Worth reading
89Important
Scored from 4 of 5 sectionsDirection
Improvement
Direction inferred from the company’s description.Scale
3.4
Times (fiscal year ending March 2031 revenue versus the fiscal year ending March 2026)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet SalesNot disclosed → ¥50,000 million
Operating profitNot disclosed → ¥5,000 million
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planNet Sales 14,200 / Operating profit 370 → Net Sales 14,517 / Operating profit 664（Net Sales Approximately 2.2% / Operating profit Approximately 79.5%）
Investment amount by sectorField Postpartum care hotels / Amount Approximately ¥500–800 million per facility. Approximately ¥50–80 million per facility for joint development with a business partner / Timing During the plan period, Field Global schools / Amount Approximately ¥120–140 million per facility / Timing During the plan period, Field Developmental support facilities / Amount ¥15 million per facility / Timing During the plan period, Field Head Office Relocation / Amount Approximately ¥200 million / Timing Fiscal year ending March 2027
Statements about the use of capital
Payout ratio / DOE policyFor the fiscal year ending March 2027, the annual dividend is ¥105, with a dividend payout ratio of 153.2%. For the fiscal year ending March 2028, the dividend payout ratio is 48.4%. The Company aims to continuously enhance shareholder returns in line with EPS growth. DOE 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
01Advance the overseas M&A strategy and bring forward the plan
02Evolve into a Family Wellness Company and pursue the long-term vision
03Prioritize increasing occupancy rates at existing facilities
04Plan to establish several new global schools
05Plan a second and subsequent postpartum care hotels following Villa Mom Tokyo Ariake
06Architectural design business: focusing on securing multiple large-scale projects
07The business has growth potential, and the Company plans to continue investing in personnel and systems
08Plan investments in several new developmental support facilities
09Collect information from the current stage in preparation for launching the overseas business in the fiscal year ending March 2030
10Promote the adoption of IFRS (International Financial Reporting Standards)
11Promote a transfer to the Prime Market of the Tokyo Stock Exchange
Plan assumptionsThe fiscal year ending March 2027 is calculated based on confirmed occupancy results for the childcare centers in April and May, The plan assumes that childcare center occupancy rates generally trend upward toward March, the end of the fiscal year, The fiscal year ending March 2028 assumes that the WITH group’s results will be reflected for the full 12 months; 9 months are reflected for the fiscal year ending March 2027, Overseas M&A is scheduled to begin in the fiscal year ending March 2030 under the plan, while the Company is collecting information and conducting studies from the current stage with the aim of bringing this forward
Size of the Target MarketDomestic children-related business market ¥11 trillion / Domestic childcare and early childhood education market ¥5 trillion / Overseas childcare services market ¥55 trillion / Growth and multiples The children-related business market is approximately twice as large, and the overseas childcare market is approximately 11 times the size of the domestic market / Source Yano Research Institute, “Survey of the Children-Related Business Market (2025)”; domestic: Survey of the Childcare and Early Childhood Education Market (2022); overseas: Grand View Research, “Child Care Services Market” (calculated at approximately ¥160 per US dollar)
Risks identified by the company
The amounts in the investment plan may change depending on future business conditions and fluctuations in economic and social conditions
The facility-opening plan may change depending on the progress of each business and concentrated investment in highly profitable businesses
Even if the number of facilities remains the same, investment amounts will vary depending on the planned scale of the facilities
Overseas M&A opportunities are currently under investigation and consideration, and information on potential opportunities is already being reviewed
Local governments may begin providing subsidies for postpartum care facilities
Reason for revision or withdrawal
The previous medium-term management plan was revised substantially upward to reflect the integration of WITHホールディングス into the group and the overseas strategy. The Company will pursue new value creation in response to changing social issues and breakthrough growth through the use of its existing expertise.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan (Fiscal Years Ending March 2027–March 2031) |
| Plan period | Fiscal years ending March 2027–March 2031 |
| Progress against the plan | Formulated |
| Sales Target | Not disclosed → ¥50,000 million |
| Operating profit target | Not disclosed → ¥5,000 million |
| Payout ratio / DOE policy | For the fiscal year ending March 2027, the annual dividend is ¥105, with a dividend payout ratio of 153.2%. For the fiscal year ending March 2028, the dividend payout ratio is 48.4%. The Company aims to continuously enhance shareholder returns in line with EPS growth. DOE is Not disclosed. |
| Investment amount by sector | Field Postpartum care hotels / Amount Approximately ¥500–800 million per facility. Approximately ¥50–80 million per facility for joint development with a business partner / Timing During the plan period, Field Global schools / Amount Approximately ¥120–140 million per facility / Timing During the plan period, Field Developmental support facilities / Amount ¥15 million per facility / Timing During the plan period, Field Head Office Relocation / Amount Approximately ¥200 million / Timing Fiscal year ending March 2027 |
| Plan assumptions | The fiscal year ending March 2027 is calculated based on confirmed occupancy results for the childcare centers in April and May, The plan assumes that childcare center occupancy rates generally trend upward toward March, the end of the fiscal year, The fiscal year ending March 2028 assumes that the WITH group’s results will be reflected for the full 12 months; 9 months are reflected for the fiscal year ending March 2027, Overseas M&A is scheduled to begin in the fiscal year ending March 2030 under the plan, while the Company is collecting information and conducting studies from the current stage with the aim of bringing this forward |
| Key initiatives | Advance the overseas M&A strategy and bring forward the plan, Evolve into a Family Wellness Company and pursue the long-term vision, Prioritize increasing occupancy rates at existing facilities, Plan to establish several new global schools, Plan a second and subsequent postpartum care hotels following Villa Mom Tokyo Ariake, Architectural design business: focusing on securing multiple large-scale projects, The business has growth potential, and the Company plans to continue investing in personnel and systems, Plan investments in several new developmental support facilities, Collect information from the current stage in preparation for launching the overseas business in the fiscal year ending March 2030, Promote the adoption of IFRS (International Financial Reporting Standards), Promote a transfer to the Prime Market of the Tokyo Stock Exchange |
| Results under the previous plan | Net Sales 14,200 / Operating profit 370 → Net Sales 14,517 / Operating profit 664（Net Sales Approximately 2.2% / Operating profit Approximately 79.5%） |
| Reason for revision or withdrawal | The previous medium-term management plan was revised substantially upward to reflect the integration of WITHホールディングス into the group and the overseas strategy. The Company will pursue new value creation in response to changing social issues and breakthrough growth through the use of its existing expertise. |
| Size of the Target Market | Domestic children-related business market ¥11 trillion / Domestic childcare and early childhood education market ¥5 trillion / Overseas childcare services market ¥55 trillion / Growth and multiples The children-related business market is approximately twice as large, and the overseas childcare market is approximately 11 times the size of the domestic market / Source Yano Research Institute, “Survey of the Children-Related Business Market (2025)”; domestic: Survey of the Childcare and Early Childhood Education Market (2022); overseas: Grand View Research, “Child Care Services Market” (calculated at approximately ¥160 per US dollar) |
| Risks identified | The amounts in the investment plan may change depending on future business conditions and fluctuations in economic and social conditions, The facility-opening plan may change depending on the progress of each business and concentrated investment in highly profitable businesses, Even if the number of facilities remains the same, investment amounts will vary depending on the planned scale of the facilities, Overseas M&A opportunities are currently under investigation and consideration, and information on potential opportunities is already being reviewed, Local governments may begin providing subsidies for postpartum care facilities |
| Publication date | 30 June 2026 |
Items this document does not state (11)
Operating profit margin targetNet income targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetNon-financial targetsDate 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.The previous medium-term management plan was revised upward to reflect the integration of WITHホールディングス into the group and the overseas strategy. The Company cites the provision of new value in response to changing social issues, as well as breakthrough growth leveraging its understanding of and expertise in serving families with children developed through its childcare business, as reasons for evolving into a Family Wellness Company.
How to read this page
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Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.