The PERSOL Group will offer much greater value and grow further amid various environmental changes to come in order to contribute to sustainable society. To achieve that, PERSOL has developed the value creation story (mid- and long-term business plan) for the period through 2030.
To realize our Group Vision “Work, and Smile”, we have designed a cycle of corporate activities and social contributions as our value creation story. We make our promises to transforming society and further sophisticate the accumulated resources of creating values as our strength, which will lead to the growth of our business activities.
As a consequence, we will improve our social and economic values to create new value. At the same time, it will contribute to the achievement of SDGs（Sustainable Development Goals） adopted by the United Nations.
As healthy life expectancy becomes longer, we constantly review various values in relation to work, such as rewarding job, response to diverse working styles and reeducation.By supporting each of working individuals through their life, we will create a society where one can live an affluent life through work.
We contribute to the improvement of productivity of individuals, organizations and society by actively making investments in the areas where robots or AI can replace human workforce. At the same time, we identify and provide the jobs in which value can be created only by human skills in order to create society where individuals live happily through work.
We propose new styles of working and employment in the era that many people live to be 100 and contribute to the improvement of work engagement for all individuals, and thereby realize “Work, and Smile”.
We make priority investments on the activities that contribute to the increase of work engagement for all working individuals supported by PERSOL.
By asking “What is better job?”, “What is better style of work?”, and “What is better life?”, from a viewpoint of a “working individual”, we create and support diverse work that will shape our future.
More specifically, we provide work opportunities and insights best suited to respective life stages, aptitude and ability of individuals. We serve as partner that helps working individuals not only when finding a job but for lifelong career, additionally providing them with support for matters other than work.
We also provide individuals with opportunities to study so that they can have enough career options to choose from on a continual basis at all life stages.
By making the best use of technologies and promoting digital transformation, we propose new styles of working and employment.
We build the infrastructure for analyzing and utilizing the enormous personal and corporate data we accumulated in the past, and promote digitization of platform businesses including temporary staffing and job placement to further upgrade those businesses.
In addition, we create new businesses for future by reconsidering the conventional values we provided from a perspective of utilizing cutting-edge technologies.
We will establish a management system to provide values from Japan, which already faces many work-related challenges ahead of other nations, to the Asia-Pacific region.
We will contribute to the solution of social challenges around the world to realize our Group Vision “Work, and Smile.”
We have five business domains: Staffing SBU and Career SBU that provide services of optimally matching people and organizations, Professional Outsourcing SBU that contributes to enriching society with the strength of people and technology, Solution SBU that creates new services with cutting-edge technology to open up possibility, and Asia Pacific SBU that provides services of optimally matching people and organizations in countries overseas.
To realize our Group Vision “Work, and Smile,” we will further promote our business to contribute to the SDGs. Among them, we will put effort into realizing the five especially important SDGs of “Goal 4: Quality Education,” “Goal 5: Gender Equality,” “Goal 8: Decent Work and Economic Growth,” “Goal 9: Industry, Innovation and Infrastructure,” and “Goal 10: Reduced Inequalities,” while we will also help develop and employ personnel who can contribute to fulfilling all 17 goals at the same time.
|Increase social value|
|Increase economic value|
|Shift to a strategic business unit (SBU) structure|
|Identify growth areas|
|Strengthen business with technology|
The impact of COVID-19 appears unavoidable, but in accordance with the general policy set in the Group Mid-term Management Plan 2023, the PERSOL Group will recover the profitability to building foundations for dramatic growth in and beyond 2023.
|Results for fiscal year ended March 2021||Estimates for fiscal year ending March 2023|
|Sales||950.7billion yen||1,000billion yen|
(Operating profit margin)
For improving corporate value, return on capital will be introduced as an important indicator, and a capital cost-oriented management system realized with the target of at least "ROIC of 10%". The IFRS are scheduled for introduction in fiscal year ending March 2024, and the adjusted EPS will be constantly released for each term based on the net profit prior to amortization of goodwill.
With regard to shareholder return, in view of the future introduction of IFRS, the basic policy changed to a dividend payout ratio of 25% based on the adjusted EPS. In addition, the acquisition of treasury stock will be judged, considering the situation where the stock price is below the appropriate level and the investment execution status comprehensively.
|Introduction of return on capital for increasing corporate value|
|IFRS introduction in the future|
The PERSOL Group will exert continued efforts for the improvement of its corporate governance as the foundation for all efforts to realize sustainable corporate growth and the increase of corporate value over the mid-to long-term and solve social issues through its businesses.
|Strengthened the monitoring function of the Board|
|Accelerated management decision-making|
|Establishment of HMC|
*1 CEO＝Chief Executive Officer
*2 HMC=Headquarters Management Committee
|Accelerated management decision-making by shifting to an SBU structure|
|Strengthened Group's internal control systems|
* Technology Committee established in October 2020
|The Investment Committee||Discuss important matters related to the Group's overall investment (M&A) projects (chairperson: CFO [*1]).|
|The Human Resources Committee||Discuss the Group's human resources strategy and succession planning for key talent (chairperson: CHRO [*2]).|
|The Risk Management Committee||Discuss the overall risk management of the Group (chairperson: CLO [*3]).|
|The Technology Comittee||Discuss the Group's technology strategy and related management resources (chairperson: CIO [*4]).|
*1 CFO＝Chief Financial Officer
*2 CHRO＝Chief Human Resources Officer
*3 CLO＝Chief Legal Officer
*4 CIO＝Chief Information Officer