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

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Mid-term Management Plan

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 Sales	Consolidated operating profit margin	Consolidated ROE	Consolidated dividend payout ratio
107 billion yen	7.5%	14.7%	More than 50%

Performance targets (year ending January 2027)

(Unit: million yen)

	Annual Sales	Operating profit	Ordinary Profit	Net income attributable to owners of parent
Fiscal year ending January 2027	107,000	8,000	8,100	5,700
Composition ratio (%)	100.0	7.5	7.6	5.3

(Unit: million yen)

Fiscal year ending January 2027	Commercial and other facility businesses	Chain store business	Cultural Facility Business	others
Annual Sales	70,500	24,000	12,000	500
Operating profit	5,900	1,700	300	100

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	107 billion yen
		Consolidated operating profit margin	7.5%
		Consolidated ROE	14.7%
		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.