Long Term Business Policy

EVOL2030

01 | Overview of T&G Group
Business Segment

04

Business Model

05

History of Growth06

02 | EVOL2030 Corporate Vision
PURPOSE08

Growth outlook and Business Target

09

Value Creation Strategy

10

Positioning Strategy

11

Common Resources

12

03 | Business strategies by segment
Wedding Business Strategies

14

Hotel Business Strategies

18

Growth outlook about Number of facilities

21

04 | And MoreFinancial Planning

23

ESG Initiatives

24

Management Message

27

Company Overview

28

Key Financial Data

29

Overview of T&G Group01

Business Segment

Hotel Business`Developing boutique hotel market as a pioneer

3,228
Overview of T&G Groupsales composition

39,482Other Businesses

8.2 %（4,649JPYmn

8.9％）※²

Marriage-related business（Honeymoon・Financing services）

435

JPYmn(※¹)

JPYmn

JPYmn

1.1 %

（1,426JPYmn

2.7％）※²（52,358 JPYmn）※²

Wedding BusinessPioneered house wedding Market. Leading company of this field.

35,818JPYmn（46,282JPYmn※¹ FY03/2022 results※² FY03/2020 results（before the COVID-19 pandemic)

90.7 %
88.4％）※²

4

01

Business Model
Differences between Japanese and foreign wedding market. In Japan total sales of wedding items are provided by the company that manages a wedding hall.

Western countries

Japan

Couples choose each vendor such as flower designer,catering. They pay the cost to each vendors.
Overview of T&G Group

FOOD

Couples choose wedding hall and the company that manages the hall arranges all kindsof wedding items. Couples pay to the company.

PLACE

FOOD

PLACE

Average price per party
JPY3.8mn
FLOWER

CARDS

DRESS

WAITEROTHERS

25%

VIDEOS

5%

Company

VENUE RENTAL

5%(manages wedding halls)

FLOWER

10%

DRESSES

15%

FOOD
and
BEVERAGES40%FLOWER

CARDS

DRESS

WAITER

5

01

History of Growth

Brought innovation to the existing traditional wedding
industry, and cultivated know-haw, how to develop
new markets.

Draw up our strategies “developing new markets”
based on our strengthened foundation ,and
management resources.

Know as much about importance of corporate mission
statement and the foundation of organization. “Selection
and Concentration” resulted in clarification of strengths.

Overview of T&G Group

Sales(JPYmn)
80000

Founded/Accelerated/Diversified

Corporate restructuring/Improved profitability

70000

・Pioneered “house wedding market”
・Established ourselves as the leading brand in thewedding business・Start marriage-related business, such as travel,
beauty, and others.

・The quality of services, training system of employees andorganization could not keep up with the fast pace of opening
new facilities.
・institute corporate mission statement and strengthened thefoundation of organization.
・remodeling of facilities, promotion of in-house production, andclosure of unprofitable venues, could improve profitability.

60000

50000

New phase of growth

COVID-19
Pandemic

EVOL2030

・Start Hotel business,
introducing boutique hotels to Japan.
・Withdrew from the Overseas andDestination Wedding business.
・Strengthened the managementbase more.

40000

30000

20000

10000

0

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021 2022e

6

EVOL2030 Corporate Vision

PURPOSE
Jump-Start JAPANwith innovation in the Hospitality Industry
Through the COVID-19 pandemic ,we reconfirmed“the true value of spending time with family and friends and empathizing with each other”.
We are willing to give everyone such a beautiful time with our creativity and outstanding service.
T&G Group has already brought innovation to the Wedding industry and given customers such abeautiful time. And we have grown to one of the leading companies in this field.
Now we rethink deeply what kind of innovation we should bring next to the society.

It remains a pressing issue for the Hospitality Industry in Japan that there are few value-added hotels
competitive in the global market.
To really be a “ Tourism-Oriented Country ”, now is the time to innovate.
T&G Group is ready to bring innovation to the Hospitality Industry and make Japan to be a second tonone in the tourism. We are excited to jump-start JAPAN.

8

02Growth outlook and Business Target

Improve profitability,Create boutique hotel market
Bring the Innovation to the Hospitality Industry.

FY03/2031 Outlook

Sales
Operating profit
OPM
EBITDAGTV

Attain the highest operating profit for the last 10 years.
Corporate

Expand share of the domestic wedding business

FY03/2025 Plan

VisionFY03/2022 Results

Sales
39,482JPYmn
Operating profit
2,089JPYmn
Operating profit Margin(OPM)
5％※¹
EBITDA
4,162JPYmn※²
Gross transaction value(GTV) 44,004JPYmn

2021

2022

70,000～85,000JPYmn
7,000～10,000JPYmn
10～12％
10,000～13,000JPYmn
120,000～130,000JPYmn

Hotel Business

Sales
Operating profit
OPM
EBITDA
GTV

49,000～55,000JPYmn
4,300～5,000JPYmn
8～9％
6,000～7,000JPYmn
55,000～60,000JPYmn

Wedding Business

2023

2024

2025

※¹ EBITDA＝Operating Profit＋Depreciation※² Gross transaction value＝Sales＋Sales of weddings held at the alliance partners’ hotels or restaurants.

2026

2027

2028

2029

2030

9

02

Value Creation Strategy• Expand profits for the entire group by stretching the high-margin hotel business as a growth driver. In the wedding business, generate profits as a cash cow by
expanding the market share ,• In both the hotel business and the wedding business, focus on the Asset-light strategy in opening new stores, such as management contract or alliance tieups with fund providers.
• Regarding the hotel business, we aim to create a “Boutique hotel market”. Boutique hotels are already common in North America and Europe in a high pricerange, and each has a unique concepts and sophisticated design and décor.
• We develop boutique hotels with high originality and sustainability activities.

Corporate

Profitability

Hotel Business

VisionHotelBusiness

Wedding BusinessWedding
Business

2022

2030

10

02

Positioning Strategy• In the wedding business,T&G has been good at high unit price areas with highly unique value-added service such as “exclusive use of facilities”“customized ”. We aims for the same poisoning in the hotel business as well.
• In the Japanese hotel market, hotels for “just stay” with manual operation is increasing in number, and their unit price is lower than the overseas level.
We will create high value-added boutique hotel with creativity and achieve high RevPAR.

Wedding Business

Hotel Business

Price

Price

Corporate

Traditional wedding
provided by major chain hotels

House Wedding
pioneered by T&G

Major chain hotel
Including traditional luxury
foreign-affiliated hotels

Luxury Boutique Hotelabout to develop themarketVisionWeddings standardized and run likean assembly line
provided by old-style halls, orMutual Aid Societies

Highly unique value-added through creativity※¹ RevPAR：Revenue Per Available Room. Average Daily Rate ×Occupancy Rate

Business hotels and guest
houses with limited service

Highly unique value-added through creativity

11

02

Common resources• The hotel business has many elements in common with the wedding business.

Corporate

Hotel BusinessCommonresources

Wedding Business

VisionStrength

Specific explanation

High quality , High unit priceIn the wedding business, T & G has focused on high-quality products and operation design and has achieved high unit prices above themarket average. The know-how will also be applied to the hotel business.

Personal System

T&G has a well-developed training curriculum for human resources, which is the source of services, and a personnel system to prevent theoutflow of employees. By using these existing systems, we believe that it will be possible to provide a stable supply of human resources tothe hotel business.

Extensive experience ofmanagement contract

We have a lot of experience in undertaking wedding management for foreign-affiliated star hotels and well-known Japanese hotels. Then, we
are familiar with strategic design to create a win-win situation and can make various proposals for future hotel management contracts.

Customer base

T&G has a cumulative total of more than 100,000 sets of marketing data for customers who desire high-quality and high-priced weddings.
The customer base can also be used in hotel marketing strategies.

12

Business Strategies by Segment

03

Wedding Business Strategy• The wedding market is not oligopolistic. There have been many small businesses.
• In recent years, small or medium-sized players are decreasing in number. Gradual integrating is under way.

Business Strategies by segment▍Market Environment▍Key Strategy

Market share of ※¹
5 listed major companies（2019 results）

T&G

4.36 ％

Total share of
5 listed companies

Changes in the No. of players
posted on wedding magazines
2,451

2015

2,218

2016

2,068

2017

11.84％

※²

1,910

2018

1,766

2019

1,407

1,378

2020

2021

01

Expand Market share in an asset-light way,such as consulting contract or change of operatorof existing wedding facilities.

02

Increase creativity furthermore andMaintaining and improving
high quality and high-priced models

03

Reducing costs such as advertising and labor costs,
Continuously improve profitability by promoting
In-house product and other measures※¹ Yano Research Institute Ltd.「Wedding Industry」（2020-2021）
Financial statement of each company (2019)※² T&G based on counting number of players on wedding magazines

14

03

Strength｜Know-how to achieve high quality and high unit price• T&G continues to achieve higher unit prices than the market average.
• Through marketing for customers who choose high-quality and high-priced wedding, we have accumulated know-how in service or product design that
captures these customer’s demand.

Business Strategies by segment▍Average Price of T&G Wedding

Our original know-how※（comparison with market average）“Exclusive Use”
3,971

Market Average

T&G

Price
（thousand JPY）

3,923

3,980
3,868

exclusive use of a facility and staffs
named “House Wedding

3,947

3,455
3,597

3,548

3,575

3,549

“Dedicated assignment”
Assigning a dedicatedwedding planner to eachcouple3,623“Customize”

Synergy

Customized ceremonies,
for each couple, flower decoration,
food, and concepts.

“Periodic satisfaction survey”
2,923

2015

2016

2017

2018

2019

2020

From about 4 months before thewedding party, check in detail
whether customers are satisfied
or not, using the questionnairesystem.

※ Recruit Marketing Partners「Marriage trend survey」(2016－2021)

15

03

Strength｜Personnel System• Service comes from human resources. In addition to OJT, T&G has its own training curriculum including Off-JT.
• We maintain high employee satisfaction through a system that allows employees to choose their own career and an annual big award ceremony.
• As a results, our turnover rate is lower than the market average, and we can prevent the outflow of know-how.

Business Strategies by segment▍T&G turnover rate

Our original system※（comparison with market average）
Market Average

T&G

23.9%

“Sharing”

22.1%
20.5%

20.3%

18.4%

All employees are registered on thein-house SNS. Directors delivers
message directly.

“Praise”“Variety of choices”
2016

2017

2018

2019

2020

※ Ministry of Health, Labour and Welfare「Results of the survey on employment trends」
Industry-specific resignation（life related services）」(2016-2020)

Freelance employment
Self report of transfer request

Synergy▍Results of employee Satisfaction Survey

Awarding high performers at the
all staff convention
Regularly notify the top
performers by in-house SNS.

In the Survey “Best Companies to Work for ” conductedby Great Place To Work🄬, we win a prize every year.

2019
2020
2021
2022

9th
8th
12th
12th

Large-scale Div.(more than 1,000 employees)
about 500 companies participates every year

“T&G College”
Over 100 Unique training
curriculums

16

03

Strength｜Head office functions as the leading brand• Our competitors are small-scale enterprises in each geographical area, because the wedding market is far from oligopoly.
• T&G with nationwide operations, has the head office functions and provide training curriculum, recruiting, marketing information toeach venue.

Business Strategies by segment

Design capacity offacilities

Recruitment

Merchandising
function

Alliance with amultiple of suppliers

HR development
programs

IT system

Advertisingstrategy

HR system

Marketing Information

17

03

Hotel Business Strategy• As a backdrop of recovery of tourism demand and the increase in the number visitors to Japan from the Asian region, investment in domestic hotels byforeign-affiliated funds has also increased in recent years.
• With the diversification of values, the number of people who prefer high-priced hotels with high uniqueness and value-added service has increased, and thesize of the boutique hotel market in the United States has grown rapidly showing +36.1％ jump from 2021 to 2022.
• There are still few boutique hotels in Japan, and T&G Group takes this opportunity to create a "boutique hotel market" in Japan.

Business Strategies by segment▍Market Environment
Japan Travel Market Forecast（Billion JPY）

▍Key Strategy※¹

15,00010,0005,000

01Focus on Asset-light strategy
Opening stores through management contract or
tie-ups with funds

02

Creating high value-added hotel with creativity
Achieve high RevPAR

03

Focus of making an organization with high
Employee engagement0
2019

Boutique Hotel Market in US（$ million)

2020

2021

2022e

2023e

2024e

※²

20,00015,00010,0005,000
02012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022e※¹※²

World leadingTourism Survey Phocuswright（US） 「Japan Travel Market Report」（2021）
IBIS World「Hotels & Motels in the US」「Boutique Hotels in the US」（2021）

18

03

Strength｜”TRUNK ATELIER” that realize creativity• Foreign-affiliated luxury hotels or domestic business hotels often outsource the design of products and interiors.
• We have in-house productions of functions called “TRUNK ATELIER” for all creative direction, from interior decoration to products. It makes it possible tocreate high value-added Boutique Hotel.
▍Evaluation results for TRUNK（HOTEL） creativity▍TRUNK ATELIER
Business Strategies by segment

We employ creators in various fields such as architectural designers andcontent creators. So, comprehensive direction is available, including hotel
interiors, amenities, and logos.

TRUNＫ Organization
Board of Directors

Corporate
Planning

Operation

Even now, several years after its opening, it still receives a worldwide
award every year. Our creativity is globally recognized.
・
・
・
・
・
・
・
・
・
・
・
・
・
・
・
・
・

Conde Nast Traveler Hot List 2018
Travel + Leisure It List 2018
The 2018 Platinum List
2018 Hemispheres The Best New Hotels
2018 MONOCLE Travel Top 50
AHEAD Asia2018 THE NEW CONCEPT OF THE YEAR AWARD
2019 Marco Polo Club Member’s Choice Awards
2019 Wallpaper* 「The Best Urban Hotels 」
2020 OPAL Award (OUTSTANDING PROPERTY AWARD LONDON)
2020 Jetsetter Best of the Best Awards
2020 International Design Awards
2020 DEPARTURES The Legend Awards
2020 Architectural Digest Great Design Awards
2020 The 16th Annual HD Awards
2020 LIV HOSPITALITY DESIGN AWARDS
2021 The 15th ANNUAL WORLD LUXURY HOTEL AWARDS
2021 Travel & Hospitality Awards

HR

Marketing

Administration
ATELIER

19

03

Strength｜Contribution to the Sustainability• With special attention to Sustainability, we actively incorporate sustainable products, services and many sorts of things on hotel operation.
• We offer new kind of high value-added hotels.

May 2017,Open｜TRUNK（HOTEL）
Business Strategies by segment

TRUNK(HOTEL) is the transmission point of a new style of social contribution called “Socializing”.
“Socializing” is to live true to yourself, without undue pressure, but with a life-sized social purpose.

▲Eco-Friendly▲Diversity▲HealthThe bicycles rented out by Hotel arebrimming with vintage style. But not only
that, they are rebuilt by TRUNK’s art director
using parts from abandoned bicycles, said tonumber around 55,000 a year in Tokyo alone.

Outsider art is art created made byartists with mental or some kind of
disabilities.TRUNK(HOTEL)
hasdisplayed outsider art on its premises
since its opening.

We decide many of the ingredients we serve toguests at restaurants, for example,organicallygrown vegetables from “Ome Farm”, an organic
farm located in Ome City, Tokyo, and honeysourced from hives in Shibuya, all to help aid in
the prevention of global warming.

◀Support Cultural Activities
Regional Contribution▶
Shibuya Marufuku is a continuing
employment support facility forpeople with disabilities. Its
healthy, handmade bread madewith carefully selected domestic
ingredients.

Tosa Tengujoshi is Japanese washi paper
and known as the thinnest handmade paperin the world. To further explore its
possibilities, the brothers have inherited theoutstanding traditional techniques and spiritof their grandfather, an official Living
National Treasure create genuine washi
paper from Tosa mulberry trees.
Their artwork is displayed in the hall.

20

03

Growth outlook about new opening

Hotel Business（Number of facilities）
Business Strategies by segment

Hotel Business2023 Contracted TRUNK(HOTEL) YOYOGI PARK
・
・
・
・
・
2027 Contracted（location remains unpublicized）
2028 Contracted（location remains unpublicized）

26
These hotels contracted before COVID-19 pandemic, are required
the initial investment.
We have already made financial planning with these points.
We will determine further store openings on asset-light strategy.

14

Wedding Business
3
7
2024

13

9
2027

2022 Contracted Grand Park Hotel (Hokkaido-Otaru)

Wedding Business
2030

・
・
・
・
21

And More

04

Financial Planning• Pare down total interest-bearing debt to the same level as FY03/2018 before the outbreak of the COVID-19 pandemic.
• Basic policy to fund investments from OPCF.
Cash Flows
from operating activities

And More

Cash Flows
from investing activities

Interest-bearing debt

FY03/2031 outlook

17,725JPYmn

2018

17,500JPYmn

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

23

04

ESG Initiatives｜ENVIRONMENT• T&G Group are an early adopter of ESG initiatives.
• These activities have contributed to corporate branding and also enhanced enterprise value.
• We continue working and plan to make disclosure of ESG situation regularly.
A flower market is held
every Monday with along line. Flowers fromwedding events at thehotel which arenormally thrown out,
are upcycled and soldin beautiful bouquets.

And MoreThousands of origami cranes aresent to Hiroshima from all
throughout Japan and all over
the world. The city receives themillion paper cranes every year,
and together they weigh someten tons. Our folding fans are
created with a material madefrom the upcycled paper cranes.

Made with organic herbs grown inJapan at a JAS certified organic
farm in Mishima, Shizuoka
Prefecture, our series of toiletries
exceeds the highest international
quality standard.

All the straws and shopping bags
are now made from fully
biodegradable materials. While
offering the same durability as
conventional plastics, thesematerials return to the earth andare reabsorbed into nature, and cantherefore play a part in preventing
global warming.

Our flip flops
provided to guests
staying at our hotel
are durable enoughfor an extended
period of use: they
are not disposable
slippers.

Wine cork from Wedding party has
been collected and recycled to the“knife holder” by the support facility
for people with disabilities. T&GGroup buys them and reuses.

Our coffee mugs, Eco Mark certified
products are jointly developed with
Green Life 21 Project of Gifu
Prefecture, a company striving tocreate products with low
environmental impact. Chinaware
once used in restaurants and schools
is recycled into a new material.

Our beanbags in the terrace
are mad from upcycled sails
that were used for many
years on actual sailboats.
You’ll find listed on the
body of the bean bag theship that used the sail, theharbor where it moored, andwhat not.

All the beds in ourguestrooms incorporate
frames made fromreused natural wood.

Classification evaluation system for Energy saving
T&G group has been classified S(Excellent Business)

Climate Change Engagement
Working on TCFD Recommendations

Ministry of Economy, Trade and Industry checks the contents of the submitted periodic reports
and classifies the businesses into S(excellent businesses) ,A(expected to make further
efforts),B(stagnation businesses) .T&G is classified “S” in FY2021.

Due to the nature of our business, although the CO2 emissions at the manufacturing stage arelight ,T&G Group work actively on global climate change issues,by waste reduction, reduction ofelectricity consumption, and other activities like the examples above, and disclose facts on TCFD.

24

ESG Initiatives｜SOCIETY
04
Diversity
Employment of people withdisabilities
Since 2007,we have been
continuing employment of people
with severe disabilities.
In recent years, our activity ishighly regarded by JICA, and theycame to inspection.

And More

Collaboration of LGBTQ
eventsFor example, Tokyo Rainbow
Pride, T&G Group actively
participate and hold an
original event with support
groups for LGBTQ.

Hiring no-Japanese
T&G group has adiverse mix of
employees(morethan 20 countries orbirth) who combine
to create our distinct
identity

Athlete Ambassador
Chihiro Igarashi who has
participated in the Olympics
twice as a representative ofJapan, joined T&G Group in
2018. We promote sports andculture through diverse
employments.
Partnership Oath System
T&G Group has official
system for LGBTQ
employees. We approve
the same-sex partner as
his or her family, and theyreceive benefits equally.

Marriage equality for business
T&G Group have expressed our
support for marriage equality,
which is a campaign by three
no-profit organizations
operating in Japan to visualize
companies that support
marriage equality.

Contribution to Local Community/Promotion of Culture
Kids Project
As the leading company expanding nationwide,
T&G Group are always conscious of contributing
to the local community. Since 2015, we have been
implementing hands-on programs at wedding
venues which provide children with opportunities
to learn about ”food loss problems” ,“fun towork” , and ”gratitude to their families”.
Promotion of Japanese Culture
Partnering with steteco.com, the world’s first steteco
research lab dedicated to reviving and reinterpreting
steteco culture, we’ve created a pair of Japan-madesteteco pants original to the hotel to be used as
stylish and relaxing loungewear.

Joint with regional Stores
The select coffee at the hotel was developed jointly with
Double Tall Café, a venerable coffee shop in Shibuya thatroasts its own beans. A part of proceeds are donated to the
Shibuya City Council of Social Welfare.

Support for Producers andDomestic ingredients
Domestic wines, which are highly evaluated in Japanand overseas, have problems with successors, sales
channels, and recognition. To solve the problem, we
aim to increase the domestic ratio of wine provided at
weddings from the current 30% to 100% in 10 years.
and contribute to the spread of domestic wine.

25

ESG Initiatives｜GOVERNANCE
04
Directors/Board of Directors※¹

No. of Directors
ジェンダーレス
Male 6 Female 2※¹

Directors Composition
Inside 5 Outside 3※¹ Including candidates at the shareholder’s meeting scheduled on Jun. 2022.

Outside Director’s ※participation ratio

T&G strives for maintaining andraising an appropriate
governance for the Prime
Market(Tokyo SE). We haveadvisory committee which
consults the nomination andremuneration of directors forenhancing the transparency andfairness of the Board of
Directors.

2100％※² FY2020 results

And More

Empowering Women Promotion※²

No. of Division Managers％ of employees taking
childcare leave% of attendee ofManagement Training

Male 14 Female 7

Female 100%

Male 43％ Female 57％

T&G selects candidates for
management training without
distinction of sex and offers
diversified employment
patterns for balancing a career
and a family.
As it turned out ,the No. offemale Division Managers has
been increasing.

FY2021 results

Compliance /Risk Management※³% of problems on compliancedisseminated to Directors directly% of participation oncompliance trainings

100％

100％

% of employees who responded
they think “T&G is equitable”

86%（average of large enterprises 82%）※³

Rresult from Grate Place to Work® JAPAN‘s survey“Risk Management Committee”
for discussions on future risk orcompliance is regularly hold.
Directors join in this Committee
and assess the situation
accurately.
T&G set up external hotline for
employees to report violations orsuspected risks on compliance orother problems in private.

26

04

Management Message

Management Message

And More

Over the last two years with COVID-19 Pandemic , we have overcome
many unprecedented challenges. Because we have always innovatedand pioneered the future with our own hands, now I decided to take on
the challenge of a new business, taking this crisis as a trigger. As
globalization accelerates, we are growing with more competitive edge
into a stronger company that will support the Japanese economy in the
future.
From now on, we focus on the Hotel Business by utilizing the strength
we have cultivated. I believe that we can be a game changer in the
Tourism Business more to say Hospitality Industry, which is one of apillar of Japan’s economic growth and continue to create new values.

A crisis reveals actual value. That’s why I have made management
decisions during the pandemic based on the philosophy, not on theimmediate pursuit of profits. As a results, T&G Group has captured morecredibilityof customers

andemployees

andrecoveredbusiness

performance significantly. The market environment has changed drastically
due to the Pandemic. On the other hand, there are also new opportunities.
We are sure to continue to be a leading company with growth and stableprofit generation. In addition, aiming for a bigger leap, we will take on thechallenge of the hotel business in earnest with high-quality and high valueadded services.

Representative Director,
Chairman

Representative Director,
President

Yoshitaka Nojiri

Kenji Iwase27

04

Company Overview（As of March 2022)

TAKE and GIVE NEEDS Co.,Ltd.

Locations

And More

Date of establishment

October 19,1998

Capital2,000 million yen

Stock listings

Prime(Tokyo Stock Exchange #4331)

Representative Director

Representative Director, Chairman
Yoshitaka Nojiri
Representative Director, President
Kenji Iwase

Head Office2-3-12 Higashi-Shinagawa,Shinagawa-Ku, Tokyo 140-0002

Directly operated wedding facilities
Others (including partnerships)

63facilities (93 venues)
11facilities

Subsidiaries
Hotel

TRUNＫ Co.,Ltd.

TravelAnniversary Travel Co.,Ltd.

（Licensed with the Ministry of Transport of Japanas a Travel agency, License No.1801）

Finance

LIFE ANGEL Co.,Ltd.

（Registered in Tokyo, License No.29616)

Nursery

And company Co.,Ltd.

OthersDressmore Co.,Ltd.
GENTLE Co.,Ltd.
28

04

Key financial data
FY03/2012 FY03/2013 FY03/2014 FY03/2015 FY03/2016 FY03/2017 FY03/2018 FY03/2019 FY03/2020 FY03/2021 FY03/2022
Income Statement（JPYmn）
Sales

47,98352,80460,78859,221

59,52460,18664,59066,871

63,67820,044

39,482

Operating profit

2,212

2,832

3,706

2,973

1,545

2,439

2,785

4,281

3,579

-11,191

2,089

4.6%

5.4%

6.1%

5.0%

2.6%

4.1%

4.3%

6.4%

5.6%

－

5.3%

1,588

2,459

3,333

2,784

1,377

2,100

2,489

3,900

3,381

-11,687

1,548

453

1,086

1,358

1,008

230

360

888

2,283

1,003

-16,214

1,877

Total Assets

43,39046,51048,28248,09149,28652,17656,025

57,13058,197

48,57854,032

Total interest-bearing debt

17,653

17,63015,666

16,186

17,015

19,433

19,212

17,725

20,62529,78628,329

3,687

3,870

5,646

1,825

3,731

4,129

4,139

6,449

4,259

-9,713

6,652

-880

-2,197-1,769-2,477-5,471-5,155-6,708-2,488-7,038-3,050-401-1,828-2,377-2,537

126

476

2,092

2,408

-1,956

2,293

10,893

1,014

ROA(RP-based)

1.0

2.4

2.9

2.1

0.5

0.7

1.6

4.0

1.7

－

3.5

ROE

2.7

6.3

7.4

5.1

1.1

1.8

4.3

10.4

4.3

－

15.9

34.8

83.2

104.7

77.8

17.8

27.8

68.6

176.3

77.4

-1,250.7

128.8

3,535

4,255

5,649

4,970

3,846

4,874

5,820

7,312

6,627

-9,121

4,191

Number of weddings

10,543

11,494

13,40813,385

13,191

12,921

12,551

13,244

12,963

5,059

11,371

Average spend（JPY’000)

3,975

4,019

4,093

4,017

3,971

3,923

3,980

3,868

3,947

3,455

3,575

－

－

－

－

－

－

44,57751,94350,355－－（Operating profit margin)
Recurring profit
Net income
Balance Sheet（JPYmn）

And More

Cash Flow（JPYmn）
Cash flow fromoperating activities
Cash flow from
Investing activities
Cash flow fromfinancing activities
Profitability (%)

Per Share（JPY）
EPS
EBITDA（JPYmn）
EBITDA（OPM+Depreciation）
KPI

TRUNK（HOTEL)RevPAR

29

Contact
Corporate Planning Division, TAKE and GIVE NEEDS Co., Ltd.
ir-presen@tgn.co.jp

Forward-looking statement
The future information, such as the earnings forecast, written in this document is based upon the currently available
information, which involves risks and uncertainties. There can be no assurance that forward-looking statements will proveaccurate or achieved, as actual results may differ materially from those anticipated in such statements.