FY 3/2026- FY 3/2028

Medium-termManagement Plan
August, 2024

NISSO HOLDINGS Co., Ltd.
TSE Prime Market Code:9332

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0To a Holdings Structure

We, the the Nisso Group,
established NISSO HOLDINGS Co., Ltd.
in October 2023
to rapidly facilitate swift decision-making and strategic, agile execution of M&A,
create new business opportunities that will become the next core businesses,
establish an appropriate capital policy, and optimize management resources.
We aim to become a company with even greater appeal byestablishing a seamless business management structure for the entire Group andan environment that enables each of the companies to become an operatingcompany with a high level of expertise specialized in each field, andmanaging the development of people, creation of workplaces, and other aspects ofwell-being, based on our recognition that human resources are essential “capital”
who function as the central driving force in our businesses.

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1

Agenda１

Review of the Previous Mid-term Plan Period(FY 3/23 ~ FY 3/25)

２

Basic Policy・Social Environment Awareness・
Mission Achievement Story

３

New Medium-term Management Plan
(FY 3/26 ~ FY 3/28)

４Management Targets and Financial Indicators

５

Company Profile

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2

１

Review of the Previous Mid-term Plan Period(FY 3/23 ~ FY 3/25)

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3

Review of the Previous Medium-term Management Plan Period
In the previous Medium-term Management Plan period, we set high plan targets because we anticipated demand for humanresources as we emerged from the COVID-19 pandemic. Despite our efforts, multiple factors hindered our ability to maintain
operations as expected: The rebound in the semiconductor industry was slower than expected, supply chain disruption fromgeopolitical risk also resulted in repeated parts shortages in the automotive industry, and quality control issues occurred.
Despite the severe environment, we invested in educational facilities and equipment, according to plan, to adapt humanresources development to the changing human resources needs resulting from technological innovation. Although we did notachieve the targets in the plan, our clients appreciated the high quality of our service. As a result, the number of contracts
concluded during unit-cost negotiations exceeded the plan and we achieved growth in both net sales and profit.
Net sales vs. plan
(Million yen)

115,000

100,000
96,85888,600 90,827

Operating profit vs. plan

7,000

106,000
6,000

6,700

(Million yen)

(Million yen)

30.0%

2,400

14.0%

4,000

3,800

4,000

3,000
3,000

2,087

2,700
2,268

3,058

1,000

Previous Medium-term

Results andManagement Plan

FY 3/2025 forecast

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1,952
1,696

8.0%

2.7%

20.0%

14.9% 15.0%
13.0%

1,000
5.8% 6.0%

3.0%
2.5%

4.0%

11.4%

13.2%
10.0%

3.6% 4.0%
500

3.2%

5.0%

2.0%
0.0%0

FY 3/2022

FY 3/2023

FY 3/2024

25.0%

1,604

1,500

-

FY 3/2025

2,000
12.0%

10.0%

2,000

FY 3/2024

3,000
18.0%

2,500

5,000

FY 3/2023

Profit/ROE results and forecast

16.0%

76,000 77,549

FY 3/2022

20.0%

FY 3/2025

Previous Medium-Term

Results and FY 3/2025

Management Plan target
Previous Medium-Term

forecast
Results and FY 3/2025

Management Plan target

forecast

0.0%

FY 3/2022

FY 3/2023

FY 3/2024

Results and FY 3/2025

FY 3/2025
ROE

forecast

4

Review of the Previous Medium-term Management Plan Period

Infrastructure
Strengthening Strategy

Business Strategy

Management Strategy

Initiative Results* See the Appendix on P. 50 for more information.

Business portfolio strategy● Advanced the industry strategy● Added EYE‘S Co., Ltd. as a consolidated Group subsidiary● Alliances with different industries:
Doctors, Interstellar Technologies, APB

Provision of services in
response to changing
MONOZUKURI(manufacturing)● Expanded training facilities (Kumamoto, Kansai)● Pursued industry-government-academia collaboration(in five regions nationwide)● Exhibited at Manufacturing World Japan

Practice of human capitalmanagement
Response to humanresources mobility● Reformed personnel system● Enhanced educational facilities and programs(for engineers and nurses)● Promoted changing careers to be an engineer

Realization of business
transformation by digitizing
business operations● “Cloud Staffing” dispatch contract management● “Start engineer” e-learning to train new personnel● Use of IT in recruitment operations

Strengthening of governance● Switched to a pure holding company structure● Established an Audit & Supervisory Committee

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5

2

Basic Policy・Social Environment Awareness・
Mission Achievement Story

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6

Basic Policy

Founding Philosophy

Nurturing and Bringing Out the Best in People
We, the Nisso Group
with Human Resources Solution Services that support the growth of companies and people
MISSION

We will fulfill our Mission ofCreating opportunities and hopes for people to work
VISIONTo transform into a corporate group with high-growth potential

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7

Social Environment Awareness: Industry Trends
Society 5.0 People × Cutting-edge technology

IoT

AI

Big
data

5G

Advances in digital technology will enable people to live more convenient livesPeople will be able to access information instantaneously through smartphones, tablets, and otherdevices, and it will be possible to use online services anywhere in the world, making remote
operation possible.
Automation technology and AI will improve the efficiency of work and processes, reducing the timeand labor required.

Industry 5.0 People × Machinery

Sustainable
Decarbonize (achieve carbon neutrality) andadopt a circular (recycling-oriented)
approach to resources and energy or use
digital to create an ecosystem

People-centered
Maximize profit through collaboration
between people and robots

Rebound ability
Introduce methods of using digitaltechnology and acquire the management
capability to overcome crisis conditions

Realize more sustainable, humane industries through maximal use of human intelligence and creativity and coordinated work of people and technology.
Re-evaluate the role of people, and emphasize situations where people can assume responsibility for important decisions and creative activities.
This will make more sustainable, efficient production methods and business models possible.

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8

Social Environment Awareness: Labor Market Trends
We anticipate expansion of the gap between supply and demand and a labor
shortage despite implementing corrective measures

Drastic Change in Labor Supply-Demand in Japan by 2035
Change in labor supply-demand balance from 2020 to 2035: MRI trial calculation
Active employmentof women andseniors

Semiconductor
industry recovery

0.2 million

Labor force
participation rate

2.5 million
2035
Gap in labordemand-supply
Shortage ofSeniors leaving
workforce

Decline of

22.8 million
Number of
employed people
in 202066.8 million

1.9 million

New entrants

17.8 million

Maintaining
economic activities

Economic security

2.7 million
Impact of Greentransformation (GX)on employment

Jobs
generated

Number of
employed people
in 2020

4.7 million
Impact of digitaltransformation(DX), including
generative AI, on
employment

Including nonJapanese humanresources

Labor supply

2.0 million

Decline ofproductivity
0.3 million inImprovement
Declineof
9.7 million

66.8 million

Labor demand
Note: Numbers for each category in millions of workers, rounded to the nearest 100,000

Mismatch in Human Resources is the Real Issue
Mismatch by industry and occupation in 2035: MRI trial calculation

Source: PERSOL RESEARCH AND CONSULTING Co., Ltd.
“Trinity labor market reforms” in the government’s Basic Policy
on Economic and Fiscal Management and Reform 2023
 Support for skill improvement through upskilling andreskilling Introduction of job-based pay on the reality of individualcompanies
 Facilitate labor transfer into growth areas

Carrying, cleaning& packaging
Construction

Carrying, cleaning& packaging

Total

4.8 million

1.0 million
0.4 million
0.3 million
0.5 million
Production
0.4 million
Agriculture
1.0 million
Service
0.4 million
Sales
Administrative
0.6 million
Technical specialist 1.7 million
Management
0.3 million
Transportation

0.3 million
Transportation 0.7 million
Production 0.3 million
Service 0.7 million
Sales 0.9 million
Administrative 1.8 million

2035
Gap in labordemand-supply
Shortage of

1.9 million

Surplus

Mismatch

Shortage

Total

6.7 million

Source: Mitsubishi Research InstituteMobility of the labor market will
accelerate even more

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9

Story of Mission Achievement
Socialenvironment

Labor
shortageSocial issues

IssuesSociety 5.0

Mismatch

Creation of acomfortable workplace

Industry 5.0

Evolution of AI

Regional
declineWidening
disparities

Strengthening ofgovernanceDeclining birthrate andaging population

Changing naturalenvironment

Responding to social changes andchanges in industrial structures

Investors
Financial
institutions

Shareholders

Creating new value

Initiatives

through

Clients

Educational
institutions

with

Business
partners

Government

co-creation
All stakeholders

Investees

Provide high value-added services

to be a company thatclients choose
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Employees& theirfamilies

Strengthen management structure
・ internal controls

Local
communities

Digitalization

×

Investment
in human
Maximize employee satisfaction
and client/customer satisfaction

Enhancement of corporate (enterprise) value (EV) through creation ofsocial value (CSV) to be a company that clients choose10３

New Medium-term Management Plan
(FY 3/26 ~ FY 3/28)

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11

New Medium-term Management Plan Policy

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12Strategy Map
Management Philosophy and Policy
Business portfolio diversification and expansion
Management strategies③-1 Financial Strategy● Expanding the ROIC spread● Appropriate business resource
allocation and shareholder return policy
Delving deeper into existing core areas
Recruitment
strategy

Industry
strategy

Development
strategy③-2 Non-financial strategies● Practice of human capitalmanagement● Environmental and social initiatives● Strengthening governance③-3 Businessstrategies—Co-creation—

Exploring new areas
Creation of new services

General Human Resources Services
Five Services

New Initiatives

Caregiving Services③-4 DX strategy
Building/Strengthening digital infrastructure
Visualizing/Improving sophistication of management
Business reform/Improving efficiency/Automation

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13

３

-1

Financial Strategy

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14

Financial Strategy
NISSO HOLDINGS will closely monitor our own cost of capital (cost of equity and weighted average cost of capital(WACC)) and will strive to pursue earning power and improve capital efficiency by using return on equity (ROE) andreturn on invested capital (ROIC) as key management indicators. In addition, we will strive to enhance corporate value
by realizing a structure in which ROIC exceeds the cost of capital (weighted average cost of capital (WACC)) in a stablemanner.

Sustainable Enhancement ofCorporate Value

Expansion of equity spreads, expansion of ROIC spreads

Pursuit of earning power
Adding of value to existing businesses
Review of business portfolio
Investment in growth areas
Improvement of operational efficiency throughthe use of digital technology
 Investment in human resourcesConfidential/Copyright 2024 NISSO Holdings All rights reserved.

Maintenance of financial discipline andimprovement of capital efficiency
 Appropriate allocation of management resources Appropriate utilization of debt
 Optimal shareholder returns (stable dividends・
share buybacks)
 Timely and appropriate information disclosure15

３-2 Non-financial Strategies

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16

Non-financial Strategies

Practice of Human Capital Management

Personnel system reformDiversity management
Nisso Group

Increase the number ofcareer path assistants

Enhancement ofcareer advancement
systems

Expansion oftraining facilities
Revenue
expansion

Human capital
investment
Introduction of
VR/AR education

Human Resources
Development Model
OJT

Promotion ofcareer changes

Development ofengineers

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Clients

Cooperation indevelopment

Off-JT
Provision of highvalue-added services

Employees

Visualization ofskillsDevelopment of
nursing care human resources17

Non-financial Strategies“Environmental” and “Social” Initiatives
Sustainability Policy

In order to achieve our mission of "Creating opportunities and hopes for people to work", we, the Nisso Group, aim toachieve sustainable business growth and realize a sustainable society by establishing policies on human rights, labor,
the environment, safety and health, and ethics, and are advancing initiatives to solve social issues through the provisionof Human Resources Solution Services that support the growth of companies and people.
Human Resources
Development Policy

Implementation of Diversity

721

Internal Environment
Improvement Policy

Diversity

Promoting active participation of
employees with disabilities
Number of employees (as of Jun. 30, 2024):

Policy on Human Rights
and Labor

Respect for human rights

Occupational Safety and
Health Policy

Safety and health

Value
Member of the TCFD Consortium, enhancing disclosure of information co-creation
Response to Climate Change

Business Partners

Community andSocietyon climate change

Shareholders
and Investors

Environmental Policy

Ethics Policy

Valueprovision

252

Response to climate change

Compliance

Employees

Promoting active participation ofseasoned seniors
Number of employees (as of Jun. 30, 2024):

Human resources
development

Disclosure and practical implementation of reduction targets
Interim reduction target:
30% reduction by 2030, compared FY 03/2021, the base year
Long-term reduction target:
Achieve carbon neutrality by 2050 (net zero emissions)

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Clients

18

Non-financial Strategies Cases of Putting Diversity into Practice—Generating Active Participation of Employees with Disabilities

Be a company thatclients choose
Respond to broader, more sophisticatedclient needs
Generate a pool of human resources who
can actively participate in society at large
Engage in active co-creation
with Group companies
Employees with disabilities growTaking on the challenges of
new occupations and new work

Creating opportunities
for active participation
・ Strategic sales in the IT
area
・ Group collaboration
・ Introduction/Dispatch
business

Increasing motivation

Improving skills/abilities

Human resources development
・ OJT and training * Supported by a job coach

Career path system
・ Leader system
・ Meister apprenticeship system

Implementing new workstyles

Improving engagement
・ Celebration/Awardsystem・ Participation in Abilympics(work skill Olympics)* Job coach: Person who is employed by a company to coach people employed at that company

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19Non-financial Strategies

Strengthening of GovernanceManagement・Operation

Education・Development

Recruitment

・Compliance education
・Personal information education
・CSR education
・Human rights education
・Information security education
・BCP education
・Re-skilling education
・Business manager education
・Interview upskilling training
・Complaint prevention training

Stakeholders

To be the partner ofchoice and trust

Value
Co-creation

Employees

Business Partners

Shareholders・
Investors

Community・Society

Clients
Assignment

As a corporate group with strengths in human resources development,
we will implement educational programs to maintain governanceand continue our efforts to earn the trust of our stakeholders.
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20

３-3 Business Strategies General Human Resources Services～ Deepening Existing Strategies and Exploring New Strategies ～Confidential/Copyright 2024 NISSO Holdings All rights reserved.

21

Deepening Existing Strategies

Technological Innovation Resulting in Changing Needs of a Changing Industry

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22

Deepening Existing Strategies Industry Strategy
As the industrial structure changes at an accelerating pace against the backdrop of technological innovation and environmental
issues, the image of human resources required for each industry is also changing every moment. In particular, in order tomeet the human resources needs of Japan's leading industries centered on automobiles, semiconductor, and electronics, wehave established training facilities equipped with the latest manufacturing equipment to develop high value-added humanresources, and provide strong support to the transforming industrial world.

Industry Strategy

Industries driving Society 5.0
Automotive
Industry

Semiconductor
Industry

Electronics
Industry

Automobiles/
EV-related
Semiconductors/
semiconductor
manufacturing
equipment
Communicationequipment/
electronic components

We also actively participate in industry-government-academia collaborations, and are currently
participating in 5 educational consortiums nationwide to promote the improvement of the qualityof education. (See P29)

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23

Deepening Existing Strategies Industry Strategy
Automotive

Automotive industry being changed by CASE
Connected

Liquid LiB Production Locations
Mainly for Vehicles in the Kansai Area

➤Connected ➤Vehicles as a part of IoTAutonomous➤Self-driving vehicles ➤Autonomous operation

Shared & Service➤Sharing services ➤Car sharing, other sharing services

Electric➤Electrification ➤Carbon neutrality

Changes in the manufacturing/production area
Increase inbattery demand

Increase in
semiconductor
components

Supply chain
restructuring

High-mix,
small-lot production

Change in assembly method(gigacasting, etc.)

Lithium Energy Japan

Shiga

Panasonic Energy Co., Ltd.

Suminoe, Osaka

Panasonic Energy Co., Ltd.

Kaizuka, Osaka

Panasonic Energy Co., Ltd.

Wakayama

Blue Energy Co., Ltd.

Kyoto

Vehicle Energy Japan Inc.

Kyoto

Prime Planet Energy & Solutions, Inc.

Kasai, Hyogo

Prime Planet Energy & Solutions, Inc.

Himeji, Hyogo

Prime Planet Energy & Solutions, Inc.

Sumoto, Hyogo

Prime Planet Energy & Solutions, Inc.

Tokushima★ Participating in Kansai Storage Battery Human Resources
Development Consortium

Reduced need for operators
Increased need for maintenance/engineers

The automotive industry is said to be undergoinga once-in-a-century transformation. We will continue to contributeto transformation of the industry through human resources.
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Kansai Storage Battery Human Resources Development Consortium (Kansai (Kinki)(Bureau of Economy, Trade and Industry) (meti.go.jp)

24Deepening Existing Strategies Industry Strategy
Semiconductor and Electronics

2024 onward: Examples of information on newinvestments in semiconductor plants

 Delving deeper into industryacademia-government relations
 Active participation in local
government consortiums in addition
to METI regional bureau
consortiums

Hokkaido Semiconductor
Human Resources Development
Promotion Council

Participating since Aug. 2023

(From company announcements/various media)

Start-up
Year

2027

2026

Chugoku Regional Semiconductor
Industry Promotion Council
Participating since Nov. 2022

Kyushu Semiconductor
Human Resources
Development Consortium

Tohoku Semiconductor andElectronics Design Study Group

2025

Participating since Nov. 2022

2024

Participating since Apr. 2023

Kumamoto Prefectural Governor
Accredited Vocational Training School
Nisso Technical Center Kumamoto(Ozu-machi, Kumamoto)* Opened in April 2023; expanded in May 2024

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The aim is to contribute tosemiconductor humanresources development andgain access for and expand
NISSO’s services.

Area

Company nameProduct

Chitose, Hokkaido

Rapidus Corporation

2 nm (300 mm)

Ohira, Miyagi

JSMC

55 nm 40 nm 28 nm(300 mm)

Koshi, Kumamoto

SONY

Image sensors

Kikuyo, Kumamoto

Mitsubishi Electric
Corporation

SiC power

Isahaya, Nagasaki

KYOCERA
Corporation

Fine ceramic parts, etc.

Isesaki, Gunma

Shin-Etsu ChemicalCo., Ltd.

Semiconductor
lithography materials

Kitakyushu, Fukuoka

Mitsubishi ChemicalGroup Corporation

Light-sensitive
polymers for photo
resistHigashihiroshima,
Hiroshima

Micron Memory Japan,
K.K.

1 γDRAM (300mm)

Kitakami, Iwate

KIOXIA Iwate
Corporation

NAND flash memory(300mm)Nomi, Ishikawa

KAGA TOSHIBAELECTRONICSCORPORATIONPower semiconductors(300 mm)

Kai, Yamanashi

Renesas Electronics
Corporation

Power semiconductors(300 mm)Yokkaichi, Mie

KIOXIA Corporation

3D flash memory(300 mm)

Kikuyo, Kumamoto

JASM

28 nm 22 nm 16 nm
12 nm(300 mm)

Kunitomi, Miyazaki

LAPIS Semiconductor
Co., Ltd.

Power semiconductors(150 mm)25

Deepening Existing Strategies Recruitment Strategy
Expanding Recruitment of Global Human Resources

In the Nisso Group, we establish various systems
and an environment that makes all of our global
human resources think:
I’m glad I came to Japan.
I want to work in Japan more.

MainlyAsian region

Local educational
institutions

Recruit current
students/graduates
Train inJapanese language
and culture

Automotive

Storagebattery
Improve benefits
and career-advancement
system and

Recruitwork-ready people qualified asEngineer/Specialist in
Humanities/International
Services, or with otherspecialized skills

Local companies,
dispatchingorganizations, anddomestic companies

We comply with
the RBA Code of Conduct

FY 3/2030:
Expand to

3,000 employees

expand opportunities
to flourish

Semiconductors

Assignmainly to engineering positions

Nursing careand healthcare

Co-creation
Resorts and restaurants*RBA: Responsible Business Alliance

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26

Deepening Existing Strategies Recruitment Strategy
Targeting Zero Mismatches

Despite the declining population of working age, mismatches are occurring at recruitment sites on a nearly daily
basis. Mismatches can be resolved if recruitment sites have a menu of many different types of work to offer.
（Within the Group）（Outside the Group）

Recruiting consortium

any

any

Expansion

Recruitment
platform
Matching by AI
Increased accuracy

Expansion

Value
Co-creation(May 2024
Capital and business alliances)

And more

Diversification ofhuman resources needs

any

Alliances

Diversification ofsocial issues

HR Tech-relatedcompanies

Human resources
service-relatedcompanies

any

any

Mobilization of humanresources

Reach zero mismatches by building and deploying a recruitment platform that utilizes Groupsynergies to respond to diversifying social issues and meet human resources needs.
Confidential/Copyright 2024 NISSO Holdings All rights reserved.

27

Deepening Existing Strategies Development Strategy
NISSO HD's Development Abilities【Nisso Technical Center
Higashi-Nihon】【Nisso Technical Center
Naka-Nihon】【Nisso EV Technical Center
Kansai】【Nisso Technical Center
Kumamoto】

Founding Philosophy

Nurturing and Bringing Out
the Best in People
Core Competence

Overwhelming Human Resources
Development Capabilities

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28

Deepening Existing Strategies Development Strategy
Nationwide Network of Training Bases
Nagano Prefectural Governor
Accredited Vocational
Training School

Nisso Technical Center
Naka-Nihon (Okaya City, Nagano)

Tomakomai Training Center(Tomakomai City, Hokkaido)

Participation from November 2022

Miyagi Prefectural Governor
Accredited Vocational
Training School

March, 2024

Chugoku Regional Semiconductor
Industry Promotion Council

Nisso Technical Center
Higashi-Nihon (Kurihara City, Miyagi)

Participation from November 2022

Kyushu Semiconductor Human
Resources Development Consortium

Ota Training
CenterParticipation from April 2023

Nisso Technical Center
Kumamoto (Ozu-machi, Kumamoto)※Opened in April 2023, Expansion in May 2024

Participation from August 2023

Tohoku Semiconductor and Electronics
Design Study Group

Nisso EV Technical Center
Kansai (Omihachiman City, Shiga)

Kumamoto Prefectural Governor
Accredited Vocational
Training School

Hokkaido Semiconductor Human
Resources Development
Promotion Council(Ota City, Gunma)

Kansai Storage Battery
Human Resources
Development Consortium

Participation from November 2023

Nisso Techno Center(Yokohama, Kanagawa)

Hamamatsu Training Center(Hamamatsu City, Shizuoka)

Toyota Training Center (Toyota City, Aichi)

In order to meet the human resources needs of each industry, we will open new educational facilities
and further promote industry-government-academia collaboration
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29

Deepening Existing Strategies Development Strategy
Development of Semiconductor Human Resources●Facility characteristics
Location for training equipment technology engineers to support
manufacturing of semiconductors and other electronic device
systems.
(1) Equipment technology order training (designed to address owned equipment
and needs)(2) Subcontractor training (training for employees of business partners)(3) Conventional training (development of in-house engineers)

Nisso Technical Center Kumamoto
Building No. 2 was completed and theconstruction completion ceremony washeld on May 30, 2024.

●Curriculum characteristics
電気工学やバッテリー技術などの専門知識を持つ人材
Our vocational training curriculum provides an environmentの需要が増加すると考えております。そのため、製造
where trainees can learn actual work skills, including learning
業界では新たなスキルや教育プログラムの必要性が高through failure, not possible in on-the-job training at actual worksites. We implemented a short-term intensive training program
まると考えております。

consisting of classroom study (2F) and practical hands-on training(1F) in an environment where participants can learn by working
onsite, including learning through failure.

●Equipment characteristics
The training center became operational when we brought actual,
cutting-edge 12-inch semiconductor manufacturing equipment
online (etching, CVD).
Due in part to numerous client requests, we embarked on an expansion project in 2024. The area will be double the current
area and will serve as a training that can accommodate up to three times the current capacity.
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30

Deepening Existing Strategies Development Strategy

Up-skilling and Re-skilling of Human Resources Accompanying the Shift to Electric Vehicles (EV)

Issues involved in the shift to EV

・Changing components
・Changing production
processes

・Changing systems
・Changing human resources (skill)requirements

We think the demand for human resources who possess specialized knowledge of electrical engineering,battery technology, etc. will increase. We therefore think the need for new skills and training programs in the
manufacturing industry will also increase.

Rolling out a strategy aimed at
adapting to the shift to EV and a sustainable futureParticipating in the
Kansai Storage Battery
Human Resources
Development
Consortium
We opened a vocational training andcertification school in Shiga Prefecture on
March 25, 2024, and will increase EV training
content in the future.

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31

Deepening Existing Strategies Development Strategy
Meeting the Needs of a Changing Industry

In the Chubu and Tokai region,
We are planning to open a core training
location to develop various kinds of engineers,
mainly for absolutely essential maintenancein the rapidly changing automobile, storage
battery, and semiconductor areas.
The main target for development is skill
improvement/re-skilling of personnel wholack experience and manufacturing operators.
Our plan is to accommodate external
development needs as well as our own.
We are currently considering development
and introduction of a curriculum that utilizes
extended reality (XR) technology in addition
to the actual core equipment.

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32

Exploring New Strategies Creation of New Services

The size of the human resources market is said to be around 10 trillion yen.
This market is expected to remain stable and continue growing while evolving
in structure.
We will accelerate exploration of new human resources-based business models
as we reflect on the essential nature of working.
In line with our founding philosophy of“Nurturing and Bringing Out the Best in People”
we will co-create value with all of our stakeholders
as we create opportunities and hopes for people to workand continue to take on challenges targeted at being a group with high growthpotential.

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33

Exploring New Strategies Creation of New Services
Education/Training Entrustment Services
Challenges faced bymanufacturers
Difficulties in both
recruitment and humanresources development
due to changes in themarket and workplaceenvironment

Strengths of the Nisso Group

Value Co-creation

Training programs forpeople from manydifferent industries
and those with noexperience

Entrusted needs
Service provision Development of training programs・OJT
that can respond to diversification
 Shortage of human resources in the sciences Human resources in the humanities andexperience in other industries ・ Trainingof inexperienced manufacturing personnel
 Shortage of human resources・instructors
who can educate

NISSO HR
Development Service

Training facilities
equipped withactual equipment

Customized training programs thatmeet the needs of our clients
MONOZUKURI (manufacturing)education,engineer education,
hazard simulation training, etc.

Diverse teamof instructors
from various
companies

Plans to expand into areas such as IT, data science,and AI engineers

To be the partner of choice and trust【Clients who have endorsed us】※Titles omitted

・Primearth EV Energy Co., Ltd. ・TDK Corporation ・Nikon Corporation ・Mitsubishi Electric Corporation Power Device Works・KIOXIA Iwate Corporation ・DENSO IWATE CORPORATION ・RHOMBIC Corporation ・Kurihara city office otherConfidential/Copyright 2024 NISSO Holdings All rights reserved.

34

Exploring New Strategies Creation of New Services
Start engineer

Issues involved in human resources development

No time for humanresourcesdevelopment

Shortage of
instructors

There are no external
instructors, andoutsourcing instruction isexpensive

Unable to provide training insemiconductors and otherspecialized areas

Content enhanced by the e-learning system we developed
Currently selling to the general public together with our business
partner (Proseeds Co., Ltd.)

Content created fromgroup training of over
2,000 people

A curriculum that eventhose with zero basic
knowledge can understandConfidential/Copyright 2024 NISSO Holdings All rights reserved.

Easy-to-understandeducational materials anda robust support structure

An extensive line-up,
ranging from basic areas
to new areas

35

Exploring New Strategies Creation of New Services

Manufacturing-related Human Resources Services Continuing to Expand

The Nisso Group will continue to support each client with customized services
that utilize our Group synergies to the fullest extent for manufacturers who are confrontingsocial issues head-on.
Decline in working-age
population
Aging employees
Diversity management
Using non-Japanesehuman resources
Pursuing work-stylereformHuman capitalmanagement
Responding totechnological innovation

AI for manufacturing area

Clients

General human resources services for
manufacturing

Personnel consulting
and RPO

Adding even greater
value to services

any

Utilization ofpeople with disabilities
Use of exchange students,
manufacturing contracting,semiconductor equipment assembly

FA (factory automation)
Engineer dispatching

RPO and part-time
recruitment

Administrative
dispatching

Utilization of highly-skilled,seasoned seniors

Reducing environmental
load
Confidential/Copyright 2024 NISSO Holdings All rights reserved.

36

３-3 Business Strategies Nursing Care・Welfare Services～ Deepening Existing Strategies and Exploring New Strategies ～Confidential/Copyright 2024 NISSO Holdings All rights reserved.

37

Nursing Care・Welfare Services
Business Environment and Social Issues●Status of Elderly・Nursing Care Staff
2020

2030

Total population(10,000 people)

Population aged
65 and over
(10,000 people)

Aging rate (%)

Total population(10,000 people)

Population aged
65 and over
(10,000 people)

Aging rate (%)

Growth rateof the aging
rate (points)

Nationwide

12,615

3,603

28.6

12,011

3,696

30.8

2.2

Kanagawa
Prefecture

924

236

25.5

912

255

28.0

2.5

Fukushima
Prefecture

183

58

31.7

164

60

36.6

4.9

■ Trends inElderly byPrefecture

Nursing Care Staff・Trends in Active Job Openings-to-Applicants Ratio
January 2023

January 2024

Nationwide

1.35

1.27

Kanagawa
Prefecture

1.10

1.09

Fukushima
Prefecture

1.56

1.44

Nursing care staff

3.82

4.00

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

Source: "Projected Population by Region in Japan (December 2023 Estimate)" National Instituteof Population and Social Security ResearchSocial Issues in Nursing Care・Further increase in the number of people requiring nursing care
・Chronic shortage of nursing care workers
・Decline in the quality of nursing care services

Source: "General Employment Placement Status" Ministry of Health, Labour and Welfare

38

Nursing Care・Welfare Services Deepening Existing Strategies
Existing Services

4 Commitments
Commitment to Customers
We treat each customer withconsideration for theirbackground, history, likes,
dislikes, hobbies, andpreferences, and value them
wholeheartedly.

Commitment to Service
We act immediately inresponse to customer requests,
and our team discusses anddetermines how to best
respond to them.

Commitment toLocal Communities
We value activities that arerooted in the local community,
and strive to create an open
environment where people canfeel free to consult with us
through open and cheerfulcommunication.

Commitment to Peers
Our staff exchange greetings
with each other with a smileand sincerely express their
gratitude by saying "thank you".
We will cooperate and support
each other with acompassionate heart to provide
better services.

5 Services
Facility Nursing
Care Services

Outpatient
Care Services

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In-homeCare Services

Home-visit Nursing
Care・Disability
Support Services

Welfare Equipment(Assistive Products)
Home Improvement
Services39

Nursing Care・Welfare Services Exploring New Strategies
New Initiatives

Utilization of diverse
human resources Promoting the utilization of foreign
human resources‗ New assignment to Bldg. 5‗ Leader development‗ Home-visit nursing care staff training

Improvement of
nursing care quality
 Industry-government-academia
collaboration‗ Basic agreement with Kanagawa
Prefecture on improvement of
pre-symptomatic diseases

Improvement of
productivity
 Utilization of nursing care
support robots and ICT
 Manualized and extensive
training programs

 Joint research with universities‗Joint research agreement with
Yokohama National University～Joint research on environmental adaptationof residents in facilities for the elderly～

Nisso Nifty will contribute to solving social issues andimproving customer satisfaction.
Confidential/Copyright 2024 NISSO Holdings All rights reserved.

40

３-4 DX Strategy

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

41

DX Strategy
Previous Medium-term Management Plan Period～FY 3/2024

Procuring, building,and introducing
infrastructure
Introducing
individually optimal
apps
・ PC upgrades/replacement
・ Smartphone distribution
・ Building individually optimal coresystems・ Introduction of groupware
・ Internal network configuration
・ Data center relocation

FY 3/2025

FY 3/2026

FY 3/2027

The three pillarsof the digital infrastructure construction phase
Build/Strengthen
digitalinfrastructure

Providing the digital infrastructure to access apps nomatter the time or place

Visualization/
Sophistication ofmanagement

Integration, visualization, standardization, andutilization of group management data

Business reform/
Optimization/
Automation

Use of AI, virtual reality (VR), and other technology
to improve in operating efficiencyｐｐ

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

Next Medium-term Management Plan
PeriodNew Medium-term Management Plan Period

FY 3/2028

FY 3/2029～

Leveraging digital infrastructure tocontribute to performance expansion

Enhancing
Existing
Strategies• Rapid action through datautilization• Improved matching accuracy～Improvement of
number of enrolled staff ×
unit-cost × operating rate～

Exploring New
Strategies• AI × HR = HRTech
Providing clients with newservices using AI, big data, etc.
• Converting educational content
into VR and selling it externally42

４Management Targets and Financial Indicators

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

43

Management Targets

Aiming for Net Sales of 150 Billion Yen and Operating Profit of 7.5 Billion Yen (Profit Margin of 5%) for FY 3/2028

Previous Medium-termManagement Plan Period

New Medium-term Management Plan Period

Next Medium-term Management Plan Period

Search out new investments (including M&A) to acquire ample roomfor growth in net sales

TargetNet sales:150.0B
Net sales plan from deepening
existing strategies

Operating profit: 7.5B

Operating profit margin:５%

OutlookNet sales:106.0B
Operating profit: 3.8B

Operating profit margin: 3.8%

FY 3/2025

Profit plan from deepening existing strategies

FY 3/2026

FY 3/2027

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

FY 3/2028

Fluctuations in profits affected by goodwill from investments

FY 3/2029

FY 3/2030

FY 3/2031
44

Financial Indicators

Management Targets

Management Indicators
Growthpotential

Net sales growth rate
(CAGR)

12.3% or more
Growth rate above industry standards

Profitability

Operating profit margin

5% or more

ROE

Average of 20% or more

ROIC

Average of 15% or moreSoundness

Financial leverage

2.5 times or more

Shareholder
returns

Dividend payout ratio

30% or more

Efficiency

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

45

５Company Profile

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

46

Company Profile

Trade NameNISSO HOLDINGS Co., Ltd. (Japanese Co. Name: ＮＩＳＳＯホールディングス株式会社)

Securities Code9332 (Prime Market, Tokyo Stock Exchange)

URL

https://www.nisso-hd.com/en/

Fiscal Year-end

March 31

Date Established

October 2, 2023

Capital2,016 Million JPY (As of March 31, 2024)

Headquarters

1-4-1 Shin Yokohama, Kohoku-ku, Yokohama, Kanagawa 222-0033

Business
Description

Business management of group companies, etc. engaged in manufacturing
dispatching・manufacturing contracting, general office dispatching・BPO, facility
nursing care・home-based nursing care, etc., and incidental or related
operations, etc.

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

47

List of Group Companies
Our Company・
HoldingCompany

NISSO HOLDINGS Co., Ltd.

Consolidated
subsidiary

NISSO CORPORATION

Manufacturing dispatching・
contracting, employment placement,
etc.

Consolidated
subsidiary

Vector Shinwa Co., Ltd.

Manufacturing dispatching・
contracting, etc.

Consolidated
subsidiary

EYE'S Co., Ltd.

Manufacturing dispatching, IT
engineer dispatching, FA support,
etc.

Consolidated
subsidiary

Nisso Brain Co., Ltd.

Administrative dispatching, BPO, etc.

Consolidated
subsidiary

Nikon Nisso Prime Corporation

Human resources dispatching,recruitment, etc.

NISSO CORP.’sspecial-purpose
subsidiary

Nisso Pure Co., Ltd.

Light work contracting, sale ofgoods, etc.

Equity-method
affiliate

Leaf NxT Inc.

Recruitment support, HR platform
services, etc.

Equity-method
affiliate

TSUNAGU GROUPHOLDINGS Inc.

RPO, personnel consulting, etc.

Consolidated
subsidiary

Nisso Nifty Co., Ltd.

Facility nursing care, home-based
nursing care, etc.

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

Manufacturing
・Production
Human
Resources
Services

Engineering
Human
Resources
Services

Administrative Human Resources
Services

Other Human Resources
Services

Nursing Care・Welfare Services

48

The Nisso Group Continues to Expand through Co-creation
In order to solve the problems of our customers face, we will not set any restrictions and will proactively promotecollaboration with potential partners. We aim to achieve new value co-creation (CSV) through group-wide participation inconsortiums including industry, government, and academia, business and capital alliances, investment in startups, and M& A.
anyany

AI for the
manufacturing area

M&A

HealthTech
anyCapital andBusiness Alliances
Into space

Joint Ventures/
Joint Investments
any

Toward a society
with zero mismatches
anyNew, safe batteries
anyMaking attendance management more convenient

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

49

Appendix

Detailed List of References for Previous Medium-term Management Plan Initiative Results
Initiative Results

Reference

Advanced the industry strategy

FY 3/2024, Full year, P. 22 of materials, etc.

Added EYE‘S Co., Ltd. as a consolidated Group subsidiary

FY 3/2024, Full year, P. 34 of materials

Alliances with different
industries:

Doctors Inc.

FY 3/2023, 2Q, P. 25 of materials

Interstellar Technologies Inc.

FY 3/2023, 3Q, P. 22 of materials

APB Corporation

FY 3/2024, 3Q, P. 30 of materials, etc.

Expanded training facilities (Kumamoto, Kansai)

FY 3/2024, 3Q, P. 31 of materials, etc.

Pursued industry-government-academia collaboration(in five regions nationwide)

FY 3/2024, Full year, P. 28 of materials, etc.

Exhibited at Manufacturing World in Japan

FY 3/2024, 1Q, P. 28 of materials, etc.

Reformed personnel system

FY 3/2024, Full year, P. 27 of materials, etc.

Enhanced educational facilities and programs(for engineers and caregivers)

FY 3/2024, Full year, P. 28 of materials, etc.

Promoted changing careers to be an engineer

FY 3/2024, Full year, P. 27 of materials, etc.

“Cloud Staffing” dispatching contract management

July 29, 2022 NISSO CORPORATION News Release“Start engineer” e-learning to train new personnel

FY 3/2024, 1Q, P. 23 of materials

Use of IT in recruitment operations

FY 3/2024, 1Q, P. 28 of materials, etc.

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

* “Materials” refers to financial results briefing materials NISSO HOLDINGS IR Library50

Confidential/Copyright 2024 NISSO Holdings All rights reserved.

51