Owner Scorecard


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7951 · Yamaha Corporation

Toys & leisure Consumer & brand IFRS
Latest filing: FY2026 annual securities report (有価証券報告書) · EDINET

This is a quantitative scorecard. The numbers below are read directly from Yamaha Corporation’s EDINET filing, in yen. The Japanese-language narrative, what the business does, its risks, what changed this year, is not machine-read here, so we do not paraphrase it. Find it on EDINET (code 7951) →

I

The record

What the business has done across the cycle, read straight from the EDINET filing: the multi-year record, and the walk from reported profit to the cash an owner could take out.

The record, 2017–2026

realized figures from each filing · older years to the left
2017’172018’182019’192020’202021’212022’222023’232024’242025’252026’26
Income statement
¥408.2B¥433.0B¥434.4B¥414.2B¥372.6B¥408.2B¥451.4B¥462.9B¥462.1B¥465.3BRevenueRevenue
41%38%38%38%Gross marginGross mgn
29%27%30%31%SG&A / revenueSG&A/rev
¥44.3B¥48.8B¥52.8B¥43.3B¥35.0B¥49.3B¥46.5B¥29.0B¥20.7B¥29.3BOperating incomeOp. inc.
10.9%11.3%12.2%10.5%9.4%12.1%10.3%6.3%4.5%6.3%Operating marginOp. mgn
¥46.7B¥54.4B¥40.3B¥34.6B¥26.6B¥37.3B¥38.2B¥29.6B¥13.4B¥23.7BNet incomeNet inc.
Cash flow & returns
¥39.1B¥47.5B¥35.5B¥57.2B¥58.2B¥36.0B(¥14.8B)¥43.8B¥55.3B¥45.8BOperating cash flowOp. cash
¥11.1B¥10.8B¥16.6B¥17.3B¥17.1B¥17.3B¥19.3B¥21.0B¥21.5B¥20.5BDepreciationDeprec.
(¥18.7B)(¥17.7B)(¥21.4B)¥5.2B¥14.6B(¥18.6B)(¥72.3B)(¥6.8B)¥20.4B¥1.5BWorking capital & otherWC & other
¥13.3B¥23.0B¥20.2B¥20.5B¥12.6B¥14.5B¥20.7B¥22.9B¥22.9B¥14.1BCapexCapex
3.3%5.3%4.6%4.9%3.4%3.6%4.6%5.0%5.0%3.0%Capex / revenueCapex/rev
¥25.9B¥24.5B¥15.3B¥36.7B¥45.7B¥21.5B(¥35.6B)¥20.9B¥32.3B¥31.6BOwner earningsOwner earn.
6.3%5.7%3.5%8.9%12.3%5.3%−7.9%4.5%7.0%6.8%Owner earnings marginOE mgn
¥25.9B¥24.5B¥15.3B¥36.7B¥45.7B¥21.5B(¥35.6B)¥20.9B¥32.3B¥31.6BFree cash flowFCF
6.3%5.7%3.5%8.9%12.3%5.3%−7.9%4.5%7.0%6.8%Free cash flow marginFCF mgn
¥9.8B¥10.1B¥10.5B¥11.3B¥11.6B¥11.5B¥11.3B¥11.9B¥12.2B¥11.8BDividends paidDiv. paid
¥8M¥25.0B¥11.9B¥21.3B¥9M¥28.0B¥6.1B¥17.4B¥49.1B¥15.0BBuybacksBuybacks
13%15%15%13%10%15%10%5%4%6%ROICROIC
13%15%11%11%7%9%8%6%3%5%Return on equityROE
10%12%8%7%4%6%6%3%0%2%Retained to equityRetained/eq
Balance sheet
¥100.7B¥117.4B¥95.8B¥92.7B¥129.3B¥172.5B¥103.9B¥101.6B¥99.8B¥109.0BCash & investmentsCash+inv
¥51.0B¥56.5B¥65.3B¥58.1B¥57.3B¥60.0B¥75.4B¥88.0B¥87.3B¥87.7BReceivablesReceiv.
¥66.1B¥65.1B¥12.2B¥9.7B¥9.9B¥7.9B¥16.0B¥21.8B¥19.1B¥18.0BInventoryInvent.
¥17.8B¥19.9B¥59.5B¥53.0B¥56.9B¥63.2B¥60.5B¥65.8B¥64.0B¥62.6BAccounts payablePayables
¥99.3B¥101.6B¥18.0B¥14.8B¥10.3B¥4.7B¥30.9B¥44.1B¥42.5B¥43.1BOperating working capitalOper. WC
¥272.7B¥289.5B¥282.8B¥270.2B¥301.1B¥362.7B¥346.7B¥369.3B¥351.9B¥364.9BCurrent assetsCur. assets
¥82.6B¥101.9B¥44.4B¥45.9B¥46.7B¥68.1B¥50.0B¥63.6B¥58.6B¥54.0BCurrent liabilitiesCur. liab.
3.3×2.8×6.4×5.9×6.5×5.3×6.9×5.8×6.0×6.8×Current ratioCurr. ratio
¥161M¥158M¥160M¥177M¥1.1B¥1.2BGoodwillGoodwill
¥522.4B¥558.5B¥515.9B¥474.0B¥557.6B¥580.7B¥594.2B¥666.8B¥591.3B¥617.6BTotal assetsAssets
¥11.2B¥11.2B¥24.0B¥21.2B¥20.2B¥17.4B¥16.2B¥16.9B¥14.4B¥16.2BTotal debtDebt
(¥89.4B)(¥106.2B)(¥71.8B)(¥71.4B)(¥109.2B)(¥155.1B)(¥87.7B)(¥84.6B)(¥85.4B)(¥92.8B)Net debt / (cash)Net debt
152.8×136.0×52.4×40.0×26.9×23.5×105.4×51.7×7.2×40.8×Interest coverageInt. cov.
¥367.4B¥366.5B¥357.9B¥325.4B¥396.0B¥415.7B¥456.8B¥510.6B¥448.8B¥478.3BShareholders’ equityEquity
Per share
592M592M575M575M575M562M562M562M531M463MShares out (diluted)Shares
¥689.88¥731.65¥755.87¥720.81¥648.43¥726.46¥803.36¥823.75¥870.21¥1005.03Revenue / shareRev/sh
¥78.95¥91.89¥70.19¥60.25¥46.31¥66.32¥67.95¥52.75¥25.14¥51.23EPS (diluted)EPS
¥43.71¥41.46¥26.67¥63.84¥79.44¥38.24¥-63.30¥37.22¥60.92¥68.35Owner earnings / shareOE/sh
¥43.71¥41.46¥26.67¥63.84¥79.44¥38.24¥-63.30¥37.22¥60.92¥68.35Free cash flow / shareFCF/sh
¥16.51¥17.11¥18.35¥19.62¥20.19¥20.47¥20.15¥21.12¥22.98¥25.45Dividends / shareDiv/sh
¥22.43¥38.80¥35.14¥35.63¥21.88¥25.86¥36.89¥40.79¥43.19¥30.52Cap. spending / shareCapex/sh
¥620.92¥619.31¥622.86¥566.26¥689.02¥739.83¥813.02¥908.69¥845.26¥1033.15Book value / shareBVPS

Share counts before 2025 are restated ×3 for a stock split, so per-share figures sit on one basis.

Per-share growththe realized rate an owner's share compounded
9-yr5-yr
Revenue / share+4.3%/yr+9.2%/yr
Owner earnings / share+5.1%/yr−3.0%/yr
EPS−4.7%/yr+2.0%/yr
Dividends / share+4.9%/yr+4.7%/yr
Capital spending / share+3.5%/yr+6.9%/yr
Book value / share+5.8%/yr+8.4%/yr

Net income is the accountant's number; owner earnings is the cash an owner could take out. The walk between them, off the cash-flow statement, and whether the gap is widening or holding.

In fiscal 2026 the business turned ¥23.7B of profit into ¥31.6B of owner earnings: more cash than the profit line showed, after the non-cash charges and the capital it put back in.

Reported net income¥23.7B
Owner earnings¥31.6B · 7% of revenue
FY2026FY2025FY2024FY2023FY2022
Reported net income¥23.7B¥13.4B¥29.6B¥38.2B¥37.3B
Depreciation & amortizationnon-cash charge added back+¥20.5B+¥21.5B+¥21.0B+¥19.3B+¥17.3B
Working capital & othertiming of cash in and out, other non-cash items+¥1.5B+¥20.4B−¥6.8B−¥72.3B−¥18.6B
Cash from operations¥45.8B¥55.3B¥43.8B(¥14.8B)¥36.0B
Capital expenditurecash put back in to keep running and to grow−¥14.1B−¥22.9B−¥22.9B−¥20.7B−¥14.5B
Owner earnings¥31.6B¥32.3B¥20.9B(¥35.6B)¥21.5B
Owner-earnings marginowner earnings ÷ revenue7%7%5%-8%5%

Owner earnings is the cash an owner could pull out without starving the business: operating cash less the capital it must spend to hold its position .

Maintenance capex is estimated as depreciation where a growing business invests above it; free cash flow is the figure the scorecard's free-cash margin reads.

II

Quality & stewardship

Returns, the balance sheet, and stewardship. The same checks the US pages run, in yen.

Owner’s Scorecard

FY2026 Annual securities report · source on EDINET →

Will it survive?

  • Comfortable
    Operating income ¥29.3B ÷ interest expense ¥717M
    What this means

    Operating profit covers interest with the kind of margin Graham wanted for a defensive holding. Necessary, not sufficient, it says solvent, not cheap.

  • Net cash
    Cash ¥109.0B − debt ¥16.2B
    What this means

    Cash and short-term investments exceed every dollar of debt by ¥92.8B, on net the company owes nothing, and can act from strength when others can't. Net debt is the leverage figure that matters: the cash is already set against the debt. Strategic or illiquid investments aren't counted here.

  • Tight
    DSO 69 + DIO 23 − DPO 79 days
    What this means

    Days cash is tied up between paying suppliers and collecting from customers. Lower is better; a long cycle means growth itself eats cash.

Is it a good business?

  • Solid through the cycle
    10-yr median, range 4%–15%; 6% latest = NOPAT ¥23.1B ÷ invested capital ¥385.6B
    Industry peers: median 16%
    What this means

    The rate the business earns on the money tied up in it, Buffett's north star, because over time a stock tracks the ROIC beneath it. Above ~15% sustained hints at a moat; a return below the cost of capital (~8%) erodes value as a business grows rather than building it — the test Buffett weighs most. The headline is the median of the last 10 years (it ran 6% most recently), so one peak or trough year doesn't set the verdict. Asset-light businesses (R&D expensed, little capital) read artificially high, pair this with Owner Earnings.

  • Solid through the cycle
    10-yr median margin, range -8%–12%; latest ¥31.6B = operating cash ¥45.8B − maintenance capex ¥14.1B
    Industry peers: median 2%
    What this means

    What an owner could take out without starving the business: operating cash less the maintenance capital it must spend to hold its position — Buffett's owner earnings. That's 7% of revenue this year, a 6% median across 10 years.

  • Cash-backed
    Cash from ops ¥45.8B ÷ net income ¥23.7B
    What this means

    How much of reported profit showed up as operating cash. Above 1× is reassuring; well below suggests earnings lean on accruals. One year is noisy, growth and working-capital swings distort it, and this is operating cash, not free cash. Watch the multi-year trend.

How is the cash used?

  • Returns about half
    Dividends + buybacks ¥26.8B ÷ Owner Earnings ¥31.6B
    What this means

    Of ¥31.6B Owner Earnings, ¥26.8B (85%) went back to shareholders, ¥11.8B dividends, ¥15.0B buybacks. Returning most of it is the mark of a mature business with little left to reinvest at a high return; reinvesting most could mean a long runway, or empire-building. The split doesn't say which; the return earned on it (see ROIC) does.

  • Investing or harvesting? 0.69×
    Harvesting
    Capex ¥14.1B ÷ depreciation ¥20.5B
    What this means

    Descriptive, not a grade. Above ~1× means investing faster than assets wear out (growth, or, sustained for years, today's earnings carrying less depreciation than tomorrow's will). Below means spending less than it's wearing out (efficiency, or a melting asset base). The ratio won't tell you which; the filings will.

Durability & moat, 2017–2026

Whether the record’s returns held, and what the capital reinvested earned.

  • Profitable years 10 of 10
    What this means

    Never lost money over the record, the earnings stability Graham insisted on.

  • Return on capital ≥ 15% 0 of 10 yrs
    What this means

    A moat shows up as a high return on invested capital that holds year after year, not one good vintage.

  • Operating margin 11% → 6% (3-yr avg ends)
    What this means

    Through the cycle the operating margin slipped — about 11% early to 6% lately, median 10% — competition or costs are biting in.

  • Reinvestment, incremental ROIC −15%
    What this means

    Reinvested capital came back at a negative incremental return over this window — the invested base grew while operating profit did not. The filings show where it went.

  • Owner earnings growth +3%/yr
    What this means

    Owner earnings grew about 3% a year over the record.

  • Worst year 2025 · 4.5% op. margin
    What this means

    Stayed profitable even in its hardest year, the resilience that survives recessions.

  • Dividend record rising
    What this means

    Paid and raised the dividend across the record, the continuity Graham prized.

All figures as filed; the source filing is linked above.

How the cash was used, 2017–2026

Over the record, the business generated ¥403.6B of operating cash; how management split it reads as a cash returner, paying most of what it earns straight back to owners.

  • Reinvested¥184.7B · 46%
  • Dividends¥112.0B · 28%
  • Buybacks¥173.9B · 43%
  • Returned to owners¥285.9B

    131% of the owner earnings the business produced over the span, ¥112.0B as dividends and ¥173.9B as buybacks.

  • Source of funding−¥67.0B

    Reinvestment and shareholder returns ran ¥67.0B beyond the operating cash the business generated, so the gap was financed off the balance sheet.

  • Average price paid for buybacks

    Buybacks ran ¥173.9B over the span, but the filings don't tag the share count needed to deduce the average price paid.

  • Net change in share count−21.8%

    The diluted count fell from 592M to 463M, so the buybacks outran the stock issued to staff.

  • Dividend record¥25.45/sh

    Paid in 10 of the years on record, the per-share dividend growing about 5% a year. It was never cut over the span.

  • Return on what it retained11%

    Of the earnings it kept rather than paid out (¥58.9B over the span), annual owner earnings (first three years vs last three) grew ¥6.4B, so each retained ¥1 added about 0.11 of yearly owner earnings. Buffett's test, run on owner earnings instead of market value.

Buybacks are gross of stock issued to staff; the share-count line above is the net of that, the figure that decides whether owners gained. The average price paid blends a year of purchases (and any accelerated repurchase), so it is close, not exact. The record of where the cash went and on what terms.

Inverting the record

Invert: instead of why Yamaha Corporation is a good business, the question is what would make owning it a mistake, and whether those marks are in the record. Disconfirming tests across 2017–2026.

None of the 5 tests turned up a mark; each came back clean. A clean panel says only that these particular ways of being wrong are not written into the record.

Each test came back clean
  • Is it less profitable than it was?
  • Did the share count rise anyway?
  • Did debt outgrow the business?
  • Did reported profit become cash?
  • Did receivables and inventory outpace sales?

Each test is read from the filings and is noisy alone; a flag can mark a cyclical trough or a year of heavy investment as easily as a problem. The filing says which.

III

The price

What a price would have to assume, set against the record above.

What the price implies

reverse-DCF

Type today's close and see the owner-earnings growth you'd have to believe to justify it, beside what Yamaha Corporation has delivered.

¥

Through the cycle, Yamaha Corporation earns about ¥27.9B on its 6.0% median owner-earnings margin. This year’s 6.8% margin runs in line with that. Normalize, below, values the price on that through-cycle figure rather than the latest year.

Base

The assumptions

9.0% = the 4.55% 10-year Treasury (Jul 15, 2026) + 4.45 points of equity premium. The rate you require is yours to set.

Enter a price above to run it.

Implied by the price
Owner-earnings growth · ’17→’26+3%/yr
Owner-earnings yield
P/E (3-yr earnings ’24–’26)
P/B
Graham’s price gate

Graham capped the multiple at 15×; Buffett and Munger let that rule go: a wonderful business can deserve 50× if the thesis holds. The gate marks the bargain-hunter's floor.

Against a high-grade bond: Graham’s yardstick bond yield%

Prefilled with the 10-year Treasury (4.55%, as of Jul 15, 2026). Edit it for today’s exact figure, or a AAA corporate yield.

Graham measured a stock against the bond you could own instead, the heart of his margin of safety. Enter a price above to weigh the owner-earnings yield against this bond.

Owner earnings ¥31.6B on 463M diluted shares; net cash ¥92.8B. The base is the latest year by default; Normalize values it on the through-cycle median owner-earnings margin (to avoid paying on a peak year). Net of stock comp treats option pay as the expense it is. The dials set the multiple a growth belief justifies; the price, and every dollar on this page, is yours.

Figures from EDINET, the Financial Services Agency’s disclosure system, the same kind of filing the US pages draw from EDGAR. A separate pool: these names never pass through the US industry classifier.

Manual order: ← 7912 its page in the Manual 7974 →

Industry order: ← 7832 the Leisure Products chapter BC →