2022
InterimSecurities Code: 2429

Business
Report2022

Interim Business Report to
Our Stakeholders January 1, 2022

June 30, 2022

Contents
01 Our Purpose

02 Interview with the President

05 Business Segment Overview
08 Consolidated Financial Results

07 Close-Up
09 Sustainability

10 History / Major Affiliated Companies

Our Purpose

Achieving happiness for people and thesustainable development of society bycreating the “ways we live” on a global scale
If everyone around the world could live and work with more vitality, the world would be a happier, more developed,
and better place. Our mission is to create such a livable society full of vitality.

Human Resources andEducation Business

Real Estate Business

Shaping ways of working

Contributing to the development of industry by helping
people find the right job, allowing them to feel the joyof working with vitality, and by bringing out people’s
latent potential through education

Information and Telecommunications
Business

Shaping the way we live through home creation

Creating
the Ways
We Live

Shaping convenience, safety, and security

Contributing to society by designing the communities
that are the basis of people’s lives to be more
comfortable, livable, and respectful of the environment
and natural resources

Agricultural Park
Business
Shaping the future

Contributing to the enrichment of society by creatinga safe and secure living environment for all throughthe convenience provided by the spread of new
IT infrastructure

Supporting the sustainable development of society byconserving the environment and natural resources andproviding the nurturing environment necessary for thegrowth of the children who are our future01

Interview with the President

We will continue to enhance our human capitaland create diverse “ways we live”.
We asked Chairman and President Eikichi Iida about the current status and future of theGroup’s efforts toward sustainable development, which is the aim of Medium-termManagement Plan 2026, in the midst of great changes in the business environment brought
about by factors such as the prolonged COVID-19 pandemic, global supply chain
disruptions, and the emergence of geopolitical risks.

Eikichi Iida

FY12/2022 (1H)
Overview of Business Activities
Our core Human Resources and Education
Business performed especially well. In addition,
the Real Estate Business achieved the sale anddelivery of properties that exceeded our plan. As aresult, performance for the Group as a whole
exceeded well above both the previous period andthe plan.
During the first half under review, FY12/2022 (1H), thebusiness environment differed from expectations
due to factors such as the prolonged COVID-19
pandemic, depreciation of the yen, and high raw
material prices due to the situation in Russia andUkraine. However, our core Human Resources andEducation Business performed better than planned inpart due to the receipt of large orders, an increase insubcontracting, and profit margin improvement due to
productivity improvement. As for the Real Estate

Chairman and President

Business, despite the fact that major property
deliveries are concentrated in the second half of theyear, the segment is performing ahead of the plan
thanks in part to the accelerated recording of saiddeliveries in the first half. The following is an overview
of our business activities in each segment.

other factors contributed to an increase in businessperformance. While we expect the businessenvironment to remain uncertain in the second half ofthe year and beyond, we will continue to improve
employee productivity by enhancing our skill
improvement education.

Human Resources and Education Business

Human Resources and Education Business

The COVID-19 lockdown in Shanghai and the Ukraine
crisis contributed to difficulties in procuring parts atclient companies, prompting production adjustments
and shutdowns. As a result, although sales were
temporarily slightly sluggish from April to June,
they remained steady throughout the first half ofthe year due to strong demand, especially in thesemiconductor and component sectors.
Furthermore, an increase in subcontracting andteam staffing, both of which are strengths of theGroup, productivity increases due in part to manager
development efforts and the promotion of digitaltransformation (DX), a shift to high-value deals, andIn our mainstay logistics sector, operations at the new
business sites established last year have gotten off toa smooth start. At the same time, we have advanced
efforts such as preparations for establishing new
business sites and developing new customers, aswell as the development of management-level humanresources. The light-duty work sector, meanwhile, isperforming well overall thanks to the receipt of large
orders in relation to government projects andvaccinations. In addition, Dimples Co., Ltd., aprovider of high-quality customer service and sales
staffing services for department stores and otherbusinesses, joined the Group in February when we

Products HR

02

Service HRcreating employment opportunities in the regional
communities, we would like to carefully nurture thebusiness from a medium-to long-term perspective.

decline. As the role of physical stores in the industry
changes, we are strengthening our business portfoliowith a focus on superior stores with strong local roots
in order to enjoy the benefits of remaining players. In
particular, we are exploring ways to make our stores
more accommodating to users, such as by providing
lectures on how to use the store terminals.

acquired 90% of outstanding shares in the company
from J. Front Retailing Co. Ltd. Moving forward, we
will leverage the company’s prowess in the area of
hospitality to strengthen the customer service andsales sector.

Real Estate Business
While we have maintained our cautious stanceregarding acquisitions as property prices remain
high, we are steadily securing properties by making
full use of our know-how in real estate M&A andcreating land for business use, which are ourstrengths. We believe that precisely realizing thebudgets for each year is vital in the real estatebusiness. The Group is always planning two to three
years ahead. Our performance can be benchmarked
by whether we are clearing our planned figures.

Toward the Realization of Mediumterm Management Plan 2026

Agricultural Park Business

Addressing Japan’s declining
working population

The business performed especially well in the spring
busy season, with the number of visitors to each facility
exceeding the pre-pandemic peaks in 2019. We are
now in the sixth year since the Group undertook therehabilitation of these businesses. We will leverage thefacility management and operation know-how we havecultivated to improve the profit structures of existing
facilities. At the same time, the number of facilities
under our management have steadily increased.
Agricultural parks are facilities necessary for humans
to live in nature. It is a highly social business that
contributes to the revitalization and development ofcommunities. In the sense that it is also a means ofInformation and Telecommunications
Business
The sales agency industry is in a period of major
reform that has seen commission income continue to

Whether due to the fragmentation of the global supply
chain, the weak yen, or the rise of an inflationary
economy due to soaring energy prices, theenvironment surrounding businesses is experiencing
great change. In the human resources service market,
it has become apparent that companies have a needfor greater mobility of human resources.
Japan’s working population is already on the
decline. Until now, labor shortfalls have been madeup for by the elderly and women. However, there will
be a massive labor shortage when the baby boom

FY12/2022 (1H) Financial Highlights
Net sales

Operating proﬁt¥86,208

million

YoY

32.5%

¥4,629million

YoY

88.8%

180,000

66,827

70,84465,047

FY12/2019(1H)

FY12/2020(1H)

FY12/2021(1H)¥4,740

million

YoY

80.8%

8,400

2,529

2,773

2,452

FY12/2019(1H)

FY12/2020(1H)

FY12/2021(1H)¥2,549million

YoY

34.8%
4,600

8,200
2,497

4,740

4,629

86,208

FY12/2022 FY12/2022(1H)(full-year forecast)Proﬁt attributable toowners of parent

Ordinary proﬁt

FY12/2022 FY12/2022(full-year forecast)
(1H)

03

2,529

2,872

2,621

FY12/2019(1H)

FY12/2020(1H)

FY12/2021
(1H)

1,685

FY12/2022 FY12/2022(full-year forecast)(1H)

FY12/2019(1H)

FY12/2020
(1H)

2,549
1,891

FY12/2021(1H)

FY12/2022 FY12/2022(1H)(full-year forecast)generation begins to leave the labor force in the next
few years. How will we tackle these great changes as
a provider of human resources services? We believethat the solution requires improving the productivity ofworking people.
In the manufacturing sector, in particular, we will
improve productivity through the use of IT, thepromotion of DX, and increasing employees’ skills
through the strengthening of employee education.
This will lead to higher pay for working people andalso help counter ongoing inflation. Another approach
would be to provide workers from overseas a place
where they can work with peace of mind. We strongly
feel a need to address the most pressing issues insociety, consider concrete solutions, and put theminto practice within the next few years.
Considering the possibility that more manufacturing
activities will return to Japan due to the fragmentationof the global supply chain, it will likely be necessary forus, as a staffing human resources provider, to quickly
establish a way in which we can handle humanresources development on behalf of companies.

Creating new business pillars
in the services sector
In the services sector, we are looking to focus not only
on our mainstay logistics sector but also on providing
high-quality in-person service in the customer service
and sales sector. As part of that effort, the Group has
welcomed into its ranks Dimples Co., Ltd., a company
with high prowess in the area of hospitality. ThroughDimples, we will advance the training of staff working
at department stores, shopping malls, and othersimilar businesses to improve skills such as productdescriptions. By building a human resources platformin the services sector, we will create a second
business pillar after the logistics segment.
JW SOLUTION CO., LTD., a joint venture formed
together with the JTB Group, will become the third pillar.
The company, which espouses a mission of “Serving

the Tourism Industry as a ‘Hospitality Outsourcer,’”allowed us to make great achievements with the Tokyo
2020 Olympic Games. The movement of people isgradually recovering, while the number of travelers is
also increasing. We have a sense that its core businessis finally becoming more active, and believe that it hasentered a phase in which it contributes to the promotionof the tourism industry in a visible way.

Message to Our Stakeholders
As a company focused primarily on human resources
services, the Group believes that enhancing ourhuman capital is our most important priority. We also
believe that the mobility of human resources and thedevelopment of human resources on behalf of clientcompanies will be the two sources of our future
growth. Further, we will clarify the Group’s standing

not by aiming to be No. 1 in every segment andsector, but in specific ones. Specifically, in the Human
Resources and Education Business, we will aim to
be No. 1 in subcontracting and outsourcing in the
manufacturing sector, and in logistics, customer
service and sales, and tourism in the services sector,
respectively. In the Real Estate Business, meanwhile,
we will aim to be No. 1 in private redevelopment.
Heading in this same direction, we intend to further
expand the scope of our business and achievesustainable growth.
Moving forward, we will take on the challenge of
new initiatives toward the creation of sustainable
world and achieving high growth through a wellbalanced business portfolio consisting of our Human
Resources and Education, Real Estate, Information
and Telecommunications, and Agricultural Park
businesses. We hope that all of our stakeholders
will continue to support us as we do so.

FY12/2022 (1H) Overview of Consolidated Financial Results
FY12/2021 (1H)
Actual (¥ million)

Human Resources andEducation Business

Real Estate BusinessInformation andTelecommunications Business

Agricultural Park Business

Total

Segment sales

48,241

Segment profit

1,871

Segment sales

10,481

Segment profit

400

Segment sales

4,944

Segment profit

93

Segment sales

1,379

Segment profit(95)

Segment sales

65,047

Elimination or
corporate

181

Operating profit

2,452

04

FY12/2022 (1H)

Profit margin (%)

Actual (¥ million)

Profit margin (%)

+11.6

+38.8

1,757

+209.3

+67.4

2,857

+19.4

+296.5

2,068

—

-7.1

(553)

-10.8

-18.1

(60)

-43.9

+60.0

216

+10.9

—

69

+60.3

86,208

+32.5

8,944

+11.6

183

+1.0

(339)

-64.9

+88.8

3,495

+308.4

2,597

4.2

1,587

9.0

4,594
1.9

76

1.7

2,207
—

3.8

Change rate (%)

6,424

17,551
3.8

Difference (¥ million)+28.2

61,855
3.9

FY12/2022 (1H) (vs. plan)YoY (%)

184

4,629

8.4

5.4

Business Segment Overview
Manufacturing
Design anddevelopment

Human Resources and Education Business

Semiconductors/Automotive/
Information andTelecommunications

Business Overview
We provide human resources services including subcontracting and temporary staffing capabilities that offer broad coverage
extending from upstream to downstream processes in the manufacturing sector, such as research, design, and production, as
well as the services sector including logistics, customer service and sales, and tourism. By seamlessly linking these fields, weare responding to a wide range of corporate needs and providing ample opportunities for our workforce to advance their skills
and careers.

Segment sales¥61,855

R&D
Pharmaceutical/
Bio/CRO

Logistics
e-Commerce

ServiceLineupCustomer
Service andSales
Retail/Department Stores

Tourism
Tourism Industry

After-sales
services
Repair/Maintenance

Segment profit¥2,597

YoY

million28.2%

UP
Segment sales
Manufacturing

YoY

millionSegment profit

Engineering

1,901

41,203
10.5%

32,864

Products HR

20.4%

11.8%
20.8%

%

Manufacturing
R&D

1,468

13,784 1,350

17,1882,517
13,322

10,427

FY12/2022

FY12/2021

FY12/2022

FY12/2021

FY12/2022

(1H)

(1H)

(1H)

(1H)

(1H)

Segment profit

Logistics
Call centers / Light-duty work
Customer service and sales / Tourism

17,263

19.9%

70.7%

16.5%

Our mainstay logistics sector performed according
to the plan thanks to a smooth launch of the new
business sites.

Composition of Temporary
Placement Workforce
Logistics
Call centers / Light-duty work
Customer service and sales / Tourism
Consortium

402

12,831

5,547

5,217

3,745
2,221

159 1,918

63.6%

5,537

5,750

FY12/2021

FY12/2022

FY12/2021

FY12/2022

FY12/2021

FY12/2022

(1H)

(1H)

(1H)

(1H)

(1H)

(1H)

05

Thanks to the acquisition and continuation of large
orders in sectors such as semiconductors andelectronic components, productivity improvement
due in part to manager development efforts andthe promotion of DX, a shift to high-value deals,
and other factors, all lifted our businessperformance.
We also promoted new initiatives, such as
investing in and collaborating with Cloud Staffing
Co., Ltd. to build systems for an industry-standard
platform.

3-month average (People)

695

20,651
1.7%

Products
HR

2,150

(1H)

27.6%

Thanks to well-placed marketing, themanufacturing, engineering, and R&D fields all
performed well.

Engineering

FY12/2021

15,377

FY12/2022 (1H) Overview

Composition of Temporary
Placement Workforce

1,206

Segment sales

Service HR

UP

69.1%

67.4%

Sales composition

38.8%
3-month average (People)

R&D

71.8

Semiconductors/
Machinery/Electricity/
Electronics

ServiceHR

Sectors such as the light-duty work sector and thecustomer service and sales sector are performing
ahead of the plan thanks to the receipt of large
orders in relation to government projects andvaccinations.
We will leverage new Group company Dimples
Co., Ltd.’s prowess in the area of hospitality tostrengthen the customer service and sales sector
and create synergy with existing businesses.

Information andTelecommunications Business
Real Estate BusinessBusiness Overview
The main activities are the operation of SoftBank, au, and othermobile phone stores having close ties with the markets they serve,
the provision of solutions for corporate clients, and telemarketing.
Segment sales

Business Overview
This comprehensive real estate business encompasses real estate development, renovations,prefabricated houses, and other activities directly related to properties, and focuses on the recently
started real estate finance business.

Segment sales¥17,551

FY12/2022(1H)
Overview

Segment profit

YoY

million67.4% U P

¥1,587

Segment sales

YoY

million296.5% U P

Sales composition¥76

million

7.1%

DOWN

YoY

million18.1% DOWN

Sales
composition

5.3%

As a result of the lowering of cellular service rates by each telecom carrier and theintroduction of new rate plans for internet access only, unit price per user has
declined. This, combined with other factors, has decreased our commission revenue.
We will continue to build a network of superior stores with strong local roots andstrengthen our portfolio.

Agricultural Park Business

Segment profit

17,551

20.4

Segment profit¥4,594

YoY

1,587

Business Overview
Leveraging the strengths of our business rehabilitation track recordand owning our own facilities, we are operating 15 nature-richagricultural parks throughout Japan.

10,481%400

FY12/2021

FY12/2022

FY12/2021

FY12/2022

(1H)

(1H)

(1H)

(1H)

Segment sales

FY12/2022 (1H) Overview

Segment profit

Performance exceeded the plan thanks to factors such as the accelerated delivery of some of theproperties originally scheduled to be delivered in the second half of the year. While we will proceed withacquisitions cautiously, we are steadily securing properties for the following fiscal year and beyond by
making full use of our strengths in real estate M&A and our know-how in creating land for business use.
Although the delivery of major properties was planned to be concentrated in the second half of this fiscal
year, sales of condominiums and commercial land are proceeding favorably and exceeding plans.

FY12/2022(1H)
Overview

06¥2,207¥184

YoY

million

60.0%

UP

YoY

million¥279

millionSales
composition

2.5%

UP

While the number of visitors in February was lower than the same period of the previous
year due to record cold weather, the number of visitors in every other month exceededthat of the previous year, setting a record for the second quarter. In this and other ways,
performance was strong. In April, we took over the management and operation of Oashi
Kogen International Exchange Village in Mimasaka City, Okayama Prefecture.

Close-Up

Consolidated Numerical Targets for FY12/2027

Progress of
Medium-term Management
Plan 2026

Net sales

Medium-term Management Plan 2026, covering FY12/2022
through FY12/2026, was announced on February 24, 2022. In
this plan, we aim to further accelerate the growth of our core
Human Resources and Education Business while achieving highgrowth, and to create a sustainable world through a wellbalanced business portfolio consisting of four businesses
including our Real Estate Business, Information andTelecommunications Business, and Agricultural Park Business.

¥15.0

Human Resources andEducation Business
Strategy
We have adopted a strategy of adding
the service domain, which has a vast
market, as another major pillar of ourcore Human Resources and Education
Business alongside the manufacturing
domain, which has long been themainstay of this business. We will takeon the challenge of accelerating the
growth of the Human Resources andEducation Business by covering abroad area with these two pillars.

Human
Resources andEducation¥275.017,00013,0009,000

billion

120,000
7,000

70,00030 %2021/122022/12(Initial plan)

2022/12(Adjusted plan)

2023/122024/122025/122026/125,000

FY12/2022, the first year of the five-year plan, got off to a strong start. The results for the first half of FY12/2022 exceeded theforecasted figures. Consequently, we have revised our full-year forecasts upward, as we expect the business to continue to perform well.

Pick-Up
Creating the “Ways We Live” through the Agricultural Park Business
Through the Agricultural Park Business, which shapes the future by creating new “ways we live” with afocus on the themes of nature, community, and children, the Group is currently operating 15 nature-richoutdoor park facilities throughout Japan. It is a community-based business that contributes to community
revitalization, local economies, and job creation. More than anything, it is an important and highly social
business that is operated with the great hope that children—the future generation—will be able to grow up
healthily by being in contact with a nature-rich environment.

¥6.5 trillion +of Existing Domainsof Existing Domains

Service
DomainFarm Co., Ltd. achieved profitability within three years of joining the Group in 2017.
While the COVID-19 pandemic had a negative impact from 2020 to 2021, the business made steady growth thanks
to improved presence of the parks as essential recreational facilities for their community on account of improvedsocial recognition and the promotion of its attractiveness.

Service HR

Creating the “Ways We Live”

Segment profit (loss) (¥ million)

Net sales
4,000
3,000

Dimples became a member of the Group.
New
initiatives
in the services
sector

85.3%

11,000Market size

Strengthening
employee retention througheducation(¥ million)

170,000

Expansion

Products HR

Net sales up

15,000

Payout ratio

Education

Human Resources andEducation Business toprovide a big tailwind

220,000

Business Development to
Expand into
New Domains

Manufacturing
DomainOperatingprofitMedium-termManagement Plan 2026(+100.5%)

Deepening

AgriculturalPark

270,000

billionOperating profit¥3.5 trillion +Information andTelecommunications(¥ million)(+77.8%)Market size

Real
Estate

2,900

3,078

2,000

In the past, our services-related businesses were primarily focused on logistics and tourism. In
February 2022, we added customer service and sales as one of the major pillars of theservices-related business with the inclusion of Dimples Co., Ltd., a provider of customer service
and sales staffing services to major department stores, as a member of the Group. In theservices sector, we will promote the growth of the three pillars of logistics, tourism, andcustomer service and sales.

1,000
0

2017

2018

-221

Park Beautification/Repairs

2019Year 3

Investment

1,000

226

117
-396

1,500

3,403
2,754

-226

Years 1‒2

07

4,166

3,639

2020

500

-17
0

2021

Years 4‒5COVID-19 pandemic

2022

-500

Year 6

Projection

Golden Week crowds in May 2022

Consolidated Financial Results
Consolidated Balance Sheet

Consolidated Statement of Cash Flows(¥ million)

AssetsCurrent assets

Liabilities and net assets
Non-current assets

Current liabilities
Net assets

97,26997,269Cash and deposits

30,749Cash and deposits

31,890Notes and accounts
receivable–trade

15,706

Notes and accounts
receivable–trade

16,864

Real estate forsale in process

28,828

Real estate forsale in process

33,787

Property, plant andequipment

5,466

Property, plant andequipment

6,250

Intangible assets

776

Intangible assets

4,606

4,938

Investments andother assets

5,429

Investments andother assets

94,65086,088

11,18016,285

Dec. 31, 2021

June 30, 2022

Consolidated Statement of Income

47,960Operatingprofit

2,452

2,621

28,357

16,85633,226

34,618Dec. 31, 2021

June 30, 2022

4,629
Ordinary
profitNon-operating
income1,891

Cash flowsfrominvestingactivities

Cash flowsfromfinancing
activities-5,4898,344

FY12/2022 (1H)

Ordinary
profit230

4,740

71,105

Profitbefore income
taxes

Extraordinary
income̶

Non-operating
expenses

Cost of sales
Profitattributable toowners ofparent-1,76347,185

Operatingprofit86,20865,047

Cash flows fromoperating activities(¥ million)

Net sales
Net sales

31,88930,748110,936

110,936

Cash andcash equivalents at
end of quarter

Cash andcash equivalents at
beginning of period

Non-current liabilities(¥ million)

4,740
Extraordinary
lossesProfitattributable toowners ofparent

̶

119

SG&A
expenses

2,549

10,473

Total
income taxes

2,065

Profitattributable tonon-controllinginterests

125

FY12/2021 (1H)

FY12/2022 (1H)08

Sustainability

The Sustainability of World Holdings
By continuing to create the “ways we live,” we aim to achieve happiness for people and the sustainable development of society.
We will continue to work together as a Group to contribute to society by addressing and resolving social issues through our businesses.

Achieving happinessfor people and thesustainable developmentof society by creating
the “ways we live” ona global scale

The Ways
We Live

We support the Sustainable
Development Goals (SDGs).

Real
EstateDeveloping communities where people can live with peace of mind byproviding comfortable yet environmentally friendly living facilities

Agricultural
Parks

EnvironmentalReal
EstateMaintaining an environment conducive to the sound development ofchildren by protecting nature and conserving the earth’s resources

Agricultural
Parks

Human
ResourcesandEducation

Eliminating poverty by providing everyone with the right job, helping
them build stable livelihoods

Human
ResourcesandEducation

Bringing out people’s latent potential through human resources
development and high-quality education

Human
ResourcesandEducation

Providing workplaces for everyone, regardless of gender

Human
ResourcesandEducation

Providing the right job to everyone and creating an environment where
they can feel the joy of work, bringing out their latent potential andleading to economic growth

Human
ResourcesandEducation

Information
andTelecommunications

Human
ResourcesandEducation

Real
EstateSocialE
S

Supporting the manufacturing industry and creating a foundation fortechnological innovation through the spread of new infrastructure

Information
andTelecommunications

Strengthening
GovernanceContributing to the sustainable growth of society through a variety of
approaches, including collaboration with diverse industries andconsortium models
Strengthening and promoting the fair, transparent, and swift
governance of the entire Group; enforcing compliance; and enhancing
risk management

09

GovernanceGHistory / Major Affiliated Companies
Growth andDiversification
The stability and balance ofthe business operations ofWorld Holdings date backto the 1981 establishment of
a diversified real estatecompany called Mikuni
Sangyo (now MIKUNI Co.,
Ltd.) by Eikichi Iida, thecurrent chairman andpresident of World Holdings.
The failure of many realestate companies after
Japan’s real estate bubble
burst reinforced Iida’s
commitment to stability
and balance. This led tosubsequent entries into
multiple businesses.

February 1993
1

December 2005

Started the Human Resources
and Education Business

EstablishedWORLD HOLDINGS CO., LTD.

2

We focused on the human resources service businessindustry, which was relatively unknown in Japan at thetime, and the new scheme of subcontracting services.
The company was established to revitalize Japan’s
cost competitiveness and maintain employment.
February 1993

June 1997

Entered the
manufacturing sector.
February 2002

April 2005

Entered theservices sector.

April 2010
3

1.3

0.9

3
32.1

29.0
1.0
0.3

2006/12

2007/12February 2005
Listed on the JASDAQ Securities Exchange

2008/12

2009/120.3
2010/122011/12Started the Real Estate
Finance Business5

Started the Agricultural Park Business as anenvironmentally friendly business, and to create
places to nurture children—the future generation

180.0(forecast)

4
7.4

53.0

56.4

1.2

2.1

2012/122013/12

142.8

127.1
7.0

87.9

37.8
0.5

June 2019

Operating profit (¥ billion)

Farm Co., Ltd. became a member of
the Group.

68.8

48.7

34.8

2

Started the Agricultural
Park Business

EstablishedWORLD RESIDENTIAL Co., Ltd.

Global financial crisis
46.4

1

Started the Real Estate Business4

Started a real estate business to take advantage
of opportunities created by the big decline in thenumber of real estate companies in Japan caused by
the global financial crisis

Entered thetechnology sector.

Entered the
R&D sector.

Started the Information andTelecommunications Businesse-support, Inc. became an affiliate of
the World Holdings Group.

(formerly WORLD INTEC CO., LTD.)Net sales

February 2017

154.7

5

143.5

136.3

8.4

7.4

6.2

7.3

94.3

4.7

5.1

3.7

2014/12

July 2014
Company name changed to WORLD HOLDINGS CO., LTD.,
shifting to a holding company structure

2015/122016/122017/122018/122019/12

March 2016

Listed on the Second Section of
the Tokyo Stock Exchange

June 2016

Moved up to the First Section of
the Tokyo Stock Exchange

2020/122021/122022/12April 2022
Selected to be listed on the Prime Market of
the Tokyo Stock Exchange

Major Affiliated Companies: 42 (37 Consolidated Subsidiaries, 5 Non-Consolidated Subsidiaries) (As of June 30, 2022)
Human Resources and Education Business Shaping ways of working

Real Estate Business Shaping the way we live through home creation

convenience,
Information and Telecommunications Business Shaping
safety, and security

Agricultural Park Business

Finance Business

10

Shaping the futureCorporate Data (As of June 30, 2022)

Stock Information (As of June 30, 2022)

Treasuryshares0.65%

Foreignentities,etc.
21.88%NameWORLD HOLDINGS CO., LTD.

EstablishedFebruary 12, 1993

Number of authorized shares: 54,000,000

Share capital¥1,266 million

Representative

Eikichi Iida, Chairman and President

Number of shares outstanding: 17,592,400

Number of employees

32,863 (consolidated)

LocationsExecutives

Financial
institutions
16.17%
Financial
instruments
firms
0.27%

Number of shareholders: 2,614
Other entities
45.42%

Major Shareholders
Number of shares held

Shareholding ratio

Mirai Research Institute, Limited

7,965,000

45.57%

Kitakyushu Head Office:11-2 Otemachi, Kokurakita-ku, Kitakyushu-shi,
Fukuoka 803-0814, Japan
Phone: +81-93-581-0540 Fax: +81-93-581-0542

The Master Trust Bank of Japan, Ltd. (Trust Account)

1,063,100

6.08%

BBH FOR FIDELITY LOW-PRICED STOCK FUND(PRINCIPAL ALL SECTOR SUBPORTFOLIO)
Standing proxy: MUFG Bank, Ltd.

1,049,193

6.00%

BNP PARIBAS SECURITIES SERVICES LUXEMBOURG/JASDEC/FIM/LUXEMBOURG FUNDS/UCITS ASSETS
Standing proxy: Hong-Kong Shanghai Banking Corp., Tokyo Branch

780,000

4.46%

The Kitakyushu Bank, Ltd.
Standing proxy: The Master Trust Bank of Japan, Ltd.

709,200

4.05%

Nanko Abe

500,000

2.86%

Eikichi Iida

496,500

2.84%

Custody Bank of Japan, Ltd. (Trust Account)

302,000

1.72%

THE NISHI-NIPPON CITY BANK, LTD.

300,000

1.71%

MUFG Bank, Ltd.

180,000

1.03%

Businesses related to the entire Group including theformulation of management policies for the holding
company and Group companies as well as managementof the Group’s business operations (Human Resources
and Education Business, Real Estate Business, Information
and Telecommunications Business, and Agricultural
Park Business)

Name of shareholder

Note: The shareholding ratio is calculated after deducting treasury shares (113,573 shares).

Memorandum for Shareholders(As of July 1, 2022)

Eikichi Iida

Yuji Shirakawa

Toru Iwasaki

Soichi Kawamoto

Chairman and President
Director

Director (Outside)
Director (Outside)

Shigeru Nakano

Yuichi Hasegawa

Hitoshi Yukawa

Masayoshi Nuki

Shinji Honda

Shingo Igarashi

Katsuhiro Kuriyama

Shigeyuki Takemura

Masaaki Shiomi

Kazumi Ono

Director
Director
Director
Director
Director

Shareholder
Composition

Fukuoka Head Office:
6F, Fukuoka Asahi Building, 2-1-1 Hakata Ekimae, Hakataku, Fukuoka-shi, Fukuoka 812-0011, Japan
Phone: +81-92-474-0555 Fax: +81-92-474-0777

Tokyo Head Office:
4F, NBF COMODIO Shiodome, 2-14-1 Higashi-Shinbashi,
Minato-ku, Tokyo 105-0021, Japan
Phone: +81-3-3433-6005 Fax: +81-3-3433-6003

Businesses

Individuals/
others
15.62%

Director (Outside, Independent)
Director (Outside, Independent)

Business year

January 1 to December 31

Kazuyuki Yamamura

Annual General Meeting of
Shareholders

March

Mitsuo Koga

Shareholder registry andspecial accountadministrator

Mitsubishi UFJ Trust and Banking Corporation

Audit and Supervisory Board
Member (Full-time)
Audit and Supervisory Board
Member (Outside)

Tetsuo Kato

Audit and Supervisory Board
Member (Outside)

Securities Agency Division, Mitsubishi UFJ Trust and Banking Corporation
1-1 Nikko-cho, Fuchu-shi, Tokyo, Japan

Address

Mailing address: Securities Agency Division, Mitsubishi UFJ Trust and Banking
Corporation, P.O. Box 29, Shin-Tokyo Post Office, 137-8081, Japan

Director (Outside, Independent)
Director (Outside, Independent)
Director (Outside, Independent)

Phone: 0120-232-711 (toll-free in Japan)

Method of public notice

Notices will be posted in electronic format on our website (https://en.world-hd.
co.jp/). However, notices will be published in the Nihon Keizai Shimbun whenelectronic notifications are not possible for unavoidable reasons.