Management Vision
Creating New Value with Takamiya Platform and DX, Transforming into the Industry’s First Scaffolding Platform Company
Basic Policy
| Establishment of Revenue Foundation through Establishment and Solidification of Platform Business |
The revenue of the platform business is built on user retention and recurring revenue. By analyzing user insights and refining services to be more attractive, we aim to increase and solidify our cumulative customer base, ensuring stable revenue through recurring transactions. |
| Establishment of Growth Foundation through DX and Human Capital Investment |
We will actively invest in DX to improve the convenience of platform users and the productivity of our group. We will focus on human capital investment to support the growth foundation of our group, aiming to enhance the value-added of the platform and build a solid growth foundation.
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Revenue Enhancement in Overseas Business
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Our overseas subsidiary businesses will transition to a phase of revenue recovery and expansion, with a well-established management foundation. We will establish a system capable of meeting global demand in addition to our existing subsidiaries in the Philippines, Vietnam, and Korea, aiming for increased revenue. |
| Integration of Management Conscious of Capital Costs and Stock Prices |
As growth investments in business take precedence, an increase in interest-bearing debt is anticipated. By promoting efficient capital utilization across our group, not limited to interest-bearing debt, we aim to raise the return on invested capital and strive to be an attractive company for shareholders and investors, leading to stock price appreciation.
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Key Measures
① Increase in the Number of OPE-MANE Accounts
The main service of our platform, "OPE-MANE," plays a crucial role in securing the customer base that forms the foundation of our platform. As the use of other services is promoted around these users, acquiring a substantial number of OPE-MANE users is recognized as a key challenge. We will actively work to expand our user base.
② Development and Enhancement of Core Logistics Management Functions for Customer Service
In ensuring the convenience of OPE-MANE users, the management and operation of custody assets are crucial to the service. As the number of OPE-MANE accounts increases, so does the amount of custody assets. Consequently, our company needs to increase rental assets to supplement any shortages. To accommodate the increase in custody and rental assets, it is necessary to establish an efficient operational system and open bases in locations with high convenience. We recognize that these initiatives are essential for enhancing the overall convenience of the Takamiya Platform.
③ Visualizing Safety and Secure for Gaining Customer Trust
Depreciation and wear and tear of custody assets not only result in losses for customers but also lead to a loss of trust in our company group. Therefore, making the management of custody assets transparent and striving for visualization to ensure that owners can always understand the condition contributes to preserving and gaining trust in customer assets on the platform. Furthermore, these efforts will lead to increased productivity within our company group.
④ Provision of Value-Added Services at Fair Prices
In the temporary equipment industry, there has been a tendency to prioritize free services and price competition over safety and quality. Our group, however, provides scaffolding that allows for safe and efficient work by increasing the height of scaffold floors, and we supply equipment with quality standards exceeding those of the Temporary Equipment Industry Association certification. Furthermore, by offering high-value-added services such as automated generation of 3D drawings, which are partially mandatory, we aim to provide satisfactory services to our customers at appropriate prices. We recognize that this contributes to the qualitative development of the industry. Providing services at appropriate prices also contributes to the development of customer satisfaction, and we will continue to work on service development while gaining customer understanding.
⑤ Improving the profitability of overseas subsidiaries (Philippines, South Korea, Vietnam) and responding to other demand countries
The domestic construction industry market in Japan is experiencing a trend where construction companies are selectively accepting orders due to labor shortages, resulting in a stabilization of construction volumes. Our group is proceeding with business under the policy of obtaining stable revenue through platforms in this situation. Additionally, we are also advancing efforts to expand revenue overseas. In various foreign countries, there are untapped markets for our group, such as unstable social situations, large-scale disasters, and development in emerging countries. We recognize the need to establish a system to monetize these demands and enhance our revenue.
⑥ Improving the profitability of overseas subsidiaries (Philippines, South Korea, Vietnam) and responding to other demand countries
The domestic construction industry market in Japan is experiencing a trend where construction companies are selectively accepting orders due to labor shortages, resulting in a stabilization of construction volumes. Our group is proceeding with business under the policy of obtaining stable revenue through platforms in this situation. Additionally, we are also advancing efforts to expand revenue overseas. In various foreign countries, there are untapped markets for our group, such as unstable social situations, large-scale disasters, and development in emerging countries. We recognize the need to establish a system to monetize these demands and enhance our revenue.
⑦ Active Investment in Human Capital and DX to Enhance Added Value
Our company group is actively pursuing the enhancement of our platform's value through DX. We invest proactively in DX and IT talent to generate this added value. By revising starting salaries, introducing flexible working hours and gradually revising overtime hours, and making active investments in education and training, we aim to increase engagement with our employees. Additionally, through DX investments, we aim to achieve business process improvements and enhance the value of customer services.
⑧ Introducing KPIs to Achieve ROIC Above WACC
Our group's ROIC in previous years has been below WACC. Recognizing the importance of improving capital efficiency and meeting expectations of shareholders and investors, we acknowledge that enhancing ROIC is a critical task. To improve ROIC, we are evaluating measures to enhance operating profit margins and capital turnover rates across all companies and departments within our group. We will set Key Performance Indicators for each measure to promote the adoption of ROIC management and aim for numerical improvements.
Investment Plan
Actively invest in the following areas
Financial Policy / Shareholder Return Policy
Portfolio Transformation
Medium-term Business Plan