FY 3/2022 - FY 3/2024

Medium-termManagement Plan
Nurturing and Bringing Out
the Best in People

人を育て 人を活かす

NISSO CORPORATIONTSE 1 Code: 6569

May 12, 2021

1Looking back so far

Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved1(Consolidated)

Net Sales and Operating Profit Trends

Despite the impact of the new coronavirus (COVID-19),
NISSO is on a path to recovery and on a stage for further growth

115.0B

Unit: Billion yen

90.0B

CAGR Results 4.8%

1001,000

Cons. Net sales

59.2B

74.9B

69.1B

68.2B

76.0B

6.7B
（5.8％）

5.050

4.0B

50500

3.0B

2.8B
Cons. Operating Profit（4.1％）（4.1％）

1.8B0075
7.5

2.5B（3.8％）（4.4％）

3.0B

2.525（3.9％）

CAGR Results 13.0%（3.0％）

00

FY 3/18

FY 3/19

FY 3/20

FY 3/21FY 3/22

Results
Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved

FY 3/23

FY 3/24

Medium-term Management Plan2

Review of Basic Strategy
Leads to the acquisition of certain market shares in Account Companies,
which are important clients

Personnel Strategy

Skilled Staff
High quality
personnel•Client Strategy
Dispatch as indefiniteterm employees

Consideration・
compensation according
to skills

Region-・industry-restricted indefinite-term
employees 5,436 staff• Oricon Customer Satisfaction Ranking
1st Place for 3 consecutive years•

AccountCompanies
Expand transactions
Account Company transaction ratio+ 8.6% increase•

Continue to expand market share by improving clientsatisfaction

Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved

3

Looking ahead to new growth

2Mission・Vision

Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved

4

Nisso Group's "Mission" & "Vision" We, the Nisso Groupwith Human Resources Solution Services that support

the growth of companies and people
 will fulfill our Mission ofCreating opportunities and hopes for people to work
 Vision（What we should aim for in 3 years）

To transform into a corporate group with high-growth potential（To become a corporate group with high-growth potential）

・Creation of a comfortable workplace
・Responding to social changes and changes in industrial structures
・Strengthening of governance
Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved5

Priority Implementation Items to Achieve Our Vision Materiality (Key Issues)

 Initiatives to be implemented

Materiality 1

Creation of a comfortable workplace
Understand the characteristics of the business, clarify what a "rewarding workplace" is,and make improvements• Respect for human rights• Practice of “Decent Work”• Promotion of employee health andsafety• Strengthening of cooperation
between business activities and theglobal environment

Materiality 2

Responding to social changes and changes inindustrial structures
Aim to change to business structures that are resistant to economic fluctuation
In addition, we will accelerate investments in rapidly changing business environments
such as diversity and DX
Materiality 3

Strengthening of governanceIn order to conduct management with an eye on sustainable growth, we will strengthen
corporate governance, promote compliance management, and establish a risk
management structure
Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved• Development of human resources
capable of responding to change• Support for the active participationof diverse human resources• Promotion and coexistence of local
community activities• Practice of sustainability
management• Strengthening of corporate
governance• Strengthening of compliancemanagement• Practice of risk management

63Medium-term Management Plan
（FY 3/2022 ~ FY 3/2024）

Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved

7

Social Environment AwarenessThe demands of companies and individuals are changing and diversifying, and digital technologies that solve themare developing. Also, the infiltration of new work-styles during the COVID-19 pandemic is accelerating.
 Social Issues
Decrease in theworking population

Advances indigital technology

Diversification ofwork-styles

Changes in companies•••Utilization of diverse human resources
Utilization of digital technology
Promotion of work-style reforms

Priority Issues

Technological innovation(DX) enables accurate
responses to thedemands of companies
and individuals

Changes inworker demand

Changes in individual needs andawareness••

Diversification and individualization ofwork-styles
Multi-cycle career formation*DX=Digital transformation

・Promote the introduction of new technologies and respond to diverse needs
Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved8Business Environment Awareness Manufacturing
Dispatching・Contracting
 Engineer Dispatching Mutual☁• The market size in 2023 is expected to be 2.37 trillion yen※
• Expected to decrease slightly to -7.1% compared to FY 2019☀

• The market size in 2023 is expected to be 1.29 trillion yen※
• Expected to increase significantly to +27.2% compared toFY 2019☂

• An era in which the business environment will drasticallychange due to the reorganization of the Tokyo Stock
Exchange in 2022 and the spread of COVID-19※Source: Current Status and Prospects of Human Resources Business2020 Edition (Yano Research Institute Ltd.)

Priority Issues

Taking advantage of the clutch of a rapidly changing business environment
as an opportunity
・Acquisition of high-growth potential that is not affected by economic fluctuations
・Formulation of a managementCopyrightfoundation
where diverse human resources can flourishⓒ 2021 NISSO CORPORATION All Rights Reserved

9Net Sales Target by Segment
Improve the quality of service of existing businesses and invest in the engineering business andnew services provided

115.0

B

Unit:120,000
Million yen
Cons. net sales

76.0

B

100,000

New businesses
80,000Engineer dispatching

500

90.0

B

12,60010.9％

17,40015.1％

77,80082,00074.0％2,5007,500

4,100

3,611
60,000Existing businesses(Dispatching・contracting・employment placement)

40,00061,62920,00094.7％

68,400

Other Businesses(Nursing care・welfare)

0

2,972

3,000

3,000

3,000

FY 3/21FY 3/22

FY 3/23

FY 3/24※FY 3/21 Inter-segment transactions -10 included

Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved

10Individual Strategy: Expansion of Existing Areas

Unit:
Billion yen
900
Existing net sales

600
60

61.6

33% increase

Existing net sales

82.0

BM&A

180
1815150

B
Gross profit

15.3B

12120（18.7％）

990Gross profit

30030

Expansion ofbusiness performance

百 Net sales of existing businesses

10.6B

606（17.2％）

3300000• Expansion ofexisting areas

Improvement of ・Placement of the right person in theretention rates
right place using talent management
tools

Expansion of
Educational
Opportunities

・Utilization of digital technology to
expand educational opportunities

Expansion ofRecruitment

・Investment in proactive promotions

FY 3/21 FY 3/22 FY 3/23 FY 3/24
（Improving quality of services）

 Strengthening the service supply system Increasing shares of account clients

Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved

11

Individual Strategy: Expansion of Engineering Area
 Engineer net sales
200Unit:Billion yen

15150

10100382%increase
Engineer net sales

3.6

B

Engineer net sales

17.4

B

Gross profit

3.4B

40

Newpartners

330

Digital technology (VR, etc.)202• Provision of new curriculums to• More people than ever before（19.5％）

Gross profit

Educationalcontents

0.8B（22.2％）

11055000

00

Advancement into newareas

Increased shares inexisting areas

FY 3/21 FY 3/22 FY 3/23 FY 3/24
（Advancing into new areas）

 Promoting M&A and alliances Providing new services such as SES
 Increasing shares in existing areas

IT Engineers

AI Engineers

Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved

Production technology
R&D
Design development

12Individual Strategy: Creation of New Businesses
150
Unit: Billion yen Life stage of "people"
New business net sales

12.625.0B20
2.0百 New business net sales

Job seeker

Careerenhancement

Employment

Expansion area

Retirement age

Job change

Reemployment

Existing area

Nursing careExpansion area

 Social issues

10 10100
Gross profit

1.8B（14.3％）

5 5501.515

Diversification of work-styles

Declining workforce

Changes in worker demand
Well-being

1.0
10

Advances in digital technology (DX) Services provided
50.5

Recruitment
Career development support using AI00 000e-Learning

FY 3/21 FY 3/22 FY 3/23 FY 3/24
（Building a second pillar）

 Strengthening cooperation with existingpartnerships
 Building new partnerships

Employment management
Support for active participationof people with disabilities

Healthcare support

 Value creation partners  Cross Compass(AI)CrossLink (IT)

Nisso Pure

 New partnerships (HR-Tech, HealthTech)

Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved


Nikon NissoPrimeNisso Nifty

13

Individual Strategy: Strengthening of Management Foundation

Strengthening competitiveness with "Business IT"• Introduction of talent management system• Active introduction of cloud services• DX promotion and new business development by digitizing existing operations

Strengthening the management foundation with "Corporate IT"• Diverse and flexible work-style selection• Clarification of career paths, career consulting functions• Development of education・training systems• Strengthening of on-site management (in collaboration with CrossLink)

Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved

14Investment and Financial Policies

Investment Policy（Aggressive investment）

Evolution of existing businesses andcreation of new businesses（Defensive investment）

Improving the efficiency・convenience of internal operations

Financial Policy（Efficient operation of resources）

3-year average ROE: 20% or more
（Securing investments and a stable financial foundation required for growth）

Financial leverage: 2.5 times or less
Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved15

（Consolidated）Management Target Values
Unit: Million yenFY 3/2022
AmountNet sales

Gross profit

76,00013,600

Increase(Decrease)＋7,786＋1,900FY 3/2023
Growth rate

＋11.4%＋16.2%

AmountIncrease(Decrease)90,800 ＋14,800
16,100＋2,500FY 3/2024
Growth rate

Amount＋19.5% 115,000 ＋24,200＋18.4%

21,000

17.9%

17.7%

18.3%

Operatingprofit

3,000

4,000

6,700

Profit2,000

attributable toowners of parent＋400＋15.4%

3.9%

2.6%＋1,000＋33.3%

4.4%＋407＋25.6%

2,800

Increase(Decrease)

Growth rate

＋26.7%＋4,900＋30.4%＋2,700＋67.5%＋1,900＋67.9%

5.8%
＋800

＋40.0%

3.1%
Copyright ⓒ 2021 NISSO CORPORATION All Rights Reserved

4,700
4.1%

16

Nurturing and Bringing Out
the Best in People

The forward-looking statements and performance forecasts contained in this document are forecasts
determined by NISSO based on information available at the time of preparation, and include potential
risks and uncertainties. Therefore, please be aware that the actual results may differ greatly from theforward-looking statements described due to changes in various factors.

For future IR-related inquiries

Investor Relations Office, NISSO CORPORATION
TEL

045-777-7630

E-mailir@nisso.co.jp

URL

https://www.nisso.co.jp/