www.nichiigakkan.co.jp

NICHIIGAKKAN CO., LTD.

Financial Results Briefing Document
for the Fiscal Year Ended March 31, 2017
May 17, 2017

2017年3月期
Overview
of Financial通期
Resultsfor Fiscal Year Ended March 31, 2017
決算概況について© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 1

Financial Results Highlights
Net sales hit a record high and profitability rose due to the improvement of business efficiency(operating income up ¥4,900 million, ordinary income up ¥5,000 million, net income up¥17,300 million).
（Unit:million yen）

FY2017.3

FY2016.3
AmountNet Sales
Operating Income%

Ordinary Income%
Net income attributableto owners of parent%

AmountAmountyoy（％）

273,583（Forecast）
282,000

276,659

1.1%

▲ 785

4,800

4,206

-

▲ 0.3%

1.7%

1.5%

-

▲ 3,629

1,300

1,429

-

▲ 1.3%

0.5%

0.5%

-

▲ 15,995

500

1,403

-

▲ 5.8%

0.2%

0.5%

-

※ For the forecast, using the announcement numerical Value November 9, 2017
© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 2

Highlights of Financial Results for the Fiscal Year Ended March 31, 2017
As a result of efforts to strengthen area management and increase productivity, results got on
track to recovery.

Net sales hit a record high for the 9th consecutive fiscal year.
- Increase in sales of the long-term care business -> up 0.6%; first sales increase in two years- Contribution of the China business -> up 25.1%; 17 consolidated companies and 6 consolidated school
corporations

Number of child care facilities(increase from the previous fiscal year)

42 facilities- Increase in sales of the child care business -> up 73.3%

Operating income improved as a result of executing the strategies prioritizing income.
- Improved income led by the long-term care business -> up 62.3%[Change of operating income for the fiscal year ended
March 31, 2017 on a quarterly basis]
2,109- Contribution of the medical support business -> up 4.1%; first income increase in two years- Reduction of deficits of the education business -> improvement of 1,030 million yen(COCO Juku schools: improvement of 1,733 million yen)

1,030

1,282

(Unit: million yen)

-215

1Q

2Q

3Q

4Q

- Improvement of operating income on a quarterly basis -> overcoming the trend of income decline during the winter, operating income recovered to the2-billionyen range for the fourth quarter, which is the level of record high income (since the fiscal
year ended March 31, 2004)© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 3

Transition of Consolidated Operating Income Ratios
The operating income ratio bottomed out and showed a return to growth due to the promotionof profit-oriented strategies.
3.5%

3.3%

3.0%

2.3%

2.5%

1.5%

1.9%

2.0%
1.5%
1.0%

-0.3%

0.5%
0.0%
-0.5%

1

2

3

4
◆

5

FY2013.3

FY2014.3

FY2015.3

FY2016.3

FY2017.3© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 4

Consolidated Net Sales and Operating Income by Segment
The long-term care business drove improvements in profitability companywide. Operating
income increased in all domestic businesses.
（Unit:million yen）

Net Sales（Unit:million yen）

yoy

Operating(%）

incomeyoy

FY2016.3

FY2017.3

Medical Support

108,787

108,325▲ 0.4%

Medical Support

7,691

8,012

4.2%

Long-term care

143,040

143,858

0.6%

Long-term Care

6,809

11,04862.3%

Health Care

4,062

3,861

▲ 4.9%

Health Care

568

643

13.2%

Education

13,003

12,771▲ 1.8%

Education▲ 5,677▲ 4,647-

Child Care

3,433

5,949

73.3%

Child Care

▲ 883

▲ 781

-

China Business

1,604

2,007

25.1%

China Business▲ 1,033▲ 1,416

-

943

1,303

38.1%

Other

274

285

4.0%

Elimination▲ 1,291▲ 1,417-▲ 8,533▲ 8,937-

Total

273,583

276,659

1.1%

▲ 785

4,206

-

Other

Elimination

Total

FY2016.3

FY2017.3(%）© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 5

Major Change in Net Sales(Unit : million yen)

Year on year Increase insales of 3,076 million yen+360

276,659＋403▲126

・ Hospitals ＋0.5billion yen
・ Clinics▲0.6billion yen
・ Medical Education▲0.35billion yen

・ Home Care
▲2.35billion yen
・ Facility Care
+3.25billion yen
・ Care Education▲0.1billion yen＋2,516+818

273,583
▲201
▲232
▲462

FY16.3

MedicalSupportLong-term
Care

Health Care

Education

Child
Care

China

OthersElimination

FY17.3© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 6

Major Changes in Operating Income
Year on year Increase insales of 4,991 million yen
・ Home Care
+2.1billion yen
・ Facility Care
+1.75billion yen
・ Care Education+0.4billion yen(Unit : million yen)

+1,030+102+11+4,239

4,206

▲383

＋75

▲404

+321

▲785
FY16.3

MedicalSupportLong-term
Care

Health Care

Education

Child
Care

China

OthersElimination

FY17.3© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 7

Changes in Cash flow
Free cash flow improved significantly due to an increase in profit and the completion of thecurrent round of investments.
(Unit：million yen）

End of March 2016 End of March 2017

Difference

Cash flows from Operating activities

2,546

9,379

6,832

Cash flows from Investing activities▲ 6,250▲ 3,5672,682

Free cash flow

▲ 3,703

5,811

9,514

Cash flows from Financial activities

5,381▲ 4,246▲ 9,628

Cash and cash equivalents at end of year

14,373

16,1891,816© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 8

Consolidated of Cash flows
Cash flows from operating activities and free cash flow recovered simultaneously tolevels exceeding their averages over the past 10 years.
Ope ＣＦ

Free CF

9,379 million yen
Ope ＣＦ

5,811

10-year averages
8,262 million yen

million yen

Free ＣＦ10-year averages-258million yen

FY2008.3

FY2009.3

FY2010.3

FY2011.3

FY2012.3

FY2013.3

FY2014.3

FY2015.3

FY2016.3

FY2017.3© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 9

FY2018.3 Earnings Forecast© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 10

FY2018.3 Earnings Forecast(Unit : million yen)

FY2018.3

FY2017.3
AmountNet Sales
Operating income%

Ordinary income%

Net income attributableto owners of parent%

EPS（yen)Cash Dividends per
Share(yen)Amountyoy（％）

276,659

300,000

8.4%

4,206

9,300

121.1%

1.5%

3.1%

-

1,429

6,000

319.9%

0.5%

2.0%

-

1,403

3,000

113.8%

0.5%

1.0%

-

21.86

46.73

-

22

22

-

© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 11

Points for the Fiscal Year Ending March 31, 2018
Aim to achieve further increases in both sales and income through the full-scale growth of thecore businesses and increased volume in the strategic investment businesses.

- Net sales:

300 billion yen (up 23.3 billion yen year on year)

Core businesses (medical support, long-term care, childcare): up 17.0 billion yen
Strategic investment businesses (other than the corebusinesses): up 6.3 billion yen- Operating income:year on year)

9.3 billion yen (up 5.1 billion yen

Core businesses (medical support, long-term care, childcare): up 3.0 billion yen
Strategic investment businesses (other than the corebusinesses): up 2.1 billion yen

Core businesses- Income growth together
with sales growth- Accelerated growth ofthe child care business

Strategic investment
businesses (other12 thanthe core businesses)- Education (language education)business and China business,
which lead to continuous growth

To increase the ability to attain a plan through the formulation of a plan under the leadership of thefrontline and the implementation of strategies.
© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 12

Consolidated Net Sales and Operating Income by Segment
Aim to achieve further increases in both sales and profit by improving the profitability of themainstay businesses and the Education business.
（Unit:million yen）

Net Sales（Unit:million yen）

yoy

Operating(%）

incomeFY2018.3

Medical Support

108,325

112,300

3.7%

Medical Support

8,012

9,200

14.8%

Long-term care

144,416

154,100

6.7%

Long-term care

11,18312,800

14.5%

Health Care

2,926

4,600

57.2%

Health Care

615

600

▲ 2.4%

Education

12,771

15,00017.5%

Education▲ 4,647▲ 2,900-

Child Care

5,949

9,300

56.3%

Child Care

▲ 781

▲ 600

-

Therapy

377

1,600

324.4%

Therapy※

▲107

0

-

China

2,007

3,100

54.5%

China

▲ 1,416▲ 1,100

-

Other

1,303

1,600

22.8%

Other

285

Elimination▲ 1,417▲ 1,600-

Total

276,659

300,000

8.4%※※Therapy business separated from Healthcare segment andbecome independent as a Therapy business segment

Elimination

Total

FY2017.3

yoy

FY2017.3

FY2018.3(%）

200 ▲ 29.8%▲ 8,937▲ 8,900

-

4,206

9,300

121.1%© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 13

FY2018.3 Earnings Forecast

Major Changes in Net Sales＋1,093300,000＋297＋1,223

Year on year Increase insales of 23,341 million yen(Unit : million yen)

▲183

＋3,351＋2,229・ Hospitals ＋2.5billion yen
・ Clinics+0.5billion yen
・ Medical Education+1billion yen＋1,674＋9,684＋3,975

276,659

FY17.3・ Home Care
+5.7billion yen
・ Facility Care
+3.4billion yen
・ Care Education+0.6billion yen

MedicalSupportLong-term Health Care
Care

Education

Child
Care

Therapy

China

OthersElimination

FY18.3© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 14

FY2018.3 Earnings Forecast Major Changes in Operating Income(Unit : million yen)

Year on year Increase insales of 5,094 million yen＋1,747

＋181

＋107

+316

+37

9,300

Elimination

FY18.3▲85＋1,617▲15＋1,1884,206

FY17.3

MedicalSupportLong-term
Care

Health Care

Education

Child
Care

Therapy

China

Others© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 15

経営戦略Management
Strategy© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 16

Brand Statements
Brand Logo

Our Principles

Integrity, Honor, Passion
Our Philosophy
We believe in serving society with integrity,
acting with honor as we carry out our business’s social mission,and striving with ardent passion towards a promising future.
At Nichii, we are committed to helping people live healthy and vibrant lives.
© 2017 NICHIIGAKKAN CO., LTD. All rights reserved.

17

Formulation of the Vision Based on the Management Philosophy
To ensure mutual cooperation while pursuing the distinguishing features of each business andpush forward with the formulation of the strategic triangle (medium-term management
strategy) toward the solution of social issues and the realization of stable income expansion in
the long term.
[Significance of each business under the vision]

SocialContribution

Utilization ofhuman
resources
Long-term
CareCore businesses

Child CareContribution to the stable management of medical
institutions

Long-term care

Contribution to the establishment of regional
comprehensive careChild care
Cultivation ofhuman resourcesCorebusinesses（Social）

Medical support
MedicalSupportLanguageeducation
Strategic businesses Health care
Therapy

Management
Philosophy
Strategic
businesses(Economic)
Return of profits
Return of profits

Globalization
businesses
China

Globalization
Australia
Canadabusinesses
Singapore（Growth)Future-oriented
Philippines
Future-oriented

Contribution to the solution of the problem of children on
waiting lists for daycare
Contribution to the creation of employment in regional
communities

Contribution to the education of global humanresources
Contribution to the promotion of the dynamic
engagement of womenContribution to improving the quality of life of
consumers

Contribution to the cultivation of foreign human resources
Contribution to the spread of long-term care for self-relianceContribution to solving the problem of the declining
birthrate and aging population abroad
Contribution to the fulfillment of the needs for medical
treatment and nursing care from foreign visitors to Japanand foreigners abroad© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 18

Progress Toward Realization of the Vision
The steps toward the realization of stable income expansion over the long term have beensteadily carried out.
Improvement of thebusiness profit structure

Reduce risks from changes in the environment (systems) by improving thebusiness structure balance.

Creation of robust corporate
structure

Seek to share the vision with the employees and strengthen the business
frontline by decisively implementing the reform of the management
execution structure and other internal reform.

2016

Introduction of executive
officer system- Rapid management: speed up management decision-making- Strategy execution: strengthen business activity execution functions- Plan attainment: clarify responsibility for execution

2017

Start of VIPRO activities
Vision progress Project

By performing the VIPRO activities, the business frontlines, branches and head
office develop and execute plans in an integrated way to realize the vision.

Improve the earnings structure and create a robust corporate structure for returning
profits to stakeholders through stable earnings expansion over the long term.
© 2017 NICHIIGAKKAN CO., LTD. All rights reserved.

19

Progress of the Medium-Term Management Strategy (Medical Support Business)
Increase profit through the rationalization of contracts and the improvement of operations.

Medical Support
Progress status of the Medium-Term
Management Strategy□✔Improvement of profitability through negotiations for therationalization of contracts
Operating margin: 7.4% (FY2018.3 forecast: 8.2%)※ continuous implementation□ Recovery of the clinics business (initiatives underway)
Promotion of new lectures to contribute to theacquisition of human resources□ Provision of value-added services (initiatives underway)□ Contribution to the improvement of productivity in medical
institutions[sales/operating income transition(consolidated)]

9,200(8.2%)

Sales
Operatingincome8,039（7.4%）

108,378（million yen)

7,691
（7.1%）
108,787

8,012（7.4%）

112,300

8,012(7.4%)
108,325
108,325(Forecast)※Results for FY2015.3 and FY2016.3 represent those of the previous segments.

© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 20

Prospects under the Medium-Term Management Strategy(Medical Support Business)
Increase the productivity of medical institutions with the addition of high added value to theservices to realize stable income expansion.
FY2018.3
Promotion ofreasonable contracts

Increase of contracts fora clinic- Contract negotiations- Improvement of theworkplace environment- Improvement oftreatment- Increase of productivity- Promotion of new
courses (securing
human resources)- Strengthen sales

FY2021.3

Expansion of the management support service and promotion of its adoption

Management
support- Support for appropriate standards for institutions- Support for disclosure of information of hospitals, etc.

- Introduction of AI- Utilization of IT- Support for reorganization of hospital beds

Expansion of the medical personnel exchange service and promotionof its adoption

Medical personnel
exchanges

Support for multilingualism

Training for acceptance of
foreign patients
Medical tourism (inbound)
Medical tourism (outbound)

Addition of high added value
for stable income

Medical support

FY2019.3～FY2020.3© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 21

Progress of the Medium-Term Management Strategy(Long-Term Care Business)
Return to growth through flexible responses to institutional changes, the securing of humanresources, and the improvement of productivity.
Long-term care
Progress status of the Medium-Term Management
Strategy✔Increase in profit through the promotion of efficiency□
improvements
Increase in profit in FY2017.3: 4,300 million yen
Expected increase in profit in FY2018.3: 1,600 million yen[sales/operating income transition(consolidated)]

11,546

Sales
Operatingincome（million yen）

✔ Improvement of capacity utilization in facility care□
□ Establishment of business models in response to
institutional trends
Measures for people who are moderately or severely
handicapped, etc.
□ Securing of human resources□ Promotion of area strategies and stable management infacility care
(Forecast)※Results for FY2015.3 and FY2016.3 represent those of the previous segments© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 22

Prospects under the Medium-term Management Strategy(Long-Term Care Business)
Stimulate expansion according to the development of the systems and needs of each area andincrease the supply capability to establish a solid business foundation.
FY2018.3

FY2019.3～FY2020.3

FY2021.3

Establishment of a business model in accordance with the development of the systems- Revision to rewards for 2018

- Optimization of staff allocation- Regulator reform, deregulation, etc.

- Maximization of productivity
Securing human resources(promotion of employment and retention of human resources)- Improvement of the workplace environment- Improvement of treatment- Support for career enhancement
Acceptance of foreign human resources(Technical Internship Program)
Promotion of strategies by area

Institutional care

- Promotion of community-based dementia care
- Promotion of establishment of small-scale multifunctional
home-based nursing care bases

Establishment of a solid
business foundation

Home-based care

- Strengthening of care of moderate-to-severe cases

Stable operation of facilities- Pursuit of work efficiency- Promotion of acquisition of
additional benefits© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 23

Progress of the Medium-Term Management Strategy(Child Care Business)
Aim to operate day-care centers in all branches by facilitating the establishment of approved
day-care centers and corporate-driven type day-care centers.
Child Care Business
Progress status of the Medium-Term
Management Strategy[Sales/operating income transition (consolidated)]

5,949

Sales

✔ Increase in sales through the promotion of the establishment□
of day-care centers
Results in FY2017.3: 5,949 million yen (up 73.3% YoY)
※Number of day-care centers establishedMarch 31, 2017 (actual): 122 facilities nationwide(up 42 facilities from the same month in the previous year)
March 31, 2018 (forecast): 198 facilities nationwide(up 76 facilities from the same month in the previous year)(Million yen)

Operatingincome

-706

3,433

-883

□ Achievement of profitable operation by raising the capacity
utilization rate of day-care centers (initiatives underway)□ Sales of child care-related goods (initiatives underway)※Results for FY2015.3 and FY2016.3 represent those of the previous segments.

(Forecast)© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 24

Prospects under the Medium-Term Management Strategy(Child Care Business)
Increase profitability by opening child care centers and expanding and improving peripheralservices.
FY2018.3

FY2019.3～FY2020.3- Authorized nurseries, etc.

Authorized
nurseries, etc.
Child carecenters led bycompanies
Nurseries within
offices

Promotion of establishment of child care centers led bycompanies- Establishment in the areas of all branches(target: 100 places)
Acquisition of business for nurseries within offices- Active expansion of nurseries within companies andhospitals
Pursuit of service quality- Expansion and improvement of training
and career system- Strengthening of operationof ICT

Provision of lessons in English at COCO Juku schools and strengthening ofpromotion campaigns for products relating to child care

Other services- Provision of lessons in 71 locations around Japan and sales of private brand sanitary and child careproducts- Development and sales of original educational toys

Establishment of a solid
structure of the core business

Promotion of regional
strategies

FY2021.3© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 25

Progress of the Medium-Term Management Strategy (Health Care Business)
Promote the development of new businesses to capture the top position in the livelihood
support industry.
Health Care
Progress status of the Medium-Term
Management Strategy✔ Sales expansion in Nichii Life□
Results in FY2017.3: 1,292 million yen (up 12.3% YoY)
Forecast for FY2018.3: 1,562 million yen (up 20.8% YoY)
□ Promotion of the Sunny Maid Service(※), a new service(preparations underway)
Sales forecast for FY2018.3: 1,071 million yen□ Response to social needs such as deregulation and thepromotion of active participation by women (initiatives
underway)[sales/operating income transition(consolidated)](Million yen)

Sales
Operatingincome615

2,926□ Enhancement of sales of goods(Forecast)※Results for FY2015.3 and FY2016.3 represent those of the previous segments※Sunny Maid Service: Housekeeping services provided by foreigners in the National Strategic Special Zones© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 26

Prospects under the Medium-Term Management Strategy(Health Care Business)
Increase the supply capability and respond to diversified needs to cultivate new target
customers.
FY2018.3

Sunny Maid Service(housekeeping support
by foreigners)

Sales of products

Offering of services in accordance with social needs- Services, etc. in response to the active participation of
women in society

Promotion of housekeeping
support by foreigners- Promotion of expansion in thestrategic special zone

Creation of a dedicatedbase- Dedicated base forhousekeeping service

Increase of new
products

Expansion of sales
channels- Sanitary products- E-commerce sites, etc.

FY2021.3

Establishment of a pillar for thegrowth of the new business

Nichii Life
(housekeeping
services)

FY2019.3～FY2020.3© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 27

Progress of the Medium-Term Management Strategy (Education Business)
Improve profitability by implementing effective promotions and enhancing school operation
systems.
Progress status of the Medium-Term Management
Strategy

Education[sales/operating income transition(consolidated)]✔ Steady increase in profit *Continuous implementation□
Increase in profit: 1,000 million yen(Forecast for FY2018.3: 1,700 million yen)✔
□ Introduction of original teaching materials(initiatives underway）

Sales
Operatingincome（million yen）

15,00012,771-2,900□ Development of global human resources through thepromotion of satellite classrooms (initiatives underway)
・Pursuit of the ease of attending, ease of learning, and familiarity
・ Target for the establishment of new facilities in FY2018.3: 90 facilities-4,647□ Acquisition of new students through the strengthening ofpromotions and regional contacts (initiatives underway)□ Making the most of improving business environments(Forecast)※Results for FY2015.3 and FY2016.3 represent those of the previous segments© 2017 NICHIIGAKKAN CO., LTD. All rights reserved.

28

Prospects under the Medium-Term Management Strategy(Education Business)
Secure profits by expanding channels and increasing cost efficiency.
FY2018.3
Strengthening of web marketing- Web
advertisement- Lessons online

Strengthening of strategic dominance

COCO Juku
Junior school- Satellite schools- Event promotion- FC schools
Utilization of the group's network

Strengthening of corporate sales

GABA

Review of marketing activities

FY2021.3

Initiatives for increasing
cost efficiency

COCO Juku
school

FY2019.3～FY2020.3© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 29

Progress of the Medium-Term Management Strategy(Therapy Business)
Revitalize the dog therapy and breeding business by launching a new grooming business.
■ Business outline
Opening of the “A-LOVE” grooming salon under the concept of “health” for pets

High-grade grooming salon that supports pet health with a stress-free relaxedspace and meticulous services beginning with the latest facilities installed inconsideration of reducing the burden of dogs

Plan for the establishment of
A-LOVE in the current fiscal year

40

locations■ A-LOVE Oyamadai (1st store) opened on February 23, 2017
Store name

A-Love Oyamadai

Telephone

03-5758-1210

Address

Kamura Building 1F,5-6-7,Todoriki
Setagaya-ku Tokyo

Openinghours

10:00a.m.－8:00p.m.
(closed on Wednesdays)

Major services

Description

Basic service

shampoo and cut(entire body clipping of claws cleaning of ears trimming of hair on thesoles of the feet expressing of the anal glands)

Individual
services

removal of hairballs cutting of whiskers trimming of facial hair and various other service

Beauty services

hair treatment herbal pack medhical shampoo and carious other services

Hotel(accommodation)short stay by the hour keeping for five hours accommodation by the day© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 30

Prospects under the Medium-Term Management Strategy(Therapy Business)
Secure profits by expanding channels and increasing cost efficiency
FY2018.3

FY2019.3～FY2020.3

FY2021.3

Promotion of opening of salons (A-LOVE)- Grooming- Boarding- Sales of pet dogs

- Sales of pet products

Creation of synergy
with other businesses

Grooming

Introduction of dog therapy at nursing
facilities

Dog therapy- Adult day care service - Fee-based nursing
home

Promotion of breeding

OthersAustralian Labrador (※)※The Australian Labrador is a rare breed of dog with the characteristics of low odor, low shedding and being allergyfriendly, which is expected to serve well as a therapy dog.
© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 31

Start of China Business
Finished creating basic model for business promotion environmentand started long-term care services.
Now it is time for full-scale operation of the Nichii Model operation system.
Promote business and strengthen management framework

Create businesspromotion environment
2016.62016.1

2016.12

Established in 2016
【 Nichii Operation System 】

cultivation

・Long-term care・Post-natal care・Housekeeping
・Child care・Acquire appointment customers↓prepare service plan
↓Conclude contracts↓Start services※April 25, 2016: Start of long-term care services

Cultivation ofhuman resources

Facility care
In-house care, etc.

Management development：
N1-N2 management development
Staff
cultivation

・Long-term care・Post-natal care・Housekeeping
・Child care・Facilities for dealing with dementia↓Day-care services↓Home-visit care
↓Other services

Customization

Staff

Provision of high-quality
servicesStandardization

Management development：
N1-N2 management development

Improvement of the 2017 scheme[New Nichii Operation System]
Customization

Standardization

Cultivation ofhuman resources

Step uplocalization

Establish operation system

Matching※Care facilities will be opened in Beijing and Shanghai in 2017.
© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 32

List of Cities Where Nichii’s China
Business is established【List of business subsidiaries】※Includes non-consolidated subsidiaries※Underlined cities in bold letters:
Locations of the headquarters of operation companies※End of December 2016

Name of company
北京三傑聖一人力資源有限公司

Beijing

瀋陽日医助尓家庭服務有限公司

Shenyang

深セン市中家家庭服務有限公司

Shenzhen

済南仁徳家庭服務有限公司

Guangzhou

常州金蓓蕾健康諮詢服務有限公司

Changzhou

Changchun

深セン市中家星級家政服務有限公司

Shenzhen

Shenyang

深セン市中家華傭家政服務有限公司

Shenzhen

深セン市中家職業技能培訓学校

Shenzhen

Tianjin杭州天使家政服務有限公司

Hangzhou●
QingdaoJinan

大連九鼎互聯科技発展有限公司●

Beijing

●

●
●●
●

Xi’an
Chengsu

Advanced
Into 24
Cities

Hefei●●
Liuzhou●●Nanning
QinzhouZhuhai
FoshanDalianChangzhou
●

Wuhan
●

●

Jinan

広州市正祥和家政服務有限公司●

Langfang

Name of city●● Shanghhai
●

●
●
● ●●
●

HangzhouShenzhenHuizhou
Meizhou

Guangzou

Dalian武漢尓邦家政有限公司

Wuhan

広西康之橋護理服務有限公司

Nanning

南寧康之橋職業培訓学校

Nanning

欽州康之橋職業訓練学校

Qinzhou

柳州康之橋職業訓練学校

Liuzhou

安徽賽菲家庭服務管理有限公司

Hefei

合肥賽菲職業訓練学校

Hefei

日医（珠海）健康服務有限公司

Zuhai

日医（仏山）健康服務有限公司

Foshan

梅州市客家大嫂家政服務有限公司

Meizhou

梅州市華傭職業培訓学校

Meizhou

西安海鑫家政清潔工程有限公司

Xi’an
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© 2017 NICHIIGAKKAN CO., LTD. All rights reserved. 33All performance targets and other forecasts, including numbers ofcontracts and users, and goals, contained in this document are
based on information currently available to the Nichii Gakkan Groupand will be affected by uncertain factors, including economic
circumstances, the relaxation of regulations, and employment
conditions. Please note that actual results, numbers of contracts andusers, and other data may be different from the forecasts.

Contact information
NICHIIGAKKAN Co ., LTD.
PR Division, Public Relations Department
Corporate Governance Headquarters
Address: 2-9 Kanda Surugadai, Chiyoda-ku, Tokyo
Tel: 03-3291-3954 (PR Division)
E-mail: nichii-ir@nichiigakkan.co.jp© 2017 NICHIIGAKKAN CO., LTD. All rights reserved.

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