I'm Yuichi Masuda, the President of Casio. I'll now give you a briefing on the results for the fiscal year that ended on March 31st, 2025. Thank you very much for taking time out of your busy schedule to listen to this presentation. I'll first present our full-year result for FY March 2025. Let me begin by talking about the consolidated results for the fourth quarter of FY March 2025. Net sales were JPY 66 billion, down 2.3% from the previous year. Operating profit was JPY 3 billion, up 25.9%, with the operating profit margin of 4.6%. Ordinary profit was JPY 2.9 billion, down 22.5%. Net profit was JPY 3.8 billion, up 97.7%, and the EPS, earnings per share, was JPY 16.67. By segment, timepieces saw an increase in both net sales and operating profit. Operating profit margin was 10.4%.
Consumer business saw a drop in net sales and an increase in operating profit, with an operating profit margin of 1.6%. System segment reported a decrease in both sales and operating profit, which rose by JPY 200 million. An adjustment was JPY -1.7 billion. Next, the full-year results for FY March 2025. The table on the left shows consolidated results. Net sales were JPY 261.8 billion, down 2.6% from the previous year. Operating profit was JPY 14.2 billion, almost the same as the previous year. Operating profit margin was 5.4%. Ordinary profit was JPY 14.1 billion, down 21.1%. Net profit was JPY 8.1 billion, down 32.3%. EPS was JPY 35.22. ROE, return on equity, was 3.6%. The table on the right shows the result by segment. I'm not going to talk about details for each segment, but overall, things had returned to normal in the fourth quarter, despite the impact of ransomware attack in the third quarter.
The results were largely in line with what we had announced. Moving on to the fourth quarter results by segment. In the timepiece business, both sales and operating profit were slightly higher year- on- year. A slowdown in the Chinese market was offset by a good showing in other countries and regions. Sales growth therefore was in line with the plan. Sales of G-Shock models in the medium to high price range grew steadily. Sales of Casio watch continued to be strong globally. The pie chart on the right shows sales by region. Next, the fourth quarter results by region for timepiece. Net sales overall increased 1% year- on- year in local currency terms. Chinese business continued to drop at a fast rate, but sales in other regions grew by 5% year- on- year.
Given the impact of the ransomware attack in the third quarter, it is difficult to make a judgment based on the figures for the fourth quarter alone, but we believe that the overall performance of each region, with the exception of China, remains solid. Next, an overview by timepiece products. G-Shock sales fell. They account for 44% of total sales in the fourth quarter. This is mainly due to the continued slowdown in China, where G-Shock percentage in the mix is high. It is also due to exceptionally strong sales of Casio watch globally. These are the reasons why G-Shock's share declined. Sales by product are shown on this slide. Sales of the 2100 series, characterized by its octagonal metallic color dials were strong globally, especially in Europe, thanks in part to the marketing by our brand ambassadors.
Demand for Casio watch is growing as its classical design matches a recent trend. These are the results, and the overall trend of timepiece business for the fourth quarter. The EdTech business performed largely in line with the plan. In Europe, sales in Germany were strong. Back-to-school demand in the southern hemisphere was also as we expected. Sound business continues to struggle amid the harsh market conditions, but sales of Privia upgrade, the top-end model of Privia digital piano were relatively strong. Lastly, the systems business, CHS, the HR solution business and SMB, the management support business for small businesses, they both performed in line with the plan. These businesses will be transferred in June. This concludes the summary of the fourth quarter and the full-year results by segment.
Now, as I will be stepping down as president following the next month's general shareholders meeting, I would like to take this opportunity to wrap up the second year of our midterm management plan. As is written here, in the first year of the plan, the business environment surrounding the three main businesses of timepieces, sound, and electronic dictionaries further dropped, significantly undermining our ability to make profit. We identified issues with our business structure in addition to the external issues. We figured, no more growth can be expected without solving these problems. We therefore embarked on a major restructuring last year in the second year of the plan. To resolve these issues, we adjusted our business portfolio from the perspective of our purpose and our capital efficiency. Based on the revised business portfolio, we are now optimizing our organization and reforming our corporate culture.
This slide compares our business portfolio as of last May with the one, one year later. I'm not going over specific measures, but we have pulled out from big loss-making businesses so that we can concentrate company-wide resources on consumer business and provided a business portfolio accordingly. Summaries by business and progress on the KPI in the medium-term plan are shown here. I'm not going into detail because of the partial impact of the ransomware attack in the third quarter. Since we are pressing ahead with the previous year's structure reform plan, we regard this fiscal year not as the final year of our midterm plan, but as the year when future growth starts. Meanwhile, I feel so bad about having caused hardship to my employees and their families when we implemented an early retirement program as part of a structure reform.
I also feel my grave responsibility for letting the ransomware incident happen during my tenure. Considering these things, as well as my age, I've decided to step down as president and pass the torch to the younger generation. I'll now take it over to Shin Takano, who is due to succeed me at the next month's general meeting of shareholders. He'll give you our forecast for FY March 2026, as well as our medium-term policies.
I'll now explain our full-year forecast for FY March 2026 and our future policies. As [audio distortion] said earlier, in the first and second years of the three-year plan, we strengthened our profit base. Three things are needed for sustainable growth. First, we will return our core businesses to growth and reorganize our business portfolio. Second, we will create new businesses by utilizing existing assets. The third, we will strengthen our management foundation.
This is the philosophy behind the business portfolio. We will strategically allocate capital to our core businesses, aiming at returning to growth. Profitability of sound business should be improved, so profit from the business exceeds the cost of capital. A new business creation, Moflin, a new product, will contribute to creating a profitable new business. The AI pet robot has been well received by the market. We are also looking to branch out into a new business domain, specifically healing and mental health, by integrating our new and existing technologies. Next, I'd like to explain our priority management policies. First, we will prioritize our resources to return to growth for our core businesses. We will use our existing assets to create new businesses, with a focus on improving ROE. Second, we will strengthen our management foundation, governance, and information security.
Third, we will promote human resource strategies, and introduce new incentives and evaluation systems that will lead to growth for every employee. In addition, we will implement a merit system based on objective facts. After last year's review of our midterm plan, we now forecast sales of JPY 270 billion and the operating profit of JPY 24 billion for this fiscal year. The impact of the U.S. tariff policy has not been factored in for our full-year forecast because of the volatile nature of the U.S. policy, uncertainty, and the difficulty of estimating economic prospects. To consider the impact of the U.S. tariffs, look at the table on the right, that shows sales by business in the U.S. and the composition of production areas in the U.S. market. We will consider revisions and also review our production basis. This slide shows our forecast by segment.
The HR business and the SMB business are due to be transferred on June 1st, b ecause of the planned transfer, systems equipment business has been merged into the others business starting this fiscal year. I will explain strategies for each business. In timepieces, we have three major strategies for G-Shock. First, we will improve profitability by increasing unit prices of models in the high price ranges, such as the premium and metal lines. Second, we will expand the lineup of G-Shock sleeve models. Third, in the entry line, we will focus on the iconic models, best-selling, and standard models. In recent years, the number of new models has increased, and marketing activities have spread across different models. We will strive to improve profitability by concentrating market activities on iconic models. Casio watch line on the lower left is growing, riding on the recent popularity of slim and flat watches.
We will aim to increase the unit sales prices by a margin , by offering a higher-grade line. Next, strategies by region. In Japan, we are strengthening regional marketing, targeting high-end products. We will raise our profile among young people, and foreign visitors to Japan by using Shibuya Box located adjacent to Shibuya Station. In North America, we will leverage our vibrant e-commerce business. In Europe, we hired rapper, Central Cee, our popular iconic hip-hop star, as our ambassador. Working with local ambassadors in each country, we will actively communicate stories of the G-Shock brand. In ASEAN, we'll have local brand ambassadors to increase brand awareness and to communicate a unified brand story. Sales in India have been particularly strong since the previous fiscal year. We will increase the number of stores, and other touch points to draw more middle-class consumers.
We've been creating a new design category for G-Shock, and expanding its mid to high-price range category. GA-V01, released in the previous fiscal year, features a magnetic holding structure that allows for greater design freedom. Going forward, we will continue to aim to expand the user base, including the young generation, with new designs that give form to G-Shock's identity. In the directly managed stores, we will strive to retain loyal customers, by strengthening CRM marketing and utilizing customer purchase records. Next, EdTech education business. We will boost our capacity to develop function calculators, by heeding the voices coming from the front lines of education and improving user interface. At the same time, we will aim to acquire new users by strengthening academic sales activities. We are also taking stronger anti-counterfeit measures. In Spain, our Women Do Science campaign is helping women shine in the field of science and arts.
We've launched a campaign to commemorate the 60th anniversary of our calculators, to strengthen retention. In the area of education apps, we'll utilize QBank, a tool for creating original exam questions and supplemental materials, and ClassPad.net to serve more schools and add functionality. In sound business, we will strengthen our business structure to promote structural reforms. We'll also seek to enhance profitability by raising brand recognition in high-value-added genres. Collaboration with experts in interior design and other fields and expanding touch points with new distributors, would help boost our brand appeal. For the new Celviano, we will work to enhance the brand stage through collaboration with a pianist, one of the highest authorities in the field. In addition, we are currently developing a new AI-powered engine, and we will release products that propose new performance styles for the future.
In our new business initiatives, the AI pet robot, Moflin, which was released the previous fiscal year, has shown strong sales. It can find applications in the mental wellness field and other areas. We will aim to create new businesses and domains, by leveraging our technologies and assets. The capital allocation policy remains unchanged from the basic policy. The targets for financial indicators for this fiscal year are shown in this slide. Under the banner of stronger human capital management, four key themes have been promoted. In 2025, Casio was certified as one of the White 500.
It is a recognition for a company with good health management. Casio has also been selected for the first time as one of the 50 listed companies with good health management. In our sustainability management, we are contributing to a sustainable society and Casio's sustainable growth, and value creation. We set KPI targets for the eight materialities defined in 2023, and we are working to achieve them. The slides after this contain supplementary information, so have a look when you have the time. Thank you very much for your kind attention.