Inspiring
the world withentrepreneurship

Integrated Report 2020

Our Values Corporate Philosophy and Code of Conduct

Corporate Philosophy
MissionInspiring the world with entrepreneurship
VisionTo create a strong and great company
Creed

Hinerankai
In Kansai dialect, this means ”Think outside the box.”

Code of Conduct
The Septeni Way
Speed

Speed is preferred —even if it comes with a little
bit of roughness —over sophisticated but slow.
We place speed first and follow a
process of repeated trial and error
in an effort to achieve a higher levelof completion.

StretchPartnership

Setting challenging targets

Achieving mutual growth

We believe it is important to makeinnovations that meet challenging
targets. The steady accumulation of
day-to-day changes ultimately leads
to remarkable growth.

We all work hard, in competition andin cooperation, from the perspectiveof the management team to build abetter company.

Integrated Report 2020

INDEX

Fair & OpenDiversity

Make things simple and easy
for anybody to understand.

Using diversity as acompetitive edge

We ensure fairness and openness
in constructing an environmentand relations.

OUR MISSION

PassionFree & Rule

Remaining passionate

Freedom within discipline

We respect all human rights andmutually recognize diversity. We
work to realize working styles inwhich individuals can exhibit andapply their respective strengths.

We believe that passion will help us
increase our capacity and consistently
produce positive results. We continue
our own personal development tostimulate corporate growth andcontribute to society.

The decisions we make are not dictatedby whether something is beneficial,
but whether it is right. We comply
with the corresponding regulations
and ordinance and with the spirit oflaw, while concentrating on doing
our jobs seriously yet happily.

OUR STRATEGYOUR WAYCOPORATE DATA

1

Editorial Policy

Message from the Chief Executive Officer

3

Feature: Group Company Leaders Discuss the First Step toa Vibrant Future7

A 30-Year Track Record of Challenge and Creativity

15

The Power to Grow by Addressing Change

16

Our Value Creation Model

17

Overview and Progress of Midterm Business Policies

18

Strategy by Business
Digital Marketing Business

20

Media Platform Business

22

Strengths That Are the Source of Value Creation

24

An Outside Director’s Perspective on the Septeni Group’s Human
Resources and Corporate Culture

28

Processes That Are the Source of Value Creation

Forward-Looking Statements
Statements other than historical facts contained in this report are forward-looking
statements that have been prepared on the basis of certain assumptions and thejudgments of the Company’s management derived from currently available
information. Therefore, information such as actual business results announced in
the future may differ depending on various factors, and the Company is not
responsible for any damages resulting from the use of the information in this report.

Septeni Group Website
https://www.septeni-holdings.co.jp/en

Covered in this report

Investor Relations
https://www.septeni-holdings.co.jp/en/ir/
CSR
https://www.septeni-holdings.co.jp/en/csr/

Covered on our website

CSR

31

Corporate Governance33

Importance to management

Consolidated Financial and Non-Financial Highlights (IFRS)

Integrated Report 2020

The Septeni Group aims to help realize a sustainable society by working
to resolve social issues through its businesses. We publish the Integrated
Report to give our stakeholders an overall understanding of the Group’s
progress and value creation through its business activities. This reportpresents management policies and business strategies from a mediumto-long-term perspective, as well as financial and non-financial
information, using as reference the International Integrated Reporting
Framework issued by the International Integrated Reporting Council and
the Guidance for Integrated Corporate Disclosure and Company–Investor
Dialogue for Collaborative Value Creation compiled by the Ministry of
Economy, Trade and Industry of Japan. For more detailed IR and CSR
information, please visit our website.

Importance to stakeholders HighContents

INDEX

High

Storie(s) (Japanese only)
https://note.com/septeni_group

36

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

2

Message from the Chief Executive Officer

Tough, gentle and fun. We
will leverage these strengths
as we look past change tocreate new value as we leadthe way to a new era
Koki Sato
Representative Director and President,
SEPTENI HOLDINGS CO., LTD.
Group President and Chief Executive Officer

Integrated Report 2020

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OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

3

Message from the Chief Executive Officer

Record-High Revenue in the Fiscal Year Ended September 2020 Attests to the
Septeni Group’s Strengths during the COVID-19 Pandemic
The global COVID-19 pandemic that

normal” created by COVID-19.

started in early 2020 has also had

Consequently, our business results

an impact on the Septeni Group’s

have been on a clear growth track

Revenue

Non-GAAP Operating Profit

management. We experienced asince bottoming out in May. There has

substantial negative impact, including abeen no apparent downside to remote¥17,938 million¥2,452 million

drop in demand for digital advertising,work, and revenue reached a record(Up 6.8% year on year)(Up 18.8% year on year)

particularly from March through May.

high in the fiscal year ended September

The Group transitioned to remote work

2020. This result has reaffirmed for me

as a rule from late February 2020, andthe resilience of the Septeni Group’s

our adaptation to this new lifestylebusinesses. It is evidence that our core

proceeded smoothly as we fine-tuned

value of functioning as an “operating

our measures in each business andsystem” has resulted in management

shifted personnel to fields where wethat is highly resilient, even to an

can expect growth despite the “newunprecedented pandemic.

Net Sales (Year-on-Year Change)

Revenue (Millions of yen)

13,862+27.9%+15.9%-11.7%

Consolidated Results

2016+19.0%-12.0%-21.1%

Apr. 2020

May 2020

Jun. 2020

Jul. 2020

Integrated Report 2020

Aug. 2020

Sep. 2020

INDEX

OUR MISSION

15,272

14,702

2017

16,796

17,93820182019(Years ended September)

2020

Looking at changes in the market,

restrained by factors such as customs

spurred by the Japanese government’s

and regulations. By staying just slightly

announcement of a state of emergency,

ahead of social change—a feature of

growth in stay-at-home demand was

the Septeni Group—we will pick up

pronounced, with greater-than-expected

hints from seemingly trivial social

growth of the Septeni Group’s online

indicators, enabling us to create andsubscription-based content and online

market new products and services.

sales. However, this change was alreadyI trust you can see how this businessemerging in various fields, even before

style has been reflected as an even

the COVID-19 pandemic. I think that thegreater strength in our consolidated

pandemic accelerated change in thefinancial results for the fiscal year

market, which had previously been

ended September 2020.

OUR STRATEGYOUR WAYCOPORATE DATA

4

Message from the Chief Executive Officer

Rollout of Our DX Support Business and Other Initiatives to Promote Domain Expansion,
the Theme of Our Midterm Business Policies
The Group’s Midterm Business Policies

generating stronger results from ourfor the three-year period from 2020

integrated online/offline marketing

to 2022 employ a rolling method in

proposals through our alliance with thewhich we review the overall business

Dentsu Group. In addition, the newplan every year, backcasting from acompany we established in January

long-term strategy after taking into

2021 will develop the data andaccount changes in the social

solutions domain as a growth driver.

environment. We have updated theIn the Media Platform Business,

Midterm Business Policies for 2021 to

we aim to return to profitability within

map out strategies for mid-to-long-term

three years by increasing revenue andgrowth in response to accelerating

reducing operating losses throughdigital transformation (DX), capitalizing on

growth in each business area. We expect

changes in people’s values, consumption

a stable increase in revenue by focusing

and society amid the environmental

on user charges based on growth inchanges caused by COVID-19 as new

sales to individuals. We will also

growth opportunities.

strengthen business development ofIn the Digital Marketing Business,the direct-to-consumer (D2C) domain,

we aim to expand our market share

where we aim to increase revenue by

by increasing transactions in thecreating new businesses.

e-commerce advertising domain and

We are also looking into rolling out

Years ended September
2020
Midterm Business Policies(Year ended September 2019)

2021

2022

2023

2024

UpdateMidterm Business Policies(Year ended September 2020)

Midterm Business Policies(Year ending September 2021)

Integrated Report 2020

Updatemultiple businesses to support DX incharacteristics of each industry toeach industry. First, we expect to start

support the evolution of marketingnew businesses in industries including

methods and model innovations

sports and entertainment. We are

centered on DX.

steadily conducting domain expansion,
which is the theme of our Midterm

UpdateINDEXBusiness Policies, by considering the

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

5

Message from the Chief Executive Officer

Tough, Gentle and Fun: Mapping Out the
Future with a Balanced and Agile Sensibility
The concept behind the design of theis by no means enough to makesame workplace and work together, it’sto squarely confront the projects they

corporate logo the Septeni Group has

employees happy. I think a company

a matter of good fortune, so every day

are working on and the communities

been using since 2018 is “tough, gentle

should essentially be a mechanism forshould be fun. We build teams where

they are involved with in order toand fun.” This concept expresses theamplifying happiness. This mechanism

these three elements are balanced justgenerate results. For example, if you

way we conduct management and whatshould systematically offer experiences

like an equilateral triangle, with no single

slightly reword our Mission to readwe want to be.

of success and growth opportunities,

element standing out, in a blend that is“Inspiring you with my entrepreneurship,”and it must also have the gentleness to

one-third each of toughness, gentlenesseach of us should feel greater engagement.

results and continuing to grow by

accept the diversity of each individual.

and fun. This approach permeates the

I believe that the positive energy thatalways choosing the more substantial

This is the concept behind the second

Group as a value we constantly return

comes from inspiring those close tochange with an entrepreneurial spirit inword, “gentle.” The third word, “fun,”to, not only when business results are

us will create new norms for thevarious aspects of business. However,expresses in a straightforward way thegood, but also when facing various

coming era and ultimately provide

simply building up business results

idea that when people gather in theorganizational issues. With these threevalue to society.

First, the word “tough” means getting

strengths as the core values of the

As a manager of a corporate group

Septeni Group, we will continue tothat creates new industries in tandem

generate change for society to fulfill

with social changes and makes them

our Mission of “Inspiring the world

the norms of the future, I will steadfastly

with entrepreneurship.”guide a sustainable business. You canWith the COVID-19 pandemic, thepressures of convention that existed

continue to expect great things fromthe Septeni Group.

throughout society are now weakening.
For companies, this also presents anopportunity to create an environment
where individuals can more easily

ToughGentleFundemonstrate their potential. For our

Solidity

Tolerance

Eccentricity

entrepreneurship,” I feel that it isStrong will

Cooperation

Inspiration

becoming more important for individuals

Spirit of challenge

Flexibility

Originality

Integrated Report 2020

INDEX

Mission of “Inspiring the world withOUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

6

FeatureGroup Company Leaders Discuss
the First Step to a Vibrant Future

Our Mission is “Inspiring the world with entrepreneurship.” While working to achieve thisWhat drives the creation of businesses that are first to
identify changes in society and industry?

achieve in the near future.

I will leverage the capabilities
we have built over 20 years andour client orientation to promote
the overall growth of
our clients’ businesses.

Mission, how do we help resolve the issues that society and industry are facing today? In
this feature, leaders of Septeni Group companies discuss the social issues and trends inindustry innovation that drove them to create businesses, and the vision they want to

I am committed to the growth of
our clients' businesses in a rapidlychanging environment. We willachieve this by deepening
collaboration with the Dentsu Group.

I will expand our domain fromadvertising agencies to data &solutions with an eye on
capturing the rapidly growing
DX support market.

Yusuke Shimizu

Yuichi Kono

Masayuki Muto

President andRepresentative Director

Representative Director

Representative Director

SEPTENI CO., LTD. and
Septeni Japan, Inc.

Septeni Data Solutions, Inc.

SEPTENI CO., LTD. and
Septeni Japan, Inc.

Inspiring the world with entrepreneurship
Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

7

Feature: Group Company Leaders Discuss the First Step to a Vibrant FutureGroup Company Leaders Discuss
the First Step to a Vibrant Future
What drives the creation of businesses that are first to
identify changes in society and industry?

We aim to create original blockbuster
intellectual property (IP) in digital
media and build a new ecosystem forthe manga and anime industries by
establishing a subscription modeland utilizing data and AI.

I look at social contribution
activities as an industry anduse our accumulated data tolead to change and growth.

Starting from the childcare domain,
I will take a new approach thattargets the ¥3.8 trillion“grandchild care” market.

Takefumi Okada

Keisuke Shimogaki

Yosuke Marutani

Director

Representative Director

Representative Director

COMICSMART, Inc.

gooddo Inc.

TowaStela, Inc.

Inspiring the world with entrepreneurship
Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

8

Feature: Group Company Leaders Discuss the First Step to a Vibrant Future

SEPTENI CO., LTD. and
Septeni Japan, Inc.

▼ For more details, see

https://www.septeni.co.jp/en/

We will continuously explore new possibilities
and create solutions to help grow our clients’businesses in tandem with the rising importanceand complexity of digital marketing.
Yusuke Shimizu
President and Representative Director
SEPTENI CO., LTD. and
Septeni Japan, Inc.

Leveraging the digital and datacapabilities that we have built indigital marketing over 20 years andour client orientation
Digital marketing has become even more criticaldue to rising demand for DX and the impact of
the COVID-19 pandemic. At the same time, theincreasing complexity of DX has made it difficult
for clients to accurately identify the issues theyneed to resolve and the methods for doing so.
We see an increasing need for comprehensive
digital marketing beyond advertising that
supports business growth by increasing
profitability. The key to addressing thesechanges is to leverage both the digital and datacapabilities we have built over 20 years and thehuman resources in whom we have instilled thevalue of client orientation.

Integrated Report 2020

Joined SEPTENI CO., LTD. in 2006. Became Group Executive Officer andPresident and Representative Director of SEPTENI CO., LTD. and Septeni
Japan, Inc. (current positions) in 2018.

Using Amazon advertising as a DX
approach to achieving overall growthof our clients’ businesses

Aiming to be a group of visionary
professionals who use digital advertising
to energize numerous companies

The growing demand for DX in marketingis exemplified by advertising that uses the
Amazon e-commerce platform, where we
provide support for numerous national brandclients. However, focusing on advertising
metrics alone is not sufficient for maximizing
sales on Amazon. We deploy strategies beyond
advertising that leverage our digital anddata capabilities and our client orientation
to help clients achieve overall growth oftheir businesses.

Opportunities to help clients, in ways such as
leveraging Amazon to support DX, are increasing
in tandem with the rising importance andcomplexity of digital marketing. We aim to
be a group of visionary professionals who
continuously explore new possibilities andcreate solutions in digital marketing that giveour clients a roadmap to the future so they
can grow. By using digital marketing, I also
want to broaden our influence over a widearray of companies.

INDEX

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

9Feature: Group Company Leaders Discuss the First Step to a Vibrant Future

SEPTENI CO., LTD. and
Septeni Japan, Inc.

▼ For more details, see

https://www.septeni.co.jp/en/

We are collaborating with the Dentsu Groupto help clients grow their businesses.
Yuichi Kono
Representative Director
SEPTENI CO., LTD. and
Septeni Japan, Inc.

Joined SEPTENI CO., LTD. in 2006. Appointed Group Executive Office andRepresentative Director of SEPTENI CO., LTD. and Septeni Japan, Inc. (current
positions) in 2018.

Committed to working with theDentsu Group to create integrated
online and offline proposals that will
help our clients’ businesses grow as
DX gains momentum in marketing
The COVID-19 pandemic appears to have
expedited the digital shift in a wide range ofindustries by five to ten years, and DX in corporaterelated marketing is likewise accelerating.
Marketing that digitally fuses in-person and online
experiences is also emerging, and we expect
to see a continuing trend of marketing with nobarriers between mass and digital advertising.
In tune with these changes, we are committed
to the growth of our clients’ businesses in a rapidly
evolving environment. To achieve this, we areworking with the Dentsu Group to create
integrated online and offline proposals thatcombine our respective strengths.

Integrated Report 2020

Building on the alliance with theDentsu Group to evolve marketing
methods and strengthen collaborationin all domains
In the two years since we began collaboratingwith the Dentsu Group, both companies
have gained a greater understanding of theirrespective domains of expertise and ourcomplementary relationship has continued to
evolve. Many new marketing methods haveemerged through the linkage of mass anddigital advertising data. In addition, we havebegun collaborating in the expansion of
domains such as entertainment. We will
also strengthen cooperation in the data &solutions domain to address client issues
that advertising cannot.

INDEX

OUR MISSIONOUR STRATEGY

Helping a wide array of clients growtheir businesses and deliver optimal
products and services to users
Further progress of DX in marketing will drive
the transformation of businesses themselves
as companies create their own content andconnect directly with users. Currently, however,
only a few companies make full use of digitalpromotion. By supporting the businesses of awide array of clients, including those we servein collaboration with the Dentsu Group, we will
help clients deliver optimal products andservices to users.

OUR WAYCOPORATE DATA

10

Feature: Group Company Leaders Discuss the First Step to a Vibrant Future

Septeni Data Solutions, Inc.

▼ For more details (Japanese only), see

http://www.septeni-ds.co.jp

Generating innovative, futuristic designs
related to solutions and organizations forcorporate clients
Masayuki Muto
Representative Director,
Septeni Data Solutions, Inc.

Joined SEPTENI CO., LTD. in 2001. Appointed Group Executive Officer (current
position) in 2017. In 2019, appointed Director of Dentsu Digital Inc. (current
position). In 2021, appointed Representative Director of Septeni Data Solutions,
Inc. (current position).

Establishment of a new intermediateholding company to create a structure
to capture growing DX demand

Supporting the innovation of ourcorporate clients through conversion
into a profit center

Raising profitability by establishing an
ecosystem centered on data, people
and education

The DX support market is growing. To
strengthen our competitiveness in this market,
we need to carry out “domain expansion” bybuilding a data & solutions-centered ecosystem
for DX support within the Group. Therefore, toaccelerate this business we have established
an intermediate holding company, Septeni
Data Solutions, Inc., to consolidate management
resources by integrating control of the fourGroup companies that have been responsible
for this domain.

Two of these four subsidiaries have beendeveloping services for the Group. We areusing this reorganization to convert theminto profit centers that assist DX support
operations for non-Group companies. We
have also started developing products suchas software as a service (SaaS) packages
to promote DX. We will provide corporateclients with futuristic DX design to support
their innovation in addition to our datadriven solutions.

I want to establish an ecosystem that assists
development by hiring and training engineers
for continuous DX support. We will better
demonstrate our unique strengths by creating
a loop among three types of service: the datacentered services we have been cultivating,and services centered on people and education.
I hope this initiative will play a part in improving
profitability and thus lead to the growth of
the Septeni Group.

Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

11

Feature: Group Company Leaders Discuss the First Step to a Vibrant Future▼ For more details (Japanese only), see

https://ganma.jp
http://routem.jp

COMICSMART, Inc.

I want to raise the value of manga artist
as a profession and make it an occupation
children admire.
Takefumi Okada
Director,
COMICSMART, Inc.

Joined SEPTENI CO., LTD. in 2003 after graduating from university. In 2018,
appointed Director of COMICSMART, Inc. (current position). In 2019, appointedGroup Executive Officer (current position).

Supporting the development ofmanga artists and the production
and management of their works tohelp create numerous stars in thedigital domain
About 10 years ago, with the spread of e-bookplatforms and social media, the manga industry
began moving into digital media, which
increased the ways for manga artists to present
their work. In the future, instead of just a few
talented manga artists active in major magazines,
there will also be numerous manga stars whomake their names in the digital domain.
However, the industry is still lacking in termsof training of manga artists and the production
and management of their works. I saw anopportunity and started this business.

Integrated Report 2020

From a manga artist development
support program built from scratch tohit manga app GANMA! with over 14
million downloads
Aiming to create a new ecosystem for thecontent industry by supporting and cultivating
future star manga artists who get their start on
the Internet, COMICSMART began by creatinga manga artist development support program
called RouteM from scratch. In 2013, welaunched GANMA! as a venue for presenting
their work. It has earned support as a manga
app that has published more than 220 original
works with more than 14 million downloads.** Cumulative number of downloads on Android and iOS as
of April 2020

INDEX

OUR MISSIONOUR STRATEGY

A focus on flat-rate subscription services,and data and AI-driven support for
innovation in the anime industry
At GANMA!, we have prioritized our flat-rate
all-you-can-read subscription services as a
strategic area in order to grow it into a pillar of
earnings. We are also focusing on the anime
business, with the intention of producing highquality animation through our strong networkin the industry that will lead to the monetizationof our IP assets.
Other initiatives will include using data and
AI to innovate labor-intensive operations.
Through our various businesses, I want to raisethe value of manga artist as a profession andmake it an occupation children admire, on parwith professional athletes in baseball, soccer
and other sports.

OUR WAYCOPORATE DATA

12

Feature: Group Company Leaders Discuss the First Step to a Vibrant Future▼ For more details (Japanese only), see

gooddo Inc.

https://gooddo.jp
https://note.com/septeni_group/n/n74cce9df1665

I want to create and popularize ways to make iteasier to take part in social contribution activities.
Keisuke Shimogaki
Representative Director,
gooddo Inc.

Joined SEPTENI CO., LTD. in 2006 after graduating from university. After experiences
including launching a Facebook advertising team and working in sales, established
gooddo Inc. as a new business in 2014. Operates a multifaceted business with theaim of creating a society in which everyone can easily participate in all kinds ofsocial action.

Perception of growing awareness ofsocial good amid a shift from massculture to the individual leads todecision to start a business
The impetus for starting this business cameabout 10 years ago when I was involved in a
Facebook-related business and sensed a shift
in the focus of the time from mass culture to
the individual. Around the same time, I foresaw
an increase in consumer behavior driven byconsideration for society and the environmentand growing awareness of social good. I wanted
to establish a completely new platform thatmakes it easy for people to contribute tosocial good.

Integrated Report 2020

Providing an easy way to take action
to help resolve social issues
We developed the social contribution platform
gooddo to provide people concerned about
various social issues with an easy way to takeaction to help resolve them. So far, about 33
million people have visited our website, which
has enabled more than 500,000 users annually
to take part in social contribution activities
without cost to them, providing more than¥200 million in support for domestic NPOs. At
first, it was difficult to obtain support for thebusiness model, but its track record of results
is gradually growing.

INDEX

OUR MISSIONOUR STRATEGY

Aiming to maintain Japan’s leading
database of people working to resolve
social issues
I intend to expand support to many sectors,
such as companies and universities that are
working to achieve the SDGs. In addition,
I am planning to create and utilize a databaseof gooddo users. We aim to popularize avalue system in which actions for social goodlead to higher social and economic status,
and to maintain Japan’s leading databaseof people working to resolve social issues.

OUR WAYCOPORATE DATA

13

Feature: Group Company Leaders Discuss the First Step to a Vibrant Future▼ For more details (Japanese only), see

TowaStela, Inc.

http://www.towastela.co.jp
https://note.com/septeni_group/n/n714ed89a38cf

Utilizing social media and a database to
maximize the joy of raising children
Yosuke Marutani
Representative Director,
TowaStela, Inc.

Joined SEPTENI CO., LTD. in 2011. In 2014, won second place in the Septeni
Group’s in-house “gen-ten” new business plan contest and transferred to
SEPTENI VENTURES Co., Ltd., which develops new businesses. Established
TowaStela, Inc. in 2016 and is involved in new businesses in the childcare industry.

Running a business that helps resolve
the common worries everyone has
about raising children

Providing products that help resolve
worries, and services that make raisingchildren more enjoyable

Transforming childcare by approachingthe “grandchild care” market, which
involves grandparents

When I became a father, I experienced
firsthand the difficulty of raising a child. That
was the impetus for starting this business.
Nowadays, the number of nuclear families anddouble-income households is rising in Japan,
making it hard for such families to dedicate
time to childcare. Everyone has worries about
raising children, such as having no one in their
immediate circle they can easily ask for help,
so I decided to start a business that helps toresolve those worries. I won second place forthis idea at the Septeni Group’s in-house
contest for new business plans and turned it
into an operating company in 2016.

At TowaStela, our vision is to help maximize
the joy of raising children. To achieve this,
we provide products that can help resolve
worries about raising children, and services
that make raising children more enjoyable forparents. Our official Instagram account posts
information to more than 400,000 followers
on original products and services handled byour e-commerce business that are useful andfun for moms and dads.

Soon we will start a new business focusing on“grandchild care.” We have the means and the
database to approach the age bracket with
grandchildren. We intend to leverage thisadvantage to further stimulate this market,
which is said to be worth ¥3.8 trillion. We areconcurrently planning an e-commerce businesscentered on sustainability. By 2030, we aim to
be ranked among the top three brands in thechildcare industry.

Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

14

A 30-Year Track Record of Challenge and Creativity

The Septeni Group celebrated its 30th anniversary in 2020. From day one, we have grown while
evolving our core business from recruitment consulting to the Direct Marketing Business to
the Internet Advertising Business. The Septeni Group will continue to identify new growth
opportunities arising from social change, and will consistently provide services that meet theneeds of the times and exceed client expectations. We are committed to becoming a groupof companies that society, industry and our stakeholders rely on.

2000-201 1
Founded in 1990
Establishment of SUB & LIMINAL CO., LTD.
In 1990, our founder Mamoru Nanamura
established SUB & LIMINAL CO., LTD.,a forerunner of SEPTENI HOLDINGS CO., LTD.,to embark on the recruitment consulting
business. In 1993, we launched the Direct
Marketing Business (an agency service forsending direct mail). Business grew steadily,laying the foundation of the Septeni Group.

Achieved Strong Growth through the Internet
Advertising BusinessIn 2000, current Representative Director Koki Sato started theInternet Advertising Business as a new business. The Septeni
Group grew rapidly as it continued to steadily scale up its
business operations for a speedy response to the expansion of theInternet advertising market and constantly changing advertisingneeds. In addition to opening regional bases, we also expanded
our business domains through M&A and other methods.
2000 Apr.

Started the Internet Advertising Business2001 Aug.

Listed on JASDAQ

2003 Jul. 	Established Osaka sales office (currently Kansai Branch office of
SEPTENI CO., LTD.)

Mamoru Nanamura,Founder of the Company

Creed

The Septeni Group is not affiliated with any
conglomerate. We commenced business withhardly any capital, human resources or operations.
Our staff’s wisdom and ideas alone were ourinitial assets. We have adopted this phrase as our
corporate creed and constantly bear this inauguralspirit in mind as we continue to grow.

2004 Jun.

Acquired Tricorn Corporation as a subsidiary2005 Jan.

Established SEPTENI CROSSGATE CO., LTD.

2006 Apr.

Established SEPTENI DIRECTMARKETING CO., LTD.

		The Internet Advertising Business was taken over by SEPTENI
CO., LTD. through an incorporation-type company split, andthe Direct Marketing Business was taken over by SEPTENIDIRECTMARKETING CO., LTD. through an absorption-typecompany split
2009 Oct.

Established MANGO Inc.

2010 Nov.

Established High Score, Inc.

2011 Oct.

Established SEPTENI VENTURES Co., Ltd.

Integrated Report 20202012 onward

30th

AnniversaryEntered Our Next Growth Phase through a Capital andBusiness Alliance with the Dentsu Group, in Addition to
Organic Growth through a Focus on Growth Areas
While focusing on smartphone advertising and social media-related services such as
Facebook, which were high-growth fields at the time, and expanding overseas, mainly inNorth America and Asia, we were also aggressively developing a new business, themanga content business, to become a second pillar of our operations alongside theadvertising business. We launched this business in 2013.
As the digital shift accelerates and the digital advertising market expands, our newpriority domains are brand advertising and e-commerce advertising, where needs are
increasing, and where we intend to grow our business. We have also been in a businessalliance with the Dentsu Group since January 2019, and through this alliance as well asorganic business growth we will accelerate the growth of the Group with the aim of taking
our business development one step further.
2012 Mar.

Began conducting the Internet Advertising Business outside Japan

2013 Feb.

Established COMICSMART, Inc. and started the Manga Content Business

Mar.

Established SEPTENI TECHNOLOGY CO., LTD. (currently FLINTERS VIETNAM CO., LTD.)

Oct.

Established Vivivit, Inc.

2014 Jan.

Established Septeni Original, Inc. (currently FLINTERS, Inc.)

Oct.

Sold all shares of SEPTENI DIRECTMARKETING CO., LTD.

		 Established gooddo Inc.
2016 Oct.

Oct.	Became a holding company under the trade name SEPTENIHOLDINGS CO., LTD.

2020

Established TowaStela, Inc.

		Acquired the shares of Lion Digital Global LTD. through Septeni Asia Pacific Pte. Ltd. and made it
a subsidiary2017 Apr.
Sep.
2018 Jan.
Apr.

Established Septeni Ad Creative, Inc.
Established Delight Tube, Inc.
Established Milogos, Inc.
Established SIGNCOSIGN, INC.

Oct. 	SEPTENI HOLDINGS CO., LTD. entered a capital and business alliance with Dentsu Inc. (currently
Dentsu Group Inc.)
2019 Jan.

Established Septeni Incubate, Inc.

2020 Mar.

Established PERF, Inc.

Oct.

Established LIVAND, Inc.

Nov.

Established Alphable, Inc.

2021 Jan.

Established Septeni Data Solutions, Inc.

		 Established Human Capital Lab, Inc.

INDEX

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

15

The Power to Grow by Addressing Change

Average annual growth rates of net sales and operating profit since the fiscal
year ended September 2000

The Septeni Group started its Internet businesses in
2000. Since then, the Internet has made broad andNet sales:

deep inroads into people’s lives and brought aboutchanges in all industries, becoming information

approx.

infrastructure essential to today’s society. At the sametime, the Internet advertising market has grown rapidly

Net sales
FY ended Sept. 2000

and the Internet is establishing a position as the largest
medium in Japan’s advertising market. The Group has¥4.9 billion

continued to grow in tandem with changes in society
and market expansion.

Operating profit
FY ended Sept. 2000

¥0.18 billion

15.6

times

13.6

times

15%

Operating profit:

approx.

14%

Net sales
FY ended Sept. 2020

¥76.5 billion
Operating profit
FY ended Sept. 2020

¥2.45 billion

Note: Figures presented are based on Japanese GAAP for the fiscal year
ended September 2000 and IFRS for the
fiscal year ended September 2020.

Net Sales and Operating Profit
Original businesses

1990

1991

Operating profit

Internet businesses

1992

1993

1994

1995

1996

1997

1998

1999

2000 2001

2002 2003 2004 2005 2006 2007 2008 2009

2010

2011

2012

2013

2014

Original Businesses

Internet Businesses(Direct marketing, etc.)(Internet Marketing Business, Media Content Business)

2015

2016

2017

2018

2019

2020

1994-1998

1999-2003

2004-2007

2008-2013

2014-

Internet usage becomes widespreadamong the general public

The Internet becomes available
anytime and anywhere

Dawn of social media

Evolution of ad technology

Era of banner ads

Diversification of advertising methods(affiliate marketing, listings)

Attempts at cross-advertisingwith existing media

Conceptual shift from “buying ad space”
to “buying a number of people to reachwith information”

Double-digit growth in Internet advertisingexpenditures continues, with mobile advertising
driving market expansion

1994	Dial-up connection through telephonelines begins
1995 Windows 95 is launched

Integrated Report 20201999	Advent of i-mode, which enables
sending and receiving of email andweb browsing using mobile phones
2001	Spread of ADSL increases communication
speed and lowers prices for home
Internet environments

INDEX

2004 onwardSuccessive launches of social
media platforms, including
Facebook, mixi, YouTube and Twitter

OUR MISSION

2008 iPhone 3G is launched	Influx of financial engineering professionals
into the Internet market triggered by the
global financial crisis
2011 LINE services begin

OUR STRATEGYThe COVID-19 pandemic accelerates the digital shift
and DX
2017	Internet advertising in Japan approaches the level oftelevision advertising in terms of advertising expenditures
2019	Intenet advertising accounts for a greater proportion ofJapan’s total advertising expenditures than TV media

OUR WAYCOPORATE DATA

16

Our Value Creation Model

The Septeni Group’s most important asset is its human resources. We hire human resources who possess a good sense of ownership and a strong entrepreneurial spirit, then utilize our
extensive human resource database and technologies to optimally deploy and train employees so that each of them can demonstrate peak performance naturally. Moreover, throughour unique corporate culture of “tough, gentle and fun,” we create new businesses (applications) that are just slightly ahead of the times to empower various stakeholders andindustries. In doing so, we aim to carry out our Mission of “Inspiring the world with entrepreneurship.”Operating System(The Septeni Group’s Strengths) >> Page 24

Applications (Business Areas)

Growth ofclients’businesses>> Pages 20-23

Human resources
who possess a good
sense of ownershipand a strong
entrepreneurial spirit

Return of
profits toshareholders

Domain Expansion >> Page 18

MISSION
Inspiring the world withentrepreneurship

Digital Marketing Business

The Key
Source of
Our Value

Value Provided
to Society

Major Changes inIndustry and Society

Extensive humanresource database
and technologies• Industry-wide DX• Diversification of values• Various social issues• AI and other technologicalinnovations

Media Platform Business

Empowering
people andindustry throughour businesses

We will provide new value to industry
through our businesses in ways suchas combining people’s energy andemotions with our unique technologies
to expand each individual’s abilities,

New Business Segments

thus empowering people and industry.
By interacting with society with a good

Creation of markets
with potential

Tough, gentle and fun

Generate new businesses as agroup that creates markets withpotential by being first to focus
on growth fields and social issues>> Pages 25-27

sense of ownership, our employees will

Improved
quality of life
for users

continue to contribute to a better future.

Mutualdevelopmentwith partnercompanies

Improved
employee job
satisfaction

CSR and Corporate Governance >> Pages 31-35

Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

17

Overview and Progress of Midterm Business Policies

The Septeni Group’s operating environment changes quickly and is difficult to predict. Therefore, we utilize a rolling method

Theme of the Midterm Business Policies

Domain Expansion

to review our Midterm Business Policies every year so that management can adapt quickly.
Our Midterm Business Policies, which were announced in October 2019, adopt the theme of domain expansion and delineate
the direction in which each segment should expand. The year since then has seen major societal change due to the COVID-19
pandemic. Consequently, using our rolling method for the fiscal year ending September 2021, we have updated our policies
to reflect the “new normal” while also focusing on the significant changes we are seeing now as opportunities for growth.

Overview of the Midterm Business Policies
Expansion within existing domains

Before Update (Announced in October 2019)

Expansion into new domains

From advertising agency to the data &solutions domain
Digital Marketing
Business

From performance advertising market tothe brand advertising market
From online advertising to the integrationof online and offline advertising

From a manga app to a content platform
Media Platform
Business

From individual media to a
media conglomerate

Expand into New
Business Segments

Consider expansion into
new business segments

From independent operation of eachcompany to a growth platform

Integrated Report 2020

INDEX

After Update (Announced in October 2020)

Step up business in the e-commerce
advertising domain
Enhance Group organization in the data &solutions domain

Focus on revenue from charge on users
Step up business development in
the D2C domain

Capture demand for DX in focus industries

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

18

Overview and Progress of Midterm Business Policies

Performance Guidance (Consolidated)
Before Update (Announced in October 2019)
Revenue
Non-GAAP operating profit
Ratio of operating profit to revenue

After Update (Announced in October 2020)
Revenue
Non-GAAP operating profit
Ratio of operating profit to revenue(Billions of yen)

25.0

22.0
19.0

13.2%

13.6%

14.4%

2.5

3.0

3.6

2020

(Forecast)

2021(Forecast)

2022(Forecast)

13.7%

14.3%

2.45

2.85

2020

2023

2021

(Forecast)(Forecast)

24.0

22.0

20.0

17.9

(Billions of yen)

16.4%

17.9%

3.6

4.3

2022

(Forecast)

2023(Forecast)(Years ended September)(Years ended September)

Outlook by Business Segment

Digital Marketing BusinessMedia Platform Business

Expect to generate sustainable growthby adapting to the operating environment
to increase sales and earnings

Aim for profitability in three years by
growing revenue in each business andreducing losses• D evelop the e-commerce advertising anddata & solutions domains as growth drivers• E xpect stable revenue growth by focusing
on charges from users• C ollaborate with the Dentsu Group to
increase market share• S tep up new business development in theD2C domain to increase earnings

Integrated Report 2020

INDEX

OUR MISSION

Expand into New Business Segments

OUR STRATEGY

To capture DX demand, deploy
internal capital with a focus on
industries including sports, assetsharing and entertainment

OUR WAYCOPORATE DATA

19

Strategy by Business: Digital Marketing Business

ネットマーケティング

Revenue and Non-GAAP Operating Profit
In providing comprehensive support for corporate DX, we focus on digital marketing, including digital

Revenue

Non-GAAP operating profit

advertising sales and operation, solutions that employ data and AI, and support for integrated online/
13,409offline advertising through our alliance with the Dentsu Group.

Opportunities

Issues• Industrywide progress in DX• Market expansion in the e-commerce
advertising domain

5,331• Increasing sophistication and specialization ofmarketing methods• Finding human resources versed in integrated
online/offline marketing

Business Model
Digital Marketing BusinessAds
DX support

Advertisingpurchases• Planning and design ofintegrated marketing• Planning and designof promotions• Ad operation

2017

2018

2019

2020

(Years ended September)

Note: S tarting from the fiscal year ended September 2018, Companywide
expenses are no longer allocated to each segment. In accordancewith this new reporting standard, non-GAAP operating
profit for the
ネットマーケティング
fiscal year ended September 2017 has been restated excluding
Companywide expenses.

Clients in
Collaborative
Business with
the Dentsu Group

Advertising
distribution,
display

5,248

4,774

4,026

Clients in collaborative businesswith the Dentsu Group54

16

Campaign
implementation,
operation andeffectivenessmeasurement

Clients

Solutions
ProvidesolutionsInternet
media

2016

5,468

15,807

15,07914,234

13,833(Millions of yen)

• Data analysis and creative
work using AI• Cloud-based CRM services• Affiliate networks• Internet media

2019
2020
(As of 4Q of fiscal year ended September)

Users

Domestic Brand
AdvertisingTransactions

Brand advertising (Billions of yen)transactions
Share of the digital
6.35
marketing business

5.29

Information
dispatch

3.47

8.5%

7.0%

4.8%
1.41
1.9%
2017

Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGYOUR WAY

2018
2019
2020
(Years ended September)

COPORATE DATA

20

Strategy by Business: Digital Marketing BusinessAt a Glance

Overview of Results for the Fiscal Year
Ended September 2020

Revenue•	Revenue and operating profit increased year
on year. We more than compensated forlower demand for advertising that resulted
from the COVID-19 pandemic by capturing
emerging demand in other areas.

¥15,807

million(4.8% increase YoY)

Number of employees

1,055
Number of clients in collaborative
business with the Dentsu Group

16
54

companies⇒

companies•	Our alliance with the Dentsu Group has
made progress, with growth in the numberof clients and revenue per client over the
medium term. The Septeni Group alsoacquired major clients independent of
the alliance.
•	In e-commerce, which was already a focus
domain, we significantly expanded
advertising transactions with Amazon by
adapting to market acceleration resulting
from the COVID-19 pandemic.

(about 3.4 times increase YoY)

Growth in brand advertising

20.1% increase YoY

Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGY

Future Strategy
Our vision for the future regarding changes inlifestyles, work styles and values is becominga reality much faster than we had predictedbecause of the COVID-19 pandemic. This isparticularly true in the e-commerce domain,
where demand has gained momentum due tothe growth in online consumption. We seechanges in our operating environment asopportunities, and are aiming for sustainablegrowth by stepping up our business in the
e-commerce advertising market.
In addition, we will continue to expand in
the data & solutions domain and leverage ouralliance with the Dentsu Group to provide finely
tuned support to address diverse client needs
and the rapidly evolving DX support market.
The establishment of a new data & solutions
company in January 2021 will enable us toprovide sustainable support for client companies
by leveraging the data and know-how we had
previously developed for in-house use. In ouralliance with the Dentsu Group, we will work tofurther increase market share and establish ourcompetitive advantage in the industry bypromoting marketing proposals for integrated
online/offline advertising.

OUR WAYCOPORATE DATA

21

Strategy by Business: Media Platform Business

メディアコンテンツ

Revenue and Non-GAAP Operating Profit (Loss)

This business provides numerous media products, including the manga app GANMA! that offers mainly

Revenue

Non-GAAP operating profit

original content, and conducts the recruitment, social contribution and childcare platform businesses.

2,005

Each company in this business aims to achieve its vision and mission in focusing on the next potential
growth markets and social issues.

(Millions of yen)

2,487

1,324

1,163
601

Opportunities

Issues• Growth of each company’s target domain• Growth of the D2C market• Business structure that is easily affected byseasonality and the market environment• Need for user engagement that is not influenced
by the external environment

Business Model(718)(1,324)

2016

2018

(956)

(901)

(1,051)

2017

2019

2020

(Years ended September)

Note: Starting from the fiscal year ended September 2018, Companywide
expenses are no longer allocated to each segment. In accordancewith this new reporting standard, non-GAAP operating profit for the
fiscal year ended September 2017 has been restated excluding
Companywide expenses.

Media Platform Business

Manga artists

Cultivation

Manga Content Business

Advertising sales• Management of manga artists• Manga content app GANMA!

Provision of
information on
job seekers
Support for
activities ofsocial contributiongroupsCorporations/Groups/Medical
institutions

Provision ofsolutionsfor medical
institutions

Recruitment Platform
Business

In-app purchases/
support513

App Revenue

Distribution

Index: R evenue in fiscal year ended
September 2016 = 100

Registration of
information

100• ViViViTSocial Contribution
Platform Business

2016
2020
(Years ended September)

Support action
on the InternetUsers• gooddo

Medical Platform Business• Pharmarket• Sentry

Monitor medication
adherence
Index: Revenuein fiscal year ended
September 2016 = 100

Childcare Platform Business• Babyful• amanoppo

Integrated Report 2020

8,640

Subscription Revenue

INDEX

Sale of childcare
goods

OUR MISSION

100
2016
2020
(Years ended September)

OUR STRATEGYOUR WAYCOPORATE DATA

22

Strategy by Business: Media Platform BusinessAt a Glance

Overview of Results for the Fiscal Year
Ended September 2020

Revenue•A dvertising revenue decreased due to theimpact of the COVID-19 pandemic, but
in-app sales revenue increased steadily.

24.0% increase

Number of employees

87
Growth in subscription revenue• The cumulative number of GANMA!
downloads exceeded 14 million as of theend of September 2020.
•T he amount of supports for manga andanime artists provided by crowdfunding andthe number of supporters have increased
partly due to animation projects of popular
works in GANMA!

84.3% increase YoY

Future Strategy
We will focus on growth domains to increase
revenue and reduce losses in each business, withthe target of achieving profitability in three years,
as per the Midterm Business Policies. In the
Manga Content Business, we are shifting the
focus of monetization to in-app sales revenue
given the impact of the COVID-19 pandemic.
We are also planning to expand revenue inways such as converting our original IP based on
apps into e-books.
In addition, we will step up businessdevelopment in the D2C domain by leveraging
the networks and communities that each businesshas built. We will roll out brands that reflect
Septeni’s unique added value and lifestyle
proposals to develop businesses that create
activities and spaces for consumption. We
expect these diverse business strategies tofurther increase revenue.

Number of GANMA! titles

Over

200

Integrated Report 2020

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OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

23

Strengths That Are the Source of Value Creation

The Septeni Group’s Strengths (Operating System) for
the Creation and Evolution of Businesses (Applications)Page 25▲

Tough
The Septeni Group’s greatest asset is its human resources:
employees who possess a good sense of ownership anda strong entrepreneurial spirit. To promote their active
participation, we use an AI-based personnel system

Each employee of theSepteni Group

that takes advantage of our extensive human resource
database and technologies.
In addition, the Group has fostered a unique corporate
culture of being tough, gentle and fun, so our humanresources can more fully demonstrate their potential.

Fun

Page 27▲

Page 26▲

GentleThe Septeni Group renewed its corporate logo in October 2018. In creating the new logo, we decided on a concept anddesign that expresses the Group’s strengths. The Septeni Group will take on challenges in new markets and new worlds as

About Our Corporate Logoit works to fulfill its Mission of “Inspiring the world with entrepreneurship.”For details, please visit our website at https://www.septeni-holdings.co.jp/corporatedesign/ (Japanese only)

Integrated Report 2020

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OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

24

Strengths That Are the Source of Value Creation

Tough

Response to Change

Getting results by always choosing
the more substantial change withan entrepreneurial spirit

Online Recruiting of New University Graduates
Since our recruitment of 2018 graduates, we have been conducting recruiting in which the entire
selection process is completed online for students living in regions outside major urban centers, who
would otherwise face substantial burdens in terms of time and costs. In February 2020, in response to
the COVID-19 pandemic we decided to leverage this know-how to bring new graduate recruiting online
for students living in all regions. We conducted recruiting activities that kept the need to visit theCompany to a minimum so that students could take part in the selection process with peace of mind.

Transition to Remote WorkIn response to the COVID-19 pandemic, we transitioned to a telecommuting
system, in principle, from late February 2020. Regarding impact on employees’
duties, which had been a concern, the operational improvements andinfrastructure upgrade we had been implementing as part of work stylereforms have been successful, with a majority of employees responding
to an internal survey that they had no problems.

New university graduates
recruited online: 1

100%

A Good Sense of Ownership

Total number of members ofcross-divisional committees: 2

Essay Contest
Each year, we set a theme related to the Company’s future, with a callfor essays on how entrants can and should take ownership to addressCompany issues. Awards are given for the best essays. We receive
numerous entries every year from first-year employees to veterans, andwe make award-winning essays available for viewing within the Company.

107

A Culture of Committees
We operate cross-divisional voluntary Group projects including the 7th Code
Project to instill our philosophy, the hug-kumi Committee, which aims to support
working women and childcare and to improve work-life balance for all employees,
the LGBT-related SEPALLY RAINBOW, and the ECHO Project for environmental
initiatives. Employees actively take part in these committees with a sense ofownership to create a better environment and improve corporate value.

1. New graduate recruiting for 2020 (graduating in March 2021)
2. Cumulative, fiscal years ended September 2016-2020

Integrated Report 2020

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OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

25

Strengths That Are the Source of Value Creation

GentlePromotion of Diverse Work Styles

Sharing successful experiences andgrowth opportunities with all
employees through systemization
while also accepting diversity

Diversity and Inclusion
We believe that the independent and valuable work of employees from various backgrounds
contributes to business results, leading in turn to the sustainable growth of the Group. Based on thisbelief, we promote and support diverse work styles, as stated in “Diversity,” one of the guidelines ofour code of conduct, the Septeni Way. In addition to efforts such as promotion of women’s
participation and LGBT-related initiatives, we are also actively engaged in activities to spreadawareness of the significance of diversity and inclusion through workshops and other methods.

BLP graduates who have become
business managers: 3

Side Job System
In 2017, the Company lifted its prohibition on employees taking onside jobs, subject to approval. We promote diverse work styles in the
belief that individuals who acquire new skills and experiences from theirinterests outside the Company will be more engaged in their main jobs.
Currently, more than 70 of our employees have side jobs.

87.5

%

Systems Supporting Growth

Receipt of Gold Award on
the PRIDE INDEX: 4

Business Leadership Program (BLP)

3rd

A development program specializing in management to train futuresenior management candidates. Applicants who are selected attend
an external business school for two years free of charge.

consecutive year
A Culture of Praise
Both the Group as a whole and individual Group companies hold eventsfor employees to recognize and praise each other’s efforts. These include
awards given for individual and team activities, such as the Group Annual
MVP, and the Hinerankai Awards, held each year for employees tocommend each other and express mutual gratitude.

3. As of September 30, 2020
4. From 2018 to 2020

Integrated Report 2020

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OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

26

Strengths That Are the Source of Value Creation

Fun

gen-ten: A Way of Creating New Businesses

Finding fun in accomplishingdifficult tasks through ourunique methods

An annual in-house contest for new business plans. Applicants whoseplans are highly rated and who show strong enthusiasm for developing
their proposed businesses pursue commercialization of their plans at aGroup subsidiary specializing in business incubation.

Human Capital Lab

Total entries in the “gen-ten”
new business plan contest: 5

209

To maximize each employee’s performance, we have established the
Human Capital Lab, which specializes in human resource data research.
There, we compile and analyze the extensive human resource data wehave accumulated for use in management decisions and humanresource development. In addition to publicly announcing and sharing
in-house case studies and research results outside the Group, we areworking to generate further innovation through joint research withexternal parties.

teams(9 years
cumulative)

Receipt of HR Technology Award: 6

5thInstilling the Corporate Philosophy and
Code of Conduct

consecutive
year(a record high)

Employees can volunteer to work on the 7th Code Project, a crossdivisional Group project for instilling the corporate philosophy andcode of conduct, which form the core of the Septeni Group’s culture.
Chaired by Group representative Koki Sato, the project is conducting
various measures to enjoyably increase understanding of and buy-in to

5. From 2012 to 2020
6. From 2016 to 2020

the corporate philosophy and code of conduct.

Integrated Report 2020

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OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

27

An Outside Director’s Perspective on the Septeni Group’s
Human Resources and Corporate Culture

Isamu Ueno

Yoshiki Ishikawa

Group Senior Executive Officer
Representative Director,
SEPTENI HOLDINGS CO., LTD.

Outside Director,
SEPTENI HOLDINGS CO., LTD.

Since joining the Company in 1998,
Mr. Ueno has mainly been involved inpersonnel matters. While leading theGroup’s HR management as Director
and Manager of Personnel and
Administration, he used a scientificapproach to conceiving a frameworkfor human resource development
initiatives. Since 2012, he has beenpromoting awareness-raising activities
among relevant departments within theGroup for introducing and following
up on unique HR recruiting andmanagement technologies. In 2017,
he became Group Senior Executive
Officer (current position), and in 2018he was appointed Representative Directorof the Company (current position).

Achieving Highly Consistent
Human Resource Management with
Recruiting and Development Systems
That Utilize Human Resource
Technologies while Respecting
the Company’s Origins

Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGYOUR WAY

After graduating from the School ofIntegrated Health Sciences, Facultyof Medicine, University of Tokyo andcompleting a master’s degree from
Harvard University Graduate Schoolof Public Health, Mr. Ishikawa received
a doctorate in medicine from Jichi
Medical University. His areas ofexpertise include preventive medicine,
behavioral science, computational
creativity and conceptual engineering.
He is conducting interdisciplinary
research with companies and universities
on what it means for people to live
well. He was appointed Director ofCancer Scan Co., Ltd. (current position)in 2008 and Representative Director of
Well-Being for Planet Earth Foundation(current position) in 2018. In 2019, he
was appointed External Director (Audit& Supervisory Committee Member)of Sansan, Inc. (current position) andExternal Director, Gaiax Co. Ltd.
(current position). In December 2019,he was appointed Outside Director of
the Septeni Group (current position).

COPORATE DATA

28

An Outside Director’s Perspective on the Septeni Group’s Human Resources and Corporate Culture

What are the characteristics of the human resources that constitute the core value of the Septeni Group? What are the

Ishikawa: I think so, too. However, the word

processes for developing and deploying human resources with a strong sense of ownership and entrepreneurial spirit?

“entrepreneurship” may be misleading. It’s not that

The following exchange of views between Representative Director Isamu Ueno and Outside Director Yoshiki Ishikawa, whoentrepreneurial personnel are working individually.

offers an objective perspective, provides some answers.

Rather, employees work as teams, generating
innovation through repeated trial and error. That
approach leads to the Company’s strength.

What do the people who join
the Septeni Group have incommon?

What led to the decision to use
data and AI for recruiting andhuman resource development?

Ishikawa: I think the uniqueness of Septeni’s people
can be summed up in the words “entrepreneurship”

Ueno: Our business expanded rapidly in the first halfand “tough, gentle and fun.” What they share is theof the 2000s. For a time, we had a lot of trouble

first impression they give—frivolous (laughs). Beneathbecause the efficiency of our recruiting and human

this air of frivolity, though, is a strong personality.

resource development was not improving. At one

Actually, they are gentle and considerate. In addition,

point, Representative Director Koki Sato advised methey are constantly thinking about how to find fun inthat using the same approach and methods as ourtheir work. In fact, since I became an Outside Director,

competitors would not improve the efficiency of ourI have met one employee after another who

human resource development. He suggested that weincorporates these three seemingly disparate traits.

consider searching for the “right fit” for Septeni. Since

I think the order of these characteristics is also important.

then, our policy has been to start by defining theFirst and foremost, Septeni’s people must be tough tocharacteristics of people with the potential to become

produce results through independent actions. Next,

fully contributing members of our organization andthey must be gentle, enabling them to accept diversity

then searching the market for suitable applicants. This

within the organization. Finally, they must be able topolicy was the basis for our “Formula of Development”

find fun in what they do. Through my interactions withconcept, which we established through a process of

Septeni people, I have gained a sense that the origins

trial and error.

and values of Septeni are alive and well throughout
the organization.

Formula ofDevelopment

Ueno: Among the characteristics you mentioned,
people who excel at entrepreneurship and act

GrowthPersonality

Environment TeamWork

G = P × E (T + W)

independently are a distinctive feature of Septeni.

Integrated Report 2020

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OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

29

An Outside Director’s Perspective on the Septeni Group’s Human Resources and Corporate Culture

This formula expresses the principle that providing asuitable workplace environment (E) based on an
individual’s innate personality (P) will lead to that
individual’s growth (G) by building upon high-quality
experiences in the Company. Based on this concept, we

We intend to further
improve the accuracy of
the Formula ofDevelopment andprovide a fertile
environment for
employee growth with
opportunities to choose
a better career.

What issues and risks must the
Septeni Group face in order togrow going forward?

use our model for predicting future performance toIshikawa: Millennials and members of Generation Z will

identify individuals who are compatible with thesoon make up about half of Japan’s working population,

Company. We prepare an environment and training

and generational change will be sudden. Gen Zers haveprogram tailored to each new employee from a scientificbeen called SDG natives with a strong interest in

point of view based on our data. Our model is still a work

sustainability and well-being. We must be a company thatin progress, but our accuracy in hiring and efficiency inthe younger generations find appealing and choose to join.

human resource development have improved.

Ueno: I see. That is why we intend to further improve the

Ishikawa: When I heard about this model, I wondered

accuracy of the Formula of Development and provide a

why you decided to take a very different approach andfertile environment for employee growth with opportunities

switch to a data and technology-based personnel system

to choose a better career. Using the Formula of Development

instead of hiring people through subjective judgment

as the basis to provide an environment where employees

based on a review of documents and interviews, like mostcan be happy playing an active role and growing in theircompanies do. But from the very beginning the Septeni

own way seems to me to be a suitable system for theirGroup’s management has been one half-step ahead ofwell-being.

the times. These processes driven by the latest human

Ishikawa: The Septeni Group is constantly improving its

resource technology are emblematic of that approach,internal processes with an emphasis on its accumulated

and the result is highly consistent human resource

data and scientific knowledge, while respecting themanagement. I think this is a Septeni Group advantage

Company’s philosophy and origins. Through these efforts,that other companies do not have.

you are gradually building up highly consistent human

Ueno: That is an important point. We have continued toresource management methods. The act of building asearch for the “right fit” within our organization, rather

track record of results may not be very exciting. It seems

than using the kind of personnel system that is common

like something anyone can do, but no one else has been

in other Japanese companies. This initiative aims toable to do it continuously over such a long period. This isencourage employee entrepreneurship and maximize

a distinctive feature of the Septeni Group. As it further

individual performance. In addition, for the past few

evolves its current systems, the Group is certain to be

years, we have been focusing on enhancing our humanable to continue providing an environment where all

resource development system through the use of AI and

employees, including Gen Zers, can be tough and gentle

other means, enabling us to place employees in teams

and find fun in what they do.

By accumulating data as
the basis for improvements,
you have done somethingthat no one else has beenable to do continuously
over such a long period.
This is a distinctive featureof the Septeni Group.

and jobs that make the most of each individual’s way of
thinking and behavioral characteristics.

Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

30

Processes That Are the Source of Value Creation
CSR
CSR Policy
We believe that helping to resolve social issues through our businesses is a means of fulfilling our responsibilities tosociety and stakeholders that best reflects the Septeni Group. Through this approach to CSR, we aim to realize asustainable society as well as the Septeni Group’s Mission of “Inspiring the world with entrepreneurship.” We willcontinue to carry out CSR activities centered on this approach.

Priority Challenges and Initiatives
Priority Challenge (Related SDGs)

Social Value Provided• Contribution to creating asociety in which everyone canparticipate• Contribution to improving
labor productivity

Diversity andInclusion

Support for Culture,
Sports and theEntertainment Industry• Contribution to creating afulfilling society• Contribution to industrial
development through DX

Support the Sound
Development of
the Digital Advertising
Industry• Contribution to creating a safe
and secure digital society

Industry Development
through Utilization of AI• Generation of innovation• Contribution to improving
labor productivity

Development ofHigh-Quality
Human Resources• Contribution to improving
labor productivity• Contribution to revitalizationof regions outside of majorurban centers

Integrated Report 2020

INDEX

Main Initiatives in the Fiscal Year Ended September 2020
Promotion of women’s participation
Promotion of Group-wide support for women’s careers, including an online seminar on “Building Careers for
Women’s Participation” given by an external lecturer
LGBT initiatives
Ongoing awareness-raising activities through LGBT & Allies Network; received the Gold Award (highest rating) on
the PRIDE INDEX for the third consecutive year
Measures against discrimination and harassment
Implementation of anti-harassment training for managers and e-learning for all employees
Support for culture
Provision of the “RouteM” manga artist development support program, which has more than 100 exclusive participants
Hosting of classes at an art university to support creative students
Support for sports
Provision of support for top sabre fencer Shihomi Fukushima; formation of SEPTENI RAPTURES professional
dance team
Note: From the fiscal year ending September 2021, we are adding support for the entertainment industry.

Implementation of in-house educational activities using owned media and e-learning for all employees, andexternal activities including speaking at seminars

Utilization/application of data in HR technology
Formulation and publication of Digital HR Guidelines for safe and secure handling of data
Utilization/application of data in digital marketing
Provision of original AI and data & solutions such as PRECOG and Odd-AI to corporate advertisers
Promotion of initiatives based on research at the Human Capital Lab, including expansion of the target area foronline recruiting in response to the COVID-19 pandemic, and development and implementation of an original
online selection process in collaboration with Group company MANGO, Inc. In recognition of its efforts, Septeni
received the Excellence Award for Recruiting at the 5th HR Technology Awards sponsored by the Ministry of
Economy, Trade and Industry (fifth consecutive year to receive an HR Technology Award).

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

31

Processes That Are the Source of Value Creation

Highlights
Development of High-Quality
Human Resources

Research concepts, research themes
and initiatives based on research

Diversity and Inclusion

Main initiative

At the Human Capital Lab, which we established in 2016 as our research and development

We believe that the independent and valuable work of employees from various backgrounds

division, we use AI (i.e., machine learning) and other means to integrate and analyze thecontributes to business results, leading in turn to the sustainable growth of the Group.

extensive volume of human resource data that we have accumulated. Based on this, we

Based on this belief, we promote and support diverse work styles, as stated in “Diversity,”

conduct ongoing research to shed light on the structure of human resource development

which is part of our code of conduct, the Septeni Way.

in growth industries from a scientific perspective and widely share the results.

Ken Kubo
SEPTENI HOLDINGS CO., LTD.

The Company-wide introduction of telework in response to the COVID-19
pandemic has significantly changed the ways we communicate within
the Company. Employees have not all adapted in the same way to thischange in working conditions—their behavior tends to differ dependingon their personality and individual traits. I thought that conducting ananalysis might help us optimize human resource development andmanagement for a telework environment, so I carried out a study of the
impact of the telework environment on the adaptation of new employees
to their workplace.
When we released my report on the study results, it received a verystrong response. We want to continue providing valuable information toboth employees and society at large through various kinds of research.

Based on Human Capital Lab research, since recruitment of 2018 graduates, we havebeen conducting online recruiting for students living in regions outside major urban
centers, who would otherwise face substantial burdens in terms of time and costs. In
February 2020, in response to the COVID-19 pandemic we decided to leverage thisGroup representative Koki Sato andOutside Director Etsuko Okajima
conducted an online diversity workshop,with the aim of instilling understanding of
the significance of diversity and inclusion.
Approximately 200 employees attended.

Support for Culture and Sports

Main initiative

We support the activities of our human resources in a wide range of endeavors including
individual and team sports and the arts. From the fiscal year ending September 2021, weare adding support for the entertainment industry.

know-how to bring new graduate recruiting online for students living in all regions. We
conducted recruiting activities that kept the need to visit the Company to a minimum sothat students could take part in the selection process with peace of mind.

Nozomi Hirano
SEPTENI HOLDINGS CO., LTD.

We published more detailed data on recruiting and selection as well as
information to help students understand the Company so that they
could be confident in their choice of companies to apply to. In terms ofindividual feedback to new employees, we provided personal career
simulations based on the information they gave during the selection
process. Many students said that the information we provided was
persuasive and reassuring.
I will keep in mind the need to provide information more openly as I
continue working to support each employee’s growth and participation.

Integrated Report 2020

INDEX

Shihomi Fukushima
SEPTENI HOLDINGS CO., LTD.

OUR MISSIONOUR STRATEGY

I won in my category at the All Japan Fencing Championships in
September 2020, achieving my second victory there in four years. The
tournament was presented online only, but my co-workers at the Septeni
Group supported me by watching my matches via streaming from thepreliminary round, which was very encouraging. After winning, I received
many messages. Some told me how inspired and impressed they wereby my swordplay, and I was delighted to know that I could make people
feel that way. I will continue doing my best to inspire and thrill more andmore people through fencing.

OUR WAYCOPORATE DATA

32

Corporate Governance

Basic Approach
The Company and the company group comprising its
subsidiaries (hereinafter called the “Group”) consider that
their corporate governance is based on improvements andthe implementation thereof to ensure that actions are taken
pursuant to the Group’s corporate philosophy and codeof conduct, decisions are made in a transparent, fair andefficient manner, laws and regulations are strictly observed,
and corporate performance is monitored appropriately.

Governance Highlights
Number of Directors (Outside Directors Included in Total)(As of January 2021)

8 (5)Average Attendance Rates at Board of Directors’ Meetings(Fiscal year ended September 2020)
Directors

Auditors

100%
98%(13 meetings)(13 meetings)

Number of Auditors (Outside Auditors Included in Total)(As of January 2021)

4 (3)Average Auditor Attendance Rate at Board of Auditors’Meetings (Fiscal year ended September 2020)

98%(14 meetings)

Integrated Report 2020

Evaluation of the Effectiveness of the Boardof Directors
The Company analyzes and evaluates the effectiveness of
the Board of Directors once a year in principle with thegoal of enhancing its effectiveness. The evaluation for
the fiscal year ended September 2020 was based largelyon the results of interviews and surveys regarding theoperation of the Board that we conducted in accordancewith the advice of third-party institutions as well as
discussions by the Board and among corporate officers at
training sessions. As a result, it was confirmed that theBoard of Directors operates appropriately and that its
effectiveness has been ensured through specific, voluntary
initiatives for improvement based on clearly defined goals.
Moreover, recognizing that there is room for improvement
in balancing discussions, in decision-making and in reporting,among other matters, the Board of Directors is actively
working to enhance its effectiveness by implementing
initiatives that address outstanding issues.

Officer Compensation Plan
In the fiscal year ended September 2017, the Group
introduced a new compensation plan (a board incentive
plan (BIP) trust) to more clearly define the relationshipbetween the compensation of the Company’s directors(excluding outside directors and non-residents of Japan)
and executive officers (excluding non-residents of Japan;
collectively, “Directors, etc.”) and the Group’s businessresults in the medium-to-long term as well as theCompany’s shareholder value, while creating a strong
incentive to enhance business results and corporate
value in the medium-to-long term. As a result,compensation for directors of the Company consistsof monthly compensation and stock compensation,and compensation for outside directors who are

INDEX

OUR MISSIONOUR STRATEGY

independent from business execution consists ofmonthly compensation only.

Director and Auditor Compensation(Fiscal Year Ended September 2020)
Category

Number of
Recipients

Officer
Compensation

Remarks

Directors

7¥158,966
thousand4 outside directors
included in left
¥39,200 thousand

Auditors

4¥43,800
thousand3 outside auditors
included in left
¥12,600 thousand

Notes:
1.	Certain directors of the Company concurrently serve as directors of Groupsubsidiaries, which pay part of the compensation expense for their service
as subsidiary directors. The total of director compensation paid by theCompany and by Group subsidiaries was ¥194,852 thousand.
2.	The number of recipients includes one outside director who retiredon August 31, 2020 and one outside auditor who retired at the close of
the 29th Ordinary General Meeting of Shareholders held on December
18, 2019.
3.	In addition to the above compensation, the Company is paying a retirement
benefit of ¥266 thousand to an outside auditor who retired at the close of
the 29th Ordinary General Meeting of Shareholders held on December
18, 2019. This payment is based on the resolution to make termination
payments upon the abolition of the retirement allowance system for officers
approved at the 13th Ordinary General Meeting of Shareholders held on
December 18, 2003.

BIP TrustThis is a performance-linked stock compensation planthat aims to establish a clearer relationship between
compensation for Directors, etc. and the value of theGroup’s stock. The Company’s shares are purchased fromthe market as officer compensation, kept in a trust account,and delivered in accordance with the recipient’s positionand degree of achievement of the performance targets in
the Midterm Business Policies.

OUR WAYCOPORATE DATA

33

Corporate Governance

Outline of the Group’s Corporate
Governance Structure

Board of Directors

Group management involves a holding company structurein which the Company is a holding company and theultimate parent company for Group operating companies.
This system separates Group-wide management andadministration from execution in discrete Group businesses
by delegating authority to Group operating companies
while enhancing the holding company’s ability to supervise
and monitor Group businesses.
Outside directors involved in Board deliberation supervise
the execution of duties, and independent corporate auditors
who are not involved in executive decisions conduct audits.
The Company employs this system because both of thesefunctions help ensure more effective corporate governance.

• Introduced an entrustment-type executive officer system in January
2017 with a monitoring-oriented model that focuses primarily on
monitoring Group Executive Officers.
• Presents the overall direction of basic policies and other management
matters, creates an environment that supports appropriate risk-taking
by the management team, and takes responsibility for monitoring thebusiness execution of the management team.
• Consists of eight directors, a majority of five of whom are independent
outside directors.
• In principle, meetings are held once a month and on extraordinary
occasions as required.

Group Management Meeting• In charge of decision-making on execution of business mattersthroughout the Company and the Group’s operating companies,
and those that involve multiple operating companies.
• The Board of Directors appoints Group Executive Officers in chargeof businesses. The Group President and Chief Executive Officer,

Corporate Governance System (As of December 23, 2020)
Appoint and dismiss

Appoint and dismiss

Board of Directors

Board ofAuditors

Request for advice

AdviseNomination Advisory
Committee

ReportInternal Auditing
OfficeGroup President and Chief Executive Officer
Group Executive Officers(Group Management Meeting)

Report and consult

Committees
The Company has established various committees to create asystem that enables clarification of authority and responsibility, as
well as prompt and appropriate decision-making.

In charge of reviewing and evaluating financial information andtimely disclosure information.

• CSR Committee
In charge of fulfilling social responsibility through CSR activities.

INDEX

OUR MISSION

Executive Sessions•A ttended only by outside directors to ensure an opportunity forexchanging information and sharing understanding based on
independent and objective standpoints.
•O ther independent external parties, including outside auditors
and accounting auditors, may attend the sessions, which also
provides increased opportunities for cooperation among participants.

Internal auditsGroup companies and departments

Integrated Report 2020•T he Company has adopted a Board of Auditors system consistingof four auditors, three of whom are highly independent outside
auditors.

Ensures independence, objectivity and accountability in the
deliberation process for matters related to the appointment anddismissal of management team personnel (including Company
directors and Group Executive Officers) as a discretionary
committee of the Board of Directors.

Coordinate

CSR Committee
Select and supervise•C onducts audits of directors’ execution of duties based on audit
policies, audit plans and other criteria established by the Board
of Auditors.

• Nomination Advisory Committee

Financial Results andDisclosures Committee

Whistleblower
hotlineBoard of Auditors• Financial Results and Disclosures Committee

Operational auditsGroup Risk Management
Committee• In principle, meetings are held twice a month and on extraordinary
occasions as required.

 esponds promptly and effectively to the increasingly diverse,R
complex and decentralized risks faced by the Group, andoversees risk management for the entire Group.

Accounting audits

Accounting
auditors•T he Group Management Meeting supports decision-making by
the Group President and Chief Executive Officer, and discusses
important management matters for the Group.

• Group Risk Management Committee

General Meeting of Shareholders
Appoint and dismiss

who is concurrently a representative director, oversees the businessexecution of Group Executive Officers.

• In principle, meetings are held once every quarter.

OUR STRATEGYOUR WAYCOPORATE DATA

34

Corporate Governance

Structuring a Management Team Using
FFS Theory

Management Team Personality Matrix

The Company has incorporated the Five Factors & Stress(FFS) theory into its AI-based personnel system and otheraspects of human resource management. Developed by
Human Logic Laboratory, Inc., this theory can be used toscientifically build teams of people. It quantifies five factors
as well as stress levels for individuals to understand theirthought processes and behavior.
By examining the characteristics of Board members
based on the FFS theory, the Company has structured a
Board of Directors with leaders who drive a team that canreadily adapt to emerging situations and relationships.
This enables operational flexibility in a rapidly changing
business environment. Following here are a personality
matrix of the Company’s Board of Directors and the resultsof an individual member personality analyses.

Koki Sato

A leader who embraces change. Has excellent judgment anddetermination. Good at missions that require pushing theboundaries.

Isamu
Ueno

A team-builder who embraces change. Persuades others to get
on board and cooperate. Good at reconnaissance missions forinnovation.

Tadahiro
MatsudaMulti-skilled with excellent judgement. Balances offense anddefense well. Good at missions that require resourcefulness.

EtsukoOkajima

A team-builder who embraces change. Persuades others to get
on board and cooperate. Good at reconnaissance missions forinnovation.

YusukeAsakuraA rationalist and team-builder. Persuades others to get on board
and cooperate. Good at missions that require planning.

YoshikiIshikawa

A team-builder who embraces change. Persuades others to get
on board and cooperate. Good at reconnaissance missions forinnovation.

Akie
IriyamaMulti-skilled with excellent flexibility. Balances offense anddefense well. Good at missions that require resourcefulness.

Mio
Takaoka

A rationalist and team-builder. Persuades others to get on board
and cooperate. Good at missions that require planning.

◆: Driver● Isamu Ueno
● Etsuko Okajima◆ Koki Sato

● Yoshiki Ishikawa● Akie Iriyama◆ Tadahiro Matsuda

Analytical

Personality Profile

Leadership Type●: Team-builder

Intuitive

Name

Offense (Creates the future)● Yusuke Asakura● Mio Takaoka

Defense (Solves problems)

Note: Personality profiles provided with the consent of each director.

Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

35

Consolidated Financial and Non-Financial Highlights (IFRS)

Non-GAAP Operating Profit/Ratio of Operating
Profit to Revenue

Revenue(Millions of yen)

(Millions of yen/%)17,938

16,796
13,862

4,147

15,272

14,702

29.9

2,452

2,325

2,065
15.8

13.7

12.3

1,011
6.6
2016

2017

2020

2018
2019
(Years ended September)

2016

2017

2018
2019
(Years ended September)

2020

Non-GAAP operating profit
Ratio of operating profit to revenue

Profit (Loss) Attributable to Owners of the Parent/
Ratio of Profit Attributable to Owners of the Parent
to Revenue

Basic Earnings per Share (EPS)
(Yen)

19.43

(Millions of yen/%)

2,519

17.38

11.58

2,211
18.2

15.0

12.3

1,464

847

6.71

8.2

5.5

(4.33)

(547)
2016

2017

2020

2018
2019
(Years ended September)

2016

2017

2018
2019
(Years ended September)

OUR STRATEGYOUR WAY

2020

Profit (loss) attributable to owners of the parent
Ratio of profit attributable to owners of the parent to revenue

Integrated Report 2020

INDEX

OUR MISSIONCOPORATE DATA

36

Consolidated Financial and Non-Financial Highlights (IFRS)

Ratio of Equity Attributable to Owners of the Parent to Total
Assets/Ratio of Profit Attributable to Owners of the Parent
to Equity Attributable to Owners of the Parent (ROE)
(%)

47.2

19.8

46.1

47.0

48.7

Dividends per Share/Dividend Payout Ratio(Yen/%)

45.9

3.2

3.2

29.8

2.0

2.0

2.0

16.5

15.1

9.6

5.5

18.4

17.3

(3.6)
2016

2017

2018
2019
(Years ended September)

2020

2016

Ratio of equity attributable to owners of the parent to total assets
Ratio of profit attributable to owners of the parent to equity attributable toowners of the parent (ROE)

2017

2018
2019
(Years ended September)

2020

Dividends per share
Dividend payout ratio

Number of Employees at the End of the Fiscal Year
(Full-Time, Regular Employees)

Ratio of Female Managers/Ratio of Female Employees(Major Group Companies in Japan)(Persons)

(%)

1,083

1,189

1,147

1,224

33.0

34.6

33.4

34.5

35.8

930

21.9

22.5

2019

2020

16.7

2016

2017

2018
(As of September 30)

2019

2020

13.8

14.4

2016

2017

2018
(As of October 1)

Ratio of female managers
Ratio of female employees

Integrated Report 2020

INDEX

OUR MISSIONOUR STRATEGYOUR WAYCOPORATE DATA

37

SEPTENI HOLDINGS CO., LTD.

https://www.septeni-holdings.co.jp/en/■ Company names and services in this report are trademarks or registeredtrademarks of the respective companies.