Worth reading
59In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Mixed performance
Direction inferred from the company’s description.Scale
100
¥100 million (operating profit target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedOperating profit+0.2%
基準 2,030Target2,035million
Each line is the climb from the baseline the document states to the target it sets. The slope is scaled against the largest climb in this document. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Operating profit marginNot disclosed → 10 %
ROENot disclosed → 25% or higher
Only the target level is shown because the current level for comparison was not provided.What happened to the previous plan100,000 social creators, total social engagement of ¥10 billion, 10,000 employees and operating income of ¥10 billion (VISION2030, frozen in 2024) → 2,456 DCs, 2,866 employees and operating income of ¥1,600 million (fiscal year ending March 2026)-97.1%Calculated from the two disclosed figures
Investment amount by sectorField Human Capital Investment / Amount Not disclosed, Field DX and new businesses / Amount Not disclosed, Field CSV and social value / Amount Not disclosed
Statements about the use of capital
Payout ratio / DOE policyDOE of at least 5% and a payout ratio of at least 25%. The basic policy is to increase dividends continuously and steadily, while also taking performance into account. The applicable period is Not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Strength in recruitment and development
02A place where people gather and grow
03Company-Based Organization
04Inclusiveness
05Learning agility
06The ability to turn technology into reality: transforming the value chain through AI and the latest technologies
07The power of design × CSV: turning social issues into business value through deep understanding of people and a future-oriented approach
08The power of trust: long-term relationships with customers based on trust = as if they were employees®︎
09Strengthening human and organizational capital to maximize the value provided
10Human Capital Investment
11DX and new businesses
12CSV and social value
Plan assumptionsJapan’s total population is expected to be approximately 111 million in 2035, with people aged 65 and over accounting for approximately 33% of the population, A shortage of 3.39 million digital professionals responsible for utilizing AI, robots and other technologies is expected by 2040, It is assumed that workplaces where AI and people work alongside each other will be standard by 2035, It is assumed that advances in AI and robotics will make the information and communications and professional services industries central to generating high added value
Non-financial targetsIndicator name Impact cases / Target value 1,000 cases / Timing 2035, Indicator name Annual hires / Target value 1,000 people / Timing Not disclosed, Indicator name Learning people network / Target value 100,000 people / Timing Not disclosed, Indicator name Engagement score / Target value 4 / Timing Not disclosed, Indicator name Model annual income / Target value ¥10 million / Timing Not disclosed, Indicator name Brand business awareness / Target value 40% / Timing Not disclosed, Indicator name Net increase in companies / Target value Net increase of 50 companies / Timing Not disclosed
Risks identified by the company
Rapid climate change
Declining working-age population
Risk of social division
Remarkable advances in AI and digital technologies
Contraction of the traditional Web operations business due to the impact of AI
Supply-demand mismatch for digital professionals
Overheating in the mid-career recruitment market for digital professionals
Strong demand from customers for on-site personnel, causing local employment to fall short of expectations
Reason for revision or withdrawal
The numerical targets were frozen two years ago due to slower growth in the core large-scale Web operations business and deteriorating profitability resulting from upfront recruitment investment. Profitability has recovered as planned over the two years through the fiscal year ending March 2026, and the Company has once again begun reviewing its medium- to long-term growth strategy, vision and targets. As the market environment changed, the growth potential of the Web operations business, formerly the Company’s core business, was significantly undermined, and the business became low-margin.
| Item | Details |
|---|---|
| Plan name | FUTURE VISION |
| Plan period | Starting fiscal year Not disclosed / Final year 2035 |
| Progress against the plan | Formulated |
| Operating profit target | ¥10 billion (VISION2030, frozen in 2024) → ¥10 billion (FUTURE VISION, 2035) |
| Operating profit margin target | Not disclosed → 10 % |
| ROE target | Not disclosed → 25% or higher |
| Payout ratio / DOE policy | DOE of at least 5% and a payout ratio of at least 25%. The basic policy is to increase dividends continuously and steadily, while also taking performance into account. The applicable period is Not disclosed. |
| Investment amount by sector | Field Human Capital Investment / Amount Not disclosed, Field DX and new businesses / Amount Not disclosed, Field CSV and social value / Amount Not disclosed |
| Non-financial targets | Indicator name Impact cases / Target value 1,000 cases / Timing 2035, Indicator name Annual hires / Target value 1,000 people / Timing Not disclosed, Indicator name Learning people network / Target value 100,000 people / Timing Not disclosed, Indicator name Engagement score / Target value 4 / Timing Not disclosed, Indicator name Model annual income / Target value ¥10 million / Timing Not disclosed, Indicator name Brand business awareness / Target value 40% / Timing Not disclosed, Indicator name Net increase in companies / Target value Net increase of 50 companies / Timing Not disclosed |
| Plan assumptions | Japan’s total population is expected to be approximately 111 million in 2035, with people aged 65 and over accounting for approximately 33% of the population, A shortage of 3.39 million digital professionals responsible for utilizing AI, robots and other technologies is expected by 2040, It is assumed that workplaces where AI and people work alongside each other will be standard by 2035, It is assumed that advances in AI and robotics will make the information and communications and professional services industries central to generating high added value |
| Key initiatives | Strength in recruitment and development, A place where people gather and grow, Company-Based Organization, Inclusiveness, Learning agility, The ability to turn technology into reality: transforming the value chain through AI and the latest technologies, The power of design × CSV: turning social issues into business value through deep understanding of people and a future-oriented approach, The power of trust: long-term relationships with customers based on trust = as if they were employees®︎, Strengthening human and organizational capital to maximize the value provided, Human Capital Investment, DX and new businesses, CSV and social value |
| Results under the previous plan | 100,000 social creators, total social engagement of ¥10 billion, 10,000 employees and operating income of ¥10 billion (VISION2030, frozen in 2024) → 2,456 DCs, 2,866 employees and operating income of ¥1,600 million (fiscal year ending March 2026) |
| Reason for revision or withdrawal | The numerical targets were frozen two years ago due to slower growth in the core large-scale Web operations business and deteriorating profitability resulting from upfront recruitment investment. Profitability has recovered as planned over the two years through the fiscal year ending March 2026, and the Company has once again begun reviewing its medium- to long-term growth strategy, vision and targets. As the market environment changed, the growth potential of the Web operations business, formerly the Company’s core business, was significantly undermined, and the business became low-margin. |
| Risks identified | Rapid climate change, Declining working-age population, Risk of social division, Remarkable advances in AI and digital technologies, Contraction of the traditional Web operations business due to the impact of AI, Supply-demand mismatch for digital professionals, Overheating in the mid-career recruitment market for digital professionals, Strong demand from customers for on-site personnel, causing local employment to fall short of expectations |
Items this document does not state (11)
Sales TargetNet income targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetSize of the Target MarketDate of board resolutionPublication date
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.The social environment has changed significantly due to the dramatic evolution of AI, climate change and a declining working-age population, undermining the growth potential of the Web operations business, which had been the Company’s core business, and resulting in low profitability. The Company also cites the recovery in profitability as a reason, following the shift in its business structure after freezing the numerical targets under VISION2030, which has put the recovery of profitability on track and prepared the Company to shift from Web operations to on-site DX support.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.