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.

The Group aims to realize its Group Vision, “Work and Smile,” and as its aspiration, it has positioned becoming a “Career Well-being” Creation Company that expands individual potential, broadens freedom in work, and enhances the happiness of both individuals and society through the provision of diverse work styles and learning opportunities. To realize this aspiration, the Group has set a value creation goal of creating better work opportunities for one million people by 2030.

The domestic human resources market is entering a phase of structural change in terms of talent demand and business models, reflecting an evolution in the use of AI.
The Group views these structural changes as growth opportunities and will promote the following initiatives through business model transformation that fully utilizes AI:
• Focusing on value creation by leveraging AI for operational efficiency (all SBUs)
• Maximizing matching opportunities through collaboration with AI (Staffing SBU and Career SBU)
• Capturing new demand in areas less exposed to AI substitution (Others)

By leveraging the value of human interaction that works closely with individuals and corporate clients, the Group will integrate its proprietary data—such as behavioral data of individuals and corporate clients, as well as employees’ skills and know-how—with AI utilization. Through this integration, the Group aims to create better work opportunities while achieving high growth and high profitability.

To realize the management direction of “evolving into a technology-driven HR service company,” the Group has set “Using AI as a starting point to improve profitability and transform business models” as its basic policy, and aims to achieve high growth and high profitability over the mid- to long-term.

Looking toward the period beyond 2030, the Group has redefined the positioning of each business as outlined below, based on market growth potential considering the impact of AI and the competitive advantages of each SBU.

The Group is advancing a transition to AI-centric business and operational design in order to achieve sustainable growth and strengthen business competitiveness. Under this technology strategy, the Group positions “AI × Business,” “AI × Work,” and “AI × Data” as its key focus areas, and aims to enhance productivity and profitability by maximizing the amount of time devoted to activities that directly create value, which it regards as a key performance indicator.

Under the Mid-term Management Plan FY2028, with the aim of enhancing corporate value, the Group has defined its financial strategy across three pillars—financial indicators, capital allocation, and shareholder return—and has clearly set the targets to be achieved under each pillar.

ROIC for the fiscal year ended March 31, 2026 was 18.2%. Under the Mid-term Management Plan FY2028, assuming a cost of capital of 7% to 8%, the Group sets a ROIC target of 18% or higher. The Group will continue to strive to expand the spread between ROIC and the cost of capital (ROIC spread) over the mid- to long-term, while also undertaking initiatives to reduce the cost of capital. ROE for the fiscal year ended March 31, 2026 was 20.9%, and under the Mid-term Management Plan FY2028, the Group targets ROE of 20% or higher.

The Company places importance on shareholder returns and, inheriting the shareholder return policy set forth under the previous mid-term management plan, adopts dividends as its basic means of shareholder returns. Under the Mid-term Management Plan FY2028, based on stable profit growth, the Group aims to maintain a dividend payout ratio of 50% or higher on an adjusted EPS basis, under a policy of, in principle, not reducing dividends. In addition, while prioritizing growth investments for the future, the Group will also consider flexible share buybacks from the perspective of improving capital efficiency, depending on the status of investment opportunities.

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.

*1 CEO＝Chief Executive Officer
*2 HMC=Headquarters Management Committee

*1 Technology Committee established in October 2020
*2 Gender Diversity Committee established in September 2021
*3 Sustainability Committee established in March 2022
*4 Staff Well-Being Committee established in Junuary 2023

*1 CFO＝Chief Financial Officer
*2 CLO＝Chief Legal Officer
*3 CIO＝Chief Information Officer
*4 CHRO＝Chief Human Resources Officer