Worth reading
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Displayed only when the document provides numerical figures.Wording
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How definitive the wording is.Items stated in the management plan
Partially revised (updated)Net Sales+19.3%
基準 7,774Target9,278million (Stage 2 target originally stated in units of ¥100 million)
Operating profit+0.0%
基準 2,026Target2,027million
Operating profit margin+1.0pt
基準 2,026Target2,027%
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. For metrics expressed as percentages, differences are shown in percentage points (pt).The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Net income for the current fiscal year590 (actual for the fiscal year ended May 2026) → Not disclosed
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planHead office relocation: ¥437 million / Recruitment of highly skilled professionals: ¥180 million / Oracle-related expenses: ¥34 million / Biz advertising expenses: ¥11 million → Head office relocation: ¥421 million / Recruitment of highly skilled professionals: ¥22 million / Oracle-related expenses: ¥40 million / Biz advertising expenses: ¥8 million-3.7%Calculated from the two disclosed figures
Investment amount by sectorField M&A-related / Amount ¥2 billion
Statements about the use of capital
Payout ratio / DOE policyThe company aims for a dividend payout ratio of at least 30% and will increase dividends in line with sustainable profit growth. Progressive dividends will continue. 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
01Pursue M&A and alliances
02Secure highly skilled professionals
03Improve productivity through company-wide use of generative AI
04Expand the ERP business by leveraging the alliance with Oracle
05Withdraw from low-profitability projects and shift personnel to priority business areas
06Expand the organization to strengthen the ERP business
07Strengthen the company-wide value chain to expand prime contractor projects
08Improve productivity by commercializing expertise gained through systems integration, and expand prime contractor projects
09Deliver modernization services through collaboration
Size of the Target MarketMarket Domestic IT services market / Figures ¥7.5663 trillion in 2025, ¥10.2541 trillion in 2030, 2025–2030 CAGR of 6.2% / Source IDC Japan, Domestic IT Services Market Forecast, Market Domestic DX-related market / Figures ¥5.2759 trillion in FY2024, ¥9.2666 trillion in FY2030 / Source Fuji Keizai, “2025 Outlook for the Future of the Digital Transformation Market: Market Edition”, Market Domestic AI market / Figures ¥1.8301 trillion in FY2025, ¥3.1779 trillion in FY2029 / Source Fuji Keizai, “2026 Comprehensive Survey of the AI Market Poised for Growth Through Generative AI and AI Agents: Market Edition”, Market Domestic ERP market / Figures ¥255.8 billion in FY2024, up 18.0% year on year. SaaS market CAGR of 20.0% for FY2024–FY2029 / Source ITR, “ITR Market View: ERP Market 2026”
Risks identified by the company
Risks associated with generative AI
Securing and developing human resources
Securing partner companies that support the business
Dependence on Major Customers
Loss-Making Projects
Reason for revision or withdrawal
As hiring conditions deteriorated for both new graduates and mid-career hires, the target for securing highly skilled professionals was not achieved. Orders in the ERP business remained sluggish, and the company is strengthening its capabilities by acquiring qualifications and skills. Against a backdrop of intensifying competition in the recruitment market, FY27 will involve diversifying recruitment methods and rebuilding the institutional infrastructure.
| Item | Details |
|---|---|
| Plan name | Long-Term Vision Toward 2030 (Stage 2 Medium-Term Management Plan) |
| Plan period | Fiscal years ending May 2025 to May 2027 (Stage 2) / fiscal years ending May 2028 to May 2030 (Stage 3) |
| Progress against the plan | Partially revised (updated) |
| Sales Target | 7,774 (actual for the fiscal year ended May 2026) → 9,278 (plan for the fiscal year ending May 2027) / ¥10 billion (target for the final year of Stage 2) |
| Operating profit target | 685 (actual for the fiscal year ended May 2026) → 966 (plan for the fiscal year ending May 2027) |
| Operating profit margin target | 8.8% (actual for the fiscal year ended May 2026) → 10.0% (plan for the fiscal year ending May 2027 and Stage 2 target) |
| Net income target | 590 (actual for the fiscal year ended May 2026) → Not disclosed |
| Payout ratio / DOE policy | The company aims for a dividend payout ratio of at least 30% and will increase dividends in line with sustainable profit growth. Progressive dividends will continue. The applicable period is Not disclosed. |
| Investment amount by sector | Field M&A-related / Amount ¥2 billion |
| Key initiatives | Pursue M&A and alliances, Secure highly skilled professionals, Improve productivity through company-wide use of generative AI, Expand the ERP business by leveraging the alliance with Oracle, Withdraw from low-profitability projects and shift personnel to priority business areas, Expand the organization to strengthen the ERP business, Strengthen the company-wide value chain to expand prime contractor projects, Improve productivity by commercializing expertise gained through systems integration, and expand prime contractor projects, Deliver modernization services through collaboration |
| Results under the previous plan | Head office relocation: ¥437 million / Recruitment of highly skilled professionals: ¥180 million / Oracle-related expenses: ¥34 million / Biz advertising expenses: ¥11 million → Head office relocation: ¥421 million / Recruitment of highly skilled professionals: ¥22 million / Oracle-related expenses: ¥40 million / Biz advertising expenses: ¥8 million |
| Reason for revision or withdrawal | As hiring conditions deteriorated for both new graduates and mid-career hires, the target for securing highly skilled professionals was not achieved. Orders in the ERP business remained sluggish, and the company is strengthening its capabilities by acquiring qualifications and skills. Against a backdrop of intensifying competition in the recruitment market, FY27 will involve diversifying recruitment methods and rebuilding the institutional infrastructure. |
| Size of the Target Market | Market Domestic IT services market / Figures ¥7.5663 trillion in 2025, ¥10.2541 trillion in 2030, 2025–2030 CAGR of 6.2% / Source IDC Japan, Domestic IT Services Market Forecast, Market Domestic DX-related market / Figures ¥5.2759 trillion in FY2024, ¥9.2666 trillion in FY2030 / Source Fuji Keizai, “2025 Outlook for the Future of the Digital Transformation Market: Market Edition”, Market Domestic AI market / Figures ¥1.8301 trillion in FY2025, ¥3.1779 trillion in FY2029 / Source Fuji Keizai, “2026 Comprehensive Survey of the AI Market Poised for Growth Through Generative AI and AI Agents: Market Edition”, Market Domestic ERP market / Figures ¥255.8 billion in FY2024, up 18.0% year on year. SaaS market CAGR of 20.0% for FY2024–FY2029 / Source ITR, “ITR Market View: ERP Market 2026” |
| Risks identified | Risks associated with generative AI, Securing and developing human resources, Securing partner companies that support the business, Dependence on Major Customers, Loss-Making Projects |
| Publication date | 31 August 2026 |
Items this document does not state (10)
ROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetNon-financial targetsPlan assumptionsDate of board resolution
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.In light of deteriorating hiring conditions for both new graduates and mid-career hires, the shortfall in securing highly skilled professionals, and sluggish orders in the ERP business, the company plans to strengthen partner relationships, diversify recruitment methods, and reinforce its ERP organization. At the same time, it reports progress in generating projects through collaboration with Oracle and NTQ, and in establishing a company-wide proposal structure.
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