Cultural Creation at Regional Bases

「The courtyard serves as a plaza open to the community, linked with the cafeteria and on-site nursery, and provides a place for employees to relax and local residents to interact through markets and seasonal events.」

「The women's volleyball team that has been based in Yamagata will move its home base to Akita from the 2026-27 season to comply with the league's licensing standards. Sakata, Yamagata Prefecture, which has supported the team for many years, will continue to be designated as its mother town, and the company will maintain its ties with the local community through the hosting of official matches and the operation of the Aranmare Junior Club.」

「The operating loss was ¥187 million, compared with an operating loss of ¥213 million in the same period of the previous year. As all Aranmare teams enter their seasons from October, we will continue to focus on improving the cost structure.」

「The operating loss was ¥578 million, due to higher personnel expenses aimed at strengthening the organisation and rosters in the sports business, as well as higher personnel expenses resulting from the expansion of childcare capacity in the childcare business.」

「The Social Business, which operates the women's sports team Aranmare and conducts childcare and regional revitalisation businesses, reported revenue of ¥518 million, up 5.3% year on year, as higher sponsorship revenue was offset by increased personnel expenses in the childcare business Orangerie and higher roster-strengthening and activity expenses across Aranmare's teams. The operating loss was ¥204 million, compared with an operating loss of ¥142 million in the same period of the previous year, and the loss widened year on year.」

「The Social Business, which operates the women's sports team Aranmare and conducts childcare and regional revitalisation businesses, saw sponsorship revenue increase following Aranmare Yamagata's promotion to V1. However, higher roster-strengthening and activity expenses across the teams resulted in revenue of ¥300 million, down 17.4% year on year, and an operating loss of ¥118 million, compared with an operating loss of ¥81 million in the same period of the previous year. The loss therefore widened year on year.」

「The Social Business, which operates the women's sports team Aranmare and conducts childcare and regional revitalisation businesses, reported revenue of ¥121 million, down 28.6% year on year, following its withdrawal from day-service operations for elderly people and children with developmental disabilities. Operating performance was affected by strategic upfront investment associated with Aranmare Yamagata's volleyball team's promotion to V1 and higher activity expenses, resulting in an operating loss of ¥91 million, compared with an operating loss of ¥43 million in the same period of the previous year. The loss therefore widened year on year.」

「The social business, which operates the women's sports team Aranmare, childcare services and regional revitalization businesses, recorded revenue of ¥492 million, up 24.2% year on year, and an operating loss of ¥142 million, compared with an operating loss of ¥219 million in the previous fiscal year. The increase in revenue and reduction in the operating loss were attributable to higher sponsorship income from Aranmare, an increase in the number of children enrolled in the childcare business, and increased support services for inbound operators in the regional revitalization business, among other factors.」

「The Social Business, which operates women's sports teams and conducts childcare and regional revitalisation businesses, reported revenue of ¥364 million, up 62.2% year on year, supported by higher sponsorship revenue from the sports teams and an increase in the number of children enrolled in the childcare business. Although the sports teams made investments to strengthen their rosters, these were covered by higher revenue, resulting in an operating loss of ¥81 million, compared with an operating loss of ¥129 million in the same period of the previous year. The loss was reduced year on year.」

「In addition to higher sponsorship revenue from the sports teams, an increase in the number of children enrolled in the childcare business contributed to revenue of ¥170 million, up 60.2% year on year. Although the sports teams made investments to strengthen their rosters, these were covered by higher revenue, resulting in an operating loss of ¥43 million, compared with an operating loss of ¥68 million in the same period of the previous year. The loss was therefore reduced year on year.」

「In the social business, centered on services such as women's sports teams and childcare, loss reduction progressed through continued improvements to the operating structure of the women's sports teams and optimization of the junior business structure. Revenue was ¥524 million, up 10.1% year on year, and operating loss was ¥307 million, compared with a loss of ¥379 million in the previous fiscal year.」

「In the social business, centered on services such as women's sports teams and childcare, losses narrowed through measures including the optimization of the operating structure. Revenue was ¥396 million, down 9.8% year on year, and operating loss was ¥219 million, compared with a loss of ¥249 million in the same period of the previous year.」

「In the social business, centered on services such as women's sports teams and childcare, losses narrowed as fixed costs were reduced through the optimization of the operating structure, despite higher expenses for public relations and stronger regional activities. Revenue was ¥224 million, down 25.8% year on year, and operating loss was ¥129 million, compared with a loss of ¥146 million in the same period of the previous year.」

「The women's corporate sports teams at each BPO site, known collectively as Aranmare, have been selected to compete in top leagues, a goal that all the teams had pursued since their establishment. We will implement initiatives that contribute to regional revitalization and employment promotion, recruit talented personnel and provide training.」

「We expanded the “オランジェリー” nursery facilities at the Yamagata BPO Garden and Yokote BPO Campus, enhancing childcare support not only for employees but also for people working in the local area.」

「We are working to revitalize local communities through the activities of corporate women's sports teams, which are positioned as social contribution initiatives.」

「For regional revitalization, in Toyama, where a BPO site is located, we continued to sponsor the Tokyo Girls Collection as its platinum sponsor, as in the previous year. In addition, the product of “能作プレステージ,” the first investment project aimed at developing local industries, was completed.」

「Regarding talent recruitment, a branch of Yamagata BPO Garden in Tsuruoka, Yamagata, began operations in October 2018. In addition, at BPO centers that form the foundation of its talent base, the company is working to revitalize local communities by providing workplaces suited to women's life stages, including through the expansion of childcare facilities in Akita and Toyama, together with activities by women's corporate sports teams.」

「For regional revitalization, in Toyama, where a BPO site is located, we sponsored the Tokyo Girls Collection held there as its platinum sponsor. The event was held for the first time in Hokuriku in July 2018, and was a success.」

「In building a retention cycle for regional revitalization, we believe it is important to solve the problems faced by local residents through active engagement with local communities. Specifically, we will link regional growth to the Group's growth by supporting families raising children, actively participating in local events including women's sports team activities, and supporting the development of local industries through fund programs.」