Preparations finished.
Visibility good.
UT VISION 2030 describes what we should do to achieve our vision over the next decade. Now standing on thestarting line, we have set two numerical targets for fiscal 2030. The first is sales of ¥600 billion. This target represents the great trust placed in us by our customers and the growing expectations of society. The other target is
operating profit of ¥100 billion. By supporting the growth of each and every working individual, we aim to create evengreater added value. If we can achieve these targets in 10 years, the world should be a brighter place than now.
These achievements would serve as evidence that we were able to “create invigorating workplaces” in Japan, simply
through the expanded scale of the UT Group.
The UT Group will spare no effort taking on new challenges in this new decade.

Fiscal 2020

Fiscal 2025

Fiscal 2030

Achieve goals in current

Develop and expand

Become a workstyle

medium-term businessperipheral domains

platform company

plan ahead of schedule

Sales

Sales

Operating profit

Operating profit

Become No. 1 manu­
facturing outsourcing
provider¥200 billion¥30 billion¥600 billion¥100 billion

The Future

2030
Future vision for working people
The coming era of 100-year lifespans. With people living longer, companies…
Half of the Japanese people born in 2007 may live to 107 years of age,*1 portending the coming of an era where people
live past 100. A majority of these people will reach adulthood in 2030. In Japan, however, the system of lifetime
employment, where people join and work at the same company, honing their skills with support from the humanresources department and getting promoted within their organizations until they retire, is no longer a viable system.
The average lifespan of companies that went bankrupt in 2018 was 23.9 years.*2 The 10 years through 2030 is
expected to be a decade of innovation that weeds out companies. Now that the length of time people work has
become longer than the lifespans of some companies, new adults must think about the next 80 years of their lives
without depending on a single company for their livelihoods.

Elderly population older than 100 years*3

Number of workers older than 60 years*6

6,400 people (1995)

12,340,000 people (2014)

Ratio of non-regular workers*4

Number of foreign workers*7

20.9% (1995)

1.28 million people (2017)

Number of female workers*5

Freelancing population*8

Increase of

9.1 million people (2015)

192,000 people (2030)
42.9% (2030)
30,000 women(compared with 2010)

14,080,000 people (2030)
2.09 million people (2030)

20 million people (2030)*1 Andrew Scott and Lynda Gratton, The 100-Year Life – Living and Working in an Age of Longevity, Bloomsbury Information*2 TOKYO SHOKO RESEARCH, LTD.
*3 National Institute of Population and Social Security Research’s Population Projections for Japan (2018)*4 Estimate by Mitsubishi UFJ Research & Consulting Co., Ltd., based on data from Ministry of Internal Affairs and Communications’ Labour Force Survey*5 Ministry of Health, Labour and Welfare’s Employment Policy Research Council Report (2012)*6	2014 figure from Ministry of Internal Affairs and Communications’ Labour Force Survey; estimates from Japan Institute for Labour Policy and Training, based on data from
National Institute of Population and Social Security Research’s Population Projections for Japan*7 Ministry of Health, Labour and Welfare’s Employment Conditions for Foreigners, Persol Research and Consulting Co., Ltd.’s 2030 Labor Market Projections*8 Lancers, Inc.’s Freelance Conditions Survey

Our Vision

UT VISION 2030
Facilitating the healthy birthof the next workstyle platform
Platforms that support diverse workstyles are in high demand. It is absolutely necessary to create a society that facilitates
ever-increasing career choices. We envision a society where all working individuals can thrive in their careers with ease ofmind. The UT Group has been, and will continue to be, ready to help working people.

UT’s platform supports increasingly diverse workstyles.
Expansion of Types of Workers
To date, UT has mainly targeted young men to dispatch to manufacturing jobs as its core business. Looking ahead, UT aims
to create a platform that welcomes a more diverse range of workers, such as women, senior citizens, foreigners andfreelancers, in addition to young men.

Women

Focus on young men

Women who want to work
reduced hours after giving
birth.

Senior citizens

Senior citizens may want towork reduced hours due tohealth concerns.

Women want to continue
working, even if the style ofwork changes with a newlife stage.

Fundamental Policy

Providing the best services to workers
Since its founding, UT has placed the highest priority on expanding the potential of each worker while emphasizing theimportance of achieving growth through work. To this end, we have created environments that allow people to work withpeace of mind and form connections with their companies and coworkers. UT has pursued this value proposition from thestandpoint that all working people are akin to its customers. Our commitment to moving ahead along with workers is aunique and unchanging quality of the UT Group.

Foreigners

Foreigners who want tolearn useful skills for the
future.

Freelancers

Foreigners want to workwithout having to worry inother countries.

Important Themes

01

02

Make use of people’s
willingness to work

Empower foreign workers
so that they can thrive

UT will provide diverse
workplaces andworkstyles, as well as
opportunities for skill
enhancement, to all people
with a willingness to work.

UT will assist foreigners
with career formation as anextension of providing
workplaces, by giving thenecessary support toforeigners so that they can
not only live, but also
thrive, in Japan.

03
Always be reliable
UT will ensure workplaces
are thoroughly compliant
with laws and regulations,and provide support evenduring non-working hours
in a bid to increase thequality of work.

Expansion of Customer BaseUT has mainly concentrated on dispatching workers to large factories in the manufacturing industry. In the future, UT will
expand into other domains, such as mid-tier factories, office buildings and other sectors. We intend to contribute to thegrowth of even more companies by diversifying the services we provide in business process outsourcing (BPO).

Manufacturing industry(large factories)

Manufacturingindustry(mid-tierfactories)

Other sectors

By proposing value, i.e., growth, for workers, our ultimate aim is to add value forour customers that translates into growth for society as a whole.

02

UT VISION 2030

Freelance workers whowant to learn more about
various employment
opportunities that expand
their careers.
Freelancers want to set
their own work hours.

Diverse workstyles for more people
With the intention of providing the best services to workers over the next 10 years, UT will promote diversity in employment
conditions, such as types of work, work locations and hours, in order to provide more opportunities to working people. At thesame time, UT hopes to contribute to the growth of all of Japan by enhancing the quality of work by offering peace of mind
when people are both working and not working, in addition to matching education, training and jobs to the life stages andneeds of each individual, regardless of age, gender, nationality or race.

Seniors who want to work
energetically as they age.

While expanding ourcustomer base of domestic
corporations, we will
advance the worker
dispatch business of local
mid-tier temporary
staffing firms.

Beyond the dispatch of
manufacturing workers,
we will become an
integrated agency for staff
placement, recruiting andlabor management for adiverse range ofindustries.

Offices

BPO

We will establish services
for dispatching workers to
offices, in addition to
manufacturing plants.

UT launched BPO for
manufacturers and allother types of companies,
having put in place internal
infrastructure via its
operations in personnel
dispatching.

UT VISION 2030

03

Our Purpose

Our Business Model

Understanding the meaningof working and living
By working, people can lead more fulfilling lifestyles. In this context, how do people work and live? The UT Group
believes people grow through work, and that this growth brings meaning to their lives. UT aims to help create asociety where all workers can experience individual growth. Our mission is a manifestation of this ambition.
The UT Group’s mission is to realize a society where both workers and companies can grow together.

Growth in workers translates into growth for our corporate customers.
Growth in our corporate customers means growth opportunities for workers.
Our unique business model entails having dual customers, i.e., workers and corporations. Through a mutual growth cyclethat translates phases of growth at each customer into value for both, a positive environment is created for both employment and economic value. In turn, this creates opportunities for all people with a willingness to work to form careers,
leading to a society where people are compensated fairly for their work.
ly o f h i g h l ySuppl e d p e rs o n n eskil

Peace of mindlFlexibility

MISSION

Creating iki-iki workplaces
to empower workers

GrowthValue proposition
for workers

Connections

Note: Iki-Iki in Japanese means variously“invigorating,” “lively,” or “empowering.” It is a keyword in UT’s mission
statement and is at the core of thecompany’s spirit.

PHILOSOPHYCORPORATE ATTITUDE

Fairness

Continue to take on
ambitious goals
while increasing
work opportunities
for peoplePr

The UT Group’s unique approach entails having dual
customers comprising workers and corporations. For
working people in particular, we have set up systems thatfairly allow them to take on new challenges in line with
their willingness to work and growth ambitions. People
who should advance get opportunities to do so and areable to grow along with their companies. This is the kind offair society we hope to realize.

04

UT VISION 2030

Continue to take on ambitious goals while increasing
work opportunities for people
Back when the Company was founded, an employee asked
to sign up for social insurance so that they could work withpeace of mind, and without hesitation, we converted this
employee to a full-time regular employee so that they
could join the social insurance system. No matter how
challenging or ambitious the goal, no matter whether aprecedent exists or not, we will engage with workers
directly, listening to their opinions with the intention ofhelping them reach their objectives together. This is theattitude we have always taken, and will continue to value
in the highest regard.

ov

isi

on o

f quality workpla

Value proposition forcorporate customers
StrongcompetitivenessceCompliances

Realize fair compensation in society by providing all people willing to work with
opportunities to improve their skills and shape their careers

The UT Group’s Strengths
Regular Full-Time Employment(Indefinite-Term Employment)
Dispatched workers who were with UT since its
founding were converted to full-time
employees, and 100% joined the social
insurance system.

Ranked No. 1 in Hiring Capacity in Japan*

Fairness

Growth for both
workers and corporate
customers

UT is proud of its ability to hire 1,000 people
per month in a time when even large
corporations have trouble hiring sufficientpersonnel.
* According to Nikkei Inc.’s Fiscal 2018 Mid-Career
Hiring Rankings

Diverse Skill Enhancement Program
The value of employees is enhanced throughtraining programs to improve their skills.

Customer BaseAmong its customers, UT has large
corporations that represent Japan, including
Toyota Motor, Honda Motor, Sony, andPanasonic.

Creation of Growth Opportunities
Our solid career formation support systems
include One UT, which enables career changes,
and Next UT, which helps workers become
regular employees at customer corporations.

Industry-First Listing
In 2003, Nihon Aim (currently, UT Aim) was thefirst manufacturing worker dispatch company
to list its shares on the stock market.

COLUMNUT started with a promise to help workers.
When UT was founded, the Company only dispatched workers to a few small
factories in an industrial park in Yokohama, and did not have any contracts
with major corporations like it does today. The dispatched workers were allmen in their 40s and 50s. President Yoichi Wakayama was still in his late
20s. One morning, Mr. Wakayama accompanied four employees dispatched
to a plant. At the entrance to the plant, he parted ways with the four
employees and said “Do your best!” Among them was Mr. Iwata, who was anatural leader. Even when the business was struggling, Mr. Iwata always
had some words of encouragement. As he was watching Mr. Iwata walk to
the plant, Mr. Wakayama thought, “These people are going to work to thebest of their abilities today, which will generate revenue for UT. I have tomanage the business to the best of my ability for these people.” Thisintention to move ahead with people has continued to this day in the UTGroup. This commitment began on that memorable morning long ago.

UT VISION 2030

05

Top Commitment

The UT Groupis changing
the way Japanworks.
Yoichi Wakayama
President & CEO

Starting point for the UT Group —Continue to take on ambitious goals while
increasing work opportunities for people
On the 25th anniversary of its founding, the UT Group
created UT VISION 2030 as its long-term vision. Thisvision reflects the “UT Spirit” that can be traced backto the Company’s founding, and it is an expression of
our future direction. On this occasion, we would liketo take a look back at where we came from.
At the time of our founding, the temporary staffing
business had structural pulls in opposite directions.
This stemmed from the needs of companies that
require a temporary short-term labor force, which
stand opposite of the needs of workers who desire astable long-term job. We decided to hire job seekers as
full-time employees with indefinite-term employment
conditions. Back then, it was common business practice to offer short-term contracts to workers who weredispatched to other firms. It was rare for such workers

06

UT VISION 2030

to be offered employment with a guaranteed salary,especially when a contract did not yet exist with an end
client.
At that time, we wondered if we would see one
person apply for a job each month, whereas nowadays
we get up to 10,000 applicants per month. Soon after
UT was established, hardly any financial institutions
were willing to extend financing either. The usualmeans of raising funds back then was to take out loans
guaranteed by the National Life Finance Corporation, acredit guarantee corporation, or a similar institution,
but the conundrum was that we first needed to gain
experience in order to qualify. For the time being, UT
was able to obtain working capital by discounting bills
to consumer finance companies.
While struggling with cash flow, UT created several
rules at the outset with regard to money. Profits onsales are first allocated to paying the salaries of
employees and then payments to suppliers. Anyremaining profits are divided among the directors asbonuses. These rules were created after I, having
previously worked at a temporary staffing company
before becoming independent, noticed that most firms
did not share much of their profits with the dispatchedworkers, instead fattening the bonuses of corporate
officers. I thought this was a great disservice to thedispatched workers.
The few job seekers we received back then were all
people in their 40s and 50s, including some who had
failed to start their own businesses, and others who
were laid off when their employers restructured. I
started UT when I was 24 years old, so everyone wasolder and had more experience than me. UT was smallenough that everyone knew each other’s families, andsome of us became close friends that visited eachother’s homes on occasion. When a dispatched worker
became ill, I covered for them by working at the plant,
and when someone overslept in the morning, I would
go to their house and wake them up. Through interactions like these, I came to strongly feel that our people
working at the plants are the foundation of UT.
In my youth back then, these dispatched workers
often gave me words of encouragement. They encouraged me to find work for them because they wanted towork at the plants.
I thought we should create working conditions forthese people so that they could go to work with peaceof mind. This led to our decision to hire them as fulltime employees and sign them all up for social insurance. Our corporate stance of continuing to take on
ambitious goals while increasing work opportunities
for people naturally emerged from my interactions
with our employees in these early days of UT. In turn,this evolved into our mission of creating iki-iki workplaces to empower workers. This philosophy has
continued unchanged, still flowing through the
UT Group today.

A business model that cannot be easily
imitated by rivals
Our commitment to expanding the potential of eachworker, emphasizing the importance of growththrough work, and moving forward together withworkers is the basis of the UT Group’s unique businessmodel. In a regular worker dispatching business, thecorporation that pays the money is the customer. At
UT, such corporations are customers, but we also
regard the dispatched workers as our customers in adual customer framework. This is a major distinction
between UT and our competitors in the industry.
A traditional worker dispatch business basicallymatches the skills of workers to the needs of corporations. UT takes a different approach to this business.
The idea of matching existing skills to needs does notinclude the development of human resources. We
believe there is merit in helping workers advance theircareers and increase their own value. Workers wholearn something in training sessions can enhancetheir value in the workforce. A virtuous cycle is created
when dispatching highly skilled personnel because
this contributes to growth at corporate clients.
All employees in the UT Group have opportunities toadvance their careers. Employees can raise their handand become candidates for management positions andupper management. We have some employees whostarted out making ¥900 an hour when they joined as
dispatched workers and eventually became executive
officers of the UT Group.
The UT Group did not carve out a niche market byconcentrating on a certain field. In our early days,
there were a number of majors in the manufacturing
temporary staffing industry. The values that supported
UT during these early times were fairness, openness,and equality. We provided growth opportunities toanyone who was willing to work and compensatedthem fairly for their work based on their ability. For
example, UT has helped people form careers. The
2015 revision to the Worker Dispatch Law caused anumber of temporary staffing companies to discontinue operations because they could not comply withthe mandates of the revised law. However, the UTGroup has been keen to ensure fairness since its
founding. This priority for fairness has become a majorpart of its legacy.

Concept of Work Creating Value
The UT Group’s stance is to continue to take on ambitious goals while increasing work opportunities forpeople. We do not view personnel expenses as a measure of costs in our finances, and instead refer to these
expenses as Work Creating Value, which is the sum of
total personnel expenses and operating profit. Work
Creating Value is a benchmark for the value UTcreates.
There are a fair number of companies that generateconsiderable profits with relatively few employees,

UT VISION 2030

07

Top Commitment

such as game app companies, for example. Suchcompanies only need one game app to be a popular hit,and so they do not require a large number of employees, just a few software engineers. Their personnel
expenses might be ¥1 billion, but their profits are ¥10billion, an impressive business model. Let’s measure
the Work Creating Value of a company like this. With
personnel expenses of ¥1 billion and profits of ¥10billion, Work Creating Value would total ¥11 billion. In
our case, UT had personnel expenses of ¥83.9 billion
and operating profit of ¥8.1 billion last fiscal year, andso our Work Creating Value was ¥92 billion. This metriccan be thought of as an issue of identity, namely wheremanagement believes value is being created, and it is
not a benchmark for how well management is performing. The way we see it, personnel expenses represent a process of hiring many job seekers, increasing
their value through growth, and raising their wages.
In our view, operating profit represents the optimization of management resources and all businesses
operating at maximum efficiency. Our aim is to hire
many people and generate plenty of profits, andWork Creating Value is an expression of this value
created by the UT Group.
Having employed so many people, we are occasionally asked about our plans for the future after hiring
20,000 workers. Our answer is to hire 30,000 people
after employing 20,000 people. Our goal is to findrewarding workplaces for 30,000 people after wecreate job opportunities for 20,000 people. This is
the UT Group’s value proposition.

Facilitating the healthy birth of the next workstyle platform
While there are elements like our mission that holdtrue without ever changing, we also have changing
elements like our business strategies and businessdomains. Since UT moves forward hand in hand withpeople, it is important to enhance the value of workers,
and to this end, we must decide where to expand
business domains, while it is not as important to focus
on fields that are shrinking.
What business domains should UT focus on over the
next decade? UT VISION 2030 is our answer.

08

UT VISION 2030

Taking Action

Until recently, employees were guided on a career
path until retirement by the personnel department attheir company. However, the lifespans of companies
have become shorter. Over the past 20 years, around2,000 of the 4,000 companies listed on stock markets
have changed out. Roughly half cease operations in 20
years. Looking ahead at the next 20 years, at least halfof the listed companies today may no longer exist. In
these times, it is not possible to dedicate your entire
career to a single company. Meanwhile, the lifespansof workers are growing as people live into their 100s,
prolonging their working ages. Some people may haveto work until they turn 80 years old.
As the work environment changes, the value ofworkers also changes, and their relationships withcompanies change at different life stages.
Dispatched workers, foreigners, and freelancers
may be in the minority today, but in 10 years they will
become a powerful workforce, in my opinion. Looking
ahead, UT will expand into new fields for dispatching
workers, such as front offices and back offices, inaddition to the manufacturing industry, while covering
foreigners and freelancers irrespective of age or
gender. To continue assisting these people with theircareers, we aim to grow into a platformer over the next
10 years. Under UT VISION 2030, we have set a goal toreach ¥100 billion in operating profit in 10 years, which
represents an average annual rate of growth of 25.9%.
For a company of our size, this goal is achievable and I
view this rate of growth as a baseline scenario for UT.
We have a vision for a world where both workers andcorporations can grow at the same time. Our mission
is to create iki-iki workplaces to empower workers.

Yoichi Wakayama
President & CEO

Process for formulating UT VISION 2030
UT VISION 2030 is the outcome of countless internal discussions and meetings from November 2018 through March 2019.
As the UT Group, we will work as one to realize this vision.

Directors

Directors’ Project to Formulate Our Vision01

We honestly asked ourselves where we want to be in 2030. Through numerous discussions, our
vision began to take shape, as well as the distance that needed to be covered from where we stand
today. We then examined how to close this distance the best way forward.
UT’s Vision for 2030
Our directors came up with a variety of ideas and opinions during the formulation process.

Be a company thatfacilitates diverse
workstyles
Grow into a company
that offers various
workstyles

We are not a temporary staffing company but acompany that facilitates employment and hiring

Evolve into a platformer
for human resources
and technology!

Change paradigm:
Change the way people
work!

Employees

02

Create the largest
human resource infrastructure in Japan

Support workers into
the future

Become the humanresource function of Japan

Aim to be a career & life
platformer compatible witha liquid workforce

Become a “chameleon company” that constantly
creates invigorating workplaces by blending inwith changing conditions

Project to Share Vision with Employees
We held meetings with employees about the vision the directors created and discussed its fairness.
In workshops, we refined what we should do in order to achieve our vision.

What needs to be done to achieve our vision for 2030
A TeamB TeamC TeamNurture attachment to UT froma longer-term perspective instead ofon a fiscal year basis

Have a sense of ownership andfocus more on new types ofworkers (women, senior citizens,and foreigners)

Create plans for achieving
our goals

Actions taken in line with the unwavering values of UT will lead to solutions
that shore up weaknesses in sales
strategies and management. Insteadof planning in yearly increments,
shape long-term engagements that
contribute to realizing UT VISION 2030
by taking the long view (including
indiscernible elements) indecision-making.

We should create a support structurethat gives all employees a sense ofownership. We will provide services
and develop frameworks tailored to
new types of workers. But first, wemust create an organization thatfunctions vertically and horizontally.

As our corporate scale has expanded,so has the volume of work per
employee while distortions haveemerged between the perception of
our values and their actually being put
into practice. The number of situations
where we have not been able to move
forward with people has increased.
With an eye on achieving UT VISION
2030, we will foster a sense of ownership and establish business practices
that solve these issues through a moreproactive approach.

UT VISION 2030

09

Preparations finished.
Visibility good.
UT VISION 2030 describes what we should do to achieve our vision over the next decade. Now standing on thestarting line, we have set two numerical targets for fiscal 2030. The first is sales of ¥600 billion. This target represents the great trust placed in us by our customers and the growing expectations of society. The other target is
operating profit of ¥100 billion. By supporting the growth of each and every working individual, we aim to create evengreater added value. If we can achieve these targets in 10 years, the world should be a brighter place than now.
These achievements would serve as evidence that we were able to “create invigorating workplaces” in Japan, simply
through the expanded scale of the UT Group.
The UT Group will spare no effort taking on new challenges in this new decade.

Fiscal 2020

Fiscal 2025

Fiscal 2030

Achieve goals in current

Develop and expand

Become a workstyle

medium-term businessperipheral domains

platform company

plan ahead of schedule

Sales

Sales

Operating profit

Operating profit

Become No. 1 manu­
facturing outsourcing
provider¥200 billion¥30 billion¥600 billion¥100 billion