32

Introduction
Value Creation by the Septeni Group
Human Resources

SocialManagement

Realization of a “Nameraka”
Society Through Creativity
and Technology—Business Activities—

Business Activities

33

Update on Medium-term Business Policies

34

Digital Marketing Business

36

Media Platform Business
Creating a “Nameraka” Society through Business—PERF, Inc.

40
41
43

Corporate Profile

The 5C Model of Integrated Online/
Offline Marketing

Reinforcing Our Management Foundation

Full-Year Review of FY2023/12

33

Full-Year Review of FY2023/12

Non-GAAP operating profit¥

5,091 million¥

4,319 million

¥

20.74

Total dividend

Total amount of share repurchases(unit: ¥mn)
2,000

1,831

1,500

745
971

Year-end dividend per share¥

5.2*15-month period due to irregular accounting.
*Due to partial share transfer of COMICSMART INC., which
operates IP Platform Business, revenue and Non-GAAP operating
profit are presented excluding discontinued operations.

500

0

1,086

436
256

FY2020

FY2021

FY2022

FY2023

Reinforcing Our Management Foundation

1,000

We transferred a portion of the shares of COMICSMART
INC., which operates IP Platform Business, and made it
an equity-method affiliate from April 2024. We aim toachieve sustainable and discontinuous growth in the
future by reforming its management structure andfurther enhancing its focus on the core Digital Marketing
Business. With regard to the IP Platform Business,
fundraising from outside the Group will enable it toinvest and operate businesses more boldly and flexibly
than ever before, which we believe will lead to thesustained growth and the maximization of corporate
value of COMICSMART INC., which in turn will lead tothe enhancement of our corporate value.

Business Activities

Basic earnings per share (EPS)

Share transfer of COMICSMART INC.

Changes in the Total Shareholder Returns

Human Resources

Profit for the period attributable toowners of parent

For our approach to shareholder returns in future capital
allocation, please refer to page 35.

Value Creation by the Septeni Group

34,267 million¥

Management

Revenue

We recognize that returning profits to shareholders is
one of the key management issues. In February andMarch 2023, the Company repurchased 2,200,000
shares of its common shares with the aim of increasing
shareholder return through improved capital efficiency
and implementing flexible capital policies in responseto changes in the business environment.
In November 2023, we changed our Shareholder
Return Policy with the aim of further expanding
shareholder returns. In our Dividend Policy, we raised
the consolidated dividend payout ratio from 15% to

25% and the minimum annual dividend per share from
¥2 to ¥3.
We have also clarified our stance on our Shareholder
Return Policy by clarifying our approach to share
repurchases. We will continuously consider and flexibly
implement share repurchases, comprehensively
considering various indicators such as market
environment and investment opportunities in business.
We will continue to discuss and consider ways tofurther enhance the return of profits to shareholders.

Introduction

Consolidated Earnings Highlights

Share repurchases and update onshareholder return policy

Corporate Profile

34

Update on Medium-term Business Policies

Introduction

Three Focus Points

Reorganization and strengthening of the Digital Marketing BusinessGroup synergies utilizing the Digital Marketing Business assets

Business Activities

Creation of business from within each area

Digital Marketing Business
Please refer to pp.36–40 for more details.

Media Platform Business

Data & Solutions

Direct BusinessCorporate Profile

SEPTENI HOLDINGS CO., LTD. (Holding company)

Please refer to pp.41–43
for more details.

Reinforcing Our Management Foundation

New Area DivisionMarketing Communication

Human Resources

Under the medium-term theme “Focus & Synergy,” wehave three focus points. The Digital Marketing Businessis divided into three areas: the Marketing Communication
Area, the Direct Business Area, and the Data &Solutions Area, and the Group will develop area
management while promoting business reorganizationand strengthening. In addition, we aim to generategroup synergies by utilizing the assets of the DigitalMarketing Business and create new businesses fromwithin each area.

Value Creation by the Septeni Group

Medium-term focus point

Management

Under the new management structure, the Group set the medium-term theme from the fiscal year
ending December 2024 onward as “Focus & Synergy.” Based on the human capital managementthat has been built up to date, we will create synergies among its business segments and within its
business areas while evolving its strengths to become a group with multiple strong businesses,
aiming for sustainable growth and increased corporate value over the medium to long term.

35

Update on Medium-term Business Policies
Capital allocation approach

Revenue
Non-GAAP operating profit
Operating margin (to revenue)(unit: ¥bn)
40
35.0
31.0

27.7

20.0

17.7
15.2

14.5

20
15

20
10
10

FY2024(Estimate)

CY2023(Result)

FY2025(Plan)

8.0

FY2026(Plan)

5

EPS Trends (FY2024 and beyond are assumed images at the present time)
Decrease

Increase due to sharetransfer of
IP Platform Business &business growth(unit: ¥)
40

20.74

20.59

20

Decrease due toshare transfer of
IP Platform Business

11.58

Cash anddeposits
at the endof FY2023

100

Dilution due tothird-party allotment
capital increase
FY2020

FY2021

FY2022

Shareholder
return• Stable payment ofdividend• Continuous consideration
to increase dividend
payout ratio• Implementation of flexible
share repurchases

31.38

30.54

FY2023*

FY2024FY2025

FY2026• Securing appropriate
working capital

Corporate Profile*FY2023 figures are for 15 months.

Cash onhand

Reinforcing Our Management Foundation

Announcement of
the deepening ofDentsu alliance30

Operating
CF duringthe mediumterm plan
periodTotal

Investments
for businessgrowth• Investment for organic
growth and new
business creation• Consider M&A as
appropriate for growthin each area of DigitalMarketing BusinessBusiness Activities

Increase

Capital Allocation0

Human Resources

0

6.2

4.7

4.0

Value Creation by the Septeni Group

30

(%)
25

40.0

For growth investments, we will consider investments fororganic growth and the creation of new businesses, aswell as M&A for growth in each area of the DigitalMarketing Business.
We will also continue to discuss on increasing
dividend payout ratio and implement share repurchases
flexibly while considering the continuity and stability of
dividends.

Management

Centered on the Digital Marketing Business, we aim toincrease revenue and profit and improve operating
profit margin over the next three years. In the fiscal year
ending December 2024, the transfer of a portion ofshares of the IP Platform Business is expected totemporarily boost the profit attributable to owners ofparent, resulting in a significant increase in the EPS.
Thereafter, we expect a rebound from the positiveeffects. However, during the term of this medium-term
management policy, we aim to double EPS results for
FY2021/9 announced at the time of the deepening of
the alliance with the Dentsu Group.

Consolidated Three-Year Plan
(after reclassification of discontinued operations)Introduction

Three-year plan (from FY2024 to FY2026)

36

Digital Marketing Business

Introduction

We engage in businesses that provide comprehensive DX (digital transformation) support, mainly in the marketing area, such as marketing support throughonline-offline integration centered on the sales and operations of digital advertising, and the development and provision of solutions utilizing data and AI.

Management

Business Model
Digital Marketing BusinessDX support

Clients

Providingsolutions• Planning and design of integrated
marketing• Planning and design of commercials
and promotions• Ad operation
etc.

Distribution
and display ofadvertisement

Purchase ofadvertisement

Value Creation by the Septeni Group

Ads

Internetmedia

Data & Solutions• Support for construction andutilization of data infrastructure• Maximization of advertising
effectiveness• Engineer training and dispatch• Offering cloud-based CRM services• Offering AI solution tools
etc.

Information dispatch

Revenue and Non-GAAP Operating Profit
Revenue

25,00032,112
26,066

Dentsu alliance sales

6,203

28,9006,203

15,0005,000
0Sales from the Collaboration with Dentsu Group

Non-GAAP operating profit

19,863

Share in the Digital Marketing Business(unit: ¥bn)
50

25.6

40
8,124
1,736
6,389
CY202225,908

8,527
1,736
6,791

FY2023*7,500

FY2024(Estimate)*15-month period due to irregular accounting.
(Note) The dotted line shows results from October to December 2022.

17.7

30
20
10
0

10.0

35.0

27.8

20

21.8
10

7.9

3.9
2.9

CY2019CY2020CY2021

CY2022

CY20230

Corporate Profile

Please refer to the following for details.
https://www.septeni-holdings.co.jp/en/ir/finance

21.3

(%)
30

Reinforcing Our Management Foundation(unit: ¥mn)
35,000Business Activities

In the fiscal year ended December 2023, despite theeconomic impact, we acquired new clients andexpanded existing businesses. In collaboration with theDentsu Group, both the number of clients and sales
increased steadily.
We also made up-front investments centered onstrengthening investment in human capital in April
2023. Through this, we aim to enhance ourcompetitiveness in the recruitment market andmaximize the value of our human capital. In this way,
we aim to increase our corporate and shareholder
value by enhancing the effectiveness of businessgrowth in the medium-to long-term.

Human Resources

Business overview of FY2023/12

Users

Campaign implementation, operation andeffectiveness measurement

37

Digital Marketing Business

Introduction

Digital marketing business policies and strategies

Market• Progress in the digital conversion of the domestic advertising market• Increasingly complex and sophisticated marketing issues faced by clients

MarketingCommunication Area

Opportunities

Focus• Further enhance the strengths ofdigital×offline media

Direct Business Area

Japan

Over 60%

(%)
60

30

38.5
26.9

47.8
36.2

52.6
39.8

55.8

43.5

Over 50%

30.3

Data & Solutions Area

• Strengthen customer development
support by leveraging the technologicalcapabilities cultivated to date

Synergy
CY2018CY2019CY2020CY2021

CY2022

CY2023

CY2024 CY2025 CY2026(Estimate) (Estimate) (Estimate)*Source: Dentsu Group (Global Ad Spend Forecast, Advertising Expenditures in Japan)• Develop into peripheral areas to further
strengthen the development organization

Corporate Profile

20
0

Focus

45.5

Reinforcing Our Management Foundation• Develop new business in sales of own
products by leveraging the Group’s
know-how

The Digital Share of the Advertising Market

40

SynergyBusiness Activities• Provision of full-funnel marketing support, including utilization ofdata solutions and AI• Creation of new businesses from within each area

Human Resources• Online-offline integrated marketing• Expansion of capabilities through alliance with Dentsu Group

42.8

Synergy• Strengthen development and sales ofsolutions by consolidating functions
within the GroupStrengths

50• Promote the alliance with Dentsu Group• Strengthen integrated marketing

Value Creation by the Septeni Group

Focus

Current Situation

GlobalManagement

As DX in the advertising market progresses, to be able to provide full-funnel services in the marketing area and create
new businesses in adjacent area while enhancing our strengths, we divided the Digital Marketing Business into threeareas and will proceed with organizational restructuring under a new management structure.
In addition, we aim to further strengthen our core Digital Marketing Business through “Focus & Synergy” in each area.

38

Digital Marketing Business

Introduction

Message from the Executive Officer supervising the businessBusiness Activities
Reinforcing Our Management Foundation
Corporate Profile

Going forward, we estimate that the digital advertisingmarket will continue to grow, but that the growth rate
will gradually moderate as the digital ratio in the overall
advertising market increases. That is why we believe
that, in order to continue to resolve clients’ issues andmeet the expectations of the Group, it is essential toexpand the areas where the Group can provide value,
focusing on digital marketing as the main axis while
taking a broader and more comprehensive view ofoverall marketing than ever before.
In the Domestic Marketing Communication Area,
which drives the Group’s growth, we will promotecollaboration with the Dentsu Group at an even faster
pace, guided by “Focus & Synergy” set as a theme inour medium-term business policies. By doing so, wewill enhance online/offline integrated proposals andcreate best practices of digital-based integrated
marketing with our clients. As a result of exploring how

Human Resources

Against the backdrop of the advancement ofdigitalization in society, the domestic Internet
advertising market in 2023 saw a steady growth of
108% compared to the previous year, expanding its
share to 45.5% of Japan’s total advertisingexpenditures of 7.3 trillion yen. This shows that theimportance of digital in the advertising market isincreasing year by year. With such market changes, inthe fiscal year ended December 2023, alongside theexpansion of digital marketing aimed at sales
promotion, which has been a longstanding strength of
the Group, there was an increase in the need fordeveloping integrated online/offline marketingstrategies, as well as for providing services across theentire funnel from awareness to acquisition. This led toa further increase in opportunities for offering
integrated marketing, which is one of the key
strategies for the Group.

Value Creation by the Septeni Group

Yusuke Shimizu
Director, Group Executive Vice President and Executive Officer
President and Representative Director, SEPTENI CO., LTD.
President and Representative Director, Septeni Japan, Inc.

Management

Aiming to create a best practicefor integrated marketingstarting from digital

we can combine our capabilities with the assets heldby the Dentsu Group over the past few years,
integrated marketing that supports clients bycombining digital advertising and digital solutions withmass advertising has been established as a strength.
We feel that the relationship of trust created throughour collaboration to date has become the foundation,and that we can generate many achievements throughthe synergy of our client, the Dentsu Group and theGroup, and our partner companies.
Integrated marketing through collaboration with theDentsu Group is not just a joint effort to develop
simple online and offline advertising. Going forward,
we aim to initiate innovative initiatives that transformthe creative production process itself, such as
combining virtual production with our AI solutions. We
will also continue to realize initiatives to respond toclient needs more extensively and effectively than everbefore by promoting collaboration and cooperation invarious fields.
In addition, we will promote the provision of full
funnel marketing by strengthening collaboration
among group companies with the aim of resolving
increasingly complex client issues while focusing on
advertising. We will accelerate synergies within theGroup while focusing on utilizing the generative AI anddeveloping CX solutions.
As a group with digital-centric capabilities, we aim
to expand client-oriented solutions beyond
advertising, enhancing the effectiveness and executionof integrated marketing through synergy with theaforementioned Dentsu Group, thereby driving further
growth for the Group.

39

Digital Marketing Business

Overseas Marketing Communication Area

Aiming to strengthen integrated marketing in direct
marketing and creating new revenue opportunities

Kazunari Kondo

Septeni Group Senior Executive Officer
CEO, Septeni Global G.K.

Septeni Group Senior Executive Officer
President, Dentsu Direct Inc.

Reinforcing Our Management Foundation
Corporate Profile

In the Data & Solutions Area, we aim to use ourtechnological capabilities as a foundation to strongly
support the growth of the Digital Marketing Business andcreate new revenue opportunities. In order to overcome
competition in the Marketing Communication Area, weare leveraging the large amount of distribution record
data accumulated across various clients and industries andour collaboration with the Dentsu Group to continuallydevelop and provide unique marketing solutions that noother company has.
In addition, we will develop solutions that meet market
needs by leveraging the technological capabilities andexperiences possessed by our several hundred engineers.
In DX market, which is expected to grow further in the
future, we will pursue more aggressive businessdevelopment than ever to create growth opportunities.
Previously, each area and group companies had been
aiming for revenue growth respectively while leveraging
their centrifugal force. However, the Data & Solutions Area
has a wealth of human resources with diverse skills andexperiences both domestically and overseas. By bringing
together the strengths and experiences of these humanresources, we will provide DX solutions that are even morevaluable to our clients, which will lead to stronggroupwide growth.

Business Activities

In the Direct Business Area, we aim to support thegrowth of the Digital Marketing Business and create newrevenue opportunities based on online/offline integrated
direct marketing.
First, in order to further strengthen integrated
marketing in direct marketing, the foundation of this area,
we aim to improve our competitiveness by leveraging
expertise in the business to strengthen our services andlinking digital and offline media more seamlessly, while
focusing on our clients’ needs. Second, we plan to launcha sales guarantee business, OEM, and D2C business in thefiscal year ending December 2024 to create a revenue
model that does not rely on traditional advertisingmodels. By utilizing and strengthening the knowledge ofthe Group, we believe we can grow into a core business inthe future. With these two as the cornerstones of ourstrategy, we will invest in creating an environment andfostering a culture conducive to nurturing talented andmotivated individuals, driving client success, and fosteringbusiness growth, and be committed to fulfilling our
responsibilities to society while maintaining a strong senseof ethics and sustainability.
We will first aim to become industry leaders and strive
to be a unique presence that creates vitality for both ourclients and society. By doing so, we will contribute to theoverall growth of the Group.

Masayuki Takano
Septeni Group Senior Executive Officer
Representative Director and CEO,
Septeni Data Solutions, Inc.

Human Resources

In the Overseas Marketing Communication Area, we aredeveloping global business in three regions: the UnitedStates, China, and Southeast Asia. In the U.S. and China,
we provide marketing support to world-class app
developers, as well as support for both the expansion ofoverseas companies into the Japanese market (out-in
strategy) and the overseas expansion of Japanesecompanies (in-out strategy).
In Southeast Asia, a multi-lingual, multi-cultural society,
we are developing our business with a focus on B2C digitalmarketing support for multinational corporations. Currently,
we are mainly operating in Malaysia, Singapore, andIndonesia, and focusing on strengthening our approach toadvertisers throughout the region and in each country.
In all regions, we are promoting business expansion
centered on digital marketing support for large-scaleclients while promoting on-off integration that leverages
the Group’s sales resources. We will leverage ourintra-group resources, such as engineers and data
analytics, to the fullest extent, and develop comprehensive
services as partners that address customer issues.
In addition, while emphasizing human capital to support
the growth of our overseas business, we will aim to expand
our market share and improve customer satisfaction.

Developing solutions that support clients’ DX byleveraging the technological capabilities andknow-how we have cultivated

Value Creation by the Septeni Group

Daisuke SuefujiData & Solutions Area

Management

Developing comprehensive services tailored toclient issues in the three regions of the United States,
China, and Southeast Asia

Direct Business Area

Introduction

Messages from the Executive Officers in charge of each area

40

Digital Marketing Business

Introduction

The 5C Model of Integrated Online/Offline Marketing

05

Core

Co Creation

Communication

Cost Control

Connect

Link strategy,
distribution andindicators

An organized
online/offline
co-creation system

Integrated
communication
designOptimizethe online/offline
budgetary allocation

Online/offline
data integration

Example:Expansion toconnected TV ads

Example: Effective digital measures in line with the airing of TV commercials

There are many clients that would like to carry out integrated
online/offline marketing as a matter of course, but there aremany hurdles when it comes to actually doing it and many
processes that are not systemized, so they don’t know whereto start from, and I’ve seen a number of cases where a topic
that was highly important was treated as if it were low priority.
By using the 5C Model, we are able to make systematic
proposals to clients while having a shared awareness within
the team of what needs to be done next to achieve
online/offline integration. We are also developing andproposing solutions that suit different needs and situations
and enhance the creation of case studies that can earn us
trust. We are working hard every day to create a situation
where Septeni is the first name in everyone’s mind when it
comes to integrated marketing.

Example: Integration of online/offline purchasing data

As users’ behavioral patterns and contact points with media
become increasingly diverse, there is growing demand for
integration between TV commercials and digital advertisements.
In such an environment, the fact that we have systemized the
5C Model and can discuss online/offline integration in termsof stages gave some clients the expectation that the Group
has the structure to achieve integrated online/offline
marketing, and that it could be utilized in their own marketing.
The model is also really useful not only when dealing withclients but also as we work on our collaboration with theDentsu Group, because we are able to work with a sharedacknowledgement of our current position and the next point
we should aim for.

Corporate Profile

marketing are categorized into 5 Cs. Since the 5C state
to be achieved at each phase differs, we needstrategies for the 5 Cs at each of the three phases.
Then, to connect the actions needed in each phase, wecreate a 5C Model Checklist that links the 5Cs to theactions, and endeavor to have the same indicators as
our clients based on that checklist.
As demand for integrated online/offline marketing
steadily increases, creating a model that is easy forclients to understand will make it possible for theGroup to maximaize the value it provides throughcollaboration with the Dentsu Group.

Head of Integrated Planning Department
Integration Marketing Division
Septeni Japan, Inc.

Reinforcing Our Management Foundation

The 5C Model is a framework for realizing
online/offline integration in stages. It is made up of
three points, namely:(1) Break it down into three phases(2) Divide the elements that are needed for integration
into 5 Cs, and(3) Establish the actions necessary for the 5 Cs at eachof the phases.
The phrases are divided into three—channel
integration, mass digital coordination, and online/offline
integration—according to the status of client initiatives.
Furthermore, the elements needed for integrated

COMMENT

Mizuki Matsuura

Business Activities

Phase.3
Online/offline
integration

04

Human Resources

Phase.2
Mass digitalcoordination

03

Value Creation by the Septeni Group

Channelintegration

02

Head of Integrated Communication &Creative Department
Integration Marketing Division
Septeni Japan, Inc.

Management

Phase.1

01

COMMENT

Marin Kamikura

41Media Platform Business

Activity support

Corporation/GroupOn-boarding support• Employment Platform Business• Social Contribution Platform BusinessSupport action on
the Internet• Childcare Platform Business

Sales ofchildcare goods• Management of a specialized
matchmaking service for dating
and marriage. Planning andsales of cosmetics

Revenue

Registration of
information(unit: ¥mn)
2,500

Users

(unit: ¥mn)
500
300

1,958
-107
-135
FY2022-77-29

FY2023*2

100

10

0

FY2024 (Estimate)*1 The amounts for continuing operations, excluding discontinued
operations, are shown following the partial transfer of shares in
COMICSMART INC., which handles the IP Platform Business.
*2 For 15 months due to irregular accounting period. The dotted line shows
results from October to December 2022.

The head of business of each Group company will provide an overview of their businesses for the fiscal year ended December 2023, and their future policies.

KeisukeShimogakiManagement of the Childcare
Platform Business

YosukeMarutani

Strong performance in both existing and new domains,
creating many social contribution initiatives“photto,” a product to convey the feelings ofsenders of baby gifts, developed and put on sale2023, the 10-year anniversary of ViViViT, which directly connects
designers and companies, saw an increase in the number of users
and clients, as well as record profits. In addition to the newgraduates domain, which has been a target since release, utilizationof the platform in the mid-career domain has been increasing, andthe offline conference for mid-career designers that we hosted,“Dezanare,” was a great success with over 2,000 reservations.
Going forward, we will also work on creating new businesses in thedesign domain by harnessing the ViViViT database.

With respect to our main business domain of promoting
donations to NPOs, the number of friends of the official LINE
account has greatly expanded, surpassing 650,000. We wereable to provide information on social contributions to many
people via LINE and generate a large number of donations.
Meanwhile, the new domain of bequests (the free transfer ofpart or all of a deceased person’s estate through their will) has
been steadily growing, and we will continue working to provide
a variety of avenues for social contribution.

We have developed “photto,” a product that can be attached
to a baby gift to express a message of “no need to pay us back,just take it easy,” along with some rooibos tea, and have begun
selling it on amanoppo, an e-commerce site for children’s goods
that we operate. “photto gifts” are a new type of gift that allows
the recipient of a baby gift to take a break and relax over a cupof tea, and then return the gift with a photo or a message ofgratitude once things have calmed down.

Corporate Profile

Steady growth in ViViViT users and clients,
and record profits

Reinforcing Our Management Foundation

DaichiKomiyaManagement of the Social Contribution
Platform BusinessBusiness Activities

Please refer to the following for details about the results.
https://www.septeni-holdings.co.jp/en/ir/finance/• HR Technology Business

Management of the Employment
Platform Business

2,300

428

1,799

500
0

• Planning, development andoperation of content IP business
utilizing the blockchainMedia Platform Business Topics

2,386

1,500

Provision ofa dating service
Sales of cosmetics

Non-GAAP operating profit

Human Resources

Support for
utilization ofblockchain technology

Media Platform Business

Revenue and Non-GAAP Operating Profit*1

Value Creation by the Septeni Group

Provision of
information on
job seekers

Management

Business Model

Introduction

The Media Platform Business develops platform-type businesses related to “employment,” “social contribution” and “childcare,” and businesses thatutilize the Group assets in industries other than the Internet industry, focusing on areas of potential growth in the near future and social issues.

42Media Platform Business

Introduction

Koki Kaku

Opened HERO Marriage, a marriage agency for men

Tatsuya
ShindoExpanding the provision of “HaKaSe Onboard,”
a DX service that supports employee onboarding
HaKaSe Onboard, an onboarding service launched in 2021 thatuses scientific data to help optimize the assignment of new
employees and promote retention after assignment, performed
well, with 50 companies adopting the service and a 90%
retention rate (as of December 31, 2023), resulting in increased
revenue. Going forward, we will continue working to acquire
new clients.

*Communities where fans develop and manage their own rules and budgets

Planning, Development and Operation ofContent IP Business Utilizing the Blockchain

Issei Ukai

Established a new company to provide a frameworkfor delivering Japanese IP to the world, focusing on
the IP content business domain
The first official NFT project for the anime IP “Ghost in the
Shell” was rolled out globally, leveraging the open nature of theblockchain to deliver the IP to 85 countries. We will continue
working to create systems to deliver content IP from Japan to
the world and take on the challenge of transforming thestructure of the industry.

Corporate Profile

Drawing on the expertise we have gained through “Photojoy,”
our on-site photography service specializing in profile photos fordating and marriage matchmaking, which has now reached acumulative total of over 30,000 users, we provide total support
from meeting to matchmaking, leading to successful marriages.
We ensure our customers can use the service with peace ofmind by offering photography at no extra charge, a variety ofcourses, and a system that allows consultations at any time. We
have received many applications for membership since launch,
resulting in a number of successful marriages.

Proposals for Utilizing an AI Matching
System and Supporting Design ofRecruitment and Training Systems

We have pre-launched a fan community service with our partnercompanies that authorizes IP use by fans to create “autonomous
economic zones.*” We offer solutions that make it easy forfandoms to generate content, including support ads. We arecontinuing to develop and validate several solutions, including
advertising products in the entertainment domain, as well as
D2C and event IP.

Reinforcing Our Management Foundation

Jun
KagamiAs a result of the positive reception given to the activities of“SEPTENI RAPTURES,” which has visited several schools in
Kochi Prefecture and conducted workshops, etc. for elementary,junior high and high school students, a partnership agreement
was signed to promote street dance in the prefecture. We
promote various initiatives to revitalize communities andpromote education by performing at events, judging dancecontests, holding workshops, and more.

Pre-launch of fan community service, and development
and validation of multiple solutions in progress

Business Activities

Management of a Specialized Matchmaking
Service for Dating and Marriage, andPlanning and Sales of Cosmetics

Partnership agreement signed with Kochi Prefecture
to contribute to sports promotion, regional
revitalization, and the realization of a sustainable,
harmonious society through dance

Kazuyoshi
Maeda

Human Resources

Having co-created brand identities for more than 100
companies with a focus on helping them formulate theirphilosophies and purposes, SIGNCOSIGN has deepened its
partnerships with outside branding firms, which has led to anincrease in projects such as logo design, visuals, and website
development. In addition, the “co-creation of personalphilosophies,” which we have been promoting for several years,
has begun to function as a solution to meet the demand forinner branding, and we are steadily growing as a partner that
can assist in the entire process to achieve sustainable branding.

DX Support in the Entertainment Industry
Yuki Yanagi

Value Creation by the Septeni Group

Expanding our capabilities as a partner that can
support sustainable branding

Participation in the Professional
Dance League “D.LEAGUE,”Team Management and Development

Management

Co-Creation Support for
Corporate Design

43Media Platform Business

Developing the dance industry by
involving non-dancers

Dance and regional revitalization

Corporate Profile

A workshop held in Kochi Prefecture

Reinforcing Our Management Foundation

In addition to the D.LEAGUE, we are also actively
engaged in activities to popularize dance. As part ofthese efforts, in February 2023, we concluded apartnership agreement with Kochi Prefecture with theaim of contributing to the development of sports,
regional revitalization, the realization of a sustainable,
harmonious society, and the promotion of education
through dance.
Kochi Prefecture faces various challenges inpromoting sports, such as the fact that 93% of theprefecture’s land area is mountainous, with few venues
for sports activities close by, and a declining
population, which makes it difficult to conduct teamsports. In response, street dance has attracted
attention as a “life-long sport” because it can beenjoyed regardless of geographical conditions andbecause people of all ages and genders canparticipate together. SEPTENI RAPTURES was selected
as a partner to promote the initiative, and has visitedseveral schools to hold workshops and events forelementary, junior high, and high school students.

Business Activities

PERF formed the professional dance team “SEPTENIRAPTURES” with dance, a fusion of “sports,” “culture
and art,” and “entertainment” as its business domain.
It participates in the D.LEAGUE, a Japanese
professional dance league.
It is said that there are over 6 million* people inJapan who participate in street dance, a number thatrivals that of major sports such as baseball and soccer.
At many of the dance events I attended before PERF
was established, the majority of the people present
were dancers and other people involved, and I had
the strong impression that “people who go to see
dancing = people who dance.”
Conversely, with the D.LEAGUE, you will find acertain number of people who go just to watch (and
don’t themselves dance). I believe that in developing
the dance industry, our mission is to increase thenumber of “people who dance,” “people who watch,”*Reported by the Street Dance Association

Human Resources

Representative Director
PERF, Inc.

Dance is a sport where all sorts of videos that canbe used as teaching materials and a huge amount ofmusic to inspire dancers are available online, and they
spend a great deal of time watching these images andstudying how their bodies move and how they hearsound. As such, it is perfect for creating sports
opportunities in a region like Kochi Prefecture, whichfaces various challenges in this regard, and I realizedthat urban sports, including dance, can help solve
local issues.
We started out with the mission of “solving issues
through digital transformation of the sports area.”
However, in addition to this mission, we believe that
the Group’s role in the sports business should be to“solve issues in the corporate and public sectors
through sports” while pursuing investment returns forsponsoring companies.

Value Creation by the Septeni Group

Yuki Yanagi“people who talk about dance,” and “people who get
involved” in a more intensive manner, and through the
D.LEAGUE, I would like to make conscious efforts indomains where our company can contribute.

Management

By applying the expertise we have cultivated in Internet-related businesses to other industries, the Group is developing businesses
that harness the recent waves of the digital shift and DX to realize a smooth society through the power of technology.
In this regard, we will introduce the efforts of PERF, Inc. which is engaged in dance in the “Sports and Entertainment” area.

Introduction

Creating a “Nameraka” Society through Business — PERF, Inc.