Transition to Renewed Growth and Establishment of a Stable Earnings Structure

「To resolve or improve this situation, we are working to enhance stable earnings power and build a sound financial base by implementing the following measures.」

「Amid continually changing conditions surrounding our company, we will pursue the following five items as the pillars of management reform to achieve the mission described above.」

「We decided to withdraw the three-year medium-term management plan for the fiscal years ending September 2022 through September 2024 and exit the “Microneedle Project” in the Healthcare Solutions Business and the “Housing Renewal Business” in the Global Environment Solutions Business, both of which were announced in the medium-term management plan.」

「There were no material changes during the three-month period ended June 30 to the management policies, management strategies or other matters established by our group.」

「Amid continually changing conditions surrounding our group, we will pursue the following five items as the pillars of management reform to achieve the mission described above.」

「There were no material changes to the management policies, management strategies or other matters established by our Group during the cumulative second-quarter period.」

「There were no material changes during the three-month period ended June 30 to the management policies, management strategies or other matters established by our group.」

「Given that the traditional business model in the Healthcare Solutions Business, centered on introducing electronic medical records, peripheral systems and other products across a wide range of hospital departments and securing stable revenue after implementation through maintenance services and other offerings, has already entered a period of transformation due to intensifying competition, we will focus our future expansion efforts on narrowing our systems offering to areas with strong demand from medical institutions and expanding sales channels through efficient, profitability-focused sales activities.」

「In this environment, our group launched a new three-year medium-term management plan for the fiscal years ending September 2022 through September 2024, announced on 13 January 2022. The main aim of this plan is to strengthen our business base, build stable corporate capabilities and enhance corporate value through fundamental reforms consisting of a corporate structure overhaul, namely organizational reform, and business reorganization based on a business diversification strategy. Within the existing Healthcare Solutions Business and Global Environment Solutions Business segments, we will develop businesses and projects based on a business diversification strategy and pursue our long-term vision of achieving net sales on the scale of ¥10 billion.」

「In this environment, we launched a new three-year medium-term management plan for the fiscal years ending September 2022 through September 2024, announced on 13 January 2022. The main aim of this plan is to strengthen our business base, build stable corporate capabilities and enhance corporate value through fundamental reforms consisting of a corporate structure overhaul, namely organizational reform, and business reorganization based on a business diversification strategy. Within the existing Healthcare Solutions Business and Global Environment Solutions Business segments, we will develop businesses and projects based on a business diversification strategy and pursue our long-term vision of achieving net sales on the scale of ¥10 billion.」

「In this environment, at the general meeting of shareholders held in December 2021, we adopted a new management structure to further strengthen and enhance our management system. As a business strategy aimed at fundamental management reform, we launched a new three-year medium-term management plan for the fiscal years ending September 2022 through September 2024, announced on 13 January 2022. The main aim of this medium-term management plan is to strengthen our business base, build stable corporate capabilities and enhance corporate value through fundamental reforms consisting of a corporate structure overhaul, namely organizational reform, and business reorganization based on a business diversification strategy.」

「There were no material changes to our management policies or management strategies during the third quarter cumulative period.」

「There were no material changes to our management policies or management strategies during the second quarter cumulative period.」

「There were no material changes to our management policies or management strategies during the first quarter cumulative period.」

「There were no material changes to our management policies or management strategies during the third quarter cumulative period.」

「There were no material changes to our management policies or management strategies during the first quarter cumulative period.」

「Amid continually changing conditions surrounding our company, we will pursue the following five pillars of management reform to achieve the mission described above: ① break with the prolonged downturn in performance and pursue an “offensive management” approach, ② seek to establish an earnings base quickly by creating new businesses, ③ actively incorporate external resources through M&A and business alliances, ④ restructure existing businesses and create new added value, and ⑤ achieve quantitative targets through a management stance focused on results.」

「We aim to achieve sustained growth in net sales and operating income and improve ROE.」

「As a business strategy aimed at fundamental management reform, we formulated a new medium-term management plan and revised our corporate philosophy from “Through imaging, we will support customers' prompt and accurate decision-making and communication in the fields of human health and national peace, safety and security, thereby contributing to reductions in social costs” to “In the fields of human health and the global environment, through IT-based healthcare, renewable energy and environmental businesses, we will contribute to creating a healthy, long-lived society and a clean-energy society.” Through active investment in new business areas, we will transform ourselves into a company that creates health and environmental value.」

「We aim to achieve sustained growth in net sales and improve our operating margin.」

「Amid continually changing conditions surrounding our group, we will pursue the following five management policies to achieve the mission described above: ① establish a trend of higher sales and profits, ② enhance corporate value, ③ eliminate tax loss carryforwards, ④ resume dividend payments, and ⑤ strengthen our financial base.」

「In this operating environment, as a new business based on our medium-term management policy of expanding the scope of the medical business, we established a consolidated subsidiary on 1 November 2016 to operate a booking and search website for private-pay medical services. During the nine-month period ended 31 December, we focused on preparing to launch the portal website at the core of the new business, while working to enhance the functions of internally developed system products in the medical imaging business. In the satellite imaging business, we focused on selling UAV-related products and FieldSpec4 (portable spectroradiometer).」

「During the six-month period ended 30 September, we focused on preparing to launch the portal website at the core of the new business, while working to enhance the functions of internally developed system products in the medical imaging business. In the satellite imaging business, we focused on selling UAV-related products and FieldSpec4 (portable spectroradiometer).」

「In this operating environment, as a new business based on our medium-term management policy of expanding the scope of the medical business, we established a consolidated subsidiary on 1 November 2016 to operate a booking and search website for private-pay medical services.」

「Throughout the fiscal year ended September 2016, which we designated as the first year of our medium-term management plan, we promoted our medium-term business strategies: ① strengthening the product capabilities of ConnectioRIS (radiology information system), ConnectioMeD (clinical information integration system) and other products, ② expanding the scope of the medical imaging business, ③ strengthening our nationwide sales locations, and ④ expanding duranta (telemetry electrocardiograph), our new business in the home healthcare and nursing care and welfare fields. At the same time, following the operating loss recorded for the fiscal year ended September 2015, we focused on reducing costs by reviewing the entire procurement process. As a result, for the fiscal year under review, net sales were ¥1,482 million, up 19.6% year on year, operating income was ¥27 million, compared with a loss of ¥125 million in the previous fiscal year, ordinary income was ¥17 million, compared with a loss of ¥148 million, and net income was ¥10 million, compared with a loss of ¥170 million.」

「We designated the fiscal year ended September 2016 as the first year of our medium-term management plan and pursued our business based on three priorities for the fiscal year: enhancing product competitiveness in the medical imaging business, developing new businesses in the home healthcare and nursing care and welfare fields, and reducing product costs, in order to achieve the plan's basic policies of transitioning to renewed growth and establishing a stable earnings structure.」