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How definitive the wording is.Items stated in the management plan
Annual updateROE+8.8pt
基準 4.2Target13%
ROIC+5.4pt
基準 3.6Target9%
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).
Net SalesNot disclosed → ¥130 100 million
Operating profitNot disclosed → ¥30 100 million
Operating profit marginNot disclosed → 23 %
Net income for the current fiscal yearNot disclosed → ¥20 100 million
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planForecast for the fiscal year ending June 2026: revenue of ¥5.8 billion, operating profit of ¥500 million and net income of ¥350 million → Results for the fiscal year ended June 2026: revenue of ¥5.815 billion, operating profit of ¥685 million and net income of ¥532 million（Forecast achievement rate: revenue 100.3%; operating profit 137.1%; net income 152.2%）0.0%Calculated from the two disclosed figures
Total investment planM&A investment budget: ¥10 billion; capital and software investment: approximately ¥1 billion (unit: ¥100 million)
Investment amount by sectorField M&A Investment / Amount ¥10.0 billion, Field Equipment and software investment / Amount Approximately ¥1 billion
Statements about the use of capital
Payout ratio / DOE policyDuring the period covered by this medium-term plan, dividends will be based on the higher of DOE of 2.5% or a consolidated dividend payout ratio of 50%. The basic policy is progressive dividends, with dividends maintained or increased in principle and not reduced.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Cost of capitalCost of equity: approximately 8–10%; WACC: just under 8% (expected to be reduced through financial leverage)The cost of capital is the minimum rate of return expected by shareholders and banks from the company.
Self-assessment of PBR and share priceMarket capitalization was ¥800 million as of the end of June 2025, and the company aims to exceed ¥2.5 billion in the fiscal year ending June 2030. PBR: not disclosed.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Designate engineering, care and hospitality, among other areas, as the highest-priority targets and accelerate the growth of the overseas talent segment.
02In anticipation of the risk of reduced web search traffic, the marketing segment will strengthen sales support and support for improving organizational engagement by leveraging the expertise and customer base developed through its existing media production and operations.
03Aim to maximize customer outcomes through total consulting services.
04Significantly increase the number of overseas talent placements.
05Aim to improve capital efficiency by expanding financial leverage using the credit strength of the real estate business.
06¥10 billion M&A investment budget plus optimization of financial leverage
07Transition to progressive dividends during the period covered by this medium-term plan
Plan assumptionsStatutory effective tax rate: 30.62%, Current number of shares outstanding: 12.15 million shares, The company expects to raise approximately ¥10 billion in additional debt by leveraging the credit strength of its real estate holdings., Targets for revenue, operating profit, net income and ROE for the fiscal year ending June 2030, excluding the effects of M&A, M&A investments will generally be limited to carefully selected transactions expected to make a positive contribution to EPS after amortization of goodwill.
Segment targetSegment Marketing segment / Target Revenue of ¥6.9 billion in the fiscal year ending June 2030; 970 companies using total consulting services; 360 companies using overseas marketing services; average annual revenue per customer of ¥4.9 million, Segment Overseas human resources segment / Target Revenue of ¥5.6 billion in the fiscal year ending June 2030; revenue mix of 43%; 500 engineers placed; 600 client companies; 1,600 care workers placed; 600 hospitality workers placed; 4,200 people supported, Segment Real estate segment / Other / Target Revenue of ¥500 million in the fiscal year ending June 2030
Non-financial targetsIndicator Number of employment branding media properties managed / Target 400 orders / Timing Fiscal year ending June 2030, Indicator Number of companies featured on VOiCE / Target 650 companies / Timing Fiscal year ending June 2030, Indicator Number of companies using Engage Mentor / Target 130 companies (cumulative) / Timing Fiscal year ending June 2030, Indicator Number of engineers placed / Target 500 people (annual) / Timing Fiscal year ending June 2030, Indicator Number of specified-skilled and care workers placed / Target 1,600 people (annual) / Timing Fiscal year ending June 2030, Indicator Number of specified-skilled and hospitality workers placed / Target 600 people (annual) / Timing Fiscal year ending June 2030, Indicator Number of people supported / Target 4,200 people (as of the end of the fiscal year) / Timing Fiscal year ending June 2030
Size of the Target MarketJapan’s internet advertising market was approximately ¥4 trillion in 2025. Source: Dentsu, “Advertising Expenditures in Japan,” 2021–2025. Japan’s working-age population is expected to decline from 73.1 million in 2025 to 55.4 million in 2050. The labor supply shortfall is expected to reach 6.44 million in 2030.
Risks identified by the company
Increasing difficulty of the traditional search-traffic acquisition model due to reduced web search and the spread of AI search
Increasing difficulty of differentiating general content due to the spread of generative AI
Diversification of marketing methods and intensifying competition
Declining birthrate, population aging and a shrinking working-age population
Shrinking domestic demand, yen depreciation and higher costs
Expansion of financial leverage associated with M&A investment
Longer periods required for the entry and application procedures for overseas talent
| Item | Details |
|---|---|
| Plan name | Medium-term management plan “Road to 250” |
| Plan period | Fiscal years ending June 2026 through June 2030 (the five-year period covered by this medium-term plan) |
| Progress against the plan | Annual update |
| Sales Target | Not disclosed → ¥130 100 million |
| Operating profit target | Not disclosed → ¥30 100 million |
| Operating profit margin target | Not disclosed → 23 % |
| Net income target | Not disclosed → ¥20 100 million |
| ROE target | 4.2 % → 13% or more |
| ROIC target | 3.6 % → 9% or more |
| Payout ratio / DOE policy | During the period covered by this medium-term plan, dividends will be based on the higher of DOE of 2.5% or a consolidated dividend payout ratio of 50%. The basic policy is progressive dividends, with dividends maintained or increased in principle and not reduced. |
| Cost of capital | Cost of equity: approximately 8–10%; WACC: just under 8% (expected to be reduced through financial leverage) |
| Self-assessment of PBR and share price | Market capitalization was ¥800 million as of the end of June 2025, and the company aims to exceed ¥2.5 billion in the fiscal year ending June 2030. PBR: not disclosed. |
| Total investment plan | M&A investment budget: ¥10 billion; capital and software investment: approximately ¥1 billion (unit: ¥100 million) |
| Investment amount by sector | Field M&A Investment / Amount ¥10.0 billion, Field Equipment and software investment / Amount Approximately ¥1 billion |
| Segment target | Segment Marketing segment / Target Revenue of ¥6.9 billion in the fiscal year ending June 2030; 970 companies using total consulting services; 360 companies using overseas marketing services; average annual revenue per customer of ¥4.9 million, Segment Overseas human resources segment / Target Revenue of ¥5.6 billion in the fiscal year ending June 2030; revenue mix of 43%; 500 engineers placed; 600 client companies; 1,600 care workers placed; 600 hospitality workers placed; 4,200 people supported, Segment Real estate segment / Other / Target Revenue of ¥500 million in the fiscal year ending June 2030 |
| Non-financial targets | Indicator Number of employment branding media properties managed / Target 400 orders / Timing Fiscal year ending June 2030, Indicator Number of companies featured on VOiCE / Target 650 companies / Timing Fiscal year ending June 2030, Indicator Number of companies using Engage Mentor / Target 130 companies (cumulative) / Timing Fiscal year ending June 2030, Indicator Number of engineers placed / Target 500 people (annual) / Timing Fiscal year ending June 2030, Indicator Number of specified-skilled and care workers placed / Target 1,600 people (annual) / Timing Fiscal year ending June 2030, Indicator Number of specified-skilled and hospitality workers placed / Target 600 people (annual) / Timing Fiscal year ending June 2030, Indicator Number of people supported / Target 4,200 people (as of the end of the fiscal year) / Timing Fiscal year ending June 2030 |
| Plan assumptions | Statutory effective tax rate: 30.62%, Current number of shares outstanding: 12.15 million shares, The company expects to raise approximately ¥10 billion in additional debt by leveraging the credit strength of its real estate holdings., Targets for revenue, operating profit, net income and ROE for the fiscal year ending June 2030, excluding the effects of M&A, M&A investments will generally be limited to carefully selected transactions expected to make a positive contribution to EPS after amortization of goodwill. |
| Key initiatives | Designate engineering, care and hospitality, among other areas, as the highest-priority targets and accelerate the growth of the overseas talent segment., In anticipation of the risk of reduced web search traffic, the marketing segment will strengthen sales support and support for improving organizational engagement by leveraging the expertise and customer base developed through its existing media production and operations., Aim to maximize customer outcomes through total consulting services., Significantly increase the number of overseas talent placements., Aim to improve capital efficiency by expanding financial leverage using the credit strength of the real estate business., ¥10 billion M&A investment budget plus optimization of financial leverage, Transition to progressive dividends during the period covered by this medium-term plan |
| Results under the previous plan | Forecast for the fiscal year ending June 2026: revenue of ¥5.8 billion, operating profit of ¥500 million and net income of ¥350 million → Results for the fiscal year ended June 2026: revenue of ¥5.815 billion, operating profit of ¥685 million and net income of ¥532 million（Forecast achievement rate: revenue 100.3%; operating profit 137.1%; net income 152.2%） |
| Size of the Target Market | Japan’s internet advertising market was approximately ¥4 trillion in 2025. Source: Dentsu, “Advertising Expenditures in Japan,” 2021–2025. Japan’s working-age population is expected to decline from 73.1 million in 2025 to 55.4 million in 2050. The labor supply shortfall is expected to reach 6.44 million in 2030. |
| Risks identified | Increasing difficulty of the traditional search-traffic acquisition model due to reduced web search and the spread of AI search, Increasing difficulty of differentiating general content due to the spread of generative AI, Diversification of marketing methods and intensifying competition, Declining birthrate, population aging and a shrinking working-age population, Shrinking domestic demand, yen depreciation and higher costs, Expansion of financial leverage associated with M&A investment, Longer periods required for the entry and application procedures for overseas talent |
| Publication date | 30 September 2026 |
Items this document does not state (3)
Treasury share acquisition policyReason for revision or withdrawalDate 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.For the fiscal year ended June 2026, profit exceeded the plan due to growth in the overseas talent segment, the elimination of head office relocation costs, personnel cost controls through the use of AI, and efficient promotional activities. Some KPIs, however, fell short of target due to the spread of AI search, the launch of new projects and longer application processing periods, among other factors.
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