Transformation from a regional information newspaper publisher into a comprehensive information company

「As a result of vigorously advancing these various measures, non-print sales, including PPP (public-private partnership) businesses, proposal-based projects and digital businesses, drove the overall performance and net sales reached a record high. Although raw material and other expense costs rose and personnel expenses increased, the effect of substantially higher sales absorbed these increases.」

「Against this backdrop, in our core newspaper-related business, we continued efforts to deliver daily local news and detailed information for each area widely and in a timely manner. In sales, we continued to focus on uncovering advertising demand and proposing various products as solutions to customer needs, while further strengthening our ties with local communities through the regular publication of “Kids Town News,” special issues covering local sporting events and special issues supporting professional teams. In our digital-related business, we revamped the “Web版タウンニュース” on our own website and worked to enhance its content and increase traffic. We also continued to strengthen article distribution to curation sites, local media sites and apps, while expanding sales of digital advertising, including sponsored, in-line and banner advertising. In the non-newspaper business, we are steadily building a track record by leveraging the relationships and accumulated expertise developed in our local newsrooms to address diverse promotional needs. In our PPP (public-private partnership) business, the designated management operation for Odawara Civic Hall, which began in April 2025, has progressed smoothly and has made a major contribution to business expansion together with the Hadano City Cultural Hall (CoorsTek Hadano Culture Hall) and the Chigasaki Park Experiential Learning Center (nickname: Umikaze Terrace).」

「The following is an overview of the company's financial position, operating results and cash flows for the fiscal year under review, collectively referred to below as “operating results, etc.”」

「Against this backdrop, in December of last year we formulated the second Medium-Term Management Plan (fiscal 2024–fiscal 2026), beginning in fiscal 2024. This plan succeeds the previous Medium-Term Management Plan (fiscal 2021–fiscal 2023), whose basic vision was “From a company that publishes a local information newspaper to a comprehensive information company that also publishes a local information newspaper.” Its business strategy is centered on “deepening the newspaper-related business (core business),” “strengthening and establishing the digital business” and “expanding the non-newspaper business.” It is positioned as a “three-year period for establishing the foundation to realize our basic vision” leading up to the 50th anniversary of our founding in 2030.」

「Against this backdrop, in the fiscal year under review, the final year of the Medium-Term Management Plan (fiscal 2021–fiscal 2023), we addressed various challenges in order to realize the plan's basic vision: “From a company that publishes a local information newspaper to a comprehensive information company that also publishes a local information newspaper.”」

「Against this backdrop, our company has adopted the basic vision “From a company that publishes a local information newspaper to a comprehensive information company that also publishes a local information newspaper.” In the fiscal year under review, the final year of the Medium-Term Management Plan (fiscal 2021–fiscal 2023), we are developing our businesses with the aim of completing the plan and laying the foundation for the next stage.」

「Against this backdrop, in the fiscal year under review, the final year of our Medium-Term Management Plan (fiscal 2021–fiscal 2023), we are continuing to advance our three major business strategies, “deepening the newspaper-related business,” “strengthening the digital business” and “expanding the non-newspaper business,” thereby laying the groundwork for realizing our vision of becoming a comprehensive information company that “turns local information into business.”」

「Against this backdrop, in the fiscal year, the final year of the medium-term management plan covering fiscal 2021 to fiscal 2023, the company continued to advance its 3 major business strategies—deepening its print-related business, strengthening its digital business and expanding its non-print business—with the aim of setting new record highs for sales and profit following the previous fiscal year.」

「Against this backdrop, in the fiscal year under review, the second year of our Medium-Term Management Plan (fiscal 2021–fiscal 2023), we pursued our business with the aim of further expanding and developing our business domains in order to realize the plan's basic vision: “From a company that publishes a local information newspaper to a comprehensive information company that also publishes a local information newspaper.” In our core newspaper publishing business, we continued to focus on differentiating ourselves from competitors by carefully reporting and writing articles on familiar topics needed by local residents, as well as news across a broad range of fields, including politics, the economy, sports, culture and education, and by providing highly topical content truly rooted in the local community.」

「Against this backdrop, the company has pursued the further expansion and development of its business areas as its primary business strategy. In its core print-related business, it has continued its steady efforts to discover and thoroughly cover familiar local news and information and community issues rooted in the local area, while continuing to work toward establishing an "unparalleled local media" outlet. In sales, while seeking to expand private-sector advertising as it recovered, the company achieved results through a range of continuous, layered initiatives, including strengthening its approach to government and local organizations based on relationships of trust with the community, capturing political-related demand, implementing company-wide joint projects, and publishing special editions focused on local issues. In its digital business, in addition to the "Web edition of Town News" and the "email edition of Town News," the company strengthened its communications through social media centered on "Town News for LINE." It also continued to focus on further promoting owned media, including the spin-off neighborhood information site "RareA" and "Town News Political Village" and "Political Village Students." In its non-print business, commissioned designated management services under the PPP (public-private partnership) business progressed generally smoothly against budget, while numerous deliverables, including promotional projects and commemorative publications, self-published materials, and promotional goods for companies and organizations, were delivered in concentrated volumes toward the end of the fiscal year and made a substantial contribution to sales.」

「Against this backdrop, the company is at the midpoint of its 3-year medium-term management plan for its 43rd fiscal year, whose basic vision is to transform from "a company that publishes a local information paper" into "a comprehensive information company that also publishes a local information paper." To realize this vision, the company has made deepening its core print-related business, strengthening its digital business, and expanding its non-print business the pillars of its business strategy, and is working to further expand and develop its business areas.」