Contents of this document
- Factors behind the significant increase in profit for the fiscal year ending July 2026
- Overseas sales and global strategy leveraging the Taiwanese subsidiary
- Factors behind the construction business's return to profitability and measures to address rising costs
- Factors driving higher profit in the real estate leasing business
- Impact of rising interest rates on demand for investment real estate
- Shareholder-return policy
- Progress Under the Medium-Term Management Plan
- Strengthening direct sales channels for overseas investors centered on the Taiwan base
- Hiring highly skilled international talent as full-time employees
- Early procurement of materials and more efficient site management using DX
- Full-scale operation of the owner app
- Introduction of an equipment warranty service
- Horizontal expansion into other regions and fields
- Number of buildings sold under the major brand series39 buildingsYear on year against the same period last yearIncreased from 31 buildings
- External orders in the construction business7 buildings
| Item | Details |
|---|---|
| Document type | Summary of Q&A |
| Fiscal Period Covered | Fiscal year ending July 2026 |
| Net Sales | ¥36,894 million |
| Operating profit | ¥4,704 million (YoY +39.5%) |
| Self-assessment against the plan | Progress is extremely strong |
| Segment results | Construction Net Sales ¥4,605 million / Profit ¥40 million / Real Estate Leasing Business Net Sales ¥1,662 million / Profit ¥79 million |
| Key KPIs | 39 buildings, 7 buildings |
| Medium-term management plan targets | Target fiscal year Fiscal year ending July 2028 / Net Sales ¥45,000 million / Operating profit ¥5,200 million / First-year progress Net Sales 82 % / Operating profit 90.5 % |
| Annual Dividend | Fiscal year ending July 2026 ¥15 per share / Fiscal year ending July 2027 ¥17 per share |
| Key points of the Q&A | Factors behind the significant increase in profit for the fiscal year ending July 2026, Overseas sales and global strategy leveraging the Taiwanese subsidiary, Factors behind the construction business's return to profitability and measures to address rising costs, Factors driving higher profit in the real estate leasing business, Impact of rising interest rates on demand for investment real estate, Shareholder-return policy, Progress Under the Medium-Term Management Plan |
| New initiatives | Strengthening direct sales channels for overseas investors centered on the Taiwan base, Hiring highly skilled international talent as full-time employees, Early procurement of materials and more efficient site management using DX, Full-scale operation of the owner app, Introduction of an equipment warranty service, Horizontal expansion into other regions and fields |
Items this document does not state (20)
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 the core real estate development business, the number of buildings sold under the major brand series increased from 31 to 39. Procurement focused on the Jonan and Josai areas, while the vertically integrated model, under which the group handles development, construction and management in-house, enabled quality and cost control, resulting in profits at each stage significantly exceeding forecasts. In the construction business, an increase in external orders, selective order acceptance, and schedule and cost management contributed to the return to profitability. In the leasing business, factors driving higher profit included maintaining a high occupancy rate, increasing the number of properties under management, an increase in sublease properties, and the promotion of DX.