Based on the "3 principles" held by the Relo Group, we aim to pursue our prosperity and contribute to society.
To support the non-core operations of Japanese companies, enabling them to concentrate on their core operations and compete on the world stage
To facilitate the global expansion of Japanese companies, empowering them to unleash their true potential
To aid in the great transformation that awaits Japan
"Creating an industry of comprehensive lifestyle support services that we provide globally"
The Second Founding is a medium-to long-term business concept spanning over 20 years, with the fiscal year ending March 2012 as its inaugural year. Every four years during this period, we formulate an Olympic Plan, a medium-term management plan,
In the first half (First to Third Olympic Plan), we focused on solidifying the foundation of our core domestic businesses, including the Fringe Benefit Business, and strengthening our position in Japan. Through these efforts, we aimed to secure the No. 1 position in our core businesses and lay the groundwork for overseas expansion. In addition, recognizing the shrinking domestic market and the globalization of Japanese companies, we have supported Japanese companies in their non-core operations, allowing them to concentrate on their core operations and thereby helping unleash their true potential in competing on the world stage.
In the second half (Fourth Olympic Plan and beyond), to address population decline, an aging society, labor shortages, and other social issues facing Japan in its upcoming period of major transformation, we are expanding the areas of contributions made through our businesses. As Japan seek people, goods, and capital from around the world, we are contributing to the resolution of these social issues by supporting the movement of people both domestically and internationally and promoting the globalization of human resources within Japanese companies, all while benefiting from the tailwind of further enhancement of fringe benefits. Furthermore, in our Residential Property Management and Tourism businesses, we are leveraging our BtoC foundation to serve as a platform for business succession, contributing to the resolution of issue such as acceleration of successor absence. By utilizing the customer base built during the first half of the Second Founding and strengthening Groupwide collaboration, we aim to fulfill our role as a "Problem-Solving Company" that comprehensively supports Japan's major transformation.
We launched our new medium-term management plan, "Fourth Olympic Plan, " starting from the fiscal year ending March 2026.
Plan Period：
Four years, from the fiscal year ending March 2026 to the fiscal year ending March 2029.
Theme：
"Becoming a problem-solving company that is essential for Japan’s major transformation"
■ BtoB outsourcing business will contribute to the enrichment of fringe benefits through providing solutions to labor shortages.
■ BtoC businesses of Residential Property Management and Tourism will make contribution as platform for business succession in industries facing accelerating successor shortages.
The environment surrounding our company presents Japanese businesses with critical and complex challenges, including a declining birthrate and aging population, labor shortages, and diversification of lifestyles. Against the backdrop of these structural societal changes, we are focusing particularly on three areas: "human capital investment," "labor shortages," and "seniors (inheritance)." From these starting points, we will comprehensively pursue the deepening of existing businesses, the creation of new businesses, and strategic investments to support these initiatives.
Numerical Targets (Fiscal Year Ending March 2029)：
Revenue: ¥200 billion
Operating Income: ¥50 billion
Shareholder Returns：
Starting from the fiscal year ending March 2026, we will raise the dividend payout ratio guideline to 35% to balance stable profit distribution with growth investments.
For more details on the Fourth Olympic Plan, please refer to"here."
The Relo Group has formulated a "DX Strategy and Policy" with the aim of eliminating risk by responding quickly to the dizzying changes in the social environment, seizing change as an opportunity, and using data and digital technology to meet society's needs while creating constant innovation for the benefit of society and customers. The Company has been working on the "DX Strategy and Policies".
