May 15, 2023

News Release
Name of listed company
RepresentativeContactKyoritsu Maintenance Co., Ltd.
Koji Nakamura, President(Securities code: 9616)
Manabu Takaku, Managing Director(Tel +81-3-5295-7778)

Notice of new mid-term management plan
We wish to announce that we have established “KYORITSU Growth Vision / Rise Up Plan 2028”, a new
five-year mid-term management plan. This plan (“Plan” hereinafter) will begin from the fiscal year endingin March 2024.
Details
1. Background of plan development
In our previous mid-term management plan—Kyoritsu Jump Up Plan (April 2017 to March 2022;“Previous Plan” hereinafter)—we focused on enhancing customer satisfaction and anticipatory
development activities, and worked toward 220 billion yen in net sales and 19 billion yen in operating
income in the fiscal year ending in March 2022. The first two years were successful in that we
exceeded our quantitative targets; however, the outbreak of COVID-19 in 2020 and its subsequent
growth into a pandemic compelled us to withdraw the Previous Plan in November of the same year. Inthe meantime, we were able to steadily implement the business opening plan included in the PreviousPlan and achieved more openings than contemplated in the original plan, despite running one year
behind schedule.
The current management environment shows positive signs, including the lifting of human flow
restrictions necessitated by COVID-19 and steady recovery in the numbers of domestic travelers andinbound tourists. However, global conditions have grown increasingly uncertain, as exemplified by theprotracted Russian-Ukrainian conflict, and Japan confronts several serious issues, including energy andconstruction cost hikes and labor shortages. It therefore remains unclear how the business environment
will change.
Under these conditions, we developed the Plan based on the long-term vision of “3&3&3” (triple
threes: 300 billion yen in net sales and 30 billion yen in operating income by the year 2030). We
focused on the themes of recovery from the COVID-19 crisis and regrowth as well as further pursuit ofcustomer satisfaction and area expansion. Underlying all this is our recognition that attaining
sustainable growth will require the company to follow through on its ambition to be a 100-year-oldcompany, and to expand the business and establish solid business bases that will enable us to overcome
future environmental changes, while maintaining our strengths cultivated to date.

2. Main points of the Plan
(1) Recovery from the COVID-19 crisis and regrowthFirst, to establish the solid foundations needed to recover to the pre-COVID-19 business performancelevels as markets recover and to respond quickly to the changing markets to attain regrowth, we will
implement human resources and DX strategies, in addition to implementing sustainability strategies toachieve further growth.
(2) Further pursuit of customer satisfaction and area expansion
In further pursuit of our customer-first management philosophy, we will create goods and services that
increase customer satisfaction and will open new facilities in new areas at the same time. For example,
we are considering the new ones targeting regional areas which are close to national universities andcolleges in Dormitory business, Japanese style accommodation called "Nono" and "Dormy Inn
EXPRESS" brand located along road-side in Dormy Inn business and new unique style of resort hotels,
especially "LA VISTA" series offering superb views in Resorts business.
3. Quantitative targets(1) Business results plan (for the fiscal year ending in March 2028)
Item
Net sales
Operating income
Net D/E ratio
Dividend payout ratio
ROEIndicator
280 billion yen
28 billion yen
1.0 or less
20 % or more
10 %(2) Investment plan (total for April 2023 to March 2028)

TypeDevelopment investment
Large-scale repairs
DX investment
Total

Amount170 billion yen
20 billion yen
10 billion yen
200 billion yen

4. Promoting sustainability
We have identified and will work on the following material issues (key issues) that need to beaddressed to solve social issues and achieve sustainable growth:Environment
SocietyGovernance• Reducing greenhouse gases • Reducing disposable plastics• Making productive use of water resources<Human resources> • Creating new jobs
• Attracting and engaging a diversity of personnel• Investing in human resources• Creating learning opportunities<Food>• Food security and safety• Reducing food waste• Improved health awareness• More effective governanceThe details of the Plan will be explained on May 26, 2023, at our financial briefing for the fiscal year
ended in March 2023. Reference materials will be posted to the website before the briefing begins.
The Plan is based on information available as of the present time. Actual results may differ significantly
from those specified in the Plan due to various factors in the future.
END OF NOTICE