Mid-term Management Plan (Fiscal year ending January 2025 to January 2027)

policy

  • We will lay the foundations to put the company on a growth trajectory.
  • Venture into new territory.

Financial targets (year ending January 2027)

Consolidated SalesConsolidated operating profit marginConsolidated ROEConsolidated dividend payout ratio
86 billion yen 5.2% 8.8% More than 50%

Performance targets (year ending January 2027)

  Annual Sales Operating profit Ordinary Profit Net income attributable to owners of parent
Fiscal year ending January 2027 86,000 4,500 4,600 3,100
Composition ratio (%) 100.0 5.2 5.3 3.6

(Unit: million yen)

Fiscal year ending January 2027 Commercial and other facility businesses Chain store business Cultural Facility Business others
Annual Sales 50,500 24,500 10,500 500
Operating profit 2,700 1,200 500 100

(Unit: million yen)

Non-Financial Targets

The joy of working

  • ・Employees feel a sense of fulfillment and enjoyment in their work, and work enthusiastically.
  • -Long working hours have been corrected and working hours have been optimized.

Establishment of production system

  • ・Ensure production capacity to support the growth plans of the medium-term management plan and beyond.

Sustainability

  • ・The company has implemented comprehensive sustainability initiatives and is meeting the demands of society.

Climate change response

  • ・We have established a method for calculating greenhouse gas emissions and have begun concrete reduction efforts.
Financial/Non-Financial Our Vision KPI Target for the fiscal year ending January 2027
Finance
  • ・Strengthening management and financial base
  • ・Enhancing shareholder returns
Consolidated Sales 86 billion yen
Consolidated operating profit margin 5.2%
Consolidated ROE 8.8%
Consolidated dividend payout ratio More than 50%
Non-financial
  • ・Employees feel a sense of fulfillment and enjoyment in their work, and work enthusiastically.
  • -Long working hours have been corrected and working hours have been optimized.
  • ・Ensure production capacity to support the growth plans of the medium-term management plan and beyond.
  • ・The company has implemented comprehensive sustainability initiatives and is meeting the demands of society.
  • ・We have established a method for calculating greenhouse gas emissions and have begun concrete reduction efforts.
Engagement Score
(Overall evaluation of employee opinion survey)
Rating higher than previous year
Number of employees who meet the company's working hour standards Increased from the previous year
Achievement of new developments by partner companies 100%
EcoVadis rating Achieve Silver Rank
Ratio of female managers More than 15%
Scope 1 and 2 greenhouse gas emissions 40% reduction compared to fiscal 2021

strategy

Strategy 1: Developing the foundations for work styles and human capital
  • ・Work to correct long working hours.
  • ・Invest in people.
Strategy 2: Developing a marketing infrastructure
  • ・Establish and maintain marketing systems and mechanisms.
  • ・Create high added value, high quality services.
Strategy 3: Developing supply chain infrastructure
  • - To ensure productivity that supports medium- to long-term growth
    Establish a system for partner companies.
  • ・Common issues such as work style reform, BIM utilization, and sustainability
    We will also establish a system to work in cooperation with partner companies to address these issues.
Strategy 4: Developing a foundation for sustainability
  • - Creating products related to sustainability.
  • ・Establish the scope and method of calculating greenhouse gas emissions,
    We aim to reduce greenhouse gas emissions.
Strategy 5: Taking on the challenge of expanding our business domain
  • ・Utilizing the resources of the space creation business, we will develop a new business that will become the next pillar of our business.
    Build a system for development and training.