Transition from Best Value Partner to Change! for the Next

「On 30 September 2026, DTS CORPORATION entered into a partnership agreement with dotData, Inc. (dotData), which specializes in AI and data analytics technologies, and began offering a quality factor analysis service for manufacturers.」

「In addition, we began joint research with the Yasuto Nakanishi Laboratory (中西泰人) of the Faculty of Environment and Information Studies at Keio University on “affective AI agents” that stimulate human creativity. We position AI as an entity that aligns with human sensibilities and context and encourages new insights and ideas. Through prototype development and the systematization of behavioral models for affective AI agents, we will promote the practical implementation of intellectual collaboration processes between humans and AI.」

「In September 2025, we began collaborating with OpenAI Japan LLC to promote the practical application of generative AI technology. By combining our capabilities as a total SIer with generative AI technology, including embedding it in systems, developing AI-native in-house solutions, and supporting code generation, we will improve proposal value, added value, and productivity.」

「Against this backdrop, the Medium-Term Management Plan (2025–2027), the second stage of Vision2030, is built around 3 pillars: “Evolving and reinforcing focus businesses,” “Executing strategic alliances,” and “Strengthening the Group’s management platform.” The Group is advancing initiatives to grow and expand its businesses and strengthen their stability and reliability.」

「Against this backdrop, the Group is pursuing its management vision, “Vision2030,” toward 2030. By responding to changes in the IT market, technology, ESG, and other areas, evolving its existing SI business model, and actively investing in digital, solution, and service businesses and the talent needed to deliver them, the Group aims to build a new growth model and further enhance corporate value through the creation of both social and economic value. To achieve this, it has identified the following key issues: “Enhancing proposal value,” “Combining SI and digital,” “Expanding into new fields and overseas markets,” “Strengthening ESG initiatives,” and “Reforming our management platform,” and is advancing these initiatives.」

「In April 2022, the Group formulated its management vision, “Vision2030,” toward 2030. By responding to changes in the IT market, technology, ESG, and other areas, evolving its existing SI business model, and actively investing in digital, solution, and service businesses and the talent needed to deliver them, the Group aims to build a new growth model and further enhance corporate value through the creation of both social and economic value.」

「In April 2022, the Group formulated its management vision, “Vision2030,” toward 2030. By responding to changes in the IT market, technology, ESG, and other areas, evolving its existing SI business model, and actively investing in digital, solution, and service businesses and the talent needed to deliver them, the Group aims to build a new growth model and further enhance corporate value through the creation of both social and economic value.」

「Against this backdrop, the Group formulated its management vision, “Vision2030,” toward 2030. By responding to changes in the IT market, technology, ESG, and other areas, evolving its existing SI business model, and actively investing in digital, solution, and service businesses and the talent needed to deliver them, the Group aims to build a new growth model and further enhance corporate value through the creation of both social and economic value.」

「Against this backdrop, the Group formulated its management vision, “Vision2030,” toward 2030. By responding to changes in the IT market, technology, ESG, and other areas, evolving its existing SI business model, and actively investing in digital, solution, and service businesses and the talent needed to deliver them, the Group aims to build a new growth model and further enhance corporate value through the creation of both social and economic value. To achieve this, it has identified the following key issues: “Enhancing proposal value,” “Combining SI and digital,” “Expanding into new fields and overseas markets,” “Strengthening ESG initiatives,” and “Reforming our management platform,” and is advancing these initiatives.」

「By responding to changes in the IT market, technology, ESG, and other areas, evolving its existing SI business model, and actively investing in digital, solution, and service businesses and the talent needed to deliver them, the Group aims to build a new growth model and further enhance corporate value through the creation of both social and economic value. To achieve this, it has identified the following key issues: “Enhancing proposal value,” “Combining SI and digital,” “Expanding into new fields and overseas markets,” “Strengthening ESG initiatives,” and “Reforming our management platform.”」

「Against this backdrop, the Group formulated its management vision, “Vision2030,” toward 2030. By responding to changes in the IT market, technology, ESG, and other areas, evolving its existing SI business model, and actively investing in digital, solution, and service businesses and the talent needed to deliver them, the Group aims to build a new growth model and further enhance corporate value through the creation of both social and economic value. To achieve this, it has identified the following key issues: “Enhancing proposal value,” “Combining SI and digital,” “Expanding into new fields and overseas markets,” “Strengthening ESG initiatives,” and “Reforming our management platform.”」

「Against this backdrop, the Group adopted “Next Value Creator: Providing New Value to Society Tomorrow” as the vision of its Medium-Term Management Plan (April 2019 to March 2022) and established and continues to pursue three basic policies: “Creating a sustainable society,” “Evolving into a new SIer,” and “Transforming into self-directed talent.” Its key initiatives are strengthening sales capabilities and SI capabilities, creating new businesses, strengthening the Group’s management platform, renewing internal systems and administrative processes, and implementing work-style reforms.」

「Against this backdrop, the Group adopted “Next Value Creator: Providing New Value to Society Tomorrow” as the vision of its Medium-Term Management Plan (April 2019 to March 2022) and established and continues to pursue three basic policies: “Creating a sustainable society,” “Evolving into a new SIer,” and “Transforming into self-directed talent.” Its key initiatives are strengthening sales capabilities and SI capabilities, creating new businesses, strengthening the Group’s management platform, renewing internal systems and administrative processes, and implementing work-style reforms.」

「Against this backdrop, the Group adopted “Next Value Creator: Providing New Value to Society Tomorrow” as the vision of its Medium-Term Management Plan (April 2019 to March 2022) and established and continues to pursue three basic policies: “Creating a sustainable society,” “Evolving into a new SIer,” and “Transforming into self-directed talent.” Its key initiatives are strengthening sales capabilities and SI capabilities, creating new businesses, strengthening the Group’s management platform, renewing internal systems and administrative processes, and implementing work-style reforms.」

「The Company has adopted “MADE BY DTS Group” as its management vision and, under its Medium-Term Management Plan (April 2019 to March 2022), has adopted “Next Value Creator: Providing New Value to Society Tomorrow” as its vision.」

「To achieve these targets, we have established and continue to pursue three basic policies: “Creating a sustainable society,” “Evolving into a new SIer,” and “Transforming into self-directed talent.” Our key initiatives are strengthening sales capabilities and SI capabilities, creating new businesses, strengthening the Group’s management platform, renewing internal systems and administrative processes, and implementing work-style reforms.」

「Against this backdrop, the Group adopted “Next Value Creator: Providing New Value to Society Tomorrow” as the vision of its Medium-Term Management Plan (April 2019 to March 2022). Its financial targets are consolidated net sales of at least ¥100 billion, overseas business net sales of at least ¥5 billion, a consolidated operating margin of at least 10%, ROE of at least 12%, and a total payout ratio of at least 45%. To achieve these targets, we have established and continue to pursue three basic policies: “Creating a sustainable society,” “Evolving into a new SIer,” and “Transforming into self-directed talent.” Our key initiatives are strengthening sales capabilities and SI capabilities, creating new businesses, strengthening the Group’s management platform, renewing internal systems and administrative processes, and implementing work-style reforms.」

「To achieve these targets, we have established and continue to pursue three basic policies: “Creating a sustainable society,” “Evolving into a new SIer,” and “Transforming into self-directed talent.” Our key initiatives are strengthening sales capabilities and SI capabilities, creating new businesses, strengthening the Group’s management platform, renewing internal systems and administrative processes, and implementing work-style reforms.」

「To achieve the above targets, the Company established and began implementing three basic policies: “Realizing a sustainable society,” “Evolving into a new systems integrator,” and “Transforming into self-directed personnel.” Its priority measures are strengthening sales and systems integration capabilities, creating new businesses, strengthening the Group’s management platform, renewing internal systems and administrative operations, and implementing work-style reform.」

「To achieve the above targets, the Company established and began implementing three basic policies: “Realizing a sustainable society,” “Evolving into a new systems integrator,” and “Transforming into self-directed personnel.” Its priority measures are strengthening sales and systems integration capabilities, creating new businesses, strengthening the Group’s management platform, renewing internal systems and administrative operations, and implementing work-style reform.」

「Under the medium-term management plan covering April 2019 to March 2022, the Company adopted “Next Value Creator: Providing New Value to Tomorrow’s Society” as its vision and established and began implementing three basic policies to achieve the above targets: “Realizing a sustainable society,” “Evolving into a new systems integrator,” and “Transforming into self-directed personnel.”」

「Under the medium-term management plan covering April 2016 to March 2019, the Group has adopted “Creating New Value: Change! for the Next” as its vision and is focusing on achieving three forms of “Change”: management innovation, business transformation and sales transformation. Specifically, it is focusing on three priority measures: introducing growth strategies by business area, reorganizing the organization, and accelerating management.」

「Under the medium-term management plan covering April 2016 to March 2019, the Group has adopted “Creating New Value: Change! for the Next” as its vision and is focusing on achieving three forms of “Change”: management innovation, business transformation and sales transformation. Specifically, it is focusing on three priority measures: introducing growth strategies by business area, reorganizing the organization, and accelerating management.」

「Under the medium-term management plan covering April 2016 to March 2019, the Group has adopted “Creating New Value: Change! for the Next” as its vision and is focusing on achieving three forms of “Change”: management innovation, business transformation and sales transformation. Specifically, it is focusing on three priority measures: introducing growth strategies by business area, reorganizing the organization, and accelerating management.」

「Under the medium-term management plan covering April 2016 to March 2019, the Group has adopted “Creating New Value: Change! for the Next” as its vision and is working to achieve three forms of “Change”: management innovation, business transformation and sales transformation. Specifically, it is focusing on three priority measures: introducing growth strategies by business area, reorganizing the organization, and accelerating management. It will strengthen its sales and systems integration capabilities, the Group’s collective capabilities and its management platform, while pursuing new businesses.」

「Under the medium-term management plan covering April 2016 to March 2019, the Group has adopted “Creating New Value: Change! for the Next” as its vision and is working to achieve three forms of “Change”: management innovation, business transformation and sales transformation. Specifically, it is focusing on three priority measures: introducing growth strategies by business area, reorganizing the organization, and accelerating management. It will strengthen its sales and systems integration capabilities, the Group’s collective capabilities and its management platform, while pursuing new businesses.」

「Under the medium-term management plan covering April 2016 to March 2019, the Group has adopted “Creating New Value: Change! for the Next” as its vision and is working to achieve three forms of “Change”: management innovation, business transformation and sales transformation.」

「With “Creating New Value: MADE BY DTS” as its management vision, the Company aims over the long term to achieve consolidated revenue of ¥100.0 billion, overseas revenue of ¥10.0 billion and an operating margin of 10%.」

「Under the medium-term management plan covering April 2016 to March 2019, the Group has adopted “Creating New Value: Change! for the Next” as its vision and is working to achieve three forms of “Change”: management innovation, business transformation and sales transformation.」

「Under the medium-term management plan covering April 2016 to March 2019, the Group has adopted “Creating New Value: Change! for the Next” as its vision and is working to achieve three forms of “Change”: management innovation, business transformation and sales transformation.」

「Under the medium-term management plan covering April 2016 to March 2019, the Group has adopted “Creating New Value: Change! for the Next” as its vision and is working to achieve three forms of “Change”: management innovation, business transformation and sales transformation.」

「With “Best Value Partner: Providing the Highest Value to Customers” as its vision, the Company focused on strengthening its proposal capabilities to expand revenue, strengthening its business platform and transforming its business model, and expanding the Group’s management platform to support these efforts. With “Creating New Value: Change! for the Next” as its vision, it aims to achieve revenue of at least ¥90.0 billion and an operating margin of at least 9% in fiscal 2018.」