Item 1 Comfort and feel 2 Price/cost performance 3 Texture 4 Overall design 5 Size and fit 6 Silhouette 7 Color 8 Delivery 9 Breathability 10 Overall materials Europe North America Southeast Asia East Asia （survey period: March-August 2026, source: Fast Retailing) ▼ LifeWear magazine No.15
Page 21
Enhancing LifeWear’s Competitive Edge (1) LifeWear is inspired by customer feedback ・Refine and develop products based on customer feedback ✓ Received 42.01 million items of customer feedback in FY2026 ✓ Objective opinions from our customer centers, not product departments, ensure customer feedback is appropriately reflected. Feedback shared across company, departments, and employees, as well as with Tadashi Yanai, to improve and refine products ✓ Developing solid framework for creating global hit products ✓ Raise UNIQLO’s product development working with top global designers ✓ String of hit essential items continues (e.g. linen ranges and HEATTECH Cashmere Blend). Expanding color range and designs based on sales record in Europe, North America, and other markets to create a large product range ・Re-release products at customer request ✓ Re-releasing popular past products based on customer feedback hugely successful. Expand future pillar products by closely listening to customers ✓ Re-released AIRism 3D Masks in Japan following over 1,000 customer requests. 2026 Fall Winter AIRism Seamless V-neck Camisole re-release also proving popular ✓ Men’s EZY Jeans are highly rated in Southeast Asia. Customer feedback inspired us to release similar items for women, and expand product support Linen shirts: Expanding global sales by extending the range of colors and number of linen items 4
Page 22
Enhancing LifeWear’s Competitive Edge (2) Develop opportunities by leveraging global expansion strengths ・Develop new products that generate explosive global sales ✓ People’s lifestyles are becoming increasingly universal worldwide so strong-selling items tend to sell well everywhere ✓ Growing number of local managers at our R&D centers in Tokyo, Paris, New York, Shanghai, Los Angeles, and London. Faster development of products inspired by deep-rooted local community needs ✓ In Fall Winter 2026, Europe led the development of casual innerwear, which has seen a strong response from customers worldwide ・New product potential free from seasonal influence ✓ Leveraging our global footprint to establish new business opportunities beyond seasonal boundaries through extended selling periods and flexible merchandising. ✓ In Europe and the U.S., short-sleeved Summer T-shirts are often worn directly under a piece of outerwear, so we started selling those T-shirts year-round on a global scale. Becoming a top-selling product across the year. ✓ Also changed casual outerwear sales from just spring and fall to year-round for those chilly summer mornings and evenings ✓ Taking new sales opportunities by addressing recent global unseasonal weather patterns and entering new product categories ５ Casual innerwear Blending comfort with elevated design, creating an item that can be worn on its own or as a layer
Page 23
Expanding LifeWear’s Presence Worldwide (1) Our stores are our biggest branding venues ・Intend to continue opening multiple stores that showcase the UNIQLO brand. ・Over 50 stores worldwide with annual sales of 5 billion yen or higher in FY2026. Within that number, 10 stores boast annual sales of 10 billion yen or higher, amassing combined annual sales of approx. 140 billion yen. Our initial target is to expand stores generating at least 5 billion yen in sales to 200 stores. ・Growth driven by support for LifeWear, through the opening of high- quality stores, branding and marketing that is coordinated with sales floors. <FY2026 stores with sales over 10 billion yen> France UNIQLO Paris Opera store （global flagship store) USA UNIQLO Soho New York store （global flagship store) 6 10 stores’ combined annual sales: 140 billion yen Market Store Name 1 Japan UNIQLO GINZA 2 USA New York 5th Avenue 3 France Paris Opera 4 Italy Piazza de Cordusio 5 UK 311 Oxford Street 6 Spain Gran Via 7 USA Soho New York 8 Japan SHINJUKU HONTEN 9 Japan UNIQLO TOKYO 10 Italy Rome Via del Corso
Page 24
Expanding LifeWear’s Presence Worldwide (2) Opening flagship and large-format stores in North America San Francisco, USA UNIQLO Market Street store (Scheduled opening: Oct. 2026) New York, USA UNIQLO World Trade Center store (Opened Sep. 25) ７ Miami, USA UNIQLO Aventura Mall store（Scheduled opening: Nov. 2026) Located on Market Street in the heart of the West Coast hub of downtown San Francisco. The store aims to satisfy the needs of a wide range of customers including tourists, office workers, and locals. New store aiming to strengthen brand presence in the new city of Miami and expand our customer base. One of Florida’s largest luxury malls boasting top- tier sales and customer appeal in the U.S. This large-format store was opened in the New York World Trade Center, a global landmark. Generating strong sales of Winter ranges as well as UTme! inspired by local artists. Performance is far exceeding expectations.
Page 25
Expanding LifeWear’s Presence Worldwide (3) Accelerating openings of high-quality stores and expand into new cities across Europe France UNIQLO CANNES （Scheduled opening: Oct. 2026) ８ Cambridge, UK UNIQLO Grand Arcade store （Opened Sep. 24) The first UNIQLO store in the UK’s historic university city of Cambridge. Opened in the central Grand Arcade shopping center. Developed exclusive store UTme! T-shirts and and embroidered Round Mini Shoulder Bags featuring the University motif. ▼The first UNIQLO store in Cannes, a major city on the Côte d'Azur that is well known internationally for the Cannes Film Festival and attracts many tourists. Sells an exclusive UTme! collection compiled together with local artist Franck Lebraly and features an in-store mural installation by the artist himself.
Page 26
Expanding LifeWear’s Presence Worldwide (4) Global flagship stores opening in Mainland China 9 Mainland China market UNIQLO SHANGHAI Global flagship store （Schedule opening: October 30) The UNIQLO SHANGHAI global flagship store, which used to be on Shanghai’s Huaihai Middle Road, was moved to a new location in the same area and reopened (sales floor: approx. 2,800m2). Shanghai was home to the very first UNIQLO Mainland China store. We hope the new and improved store will help fulfil Mainland China market and global customer expectations and enhance the appeal of the bustling Huaihai Road area.
Page 27
Expanding LifeWear’s Presence Worldwide (5) Accelerating store renewal in Japan Japan UNIQLO KYOTO global flagship store （Scheduled opening: Nov. 6) 10 ・ Fall Winter 2026: Along with the UNIQLO KYOTO and Arcakit Kinshicho store, we are renewing multiple key stores with deep community roots such as the Setagaya Chitosedai store, Shinjuku West Exit store, and the LaLaport Toyosu store. ・ Spring Summer 2027: Shift to opening multiple higher-quality stores in Nagoya, Osaka, Hiroshima, Fukuoka and other cities. Japan UNIQLO Arcakit Kinshicho store (opened Sep. 25) Expanded the Kyoto Kawaramachi store and opened it as our first global flagship store in Kyoto (sales floor: approx. 3,200m2). Has a clear local customer focus while also serving as a base for conveying UNIQLO appeal to international customers. Houses the first UNIQLO COFFEE booth in western Japan. Existing store expanded to roughly 2,500m2, the biggest in eastern Tokyo with an entire UNIQLO-dedicated floor. Has one of the largest kids' sales floors in Japan, as well as UTme!, RE. UNIQLO STUDIO and UNIQLO FLOWER booths. A family- and community-oriented store featuring collaborations with local Kinshicho companies and facilities.
Page 28
Our People: The Driving Force Behind Our Growth Developing leaders capable of running high-quality stores ・The key mission for business growth: Training personnel capable of managing business at the high- quality store/flagship store level. ・In September, the UNIQLO GINZA store manager became the first person in the Group to serve concurrently as a store manager and executive officer. ・Selecting store managers as trainers and trainees and enabling current store managers to use their own experience and expertise to strategically train future flagship and large-format store managers. ・Over 3,200 UNIQLO store managers working hard each day worldwide (as of end-Aug. 2026). Plan to select and train over 100 managers capable of steering future flagship and large-format stores. ・In FY2026, welcomed approx. 720 UNIQLO management candidates worldwide. Attracting outstanding talent in all markets. Yuki Koda Store Manager, UNIQLO GINZA Executive Officer, Fast Retailing 2000.9 Joined Fast Retailing Co., Ltd. 2007.3 UNIQLO Hong Kong 2008.9 UNIQLO China 2012.3 UNIQLO Taiwan 2015.9 UNIQLO USA 2021.3 Manager, New York 5th Ave. store, USA 2022.9 UNIQLO Japan Sales Support Team 2022.11 UNIQLO Japan UNIQLO GINZA manager 2026.9 Group Executive Officer, Fast Retailing 11 Japan UNIQLO GINZA (global flagship store)
Page 29
Aiming to achieve further growth 12 UNIQLO Japan ・Focus on operational quality to create business that incorporates customer needs and enhances growth in mature markets as well. 1) Increase store size and open flagship stores faster ✓ Enhance customer contact points to convey the value of LifeWear 2) Service = UNIQLO ✓ Improve shopping experiences and services ✓ Use EC and digital tools to enhance customer service tailored to individual needs. Expand convenient services (in-store product pickup lockers, etc.) 3) Enhance independent store management ✓ Each store takes ownership of its sales plan, deciding what products to sell, in what quantities, and how to sell them, while creating compelling sales floors and executing effective SKU management ・Further reinforce the value of LifeWear, improve operational efficiency through appropriate inventory management. Japan UNIQLO TOKYO （global flagship store)
Page 30
Steadily restructuring operations 13 ・The same basic business principles apply everywhere when expanding global operations. In the Mainland China market, the shift to independent store management is gradually bearing fruit. 1) Branding ✓ Strengthen marketing as a global brand ✓ Further opening of flagship stores that showcase the brand 2) Improving store network quality ✓ Through a scrap & build strategy, improve store quality and management efficiency, boost monthly sales by 1.5 times at renewed stores ✓ Actively renewing stores also boosts monthly sales 3) Establishing regional businesses ✓ Leverage manufacturing country advantage to establish make-as-you-sell framework and optimize inventory ✓ Tailor local sales floors, product mixes, and marketing 4) Training businesspeople ✓ Send many talented local members out onto the global stage ✓ Extend challenges to promote growth, deepen talent pool UNIQLO International: Greater China Region Mainland China market UNIQLO Shanghai West Nanjing Road store （global flagship store）
Page 31
Significant growth potential 14 South Korea: ・Rising UNIQLO support helping to grow a 200 billion yen business in terms of sales. ・Aim to improve branding and independent store management capabilities and expand market share. Southeast Asia, India and Australia: ・Develop a 600 billion yen business. ・Strengthen management framework by appointing talented young personnel to COO positions and strengthening personnel in key departments. ・Further strengthen branding, advance customer-driven store and e-commerce reforms, and optimize product lineups. UNIQLO Intl.: S. Korea, SE Asia, India and Australia South Korea UNIQLO Myeongdong store （global flagship store）
Page 32
Continue to promote quality-driven growth 15 UNIQLO International: North America and Europe ・Thoroughly pursue the policies announced along with our first-half results, continuing to generate strong growth ・Widen store openings in new cities. Promote the opening of flagship and large-format stores that showcase the UNIQLO brand. Develop branding around these stores and EC operations. ・Enhance branding that conveys our core products and corporate stance to further strengthen awareness of LifeWear. ・Strengthen recruitment of people who share our philosophy, assign standout store managers as instructors, and accelerate the training of store managers who can enact independent store management. USA UNIQLO Michigan Avenue store
Page 33
GU Advancing transformation 16 ・GU has great global potential as an important pillar supporting future Group growth. ・ Achieved growth so far by securing the support of young people and other customers with products that reflect latest mass fashion trends, such as 990 Yen Jeans and Gaucho Pants, at amazingly low prices. ・ Turn GU into a competitive global brand by focusing on GU brand appeal: become the No.1 fashion brand among young people, offer products at amazingly low prices, present appealing styling options. ・ Renewing the entire product lineup together with Creative Director Francesco Risso, starting with the Fall Winter 2026 collection. ・Six Fall Winter collection concepts (minimal, classic, playful, utility, sport, cozy) encourage customers to freely mix and match latest fashions and enjoy creating their own individual styles. Renewing entire GU product lineup from Fall Winter 2026 together with Creative Director Francesco Risso
Page 34
GU 17 Puffy Touch Knit Polo Cardigan ¥2,990 Soft Sheer Crew Neck T -shirt ¥990 Sweat Balloon Sleeve Full Zip Parka ¥3,990 Cotton Boxy T -shirt ¥1,990 3D Barrel Jeans ¥2,990 Warm Ribbed Crew Neck T-shirt ¥1,290 Color Canvas Sneakers ¥1,990
Page 35
13. グローバルブランド Global Brands Moving forward with structural operational reforms 18 ・Generate renewed growth by refining each brand’s unique identity and enhancing product and brand power. ✓ Theory：Renew growth by expanding hit products, enhancing styling suggestions, and reforming store displays and e-commerce operation. ✓ PLST ：Expand business by reforming products, expanding menswear, and strengthening digital tools. ✓ CDC ： FY2026: Finished unprofitable store closures. FY2027: Focus on branding, product development. Theory PLST Comptoir des Cotonniers
Page 36
Changing clothes. Changing conventional wisdom. Change the world. 19