Worth reading
27Immaterial
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
14
Percentage points (improvement in the employee turnover rate)Wording
Avoiding a definitive answer
How definitive the wording is.Contents of this document
Summary of Q&AFiscal year ended February 20265 items taken from the company’s own explanation
What the company explained in this material
Key points of the Q&AKey questions raised by investors at the briefing and the company's answers
- Policy of consolidating unprofitable cram-school locations and strengthening new openings in the Tokyo metropolitan area under a dominant-area strategy
- Policy of seeking to recover student numbers through collaboration between junior and senior high schools and proprietary instruction, supported by free high school tuition
- Consideration of pricing strategies, including revisions to base tuition fees, in light of rising prices and labor costs
- Full-year contribution from the nursing-care business following the acquisition of リンクハート and synergies with existing businesses
- Improvement in the employee turnover rate and lower recruitment costs through better treatment of childcare workers and the introduction of ICT
- Regional strategy to expand the nursing-care business in Kyoto and southern Shiga Prefecture
- Outlook for fixed-cost reductions and a narrower loss at the Australian language-school business
- Geographic diversification of the Japanese-language education business
- Expansion of after-school clubs and rehabilitation fitness facilities
- Reduction of administrative costs through AI and DX
- New dividend policy with a minimum dividend of ¥5 per share and a 30% payout-ratio target
New initiatives
- Strengthening new cram-school openings in the Tokyo metropolitan area
- Pricing strategy, including revisions to base tuition fees
- Strengthening the establishment of Japanese-language schools and the recruitment-placement business in Nepal and Southeast Asia
- Opening 20 after-school club facilities over the next 5 years
- Opening a second rehabilitation fitness facility in Shiga Prefecture in June 2026
- Improving the efficiency of administrative and clerical work through AI and DX
- Dividend policy with a minimum dividend of ¥5 per share and a 30% payout-ratio target
Key KPIsA metric the company considers important as a management benchmark.
- Improvement in the employee turnover rate14 PointsYear on year against the same period last yearImproved over the past 5 years
Annual Dividend
Annual dividend per shareMinimum ¥5 per share
Payout ratio
30% target| Item | Details |
|---|---|
| Document type | Summary of Q&A |
| Fiscal Period Covered | Fiscal year ended February 2026 |
| Key KPIs | Indicator name Improvement in the employee turnover rate / Value 14 Points / Year on year against the same period last year Improved over the past 5 years |
| Annual Dividend | Annual dividend per share Minimum ¥5 per share / Interim and Year-End Breakdown Not disclosed |
| Payout ratio | 30% target |
| Key points of the Q&A | Policy of consolidating unprofitable cram-school locations and strengthening new openings in the Tokyo metropolitan area under a dominant-area strategy, Policy of seeking to recover student numbers through collaboration between junior and senior high schools and proprietary instruction, supported by free high school tuition, Consideration of pricing strategies, including revisions to base tuition fees, in light of rising prices and labor costs, Full-year contribution from the nursing-care business following the acquisition of リンクハート and synergies with existing businesses, Improvement in the employee turnover rate and lower recruitment costs through better treatment of childcare workers and the introduction of ICT, Regional strategy to expand the nursing-care business in Kyoto and southern Shiga Prefecture, Outlook for fixed-cost reductions and a narrower loss at the Australian language-school business, Geographic diversification of the Japanese-language education business, Expansion of after-school clubs and rehabilitation fitness facilities, Reduction of administrative costs through AI and DX, New dividend policy with a minimum dividend of ¥5 per share and a 30% payout-ratio target |
| New initiatives | Strengthening new cram-school openings in the Tokyo metropolitan area, Pricing strategy, including revisions to base tuition fees, Strengthening the establishment of Japanese-language schools and the recruitment-placement business in Nepal and Southeast Asia, Opening 20 after-school club facilities over the next 5 years, Opening a second rehabilitation fitness facility in Shiga Prefecture in June 2026, Improving the efficiency of administrative and clerical work through AI and DX, Dividend policy with a minimum dividend of ¥5 per share and a 30% payout-ratio target |
Items this document does not state (24)
Net SalesOperating profitOrdinary incomeNet incomeGross Profit MarginOperating profit marginSelling, general and administrative expensesResults for the three months of the current quarterFull-year earnings forecastProgress against full-year forecastSelf-assessment against the planSegment resultsBreakdown of Factors Affecting the ChangeUnit price and quantity metricsNumber of stores and locationsNumber of employeesAssumptions Underlying the Business OutlookRisk amount incorporated into the outlookMedium-term management plan targetsFinancial targetsAcquisition of treasury sharesCapital expendituresOrders received and order backlogMarket Size / Share
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 its cram-school business, the company is pursuing concentrated expansion in the Tokyo metropolitan area, collaboration between junior and senior high schools, and greater differentiation through its proprietary "praise-based instruction" and "Reaching" methods. In childcare, it attributes the improvement in the employee turnover rate and lower recruitment costs to better compensation, the introduction of ICT and support for its distinctive educational programs. In nursing care and new businesses, it is expanding regionally and pursuing synergies, as well as expanding after-school clubs and rehabilitation fitness facilities. It cited fixed-cost reductions in Australia, geographic diversification in Japanese-language education and lower administrative costs through DX as reasons for improvement.
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.