Business Plan
1. Background to Long-Term Vision 2030 and 5th Medium-Term Management Plan
ES-CON JAPAN established the 5th Medium-Term Management Plan (FY3/25 to FY3/27) as Phase I toward the realization of the Long-Term Vision 2030, which lays out what kind of company it wants to be by FY2030 and the direction it is aiming for.
2. Overview of Long-Term Vision 2030
Target Direction
3. Overview of 5th Medium-Term Management Plan
(1) Financial results plan
Unit: 100 million yen
| FY12/20 |  |
FY12/21 | FY12/22 | FY3/24 | ||||||
| Actual result | Actual result | Initial plan | vs. initial plan | Actual result | Initial plan | vs. initial plan | Financial results forecast (15-month period) |
Initial plan (12-month period) |
||
| Sales | 773 | 790 | 800 | -10 | 994 | 980 | 14 | 1,200 | 1,100 | |
| Operating profit | 122 | 103 | 108 | -5 | 154 | 140 | 14 | 180 | 160 | |
| FY12/20 | |
FY12/21 | FY12/22 | FY3/24 | ||||||
| Actual result | Initial plan | vs. initial plan | Change from plan | Actual result | Initial plan | vs. initial plan | Financial results forecast (15-month period) |
Initial plan (12-month period) |
||
| Sales | 773 | 790 | 800 | -10 | 994 | 980 | 14 | 1,200 | 1,100 | |
| Operating profit | 122 | 103 | 108 | -5 | 154 | 140 | 14 | 180 | 160 | |
(2) Investment plan
Unit: 100 million yen
| Three-year cumulative (projection) ① | Initial plan (released 2/21) |
Revised plan (released 8/23) |
||||||||
| FY12/21 | FY12/22 | FY3/24 | Three-year cumulative ② |
vs. initial plan ①－② |
Three-year cumulative ③ |
vs. revised plan ①-③ |
||||
| Actual results | Actual results | Projection | ||||||||
| Total gross investment | 976 | 375 | 1,249 | 2,600 | 2,200 | 400 | 2,300 | 300 | ||
| Investment in revenue-generating real estate | 767 | 108 | 609 | 1,484 | 1,300 | 184 | 1,540 | -56 | ||
| Investment in development of revenue-generating real estate |
56 | 36 | 110 | 202 | 300 | -98 | 220 | -18 | ||
| Investment in medium-term revenue-generating real estate |
337 | 56 | 255 | 648 | 600 | 48 | 685 | -37 | ||
| Investment in long-term revenue-generating real estate |
373 | 15 | 246 | 634 | 400 | 234 | 635 | -1 | ||
| Investment in other developments | 191 | 261 | 577 | 1,029 | 900 | 129 | 760 | 269 | ||
| Overseas investment | 7 | 4 | 55 | 66 | - | - | - | - | ||
| Other investment | 9 | 2 | 10 | 21 | - | - | - | - | ||
| Amount recovered | 48 | 65 | 164 | 277 | 300 | -23 | 280 | -3 | ||
| Net investment amount | 928 | 310 | 1,085 | 2,323 | 1,900 | 423 | 2,020 | 303 | ||
(3) Management indicators
| FY3/24 | FY3/25 | FY3/26 | FY3/27 | |||
| Projections | Plan | Plan | Plan | |||
| Stability | Stock revenue ratio*2 | 27.6% | 30.4% | 28.2% | 30.0% | |
| Stock revenue / general and administrative expense coverage ratio (cash basis)*3 | 102.2% | 119.0% | 114.2% | 116.8% | ||
| Equity ratio | 17.9% | 17.5% | 17.6% | 17.5% | ||
| Capital efficiency | ROE | 14.8% | 13.4% | 13.9% | 14.0% | |
| ROIC*4 | 4.4% | 3.4% | 3.5% | 3.6% |
| *1 | Stock revenue: Real estate leasing segment profit + Asset management segment profit |
| *2 | Stock revenue ratio: Stock revenue / total segment profit |
| *3 | Stock revenue / general and administrative expenses coverage ratio: (stock revenue + real estate leasing segment depreciation + real estate leasing segment goodwill amortization) / (general and administrative expenses – general and administrative expense depreciation – overall goodwill amortization) |
| *4 | ROIC: (consolidated ordinary income + interest expenses – interest income – income taxes) / (interest bearing debt + net assets averages at end of term) |
(4) Dividend policy
Maintain progressive dividend policy
Make the previous year’s dividend per share (DPS) the lower limit of DPS, and, in principle, maintain a dividend policy whereby dividends are progressively raised each year and never lowered.
