Mid-term Strategy

2023 - 2027

Medium-Term Business Plan 2023 - 2027
April

1 5 th,T S E

P r i m e

７５９９

2022

Contents

1. About IDOM (Corporate Philosophy, Businesses, and Business Portfolio)

3

2. Attractive Used Car Market

13

3. Toward the Future Mobility Society

18

4. Medium-Term Business Plan 2023 - 2027

22

5. Sustainability / SDGs Action

34

Appendix.

45

Corporate GovernanceIDOM Group Profile

1. About IDOM (Corporate Philosophy, Businesses, and Business Portfolio)

IDOM's Corporate Philosophy That Has Remained Unchanged
Since Its Foundation
IDOM Corporate Philosophy

Growing Together
We aim to continue to grow together with our five key stakeholder groups
to achieve a prosperous future through the embodiment of IDOM-ism.

Five Stakeholders
Society

Shareholders
Customers

Partners
Employees

4Changes in IDOM's Business Models and Store Operations
Purchase Model

Purchase and Retail Model

Retail Model2020 -

convert1994 -

Business
Model

Purchase2008 -

Purchase

RetailPurchase

RetailPurc
hase
Purchase

RetailIncidental

Started witha purchaseonly store
model

Added a retailmodel to thepurchase-only store
model

Promoted the retail modelutilizing purchased vehicles

Full-scale expansion of the retail model

Changing in responseto the needs of the times

2014 -

Launched incidental services

Brand

GulliverGulliverStoresSize

The stores were small because
purchasing was the main business.

Multiple brands(Gulliver and up to ten other brands)

Replaced with medium-sized
stores to secure spaces fordisplaying cars

Gulliver
Replaced with large stores to secure
space for comparison.

5

Two Store Formats
Stores for purchasing

StoresStore
formatMedium-sized stores
Mediumsized store
type

Number ofstoresStore
specializing inforeign cars

Purchase-only storeStore
opening
strategy

Pursue efficiency
Shift to home-visit purchases

Large
store
type

Store specializing
in custom cars

218

Features

Large stores
Store withmaintenanceshop

Store withmaintenance shopand sheet-metal
workshop

227
・ Stores specialized to suit customer needs
・ Existing stores in candidate areas for opening large
stores・ Far greater number of products than other stores in eacharea
・ Presence on the roadside・ Customer services and after-sales services beyond thelevel of those provided by dealers

・Opening of large stores・Opening stores proactively in blank areas
・Increasing shares by replacing existing stores with large ones・Opening specialized stores that create new customer needs

6Earnings Structure of Core Businesses
Gross profit from core businesses❶ Used car purchasebusiness

Purchasing used cars at Gulliver stores(mainly stores for purchasing)

Wholesaleunit sales

Wholesale
Gross profit percar❷ Used car retailbusiness

Retail sales of used cars at Gulliver stores(mainly medium-sized and large stores)

Retail unit
sales

RetailGross profit percar❸ Incidental business

Sales of products incidental to retail salesof used cars, including auto loan, auto
insurance, warranties, safety inspection,and maintenance

Unit sales byproduct

Gross profit byproduct

7

Distribution Flow of the Domestic Core Businesses
100 thousand
vehiclesWholesale

Used cars
auction sites
Approx. 120 sites
nationwide

Internal
wholesaling

Stores❶ Used car purchase business
Purchasing used cars at Gulliver stores(mainly at stores for purchasing)

Consumers❸ Incidental business
Sales of products incidental to retail sales ofused cars, including auto loan, auto insurance,
warranties, safety inspection, and maintenanceStores forpurchasing(Selling cars they own)

❷ Used car retail business
Retail sales of used cars at Gulliver stores(mainly large and medium-sized stores)

Purchase

Internalpurchasing

140 thousand
vehiclesStores forpurchasing
Used cars
auction sites
Approx. 120 sites
nationwide

RetailStoresIncidental

Consumers(Purchasing used cars)

Purchase

8

Circulation Cycle of Used Car Business
Manufacturing
new cars(Automakers)

Purchasing new cars

Vehicledisposalanddisassembly

Purchase

Circulation cycle of cars

MaintenanceandInspection

Sales
and
Subscription

・・・Domain of used car business

The used car distribution business makes maximum use of cars as resources.
IDOM will play a role in the circular economy by circulating used cars and maintaining their value as assets.
9

Business Portfolio
Growth potentialof businessCurrent portfolio
Large stores
Medium-sized stores
Stores for purchasing

Large
storesNew businesses

New car businessin Australia

New businesses
New car business inAustralia (scheduled
to withdraw)

Medium-sized
storesNew car dealer
business (withdrawn)
Note: The size of thecircle indicates sales（Scheduled to withdraw）

Stores forpurchasing
New cardealer(withdrawn)

Capital efficiency（ROIC）

Based on the Business Portfolio, we will focus on businesses with high growth potential and capital efficiency toredistribute management resources.
10Five Competitive Edges of IDOM's Businesses
１

2

3

4

5

・Brand recognition surveys

Brand power

Ability to attract customers using thewell-known Gulliver brandNumber ofcustomers

Number of customers based on the huge
number of cars that IDOM has tradedsince its foundation

Sales
capabilities

Development and improvement of longterm human resource development plan ・Cumulative total retail unit sales: More than 1.2 million cars
・Enhanced services incidental to retailing
focused on recruitment of new graduates(IDOMs own survey and surveys by research companies)

Recognition rate of the “Gulliver” brand: 94.9%(Cumulative total) Number of cars purchased + Number ofcars sold: 4.6 million cars

IT utilization
capabilities

Promotion of DX and shift to AI

Concentrated human resources on the retail business byautomating the operation of the purchase business andinventory management

Ability torespond to theenvironment

From purchasing to retailing

Shifted from purchase-oriented business to retail business by
responding flexibly to changes in the business environment11

Current Status of IDOM at a Glance
FY2022459.5 billion yen

Financials

Retail sales and sales of used cars
230 thousand units
140 thousand units

18.5 billion yen
10%
Net sales

OperatingprofitNumber of employees(consolidated)

4,347*1: Calculated based on figures in the consolidated financial
statements in FY2022
Operating profit x (1 - Effective tax rate)/ (Inventory + Fixed assets, weighted average of
beginning and ending balance)

ROIC (*1)

Number of stores

445

Retail unit salesof used cars*3

Number of usedcars sold*4

Share in the used car retail market (*5)(*2)

*2: Number of directly managed stores excluding
member stores*3: Retail unit sales at IDOM's directly managed stores*4: Sum of retail unit sales and wholesale unit sales*5: (Total retail unit sales at IDOM in FY2022) / (Retailunit sales of used cars in 2019 estimated by Yano
Research Institute, which is 2.62 million cars)

Approx.

5%
12

Attractive Used Car Market

２．Attractive Used Car Market

13

Huge Used Car Retail Market Exceeding 3.7 Trillion Yen
Automotive supplies

Maintenance

About 1.7 trillion yen

About 5.4 trillion yen

Used car use

About 2.1 trillion yen
Used car sharing
About 0.04 trillion yen

Used car retail(Owning)

About
3.7 trillion yen

Automobile-related
market in Japan
New cars

About 13.8 trillion yen
New cars: Japan Automobile Dealers Association
Vehicles other than new cars: 2018 overview of automobile aftermarket by Yano Research Institute14

Japan's Used Car Market with Much Lower Ratio thanThose in Europe and the United States
Ratio of used cars in Japan

Japan

Ratio of used cars in Europe and the United States

United States
New
cars

GermanyNew
cars

United Kingdom
New
cars

FranceNew
cars

Used cars
New cars

Used cars*1: New cars: 2019 data from Japan Automobile Dealers Association
Used cars: 2020 overview of used car distribution by Yano Research Institute*2: New cars: 2019 MarkLines Automotive Industry Portal
Used cars: edmunds 2019 Used Vehicle Report

Used cars

Used cars

Used cars*3: 2019 Statistics of Vehicles from Kraftfahrt-Bundesamt (KBA)*4: 2019 vehicle data from the Society of Motor Manufacturers and Traders (SMMT)*5: 2017 data on automotive industry in France from Comité des Constructeurs Français d'Automobiles (CCFA)

15

Used Car Retail Market with a Large Room for Growthof Market Share
Growing domestic market share of IDOMFY2022FY2012

About 5%

About 1%
Domestic
retail used
car market(*1)

10 years later

Domestic
retail used
car market(*2)*1: Market share for FY2012 was calculated based on the proportion of IDOM's domestic retail unit sales to the size of the used car retail market in 2008, which was 2.40 million cars
(data from Yano Research Institute).
*2: Market share for FY2022 was calculated based on the proportion of IDOM's domestic retail unit sales to the size of the used car retail market in 2019, which was 2.62 million cars
(data from Yano Research Institute).

16

Change in Young People's View of Used Cars
Are you hesitant to accept used cars
compared to before (several years ago up to ten years ago)?

Less hesitant to accept
used cars

65.2 ％（+3.8 up）
24.6%

Less hesitant to accept
used cars

Have been hesitant

30.0%

61.4％

29.0%
Have been hesitant

Less hesitant than
before21.7%
Less hesitant
than before

2020

2022

2 years later

9.6%

10.2%

More hesitant
than before

More hesitant
than before

39.7%
Have never been
hesitant

Result of an online questionnaire conducted in December 2020 (1,000 respondents)

35.2%
Have never been
hesitant

Result of an online questionnaire conducted in March 2022 (1,000 respondents)

17

Toward the Future Mobility Society

３．Toward the Future Mobility Society

Expected Future Changes in the Environment Surrounding
the Used Car Industry
Changes in products (cars) resulting
from technological evolution

Changes in the method of selling used cars
associated with changes in the consumer mindset

Popularization of electric vehicles (EVs)

Subscription and leasing: Limited-time use / Early
switching

Evolution into connected cars

C to C: Trades between individuals are possible for cars
as well

Automated driving technologies

E-commerce: Seeing the car at the store -->Doing negotiations and placing the order online

IDOM's response❶

IDOM's response❷

IDOM's response❸

The business model of used car
sales will remain unchanged eventhough products changeStore infrastructure as a place fordisplaying used cars and doing
maintenance work is necessary

Upfront investments in new
businesses

Improving brand power andsales capabilities

Building a nation-wide
network of stores(NOREL, Gulliver FleMa, andEC Trial)

19

Status of New Businesses (Domestic and Overseas)
Operating CtoC business (Gulliver FleMa), platform business (INN), fleet management business (FMG), andother businesses, with a focus on subscription business (NOREL)

Japan
Subscription
business

CtoC business

Operated with a focus on NOREL, aservice of leasing used cars for fixedmonthly fees

Operating Gulliver FleMa, a service tobroker trading of used cars between
individuals via an app

Overseas
Platform business(Australia)

Fleet managementbusiness(Africa)A business of pursuing platforms forsolving car dealers' issues by helping
improve the transparency of used car
trades with new technologies andinnovations

Building a new used car distribution
system by lending used cars fromJapan to Uber drivers in Tanzania

20

Toward the Future Mobility Society

N E X T G E N E R AT I O N
M O B I LT Y
CHALLENGE
The start of new challenges
IDOM has been pursuing a circulation-based used car distribution business.
This means that the company has constantly been responding to changes in society and consumer mindset.
IDOM has continued to pursue and provide the value sought by society and customers.
These initiatives and approach will remain unchanged in the future mobility-based society.
IDOM will continue to develop services and content in a constant pursuit of value creation for a mobility-based society.
IDOM begins to take on new challenges.

21Mid-term Strategy

4. Medium-Term Business Plan 2023 - 2027

Position of Medium-Term Business Plan

2050

2022
Shift to a retail modeland stable growth2023

Medium-Term Business Plan
2023 - 2027

Future mobilitybased society

2030

2027

Medium-TermBusiness Plan

Medium-TermBusiness Plan

Changes in the businessMedium-Termenvironment

Business Plan

Changes in consumer
attitudes

IDOM aims to improve asset
efficiency and facilitate growthsimultaneously with an eye on amobility-based society in the future.

23

Key Management Indicators
FY2027
Target1

Retail unit sales at directly
managed stores

Increase sales mainly through the opening oflarge stores.

170 thousand vehicles

2

Operating profit

Steadily increase operating profit

21 billion yen

3Operating profit margin

Increase margins through the opening of large
stores and the improvement of efficiency.

5.0 % or higher

4

ROIC

Aim at 10% for the time being while paying
attention to capital costs.

10 % or higher

Free cash flows (FCF)

Grow in the medium to long term while clearlyrecognizing the investment phase andrecovery phase.

About 30 billion yen in 5 years

5242023 – 2027 Cash Allocation
Cash inflow in 5 years

Cash outflow in 5 years①Opening large
storesGrowth investment
Operating cash flow

Transfer the Company's
shares of the Australiansubsidiaries.

② IT investment

20.0 billion yen

Opening 50 large stores as a core element of our
growth strategy

2.0 billion yen

Continuing to promote DX, shift to AI, and businessefficiency improvement that support the growth of
the retail business③ New
businesses
Investment

Accelerating
Continuing business development (exploratory
消費者のマインド
investment
in response
investment) in preparation for future changes in the
変化に応じて加速
to changes inenvironment surrounding the industry
consumer mindset

Dividends

Dividends

Performance-based dividend ”a dividend payout ratio of 30%”

Repayment of loans
payableLoans payable

Free cash flows

・・・Expanding free cash flow while making aggressive investment in growth（Dividends = Profit attributable to owners of parent of previous fiscal year × 30%）

As a result, financial strength will improve with the repayment of specific loans payable.

25

Business Portfolio as a Medium- to Long-Term Goal
Growth potentialof business

Growth potentialof businessCurrent portfolio

Medium- and Long-term
Aspirations

Large stores
Medium-sized stores

New businesses

LargestoresNew businesses
New car businessin Australia

New businesses
New car business inAustralia (scheduled towithdraw)）

Medium-sized
storesNew car businessin Australia（Scheduled to withdraw）

Medium-sized
stores（Scheduled to withdraw）

Stores forpurchasing
New cardealer(withdrawn)

Stores for purchasing

Large stores

Stores forpurchasing
Capital efficiency（ROIC）New car dealer
business (withdrawn)

Changing
store format

Note: The size of thecircle indicates sales

Capital efficiency（ROIC）

We will focus on businesses with high growth potential and capital efficiency to redistribute management resources.
Moving forward, we will invest intensively in expanding large stores with high growth potential and capital efficiency.
26

Positioning of the Medium-Term Business Planand Its Three Themes
Position of Medium-TermBusiness Plan

IDOM aims to improve asset efficiency and facilitate growthsimultaneously with an eye on a mobility-based society in the future❶ Increasing value
for customers

Three themes

Provide safe and secureused cars to as manycustomers as possible.

❷ Brand strategy❸ Contribute to therealization of asustainable society

Improving profitability bytaking full advantage of thehigh visibility of the Gulliver
brand

Contribution toenvironmental issues
through business(1) Expanding large stores（1）Integrating brand andshifting to large stores(1) Encouraging consumers to
replace their cars with usedEVs(2) Expanding maintenanceshops（2）Enhancing owned media（2）Promotion of switching to
new EVs

Specific initiatives

27

Themes of the Medium-Term Business Plan ❶Increasing value
for customers

Provide safe and secure used cars to as many customers as possible.
Provide a good selection of after-sales and incidental services.

Specific actions

Roll out large stores to offer an overwhelmingly large
number of safe and secure used cars and a great
selection of incidental services.

(1) Expanding large stores(2) Expanding maintenanceshops

The number of large
storesEnhance maintenance shops to provide a good selectionof after-sales services

As of 2022

29 stores

2027(5 years later)

TargetOpen 50 stores in five
years and establish
operations centeredon 80 large stores

80 stores
28

Features and Outline of Large Stores
Features① Refined store design②

Number of displayed cars that isamong the largest in each area③

Prices and product lineup
optimized for each area④

Negotiation area for enjoying
choosing a car

OutlineSite area

8,000 m2 or more

Number of exhibited vehicles

About 300

Capitalexpenditures

About 200 million yen

Payback period

About 3 years (cash flow after tax, recovery ofcapital investment)

29

Features and Outline of the Maintenance Shops
Features① Complete with latest equipment② Attached to a Gulliver store③ Refined exterior design④

Generous waiting area forcustomers⑤

Sheet-metal workshop also
attached in some areas

OutlineWork items

Safety inspections andmaintenance before delivery

Capitalexpenditures

About 200 million yen

Number of Maintenance
Shops

８ Two of them are designated

Payback period

About 3 years (cash flow after tax, recovery ofcapital investment)

maintenance shops. (as of March 31, 2022)

30

Incidental services line-up
Service as the base

Purchase-related
services

Payment-related
services

Insurance-related
services(Max. 10 years)

Rakuraku 84

Car insurance

Safety inspections andmaintenance

Optional parts sales

Plus Loan

Automobile liability
insurance

Sheet-metal repairing

Optional coatings

Big-final-installment
plan

Insurance Loan

Return service

Warranty

Expandingincidental services

Used car retailInspection andmaintenance before
delivery

Skip Loan

Service related tovehicle disposal

Vehicle disposal
procedures

Insurance Loan

Possibility of bolstering revenue by enhancing services that are incidental to used car retail.
31

Themes of the Medium-Term Business Plan ❷Brand strategy

Improve profitability by maximizing the high visibilityof the Gulliver brandSpecific actions

Integration into the
Gulliver brandConcentrating on the Gulliver brand toincrease the number of customers without
depending on advertising media

Enhancing owned media

Attracting more customers with owned sites

TargetImproved
Profitability

32

Themes of the Medium-Term Business Plan ❸Contribute to therealization of asustainable society

Strengthening the business model that facilitates the cyclical flow of cars, thus
contributing to solving environmental issues through businessSpecific actions（1）Promotion ofswitching to used EVs

Retailing used EVs and HEVs by setting prices based on market rates(2) Promotion of switching
to new EVs

Revitalization of used car distribution
by promoting the switch to new EVs and HEVs

33

Sustainability and SDGs Action

5. Sustainability / SDGs Action

IDOM's Corporate Philosophy
That Has Remained Unchanged Since Its Foundation
IDOM Corporate Philosophy

Growing Together
We aim to continue to grow together with our five key stakeholder groups
to achieve a prosperous future through the embodiment of IDOM-ism.

Five Stakeholders
Society

Shareholders
Customers

Partners
Employees

35

IDOM Sustainability Declaration
Sustainability Declaration
Since it was founded, IDOM has had a corporate philosophy of “Growing Together”, where we
aim to grow together with our five key stakeholders: society, customers, employees, partners andshareholders.
Based on this corporate philosophy, we believe that our used car distribution business
contributes to a sustainable society and defines the value of IDOM’s existence as a company.
Going forward, we will continue to boldly tackle the challenges of transforming the used car
distribution market and continue to create long term value for all our stakeholders into the future.

36

Circulation Cycle of Used Car Business
Manufacturing
new cars

Indirectly encouraging purchasesof EVs(Automakers)

Purchasing new cars
4

1

Utilization of parts
and waste materials
Vehicledisposalanddisassembly

Purchase

Circulation cycle of cars

MaintenanceandInspection
・・・Domain of used car business

Purchasing used cars
with proper prices

3

Maintaining the life of cars

Sales
and
Subscription

2

Promoting reuse

IDOM circulates used cars to encourage consumers to replace their cars with EVs,
thus helping society achieve carbon neutrality.
37

Disclosure in Line with TCFD Recommendations
Related to Climate Change
Support for the Task Force on Climate-related
Financial Disclosures (TCFD) Recommendations

IDOM has expressed its support for therecommendations of the Task Force on ClimateRelated Financial Disclosures (TCFD). IDOM
considers the problem of climate change to be
one of the key issues that affect its businesses.
ｚｚ
Based on the TCFD recommendations, it willcontinue to disclose information regarding
governance, risk management, strategies(analysis of risks and opportunities), indices andgoals.

* Scheduled for disclosure in May 2022

38

Themes of SDGs and Themes IDOM will Address
Related SDGs

Themes IDOM will address- Contributing to the realization of a sustainable society through the used car
distribution business (the value of IDOM's existence)

Environment (E)- Driving paperless operations(Digitization of sales agreements, reduction of paper resources by sharing
meeting materials online, etc.)- Switching to LED for light fixtures at directly operated store locations- Promoting the spread of environmentally friendly cars, including hybrid vehicles
and EVs, in response to consumer needs- Ensuring diversity through consideration for employee health and healthy
working environments based on the idea of diversity

Society (S)- Social Contribution Initiatives Made Possible Through IDOM’s Business- Free provision of used cars to healthcare professionals (2020)- Free provision of used cars to victims of the 2011 Tohoku earthquake
andtsunami- UNICEF Support Gift project for sale and purchase of used cars (2011present)

39

Initiatives for the Improvement of Customer Satisfaction (CS)CS-related commendation system

Measures to improve customer satisfaction

IDOM will continue to implement a program to commend
stores if they achieve a greater degree of customer
satisfaction and lower complaints than the establishedcriteria regarding customer satisfaction questionnaires.

Conducting customer questionnaires throughLINE or other measures in conjunction withbusiness negotiations, car deliveries and aftersales services.
The responsible store managers andsalespeople are provided timely feedback
based on results which is used in initiatives
aimed for the improvement of customer
satisfaction.

40

Approach to Diversity

Approach to Diversity

IDOM has created an environment where employees can fully demonstrate their abilities and play an activerole, regardless of characteristics such as gender, culture, race, religion, sexual orientation, age ordisabilities.
We have also established various systems and training for employees to achieve personal growth and selfimprovement.
We will continue to respect the human rights of our employees and work actively to create a system thatallows employees to attempt various challenges.
We believe that diversity will be achieved by focusing our efforts on improving the environment anddeveloping human resources. For this reason, we have not set numerical diversity targets at this time.

41

Approach to Diversity and Initiatives
Initiatives to Improve the Environment and Develop Human Resources Based on “Approach to Diversity”
Childcare
supportReduction ofworking hours

Encouraging
employees to takechildcare leave
regardless of gender

Reducing total
working hours
through efforts suchas increasing thenumber of public
holidays

Training system
Theme-specifichuman resources
development training
system, with trainingthat varies according
to job type, position,and experience

Supporting
women

Work styleGrowth support

Operating the Sakura
Project to support
active roles andempowerment for all
female employees(since 2008)

Creating anenvironment where
employees can makemaximum use of theirabilities, including
telecommuting, bypromoting work stylereforms

Challenge application
system that allows
employees to apply
for transfers forthemselves, with theaim of promoting
further self-growth

Abilitydevelopment

Qualification
systemManagement
training

Ability development
support course, inwhich employees canparticipate for the
purpose ofdeveloping their own
abilities

Store manager
qualification
examination system,
for appointment of
store managers by
qualitative andquantitativeevaluation

Store Pro system, aprofessional store
manager system thatchallenges managers
to engage in store
management asbusiness managers

42System to Promote Initiatives Based on the Concept of Diversity
System design

Taking effective initiatives by setting
quantitative targets based on a regular
evaluation of the organizational climate,such as employee satisfaction and thepenetration of measures, and byimplementing a PDCA cycle

Plan

Improving initiatives
to make them more
effective

Act

Do

Adopting initiatives to improvethe environment and develop
human resources

Check
Discovering challenges

Implementing a regular evaluation of
the organizational climate, etc.

Employee satisfaction

43

Toward the Future Mobility Society

N E X T G E N E R AT I O N
M O B I LT Y
CHALLENGE
The start of new challenges
IDOM has been pursuing a circulation-based used car distribution business.
This means that the company has constantly been responding to changes in society and consumer mindset.
IDOM has continued to pursue and provide the value sought by society and customers.
These initiatives and approach will remain unchanged in the future mobility-based society.
IDOM will continue to develop services and content in a constant pursuit of value creation for a mobility-based society.
IDOM begins to take on new challenges.

44Appendix

Appendix

45

IDOM's Governance System

Directors andExecutive Officers

A company with an Audit & Supervisory Board consisting of five Directors (including two
outside directors) and three auditors (including two outside auditors)
The Board of Directors, which has been streamlined through the adoption of an officer
system, engages in in-depth discussions and quickly makes decisions.

Members of theBoard of Directors

Members of the Audit& Supervisory Board

President

President

Director

Yusuke Hatori

Takao Hatori

Masaru Ohta

Director

OutsideDirector

OutsideJun Sugie

Independent

Koichi Noda

Independent

Auditor (Full-time)

Takenobu Sugama

AuditorOutsideTadaaki Kimura Independent

AuditorOutsideKaoru Ninomiya Independent46

Two-President System
Reason for the two-president system

Enabling representatives to balance each otherwhile also facilitating quick, sound decision-making processes

President

President

Yusuke Hatori

Takao Hatori

Important management decisions are made by two presidents through dialectical discussion
instead of by a president alone, and by doing so, optimal solutions are achieved.
IDOM migrated to the current system in 2008 and will continue to operate under this system going forward.
47

Corporate Governance Diagram (as of April 14, 2022)
General Shareholders’ Meeting
Appointment anddismissal

Accounting
AuditorCooperation

Appointment anddismissal

Audit &
Supervisory
Board
ReportInstructions

Appointment anddismissal
Consultation

Audit
ReportBoard ofDirectors
ReportSupervision

Nomination andRemuneration
Committee

Instructions

Auditing Team
Audit

Internal audits

ReportInstructions

Execution

President

Sustainability
Committee

Management
Councilｚｚ

Divisions and subsidiaries

48

Directors’ Skill Matrix
Corporate
management

Industry insightand marketing

Globalexperience

President
Yusuke Hatori

〇

〇

〇

President
Takao Hatori〇〇

Director
Masaru Ohta〇〇

Director
Jun Sugie

OutsideIndependent

OutsideDirector
Koichi Noda Independent

Sustainability

Reason for the selection of skills
〇

〇

〇

〇

〇

〇

Finance andaccounting

〇

〇

〇

〇

Skill

Definition

Corporate management

Experience in corporate management and/or administrative management at listedcompanies, large-scale corporations or administrative (government) agencies, etc.

Industry insight andmarketing

Insight relating to automobile distribution and intimate knowledge of thecharacteristics of marketing activities

Global experience

Experience leading overseas business operations, or highly international work
experience

Finance and accounting
Sustainability

Expertise in finance and accounting
Insight relating to sustainable growth in environmental, social and governance (ESG)
issues, etc.

IDOM is engaged in automobile distribution
operations both in Japan and overseas (inAustralia and the United States, etc.)
The Board of Directors believes that it isnecessary to gain insight and grasp thecharacteristics of the automobile distribution
industry, and to discuss and supervise
medium to long-term business management
issues from a global perspective.
The Board also believes that it should discussand provide supervision to enable the Groupto achieve sustainable growth while
forecasting future environmental changes andpredicting risks and opportunities that may
arise in the future.
IDOM places an emphasis on the Board of
Directors performing such functions, and has
selected the skills presented on the left tocreate a skill matrix for its directors.

49

History
1994年

・Gulliver International established

1998年

・Shares traded on the over-the-counter market (after the second shortest period from establishment)
・Operation of Dolphinet System started

1999年

・Number of Gulliver stores, mostly member stores, reaches 500

2000年

・Listed on Second Second Section of TSE (after the shortest period from establishment)

2002年

・Award for Advancement of Excellence in IR received (Japan Investor Relations Association)

2003年

・Listed on First Section of TSE

2004年

・Gulliver USA, Inc. established・Japan’s first hyper-growth company**Term used in the U.S.A. for companies that record sales of 1 billion dollars within 10 years of establishment

2006年

・Porter Prize received

2008年

・Two presidential system started
・Second Japan 300 High-Service Award received (Service Productivity & Innovation for Growth)

2009年

・10-year guarantee service started

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History
2010年

・Shares of G-one Credit Services, the financial service subsidiary, transferred to SBI Holdings

2011年

・Pre-delivery maintenance service center launched・Ranked 29th in “Best Workplaces” (Great Place to Work® Institute Japan) Awarded for 7 consecutive years

2012年

・Motoren Global established (BMW/MINI dealerships in Hokkaido started)
・WOW! TOWN Makuhari, a large showroom, opened
・Received IT Japan Award 2012 (Nikkei Computer)

2014年

・First store in New Zealand opened
・Display and sale store openings accelerated under the medium-term business policy

2015年

・All shares acquired in Nakamitsu Motors, which operates BMW/MINI dealerships in Chiba; changed the company’s
name to Motoren Glanz
・Sixty-seven percent of shares acquired in Buick Holdings Pty Ltd., new car dealers in Western Australia
・System for centralized appraisal of purchases at the head office renewed (mobile devices for appraisal at each store
introduced)
・Kurumajiro (presently Gulliver FleMa) service started

2016年

・The Company’s name changed to IDOM, Inc.
・NOREL service started

2017年

・Selected as “2017 Competitive IT Strategy Company” (Ministry of Economy, Trade and Industry, Tokyo Stock Exchange)
・Ranked 18th in “Best Workplaces,” the top ranking

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History
2018年

・Acquired a new car dealer group in Melbourne, Australia

2019年

・C2C car sharing service, GO2GO, started

2020年

・NOREL and GO2GO new services acquired by IDOM CaaS Technology

2021年

・Transferred shared of Motoren Global and Motoren Glanz (Withdraw from domestic new car dealer business)

2022年

・Decided to transfer the company’s shares of the Australian subsidiaries
・Received a Certificate of Merit related to a Medal with Dark Blue Ribbon form the Japanese government

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