Overview of the Mid-term Management Plan
(Fiscal Year Ending August 31, 2022 to Fiscal Year Ending August 31, 2024)

Mid-term Management Policy

Fan and Fun Innovation

The Company is aiming to be a corporate group that extracts the potential of people while repeatedly transforming with its purpose as its origin.

 

It will achieve sustainable improvement in corporate value and growth by making fans through innovation (= new combination) that links Fan and Fun.

 

<Basic Policy>

 

  1. Make Fans
    ○Make new fans by promoting digital transformation and deepening and exploring the Meiko brand
    ○Unfold learning infrastructure by proposing new value corresponding to changes in society
     
  2. Make Fun
    ○Foster fan engagement brimming with satisfaction and trust through excitement
    ○Aim to make well-being workplaces where it is rewarding to work
     
  3. Make Innovation (=New Combination)
    ○Change awareness continually looking with a new viewpoint to make judgments and take actions
    ○Reform business structure to further improve business profits

 

(Footnote)
Purpose : Purpose defines what we exist for and what we do business for (social raison d'etre), based on the idea that the primary purpose of a company is to fulfill its social responsibility in the process of perpetual growth. It is also connected to CSR and SDGs-oriented management.

 

Innovation : Innovation is the creation of new value by finding new connections about things, services, etc. that have never existed before.

 

Fan Engagement : Fan engagement refers to a sustained relationship of trust with fans (ardent supporters or cheerleaders) and describes the "connection" or "bond" between people or between people and organizations.

 

Well-being : Well-being refers to people being in a "good way of being" or "good state" mentally, physically, and socially, and being "happy". It does not mean a temporary feeling or emotional "happiness" but a "long-lasting happy state" in life.

Strategies in the Mid-term Management Plan

 

  1. Business Strategy
    ・The Company will continue to strengthen efforts to open new schools with new school formats in its existing business and to improve customer engagement.
    ・The Company will strengthen efforts for its new personnel business. This will allow it to create another pillar of profits following on from its education business and transform to a business portfolio resistant to changes in the social environment.
    ・The Company will work to realize company-wide digital marketing functions and to build a digital transformation data platform as its digital transformation strategy.
     
  2. Personnel Strategy
    ・The Company will strive to promote diversity management to create innovation and to pursue well-being through work style reforms.
     
  3. Capital Strategy
    ・The Company will enhance its corporate value on a mid- to long-term basis by strengthening its business foundations, enhancing its self-funding necessary for growth investment, and stably and continuously returning profit to shareholders.