1.Re-growth of the Domestic Working Business
For sustainable growth of the Group, stimulating growth in the stagnant Domestic Working business segment is important. Therefore, we will strive to work on the following two issues in particular.
(1) Further expansion and profit generation in the construction management engineer domain
The construction management engineer segment achieved profitability in the fiscal year ended March 2025 as planned. Expecting continued growth, we have positioned this sector as one of the pillars of our businesses in the fiscal year ending March 31, 2026.
(2) Resumption of growth in Domestic Working Business (excluding the construction management engineer domain)
We will work to expand foreign talent management service and assignment for permanent employee staffing. For the expansion of foreign talent management service, we will strengthen the acquisition of new orders by increasing the number of sales personnel, and for local hiring, we will strengthen alliances with local corporations, schools, etc. For expansion of assignment for permanent employee staffing, we will extend the recruiting know-how cultivated in the construction management engineer domain and sales outsourcing domain to the factory outsourcing domain. In addition, in anticipation of a tougher hiring environment in the future, we will implement brand promotions to strengthen our own brand.
2.Stable growth in Overseas Working Business
The future of the permanent placement market is uncertain in both Singapore and Australia, with reduced hiring by major clients becoming prolonged after the post-COVID-19 surge in placement demand has run its course. In this situation, we will work to expand permanent placement sales once demand recovers, while securing talented consultants. In order to reduce downside risk and improve business stability, we will also work to increase temporary staffing sales in stable areas such as government while also exercising cost control and strengthening governance.
3.Acquisition and Development of Human resources
Securing human resources is the cornerstone of the Group’s growth, and recruiting, nurturing, and retaining staff are critical issues for achieving competitive advantage and sustainable growth.
In October 2019, we unified the service brands of our major subsidiaries with the name “WILLOF” and implemented brand promotions to strengthen the Group’s capability of hiring. In the fiscal year ended March 2025, the Group aired TV commercials across 18 prefectures, including Kanto areas, which is our largest business area. In addition, we launched promotional strategies utilizing channels such as web commercials and social media platforms. Following these initiatives, the number of branded searches for WILLOF is on an upward trend. Given the anticipated increase in recruitment through owned media channels, we will continue these promotional activities. Through these implementations, we will work to enhance brand recognition and improve the hiring capability for the Group as a whole, so our overall hiring capabilities are reinforced.
In terms of staff development and retention, the Group will further enhance the scheme to train staff before and during the employment period that incorporates the essential skills and mindset of the client company and provide regular follow-up for staff on the job. Additionally, we will review our qualification incentive programs and compensation evaluation systems to improve staff retention rates.
4.Enhancement of sustainability
Based on our Sustainability Policy, the Group is making the following efforts to contribute to the sustainable development of our society and companies.
(1) Environmental initiatives
Along with strengthening our resilience against disasters, we have established Environmental Policies on climate change and are promoting initiatives to contribute to the achievement of a decarbonized society. We have expressed our support for the Task Force on Climate-related Financial Disclosures (TCFD) recommendations and joined the TCFD Consortium in January 2023 to disclose climate-related information based on the TCFD framework.
(2) Social initiatives
We believe that in order for the Group to achieve sustainable growth, it is essential that we leverage the participation of diverse human resources, rather than allowing our thinking to be dominated by a homogeneous perspective. We provide support for each and every one of our employees so that they are able to achieve self-directed career formation irrespective of gender, age, nationality, disabilities or other characteristics. In addition, we expect that technological innovations will significantly change the types of human resources and jobs in demand, and the gap between labor supply and demand will be wider than now. Therefore, the Group will work to “maximize” and “optimize” career paths that transform workers into experts.
(3) Governance initiatives
We strive to strengthen corporate governance by establishing both voluntary a Nomination Committee and a Remuneration Committee, The majority of whose members are independent outside officers, and by continuously evaluating the effectiveness of the Board of Directors with outside advice.