Beyond 200,
the Medium-Term Management Plan
CAREER DESIGN CENTER CO., LTD.

Ticker symbol: 2410

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1

Table of Contents

1. Corporate Profile

2. Market Outlook
3. Details of the Medium-Term Management Plan

4. Investment Plan
5. Shareholder Return
6. Sustainability
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2

Management/Corporate Philosophy

Management Philosophy
Contribute to sustainable development of society while striving to improve business results

Mission
Revitalize companies and contribute to the development of the Japanese economy
through the mobility of high-quality human resources

Social Vision
Build a society where all the people can live a prosperous life

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3

Business Description
Comprehensive midcareer job sites with astrength in engineers
Midcareer job sites
Midcareer job site targeting women and full-time
employees

Media BusinessEngineer midcareer job events attracting themost customers in Japan
Fairs to find the right job

Midcareer job events exclusive to womenattracting the most customers in Japan

Personnel Placement Business

Employment placement

Placement of human resources with a strength
in engineers and women

New Graduate Recruitment Fair
Business

Job hunting events

Job-hunting events targeting high class job
seekers

New Graduate Placement
Business

Employment placement

New graduate placement providing broad
support from major companies to SMEs

IT Worker Dispatch Business

Dispatching of engineers

Worker dispatch specializing in engineers* In the financial results for the fiscal year ended September 30, 2021, results of the IT worker dispatch business for the third quarter and onward are included in the non-consolidated
results because we absorbed Career Design IT Partners Co., Ltd., our wholly owned subsidiary, in an absorption-type merger on April 1, 2021. In this document, financial results of
the overall company and the IT worker dispatch business for the fiscal year ended September 30, 2021 are the sum of the results for the first half of the fiscal year, when Career
Design IT Partners Co., Ltd. was a subsidiary, to permit comparison with the previous and next fiscal years.

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4

Business Model

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5

Business Concept

The level of highly
career-oriented recruitment

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6

Strengths of the BusinessSpecialized

Comprehensive- Segment-specific -- Business diversification -Engineers

Media
Events

Women

Mid-career
recruits

Personnel
Placement
IT Worker
Dispatch

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New graduates7Market Size We Target

7.2 trillion
IT Worker Dispatch 6.7 trillion
Personnel Placement 0.3 trillion

Media 0.1 trillion
New Graduate 0.08 trillion

National

2.0 trillion
5,000 million
Metropolitan area
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Engineer・Woman
8

Financial Results Since Listing
Trend in net sales

Trend in ordinary profit

Million yen

Million yen

12,0001500

10,000

1000

8,000

500

6,000

0

4,000

-500

2,000

-1000

0

-1500
2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

While our business performance was significantly affected by the Global Financial Crisis and the COVID-19 pandemic, net sales have maintained
double-digit year-on-year growth over the last ten years thanks to our growth strategy focused on Engneer and women.Our business performance isaffected by fluctuations in the economy, but we have hedged our risks with business diversification.
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9

Impact of COVID-19• A decline in companies' willingness to hire
attributed to the economic downturn• Shrinking of women's market mainly in customer
service and sales• Cancellation of mid-career job/recruitment
events and fairs• Decrease in the number of positions available forinexperienced people, which resulted from thetougher recruitment criteria

In the fiscal year ended September 30, 2020, we posted an ordinary loss. In the fiscal year ended

September 30, 2021, we also forecast an ordinary loss initially but moved into the black thanks to measures
we took mainly in the IT industry.

We started IT worker dispatch in 2011, or after Lehman's collapse, and expanded business mainly in the IT domain.
While we were affected by COVID-19, our business performance is expected to recover more quickly than in those days.

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10Medium-Term Forecast on Market Size of the HumanResource-Related Business that We Operate
While the labor shortage attributed to the falling birthrate, the aging population, and the
population decline will grow more serious, the domains of full-time employees and worker
dispatch, in which we have strength, are expected to grow more than 120% by 2024, respectively.
Forecast growth rates of each business

Forecast working population in Japan
10,0008,000

Growth rates in the period until FY2024 (FY2020 = 100)
45%

200%

40%

180%

35%

160%

30%

140%

6,000
25%
20%
4,000
15%
10%

2,000

5%

0

0%
1990

2000

2010

2015

2020

2030

2040

Productive
生産年齢人口Ratio of elderly
高齢者比率

population

people

2050

120%

100%
80%
60%
2020年度

2020

2021年度2021

ネット転職情報Mid-career

job sites

2022年度

2022

人材紹介
Personnel
Placement

2023年度

2023

2024年度

2024

人材派遣
Temporary staffing

Created by Career Design Center based on Jinzai Business-no Genjo to Teabo 2021-nen ban PART 1
Sogo Jinzai Service-hen (current conditions and outlook of human resources business, 2021 edition,
Part 1, comprehensive human resources services) from Yano Research InstituteCopyright © CAREER DESIGN CENTER CO.,LTD. All Rights Reserved.

11

Growth strategy

FY9/2019 to FY9/2021

FY9/2022 to FY9/2026
Beyond200

FY9/2027 to FY9/2031

Build a society where
all the people can live a
Building the foundation by

Expanding revenue

Medium-term management

strengthening existingbase with five key

plan aimed at achieving

businesses

measuresthe vision

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prosperous life

12

Net Sales Plan
Strengthen existing domains of engineers and women, which are our strengths,
and work on measures as new revenue sources, aiming to continue achieving record net sales
from the fiscal year ending September 30, 2022 onwards.
Trend in net sales

Billion yen

30.0
300

25.0
250
20.0
200

COVID-19
pandemic

15.0
150
10.0
100

Globalfinancial crisis

5.0
50

00

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2031

Beyond200
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13Ordinary Profit Plan
Strengthen existing businesses and taking new measures to continue achieving record net sales
from the fiscal year ending September 30, 2024 onwards, although COVID-19 is likely to continue
to have an impact.
Trend in ordinary profit
Billion yen
40
4.0

30
3.0

COVID-19
pandemic

20
2.0

Globalfinancial crisis

10
1.0

0.00
-10
-1.0

-20
-2.0

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2031

Beyond200
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14

ROE Plan

Strengthen existing businesses, take new measures to improve business results, and make theinvestments in growth needed to strengthen businesses, aiming to improve ROE.
ROE
35%
30%

25%
20%

15%
10%
5%
0%
2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2031

Beyond200
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15

Beyond200 Basic Policy
Beyond200 Vision

Establish a position in the markets for engineers and womenStrengthen
existing
businesses• Develop businesses with a focus on the markets forengineers and for women.
• Improve profitability by providing higher value tocustomers and enhancing productivity.

SustainablegrowthImplement
newmeasures

Growthinvestments• Create new sources of revenue by pursuing new
initiatives.

• Drive investments in human resources and for
improving the brand value.
• Strengthen upfront investment with a focus on the IT
domain.

• Improve management efficiency and ROE.
• Evolve into a sustainable company throughbusinesses.

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16

FY9/2026 Management Indexes

Net sales

Ordinary profit

Ordinary profit ratio

ROE

20.0 billion yen

2.4 billion yen

12%

15% or higher

Billion yen
25.0
250

Net sales

Billion yen

既存事業New measures
新規施策
Existing businesses

Ordinary profit
経常利益
Ordinary profit ratio
経常利益率
14%

Ordinary profit

3.0
30

12%

2.5
25

20.0
200

ROE
30%
25%

10%
2.0
20

20%
8%

15.0
150
1.5
15

6%

15%

1.0
10

4%

10%

10.0
100
5.0
50

2%

0.55

5%
0%

0.00

0.00
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

-0.5
-5

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

-2%

0%

-4%

-5%

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2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

17

Position of Each Business Segment
New graduates
Job fairs
New graduate
placement
Increasing visibility
among students

Mid-career recruits

Media

Increasing
visibility for the
futureSource of synergy

Enhancingdatabase

Personnel
Placement

IT Worker
Dispatch

Profit driver

Sales driver= Expansion to new domains
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18

Media Information Business

Strengthen existing businesses including type and Onna no Tenshoku type, which are mid-career
job sites, as well as fairs, and strengthen Direct type, web magazines, the Osaka area, and female
engineers as new measures.

Net sales

Billion yen

Ordinary profit

Billion yen
0.88

70
7.0

0.66

60
6.0

0.44
50
5.0

0.22

40
4.0

0.00

30
3.0

-2
-0.2
-4
-0.4

20
2.0

-6
-0.6
10
1.0

-8
-0.8

0.00
2017

2018

2019

2020

2021

Existing businesses

既存事業

2022

2023

2024

2025

2026

-10
-1.0

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

New measures

新規施策

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19Personnel Placement Business

Strengthen existing domains of engineers, sales, and women and, at the same time, expand thedomains of managerial positions and specialist jobs in the mid-career placement field.

Net sales

Billion yen

Ordinary profit

Billion yen

45
4.5

8
0.8

40
4.0

7
0.7
6
0.6

35
3.5

5
0.5
30
3.0

4
0.4

25
2.5

3
0.3

20
2.0

2
0.2

15
1.5

1
0.1
0
0.0

10
1.0

-1
-0.1

5
0.5

-2
-0.2

0.0
0
2017

2018

2019

2020

2021

Existing businesses
既存事業

2022

2023

2024

2025

2026

-3
-0.3

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

New
measures
新規施策

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20

New Graduate Recruitment Fair Business

Strengthen efforts to tap into recruitment demand for women and engineer s, which is expected
to grow in the future, and continue to strengthen matchups mainly through online events.

Net sales

Billion yen
0.88

1.6
0.16

0.77

1.4
0.14

0.66

1.2
0.12

0.55

0.101

0.44

0.8
0.08

0.33

0.6
0.06

0.22

0.4
0.04

0.11

0.2
0.02

0.00
2017

2018
2018年

2019

2020

2021

2022

Ordinary profit

Billion yen

2023

2024

2025

2026

0.000

2017

2018
2018年

2019

2020

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2021

2022

2023

2024

2025

2026

21

New Graduate Placement Business

Strengthen efforts to find new job offers in anticipation of growth in corporate recruitment
demand and grow the business into one that generates stable profit.

Net sales

Billion yen

Ordinary profit

Billion yen

0.505

0.4
0.04

4.5
0.45

0.3
0.03

0.404

0.2
0.02

3.5
0.35

0.1
0.01

0.303

0
0.00

2.5
0.25
-0.1
-0.01

0.202

-0.2
-0.02

1.5
0.15
0.101

-0.3
-0.03

0.5
0.05

-0.4
-0.04

0.000
2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

-0.5
-0.05

2017

2018

2019

2020

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2021

2022

2023

2024

2025

2026

22

IT Worker Dispatch Business

Focus our efforts on engineers as our strength and step up efforts to acquire registered users
and job offers from companies, aiming to build a structure for stable sales and profit.

Net sales

Billion yen
120
12.0

6
0.6

100
10.0

5
0.5

80
8.0

4
0.4

60
6.0

3
0.3

40
4.0

2
0.2

20
2.0

1
0.1

0.00
2017

2018

2019

2020

2021

2022

Ordinary profit

Billion yen

2023

2024

2025

2026

0
0.0
2017

2018

2019

2020

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2021

2022

2023

2024

2025

2026

23

Medium-Term Management Plan: Key Activities
Market environment/issues expected in the future1

Promotion of Direct type, a direct recruiting service

Eliminating human resource shortages caused by changes in the
structure of society, including the falling birthrate and the aging
population, and strengthening efforts to acquire job seekers

2

Attracting more companies to advertising in web magazines

Diversification of advertising methods Increase in revenues fromdomains other than recruitment and higher visibility of type3

Strengthening efforts to acquire job offers for female engineers andnew users from among female engineers

Strengthening the development of new customers in response torising demand from both recruiting companies and job seekers

4Expanding sales in the Kansai area and strengthening efforts toacquire new users

Demand in the IT domain is on an upward trend. We will develop thesecond-largest market in Japan to expand our revenue sources.

5

Attracting more business in the mid-career placement field

While the recruitment criteria grow tougher, we will focus efforts on
middle managers and specialists as our new domains.

Implement new measures that will be new revenue sources, thus building the foundation for achieving net sales of 30.0 billion yen in ten years
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24

Medium-Term Management Plan: Key Activities (1) Direct type

Direct type, a direct recruiting service
Expand the direct recruiting service, which mainly targets engineers, thus increasing matchup opportunities and improving
the quality of matchups, aiming to make the service the next mainstay business for future sales increases.

Future supply-demand gap of IT human resources

With the population expected to continue to decline, the shortage of IT
human resources is likely to become even more severe.
We will enter the direct recruiting market and further strengthen ourbase in the engineer domain as our existing strength.

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25

Medium-Term Management Plan: Key Activities (2) Web Magazines
Attract more companies to corporate branding advertising in web magazines
We have been striving to increase the visibility of mid-career job sites and acquire new target groups. Going forward, we
will work to increase the number of unique users and enhance the sites' power in our efforts to increase revenues fromdomains other than recruitment.

Engineer type

Woman type

While it will be more difficult for recruiting companies to hire humanresources, we will contribute to their recruitment activities, by not only
posting ads on mid-career job media but also in terms of corporate
branding.

We will deliver information that will be useful for the careerdevelopment of a large number of engineers and women, in our efforts
to attract more users.

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26

Medium-Term Management Plan: Key Activities (3)Female Engineers
Strengthen efforts to acquire job offers for female engineers and new users
from among female engineers.
In women's career change market, where recruitment demand is expected to grow in the future, we will strengthen our efforts
in domains where demand from recruiting companies is high and the active participation of even more women is expected.

Number of people desiring a career change in the IT domain
3000

It is expected that the employment of women will continue to bepromoted due to the declining working population.
In particular, the supply-demand balance is tight for engineers, and theratio of women in the industry is low, at less than 20%. The number ofcompanies desiring to hire female employees has been increasing.

2500
2000
1500
1000

2019

2020

3

2021

4月

2

3月

1

2月

9 10 11 12

1月

12月

11月

9月

8

10月

7

8月

6

7月

5

6月

4

5月

3

4月

2

3月

1

2月

9 10 11 12

1月

12月

11月

9月

8

10月

7

8月

6

7月

5

6月

4

5月

3

4月

2

3月

1

2月

0

1月

500
4

We will develop the market by using the women's brand, which is ourexisting strength.

エンジニア、技術者、IT・システム系
Engineers, technical personnel, and IT/system-related workers

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27

Medium-Term Management Plan: Key Activities (4)Kansai area
Expand sales and acquire more new users in the Kansai area.
Aim to strengthen measures to expand sales in the Kansai area as the second largest market in Japan, with a focus on job
offers from the Osaka bases of our existing clients.
Mid-career job opening-to-application ratio, number of job seekers,
and number of people desiring a career change in the Kansai area
■number of job seekers■number of people desiring a career change■opening-to-application ratio

While we have been focusing on development of the market in theTokyo metropolitan area, sales in the Kansai area have been
increasing modestly.
While taking measures to acquire registered users through advertising,
we will step up efforts to expand direct sales and agent sales toimprove business results.
4 7 10 1 4

2014

7 10 12015

4

7 10 12016

4

7 10 1 4 7 10 1 4

2017

2018

7 10 12019

4 7 10 1 4 7

2020

2021

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28

Medium-Term Management Plan: Key Activities (5)Mid-Career Workers
Attract more business in the mid-career placement domain(managerial positions and specialist jobs).
Demand for managerial personnel and specialists has been increasing among recruiting companies. We will therefore
increase job offers for mid-career workers, for whom recruitment demand is expected to grow.
Number of people who changed their jobs by age group

Recruitment demand for mid-career workers, including managers andspecialists, has been increasing among recruiting companies.
We will increase high-quality, well-experienced human resources,
which is our strength, to expand the new domain.

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29

Medium-Term Management Plan Investment Plan
Investment in
human capital

Increase of customers andjob offers

4.5 billion yen
Investment strategy
based on cash flows
from operating
activities to be createdin the future

Advertising expenses

Increase of new members

9.5 billion yen
Higher matchup rate andlarger number of matchups
System investment

2.5 billion yen
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Strengthening branding

30

Investment in Human Capital (recruitment, training, etc.)

Total amount to invest in 5 years: 4.5 billion yen
Number of employees

People1,000
900

Ratio of personnel expenses to800

net sales

700
600
500
400
300

Approx. 35%

200
100
0
2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

Beyond200
We expect a net increase in the number of employees of around 10% every year. In the 35th term, we will bolster our organizational
basis to 900 employees, with a focus on sales personnel and engineers.
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31

Investment in Advertising

Total amount to invest in 5 years: 9.5 billion yen
Advertising expenses
Billion yen
30
3.0

Ratio of advertising expenses to25
2.5

net sales

20
2.0
15
1.5
10
1.0

Approx. 12%

5
0.5

0
0.0
2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

Beyond200
We will run ads on new measures (including D-type and the Osaka area) in the media information business to attract even moreengineers and women as registered users.
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32

System investment

Total amount to invest in new systems in 5 years: 2.5 billion yen
Billion yen

System investment

10
1.0

0.99

Ratio of expenses for developing

0.88
0.77

new systems to net sales

0.66
0.55
0.44

0.33

Approx. 3%

0.22
0.11
0.00
2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

Beyond200
We will enhance system investment for mid-career job media and D-type to acquire new registered users and improve our results.
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33

Shareholder Returns Policy● We will consistently maintain a dividend payout ratio of around 30% and increase the absolute amount of dividends inaccordance with the improvements in our business results.
● On the other hand, we will make such decisions from a comprehensive perspective because our business model involves
the risk of a decline in business performance associated with economic fluctuations.
● If our business results decline in an emergency situation, we will maintain a level of cash and deposits that allows us tocontinue paying salaries to employees for more than six months (= 20% of the amount of net sales for a fiscal year). If theamount of cash and deposits after payment of dividends for a fiscal year exceeds the above level, we will implement
further shareholder returns.
配当金総額
Total amount of dividends

Billion yen

配当性向
Dividend payout ratio

Dividends and dividend payout ratio

0.505

ｃ

0.45
4.5

50%
45%

0.404

40%

0.35
3.5

35%

0.303

30%

0.25
2.5

25%

0.202

20%

0.15
1.5

15%

0.101

10%

0.05
0.5

ｃ

0

5%
0%

2016年

2016

2017年

2017

2018年

2018

2019年

2019

2020年

2020

2021年

2021

2022年

2022

2023年

2023

2024年

2024

2025年

2025

2026年

9月期

9月期

9月期

9月期

9月期

9月期

9月期

9月期

9月期

9月期

9月期

2026

Beyond200
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34

Basic Policy

Based on our management policy, we attach importance to dialogues with all stakeholders and play a
proactive role in building a sustainable society, as part of our efforts to improve our corporate value.

Ensuring sound corporate
management

We ensure highly viable, transparent, reliable corporate governance for sustainable value
creation for society and improvement of our corporate value.

Compliance with laws andsocietal norms

We build trust with society by complying with laws and social norms in all of our corporate
activities and by understanding and sincerely responding to society's expectations anddemands.

Respect for human rights

We respect the human rights of all of our stakeholders and drive the creation of a workplace
where diverse employees can work vibrantly with job satisfaction together with thedevelopment of an environment where they can work safely and in good health, both
physically and mentally.

Promote fair transactions

Under free and fair competition, we reinforce the trust we enjoy with our trade partners by
ensuring fair transactions.

Contributing to local communities

Through social contribution activities, we play an active role in revitalizing local communities
and creating a rich environment.

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35

Our Views of SDGs

• Donations to the Japanese Red Cross Society as contributions to local communities• Businesses as positive actions that help women participate in society• Reinforcing our gender-equal human resources system that is the basis of ourorganization• Initiatives to drive the active participation of women (including maternity and childcare
leave, managerial positions, shorter working hours, and remote work)• Proposals made beyond the domain of recruitment, such as proposals for the creation ofa workplace that retains human resources and enables them to participate actively• Enhancement of matchup functions for facilitating a choice of jobs for job seekers (suchas preference barometer and an AI search function)• Physical and mental health support programs for employees (including a suggestion box,
a range of consultation services, promotion of health re-examination, and vaccinations)• Creating a wide range of jobs through businesses (full-time employees to dispatchedemployees)• Promoting employment of people with disabilities

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Other Internal Initiatives
Since our founding, we have been working with the following organizational foundation, attaching importance to genderequality and diversity (as of September 30, 2021).
While we will not set targets for the male-female ratio or the number of female managers, we will continue striving tomaximize our corporate value while maintaining the current ratio.

● Promoting women's participation and advancement in the workplace
Male-female ratio
Male-female ratio of managers

45% : 55%
60% : 40%

● Encouraging employees to return to work after maternity and childcare leave

Organizationalfoundation

Ratio of employees who return to work
Number of employees who returned to work
Number of employees on maternity/childcare leave

100%
60 (9.2% of all employees)
25 (3.8% of all employees)● Ensuring diversity
Ratio of new graduates to mid-career recruits
Number of foreigners (non-Japanese nationals)

50% : 50%
3 (0.5% of all employees)● Promotion of employment of persons with disabilities
Number of employees with disabilities

19 (2.9% of all employees)

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Media Reports (Related to Women's Workstyles)
PRESIDENT WOMAN

Nikkei Sangyo Shimbun

STORY

Jan. 17, 2020

July 15, 2020

Oct. 1, 2020

Zoom-in! Saturday

VERY

Nihon Keizai Shimbun

Feb. 27, 2021

August 5, 2021

August 23, 2021

An opening talk session was held based on
survey data* from Onna no Tenshoku type.
*What do you do about makeup in office?

38

https://woman-type.jp/academia/discover-career/data/vol-20/

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38

Corporate GovernanceFuture Governance Structure(Resolution to be passed by the General Meeting of Shareholders on December 17, 2021)• Shifting to a company with an Audit & Supervisory Committee, with the ratio of outside directors at
one-third or higher)• A fixed compensation + stock compensation plan introduced for officers(Other Initiatives)• The chair of the Nomination and Compensation Committee (non-mandatory) has been changed toan outside director (with outside directors constituting the majority of committee members).
• Introduced an officer shareholding association system

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Past Activities
2016
President
Organization Form
Board of Directors

2017

2018

2019

Company with a Board of Auditors
7 directors (including 2 outside directors)

8 directors(including 2 outside directors)

Set up in 2019
Fixed compensation

Evaluation of theeffectiveness of the Boardof Directors
Basic governance policy

2021-

Hiromi Tada

Voluntary committee
Compensation for officers

2020

Introduced in 2019
Established in 2016

English convocation notice

Introduced in 2019

Electronic platform

Introduced in 2019
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Disclaimer

The industry trends, analyses, future outlook, strategies and other information presented today are determinations made byCompany management based on currently available information, but various factors may cause significant changes to theenvironment surrounding business in the future. Therefore, please note that future strategies and business performance

may vary significantly from the information presented today.

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